It can get discouraging turning over rock after rock with sometimes little to show for it. This fall I texted one freshman 6 times and got no response. On the 7th text he responded and we got lunch. I shared the gospel with him. I asked him how college has been for him spiritually – he said “I really feel like God is pursuing me since I’ve been in college. I mean – you’ve kept on texting me and I really feel like that was God pursuing me.”
In college ministry we’re constantly turning over rocks to see where God is at work. I love Winston Churchill’s “encouragement” – “Success consists of going from failure to failure without loss of enthusiasm.”
College ministry is hard emotionally. There’s something incredibly humbling about having a too-cool-for-school 18 year old freshman smugly shut the door in your face as you attempt to tell them how they can know the supreme God of all creation.
On a deeper level, working on the cutting edge of culture can be exhausting. For most Christians, dealing with complex issues like LGBTQ, racial inequality, suicide, transgender, Trump, depression, and mental health are distant hypotheticals to yell about on Facebook. For college ministers, you interact with students on these issues as part of your daily job.
Paul Tripp summarizes well the difficulty of ministry:
“There are few things that will reveal to you the full range of your sin, immaturity, weakness, and failure like ministry will. There are few things that will expose your weaknesses to others as consistently as ministry does. There are few endeavors that will put you under public expectancy and scrutiny like ministry does. There are few things that are as personally humbling as ministry is. There are few endeavors that have the power to produce in you such deep feelings of inadequacy as ministry does. There are few things that can be such a vat of self-doubt as ministry is.”
There are a few things that help me keep going.
1) It’s December. You’re tired. And you should be. You are doing ministry in one of the most difficult environments, on the cutting edge of culture – the college campus. The reason there’s not many people up on campus sharing the gospel in greek houses, in the dorms, on practice fields – is because it’s hard!
A recent survey of a college ministry showed that
80% of team leaders would say “I feel overwhelmed by my job”
75% expressed feeling emotionally drained from their work
the majority have seriously thought about quitting their job
Hopefully you find this oddly encouraging. It’s good for me to be reminded that I’m exhausted because what we’re trying to do is hard. And you’re not alone. We all feel it.
2) Your job is complex. But that’s a good thing. You want some job complexity – it’s what makes your job fun. Meaningful work is always complex. You’re not screwing three screws into the back of a computer for 12 hours/day (as I did one summer in college). In Outliers, Malcolm Gladwell says meaningful work has three distinct qualities:
And a clear relationship between effort and reward
You (and your team) need those three.
To embrace the complexity.
To have the freedom to innovate and really lead.
But the last one is key. If all you and your team can see is the complexity and your ministry’s shortcomings, THAT is when discouragement sets in. Your team needs to see that you are making real progress toward a tangible goal. Even if that progress was learning 4 ways of how NOT to reach freshmen, that is success! You stepped out in faith and are learning. Which leads to number 3…
3) Celebrate! Last week my regional director sent to our regional team leadersan email that spotlighted what God was doing through the Central Arkansas team to launch a new campus and raise up 4 staff from that campus. I emailed their team leader about how encouraging that was. His reply –
“I had two thoughts when I read this. 1. I didn’t know some all that stuff. 2. I need to learn to celebrate more!”
In the midst of the craziness of fall it’s so easy to let your less-than-stellar weekly meeting or flaky leaders to hide the fact that God is using you in significant ways to change lives for eternity.You’re team is intimately acquainted with all the things that are going wrong in your ministry. We need to stop and raise our team’s eyes to all that God has done.
Bill Hybels has some wise words on celebration: “How do you inspire people to stay on the journey from here to there?
Refill their vision bucket. Everyone’s vision bucket leaks. You have to celebrate every mile-marker you possibly can on the way to the destination.”
4) It’s good for me to be reminded that it’s worth it.We delicately talk through difficult cultural issues with students. We boldly proclaim the gospel and oftenendure contempt and rejection. Many of us raise support and trust God to provide 100% of our livelihood.
Why? In Spanish, if something is “worth it” you say it is “vale la pena”. Literally – “worth the pain”. It is worth the hardships so that hundreds and thousands of future world changers can encounter Jesus. “For our light and momentary troubles are achieving for us an eternal glory thatfar outweighs them all.” – I Corinthians 4:17. Faith is believing that in the midst of the hardness of ministry, it’s worth it. Christ is worthy of our lives. And we know that this good news WILL be proclaimed to all nations. And we get to be a part of it. Ministry is hard. But es vale la pena.
