October 6, 2025
by Greg Henson, Kairos University President and CEO
As we discussed in the previous post, it is important to define reality as a community. While it is a vital aspect of innovation, the danger with defining reality is that once we do it, we tend to let that frame guide our thinking for years to come. As a result, that frame becomes a box. We develop plans to address the challenges we see inside it, and we launch new initiatives that fit the assumptions we have made. If we are not careful and continually seeking to understand reality and the problem to solve, over time, we stop asking whether the frame itself needs to change. Our vision becomes narrowed.
Instead of building fixed strategies from static definitions, we need to engage in strategic work that begins with discernment. The work of innovation must be rooted in identifying and following the direction in which the Spirit is leading. When we focus on direction rather than on specific programs, staffing models, organizational structures, or numerical goals, we keep the path open for continued learning, listening, and movement.
Strategic thinking is a form of stewardship. It is how we tend to the mission, resources, relationships, and opportunities God has entrusted to us. That stewardship begins with prayer and discernment, by clarifying our mission and calling. Then we ask whom we are called to serve, how we might serve them well, and what is needed to do so faithfully. From there, we articulate a strategic direction. That direction points toward activity that is aligned with our calling without requiring a complete roadmap in advance.
This approach is not driven by conventional definitions of success. Growth, revenue, or scale may result from faithful work, but if they become our aim we may end up idolizing the institution. Instead, obedience becomes the measure. Direction becomes the guide. And strategy becomes a way of staying faithful in a changing context.
I suggest this kind of strategic oversight must be iterative. Yes, it involves planning, but it also requires flexibility. We must pay attention to what we learn as we go. Using tools like dashboards as part of the aforementioned four practices, we can ensure our understanding of reality remains open to continued reflection and refinement. It is shaped by conversations about alignment, by data about how we are using the resources we’ve been given, and by the opportunities we notice emerging around us.
This kind of discernment often requires us to dismantle old approaches to strategy, especially those that produce long-term static plans. Instead, we turn toward real-time processes that focus on movement and clarity of direction rather than control. The same holds true for how we think about who is involved in this process. Crucially, this work of discernment cannot belong to just a few people. It is not the responsibility of the board alone. It is not limited to faculty, administrators, or executive leaders. If strategy is a discernment process, and if innovation is to be Spirit-led, then the whole community must be involved. Students, staff, faculty, board members, and partners all have perspectives that help reveal what God may be doing. Welcoming that diversity is essential. The broader the participation, the more likely we are to see clearly and move faithfully. This is why the final area of focus: Empowering Structures, is so important.
In our next post, we will begin by exploring what it looks like to release power and build governance systems that support collaboration.