Evaluating and Coaching Leaders

Many churches, ministries and mission organizations do not have an adequate coaching and evaluation tool for leaders. In the absence of such a tool, expectations can be vague and evaluations more subjective than objective. This is not helpful to those being evaluated or to those doing the evaluation.

Nor is the typical job description the answer. Job descriptions are typically a list of activities rather than results. Thus an individual can stay very busy on activity and actually not accomplish the necessary results.

Key Result Areas
Far more important than defining activities is that of defining the necessary results of a leaders job. We call these Key Result Areas (KRAs) and they define what we want success to look like. Thus, both myself and the many leaders in our organization (ReachGlobal) are clear on what we must accomplish in order to be considered successful. It becomes our personal roadmap and the basis on which we are evaluated annually and coached monthly.

The five responsibilities of every leader
Anyone who leads a team, from the senior leader through all levels of leadership really must accomplish five things if they are going to be successful. We use these five Key Result Areas with all of our leaders.

KRA One: Personal Development
Summary: Ensuring that I live intentionally in my spiritual, family and professional life.

KRA Two: Strategic Leadership:
Summary: Providing strategic leadership to ReachGlobal values, mission, and vision for the future, and through annual strategic initiatives.

KRA Three: Strong Team
Summary: Building a strong, unified, aligned, strategic, and results-oriented team

KRA Four: Leadership Development
Summary: Develop current and future leaders

KRA Five: Mobilizing Resources
Summary: Mobilize key resources necessary to flourish and build for the future

These KRAs do not change from year to year but the plan for how a leader accomplishes the plan changes annually.

An Annual Ministry Plan

If these areas spell success for a leader, the next step is to put feet to each of the areas so that there is a clear annual plan for how they will accomplish each of the KRAs. This plan is developed by the leader and agreed to by the board or supervisor (with modifications if necessary).

Here is an example of my own plan for 2008 for KRA 2.

KRA Two: Strategic Leadership
Summary: Providing strategic leadership to ReachGlobal values, mission, and vision for the future, and through annual strategic initiatives.

-Review and finalize all current key documents of RG to ensure a common voice and proper alignment
-Drive intentional diversity in RG domestically and internationally
-Help RG move toward greater multiplication in all of our ministries
-Champion the ReachGlobal Sandbox
-Provide maximum clarity to the leadership and personnel
-Ensure the smooth launch of LIVE0
-Provide regular communication to personnel of vision, opportunity, and strategy.
-Work with the chair of the ReachGlobal Board to ensure the board contributes the greatest value possible to the ReachGlobal.
-Realign schedule for less activity and more “think time”
-Ensure that the benchmarking of new metrics
-Develop relationships with national movement leaders
-Complete a book on “Missions in the Color World” by June 2009

Each of my other four Key Result Areas have a similar annual plan. Because I have my plan in place I know exactly what my priorities are for the year, as does my supervisor (the president of the EFCA), my board, colleagues and staff (because I make them public for the sake of example and transparency).

Monthly coaching meetings
Our organization has a commitment to a monthly meeting with one's supervisor. Because the roadmap for the year is clear through the KRAs and Annual Ministry Plan, this meeting is designed to ensure that things are on track, that barriers are removed, that relational health is maintained with others and that problems are resolved. We see it as a coaching/mentoring meeting.
Annual Evaluations
With Key Result Areas defined along with an annual ministry plan, annual reviews are really simple. How well has the leader done in accomplishing their plan? All one needs to do is to examine each of the KRAs and the accompanying ministry plan to determine how well the individual has done in accomplishing what they said they would accomplish. It becomes an objective rather than subjective process.
Further, this paradigm removes the discussion from busyness and activity to results and focus.
For more information on KRAs, Annual Ministry Plans, coaching/mentoring meetings and intentional living, see Leading From the Sandbox: Developing, Empowering and Releasing High Impact Ministry Teams.