The past couple of years I’ve made a conscious effort to shift from less input to deeper reading.
I’m reading less blogs, bookmarking less web pages and reading more books (yes, I appreciate the irony that you are reading this on a blog).
It started in 2011 when I read Tim Challies’ book The Next Story. He illuminated a huge idol in my heart (and I believe a chief idol of our age)- informationism:
We have begun to believe that the accumulation of information somehow leads to wisdom, that more information will solve society’s ills and improve our lives. We place our faith in information.
We find joy and life in that information – not in using that information or turning that information into useful action, but simply in its constant flow.
Without the distraction of dealing with vast amounts of information and without overtaxing our brains with hundreds of sources of information, we will have the time to know more about less.
Success in life “is not in the accumulation of facts, but in living a life marked by wisdom, by the application of knowledge.”
What we are finding is that more information does not necessarily lead to more wisdom. In fact, the very opposite may be true.
More information may lead to less wisdom.
That last sentence rocked me. My voracious reading of new blogs and articles is actually making me less wise.
I want to know more about less. It was actually the very secular BBC that reminded me that, primarily, that means I need to read less “news” and soak in God’s Word more:
One of the more embarrassing difficulties of our age is that most of us have quite lost the ability to concentrate, to sit still and do nothing other than focus on certain basic truths of the human condition. We are reluctant to admit that we are simply swamped with information and have lost the ability to make sense of it.
The prestige of the news is founded on the unstated assumption that our lives are forever poised on the verge of a critical transformation. Contrast this with how religions think of what is important. The great stable truths can be carved into stone rather than swilling malleably across hand-held screens. Rather than letting us constantly catch up on “news”, religions prefer to keep reminding us of the same old things.
It is not by reading more, but by deepening and refreshing our understanding of a few volumes that we best develop our intelligence and our sensitivity.
We feel guilty for all that we have not yet read, but overlook how much better read we already are than St Augustine or Dante, thereby ignoring that our problem lies squarely with our manner of absorption rather than with the extent of our consumption.
This clip from Portlandia was me in 2009-2013 (and probably me still!):
Here’s what that has looked like for me. I have over 3,000 unread pages saved in Pocket (a save-to-read-later service)!
Not sure when this “later” is when I’m going to find time to read them.
In 2013 I bookmarked 1,500 sites that I never got around to reading. At that point, I was literally checking 75 blogs every week. I even blogged about why you should read a lot of blogs http://www.timcasteel.com/blogs/how-and-why-to-subscribe-to-blogs/! I still read blogs but almost exclusively blogs related to college ministry (my field of work)
In 2014, I had 1,000 unread bookmarked pages.
And 500 in 2015. If you do the math, that’s not exactly a trickle – I’m still bookmarking almost 2 pages a day. But it’s progress!
I’m replacing those “must read” late-breaking-this-is-going-to-change-your-life blogposts and articles with the slow, harder work of reading a book. Trading candy for meat. Books make me slow down and absorb information instead of just letting information go in one ear and out the other.
If I could choose only one habit to pursue growth it would be to develop a love for books. Reading requires focus and commitment. But the payoff is huge. If you want to jumpstart your leadership growth, spend at least thirty minutes a day reading
A few steps I’m taking to read more:
I’m tracking how many books I read each year
I don’t necessarily want a goal of number-of-books-read because, again, the goal is not more information input. It’s deeper, slower reading. Last year I read 17 books. And I want to read more this year. But I feel like a goal will make me rush through books instead of slowly absorbing them.
I’m not finishing every book I start
I’ve found one of the easiest ways to read more is to take advantage of dead time in my schedule – like driving. 15 minutes here and there really adds up. So I sucked it up and subscribed to Audible.com (a ridiculous $22/month for two books). I listen at 1.25 speed and can get through two books in a month.
I’m committed to reading every night. A couple of years ago my wife introduced the new rule of “no blue light an hour before bed” = no checking twitter or reading online. I’m thankful for God’s grace through her! It made me take up the habit of reading before bed every night. A great side-effect: when my head hits the pillow I’m asleep in seconds.
