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Often, when I hear someone speak of "good stewardship of resources," I find that it is really code-speak for a cost-centered approach to finances or personnel. It's a euphemism for "it costs too much."
Many leaders see stewardship as managing scarce, non-renewable resources in a way that doesn't do too much damage to the environment, the people around us, our organization, or the bottom line. Seeing stewardship as damage control creates a focus on costs, often above all else.
The issue is that good stewardship isn't about cost-centeredness. It's not even technically about return on investment, either, although that is closer to the mark.
Good stewardship is about focusing on achieving the owner's (or owners') goals, within the means constraints the owner(s) have provided. Only then can ROI and cost figure in.
A focus on costs often diverts stewards from the owners' real goals, and could prevent steward leaders from achieving the owners' outcomes. It tends to stifle creativity as direct cost control prevents alternative ways to achieving goals that still fit within the owners' constraints.
Steward leadership invites creativity on both sides of the ledger: if something has a high cost, is there a way to engage in a model that either offsets that cost or leverages that cost to accomplish something bigger? Or is it truly just resources being thrown away?
See why cost-centeredness leads to a fundamental confusion about budgets, here.
Steward leaders value creativity because this best reflects the level of trust and freedom to make decisions with which the owners have invested them. Owner-centeredness allows these leaders to rise above cost accounting (which is often a short-term issue) and move to a more balanced, creative approach.
I find it helps for me to think through the following questions:
- What are the owner's (or owners') goals?
- What are the stated constraints?
- How can I use what they have given me to accomplish these goals?
- If at first I think they haven't given me enough, are there creative ways to leverage what I have to do more?
- How does this specific item (project, initiative, etc.) fit into the larger picture?
- How do I maximize the results the owner or owners seek?
The answers to these help me design healthy financial practices and systems into the work I do, so that we can meet the long-term ownership goals, rather than just focus on specific item costs. Next time you are thinking through a budget, a new initiative, or a project plan, try these questions out. See how they change the conversation!
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