The trick is finding when to read the right kind of book:
In the morning I read a spiritually developmental book (right now I’m reading John Piper’s Bloodlines on ethnicity and racial reconciliation). I need to carve out more time for this category. I rarely read during the day.
In the car on audiobook I can’t listen to any book that I want to take notes on. I need a book that can just wash over me. That’s more of a story/biography. Shadow of the Almighty – the story of martyred missionary Jim Elliott was perfect. Though there’s plenty of quotes I’d want to underline, I’ve read it enough times that I can just let the story and Jim’s singleminded pursuit of Christ and the Great Commission wash over me. How We Got To Now was also a great one for audiobook. VERY interesting stories of the 6 most important innovations – great stuff to inspire your thinking and own innovation. But nothing much that I’d need to write down to remember.
At night, again, I can’t read any book that I’d want to underline or take notes on or that will get my brain’s gears turning. At night my goal is to unwind. So I stick mostly with biographies that inspire. “Readers of good books, particularly books of biography and history, are preparing themselves for leadership. Not all readers become leaders. But all leaders must be readers.” Harry Truman
In the last post I looked at the value of conferences for the development of our staff – as an opportunity to get to know other leaders and grow our network of advisors.
In our organization (Cru) most staff love staff conferences, but there’s definitely seasons where staff get conferenced out. On top of our staff conferences, we typically have 4-5 student conferences that we put on every year (August Leadership Retreat, Fall Retreat, Winter Conference, January Leadership Retreat, Spring Break trip/conference).
It seems that a lack of enthusiasm for staff conferences comes from three sources:
They take us off campus
We have to pay for them
Here’s some ideas on how we can look at each of these and make conferences better for our staff.
They take us off campus
This, for me, is the biggest cost of conferences.
In moderation, I think conferences are a great investment (see previous post). But we’ve had seasons where our staff are off campus every other week all spring for various regional conferences. And it kills our momentum in our ministry to college students. Conferences were made for staff, not staff for conferences.
Particularly for more isolated campuses (I live in Northwest Arkansas) travel to and from any conference costs me two days. That’s before we even get to the conference.
We need higher-up leaders to help protect the local level from unnecessary conferences. Because the reality is there’s often not communication between the different regional/national leaders as to how many conferences we are asking our staff to go to. Someone needs to step up and say, do we really need this conference? Could we accomplish this objective in another, less costly way?
Maybe they do this already, but maybe regional leadership could keep a 12-month view of a typical staff’s year, a typical Team Leader’s year, a typical intern’s year, and think through how often they’re off campus.
We have to pay for them
To be blunt, that’s why you raise support. To be able to develop as a minister of the gospel. Not to be cheap. You can be bitter about having to pay for all those conferences. But your life in full time ministry will be FAR more enjoyable if you just suck it up raise enough support to account for conferences.
BUT, Team leaders – consider investing financially in your staff’s conferences. It communicates “We believe in you, and think you’re a great investment! We want to invest in your training give you time to pull away and sharpen your saw.” For our region’s Field Training in February we’re investing $200 in each of our staff. Hopefully they feel the love and see the week as an opportunity rather than an obligation.
I wonder if we should make more conferences optional. It would definitely affect how people come into the conferences (begrudgingly or eager to learn). I understand that there are some conferences we need everyone at. But there are some that we don’t.
The danger in mandatory conferences is a lack of excellence and making them worth it. If we made some conferences optional, it would force us to make them worth it – to make them useful enough that staff would pay to be there! It’s what we do on the local level – every conference is “optional” for students so we work our tails off to 1) make them excellent and 2) convince students of the benefit of the conference for their growth. Consequently, every year our student conferences are greatly improving. Because the free market forces us to innovate and improve.
It’d be great if we could integrate our conferences with the New Staff Development (NSD) that interns and staff already have to complete. If by going to the Sent Conference, that is required for all Interns, they could have checked off a complete module of development (because really, that’s better content/development than the 8-12 hours of official NSD they would be doing, and the same amount of time). That might help interns/staff see how a conference is moving them forward, helping them progress in their development.
We should heed this wisdom from Brian Virtue: “Eliminate any of them that can even remotely have their objectives met in an online context or distance format. If you can do it without forcing people to travel and spend time away from their family and context, then you should. If you’re doing it because it’s always been done or because it’s a source of income then you’re behind the times and contributing to oppression by conference.” (it would be worth reading all of Brian’s thoughts on conferences here).
What are your thoughts? How can we improve how we do staff conferences?
Cru staff sometimes joke about us being Campus Crusade for Conferences (OK, I may have been that guy), like this tongue-in-cheek tweet:
But this is great vision for the value of staff conferences:
One of the biggest examples of investing for the long run for the knowledge worker is attending conferences. I believe that all knowledge workers should go to every conference they can because these are prime opportunities to connect with people and share ideas — the essence of knowledge work. But many think that going to a conference is a luxury or a bonus, something to do only if you can get your other, “real” work done. But nothing could be farther from the truth. Going to conferences is a key part of the work of any leader and manager. It is one of the many intangibles that define the essence of knowledge work in our day.
I’m not saying sign up for every conference you can go to. Mostly, take advantage of the conferences you HAVE to go to!
For me, it’s not the content of the conference. I have been tremendously impacted by the people I’ve met at conferences. They have formed my loose-knit, non-official network of advisors. Quick conversations at conferences have opened up to me a wealth of wisdom and college-ministry-know-how. Both the content learned in those conference interactions and the open doors for future phone calls and emails to learn over the years.
Big, generic leadership conferences like Catalyst have not been as helpful as targeted college ministry conferences (in Cru, it’s our regional and national staff conferences; and our Team Leader conferences). Again, because what is beneficial is not the content (which was great at Catalyst) but the conversations and meeting other college ministry leaders.
My boss (Tim Norman – Cru National Director for the Red River Region) shared with me a conversation he recently had with a UT professor who is an expert in leadership:
“I told him about one of the challenges of leading in a non profit is not being able to reward people–there are no bonuses for a job well done. One of the things he suggested was investing in the training of your people.”
Our region is having a week long “Field Training” in February for many of our staff. What if, instead of bemoaning having to be off campus for a week, staff saw that week as an investment in their professional development and expanding their network of advisors?
This is great Biblical insight from Tim Norman (that he recently shared as the Missional Team Leaders (MTL’s) prepared to pull off campus for a conference:
Paul makes a passing comment in 2 Cor 2:12-13 that has intrigued me over the last 4-5 years. He writes “Now when I went to Troas to preach the gospel of Christ and found that the Lord had opened a door for me, I still had no peace of mind, because I did not find my brother Titus there. So I said good-by to them and went on toMacedonia.” When Paul arrived in Troas to gospelize the area; the Lord opened up a door for him—a door of evangelistic fruit. Yet, Paul pulled away from a fruitful ministry, which is something I would have never imagined him doing. But, he expressed concern for his fellow laborer, Titus, and he wanted to know what the Lord was doing in the Corinthian church (this was the message that Titus was to give to Paul). This is one of the many passages that highlights that Paul was so networked into a first-century gospel network. Paul was plugged in to connections that went beyond himself and his concerns were beyond what stood in his face. He valued hearing from those who co-worked the gospelization of the world with him and wanted to hear the news of what the Lord was doing whether good or bad, whether prayer-letter worthy or something we’d all just as soon forget.
One of the aims of the upcoming MTL conference is that the Lord would use it to refresh you and create a place where you can be with fellow laborers, who like you have been making themselves ‘slaves to all so that you might win some.’ Some of us have seen great fruit this Fall. Some of us have experienced a difficult and puzzling Fall. We trust that this time will give you a chance to hear from your friends about what God is doing, to share our joys and our struggles. Across the region you’ve been leading staff and students to trust Jesus more and to encourage them to take steps of faith that they would have never imagined. That’s hard work. We trust that our time will refresh you in the midst of your labor, which is not in vain.
In the next post I want to look at three reasons why there is a lack of enthusiasm for staff conferences – time, money, and mandatory – and what we can do about it.
Staff must lead in evangelism. All else must suffer for the sake of getting face to face with freshmen. I tell our staff that your first six discipleship times of the year must be primarily spent in evangelism. If your upper classmen balk at this then that is evidence that you may not be working with the right upper classmen. There ought to be time to develop and teach but evangelism has to happen those 6 times.
If you pay the price in the first six weeks of the year you will reap the rewards for the next four years. If you blow the first six weeks you will pay the price for the next four years. I can tell how well we did in the first six weeks of the last four years by looking at the size of our classes.
Directors must mobilize their best people assets into evangelizing/gathering freshmen into freshmen groups (staff/ student leaders).
We teach that discipleship is doing the right things (doing ministry together, time in the Word, relationally connecting) with the right people (faithful, available, teachable).
Here’s the key: those three things – Ministry/Word/Relationship – don’t have to happen evenly over the year. In other words, the first 6 weeks of the year will be HEAVILY weighted toward doing Ministry together. Talking about life and their summer and the new year as you walk on the way to share your faith. That’s one reason a Leadership Retreat before move-in week is so crucial. It gives your staff time to connect relationally with student leaders before you jump in the trenches together.
I always try to grab one-on-one lunch (Relationship) with each of my staff guys in the calm before the storm of the first 6 weeks because I know that August and September will be heavy on doing ministry together and lighter on Word/Relationship.
In Cru, we talk a lot about being “Student Led, Staff Directed”.
But I fear that staff communicate to students, often more by actions than words: “We staff would love to reach this campus on our own but since we don’t have the manpower to do it, we’re gonna need some of you students to help us out.”
Bud Wilkinson, legendary former head coach at OU was once asked, “what contribution does professional football make to the fitness of America?”
He answered: “A professional football game is a happening when 50,000 people desperately in need of exercise sit in the stands watching 22 people desperately needing rest”
I wonder how similar our ministries are to Bud’s description of a football game: Staff running around frantically trying to share our faith, put on weekly meetings, lead 2 Bible studies while students applaud from the sideline.
What’s at stake is more than ministry effectiveness on our campus. We are training students in the Biblical Priesthood of Believers for a lifetime of effective ministry. Is ministry just for an elite, professional class? Or is every Christian a minister/priest/ambassador?
You are a chosen race, a royal priesthood, a holy nation, God’s own people, in order that you may proclaim the mighty acts of him who called you out of darkness into his marvelous light. – 1 Peter 2:9
So what exactly is the role of staff in a Student Led ministry?
The Apostle Paul wrote that the role of a Christian leader is “to equip the saints for the work of ministry, for building up the body of Christ” – Ephesians 4:12.
On our team we talk about success for our staff is to get as many students as possible onto the playing field. We want to help as many students as possible to experience being used by God to change someone’s life.
As Steve Sellers said at the National Cru Staff Conference: “Students can do ministry. We can help.”
In what ways do you think we, as staff, communicate: “staff can do it, you can help”?
What are some ways your team helps students get onto the playing field?
Soularium is a pack of 50 pictures that Cru developed for sharing the gospel. It is an especially great tool for sharing the gospel with international students because they can communicate deeper thoughts (via pictures) then they would be able to articulate in English.
Just wanted to share a quick idea of using Soularium picture cards as an Icebreaker as your team plans for the fall.
On our first day back as a team for planning, we spend the majority of the time connecting with each other, sharing about our summers, and talking about how we feel going into the fall.
We pass out Soularium cards and have everyone pick two photos that represent their summer. Each staff then shares for 4-5 minutes about their summer using those two photos. We then ask: “What one card represents how you feel coming into the fall?” We’ve found that it facilitates better (more real) sharing. Having a photo representing their feelings someone helps – staff can share “I’m exhausted” when they might normally gloss over and put up a front.
The Soularium cards are also great for icebreakers for small group Bible studies:
“Which photo best describes how your week is going?”
“Think about your life so far. Which image best describes what you’ve experienced spiritually?”
“As you think about the upcoming year, which picture depicts what you want your walk with God to look at the end of the semester?”
We’ve found that the images are particularly helpful for guys to be able to articulate those mysterious things called “feelings”.
One of the greatest challenges in leading in ministry is finding the balance between planning/strategy and empowering/releasing. I don’t like messy. But I wholeheartedly believe that you have two options: You can either Control or Empower. You can’t do both. Control is orderly. Empowerment is messy.
There’s a lot of wisdom on this topic in a recent post by Jon Hietbrink:
Many organizations run like machines–they thrive on alignment, order, discipline, and consistency, but movements are like organisms–they feed on change, complexity, empowerment, and freedom.
Most of the ministries we lead are some combination of both organization and movement.
I cringe at the inference that anything planned or organized is somehow less influenced by the Spirit [love this sentence!]. That said, I’m increasingly aware of our need as leaders to become experts at calibrating the edge of chaos–we’ll never catch a movement by hanging back in consistently safe places devoid of risk and adventure, but we’ll also never see exponential growth if we go boldly careening over the edge of chaos and into the abyss of confusion and disorder. How then do we navigate this tension? How do we surf the edge of chaos?
As a leader who actually tends toward order and structure, it’s been important for me to embrace the chaos as appropriate and good. If we want movement, it won’t be easy, clean, or predictable, and part of the journey for us as leaders is settling this in our souls–our tolerance of ambiguity and uncertainty has to increase.
We must foster environments of interdependence where folks are not just allowed, but encouraged to seek help from any and every source. A mentor of mine used to tell me that the job of a leader is to build “webs, not wheels”– an ever-expanding web of interconnected, interdependent parts, not a wheel where all the spokes connect back to me at the center [great metaphor- webs, not wheels!].
As you start the fall of college ministry, there are three big things your staff need:
Connect as a family (who) – 71% of Millennials want their coworkers to be a second family
Direction and clarity of role (what) – what does it look like for me/us to succeed?
Vision for reaching college students (why) – “You can pretty much assume that most staff return [in the fall] willing and able but not very motivated and with little or no vision.”
A few helpful starting-the-fall tips for Team Leaders:
Encourage staff to get all personal things done before they report back. I usually email something like this:
“Please have all your personal stuff done before next week (moving in, raising support, prayer letter, etc) as we will be pretty slammed starting Aug. 8 (so take advantage of the next few days to get all personal stuff done!)”
Pick staff to fill two key roles: First Week Director and Follow Up Director. This frees the Team Leader to focus on the team/movement instead of the millions of details associated with the First 4 Weeks.
Don’t assume that everyone is on the same page as far as Ministry Philosophy. Communicate clearly on how we do things. We have a one page sheet called “How we do Ministry – One Page” which, as you would expect, tells our entire philosophy of ministry on one page!
Discuss Team Norms together (how we operate as a team)
I think it’s always interesting to see how other teams operate.
Here’s what our planning week looks like:
2 days of planning 9-noon. Afternoons spent working on reserving locations, getting donations from local businesses (for door prizes for cookouts), working in smaller groups with other staff on specific tasks
3 days on a staff retreat (all fun/no work)
2 more days planning 9-noon. Afternoons working on team to-do’s.
2 night student leadership retreat
First Cookout and Move in Week activities
Team Leaders- what do you do with your team before the school year begins?
Staff – what are your primary needs going into the year?
They share well with others (and expect to be shared with):
They are adept at finding information and expect it to be readily available. They are comfortable reaching out directly to people in a way that can be disconcerting to older employees whose workplace relationships have traditionally been constrained by the organization’s hierarchy.
As Nilofer Merchant has observed, social technology is changing the nature of power in organizations.
When you are accustomed to and skilled at finding and freely sharing information, it makes no sense to have information locked up in various parts of an organizational structure. In fact, it feels frustratingly antiquated. What this means for older managers: they must shift from being controllers of information to facilitators of its sharing and collaborative use towards achieving organizational goals.
I love this and think it’s extremely encouraging for the future of world-changing enterprises. Sharing and collaboration FTW.
What motivates Millennials is what motivates all employees:
It’s crucial to understand what motivates Millennials. The most powerful tool to build Millennials’ commitment to the organization is this: offering regular opportunities to learn and develop — not just through training, but through a variety of challenging tasks, the opportunity to work with people who impart valuable knowledge, and regular developmental feedback. As it turns out, this is how you build commitment in employees of all ages.
Despite what the stereotype might suggest, effectively engaging Millennials is not about letting employees wear jeans and bring their dogs to work, dude. The key is providing challenging, meaningful work, communicating, helping employees to see their contribution, and making sure they have opportunities to learn and grow.
In college ministry, I think we provide ample opportunities for:
Challenging, meaningful work
Opportunities to learn and develop
I think what we could improve on is “helping them see their contribution”.
Whether this is student leaders or Interns/Staff – we could improve at clearing communicating:
“THIS is the meaningful, challenging work that you are doing.”
“Here are 4 ways you are going to learn and develop this year.”
“Through doing _____ you made a unique contribution and lives were changed eternally.”
A little intentional communication could help Millennials connect the dots in realizing that they actually ARE doing challenging, meaningful work that is making a difference.
What are your favorite takeaways from the HBR excerpts?