Three gifts every supervisor can give to their staff

 

Leaders come bearing gifts to their staff. They set the culture of the organization in positive and sometimes negative ways. The best leaders create a culture of clarity, development and optimism that we can accomplish our mission. All three of these are positive gifts to the staff they lead.

The gift of clarity is helping everyone be crystal clear as to what we are about and what our focus needs to be. The more sharply we can articulate our direction and focus, the more our staff can in turn focus their work! Focused clarity within organizations is not as common as one might think because it requires an enormous and ongoing effort  by leadership to clarify their mission and an equally enormous effort to keep the organization focused on that mission. However, that clarity is a great gift to staff as they know what the goal is and where their energies need to be focused.

The focus part of the equation is perhaps the hardest because staff and teams must figure out on a quarterly basis how they prioritize their work and what will constitute a "win" for that quarter. Not all activity is of equal value. The most important activity is what we ought to be focused on and that is the value of quarterly win cycles for everyone in the organization.

The gift of staff development is an indication of whether leaders are generous in seeking to help staff grow and develop or selfish in simply using staff for their own purposes. Think about the various work roles you have had over the years and ask the question, "did I leave that role with greater skill and success because someone intentionally developed me or was I simply left to my own devices?" Leaders have a stewardship responsibility to help staff grow, flourish and to give them opportunity to use their gifts fully. This is a truly significant gift and staff never forget the gift.

This gift is both selfish and unselfish. Selfish in the sense that the ongoing development of staff will come back to bless the organization and its work. It also creates a deep sense of loyalty to the organization because it signals a high commitment to staff. It takes time and effort to develop staff and they appreciate it. 

The unselfish part of the equation is that such development may mean that your actually develop someone out of the organization. Their capacity grows and there may not be a place for their additional capacity in your organization but they will flourish elsewhere. Regardless of whether they stay or move on to higher levels of responsibility, you have given them the gift of growth and development. It is an unusual organization or leader who makes this a priority.

The gift of optimism is an attitude that together we can get our job done and accomplish our mission. A leader's optimism with their staff is critical in today's uncertain and competitive marketplaces. Optimism creates momentum while pessimism creates discouragement. Optimism married to a culture of teamwork and cooperation allows organizations to see results that no one could accomplish on their own. Regardless of whether a leader feels optimistic on any certain day, they give a gift to their staff when they choose to convey a positive attitude.

This is especially critical in times of stress and uncertainty as we have been walking through in the past several years. The attitude of the leader cascades down through the team or organization. Leaders who exude hope and optimism in spite of the circumstances create a place of energy and encouragement. Never underestimate the power of this gift.

Every leader can give these three gifts to their staff - if they value their staff enough to do it. 

Staff development: Build a system and culture where success is inevitable rather than merely possible

 

We often say that our organization is only as good as our staff. It is a value that most leaders would embrace but one that many ministry leaders often ignore. Developing staff requires that resources, people, and energy be devoted to that development, and many organizations are too busy or have too many other priorities to see it happen.

The cost of a lack of development is that we eventually lose our best staff, pay a price for a lack of engagement, and leave a ton of talent on the table. My organization wants to surround people with so much development and support that their success is inevitable. In other words, the very culture creates an environment where success is inevitable rather than merely possible. 

Five areas of development are essential for every staff member. Five areas of health: Physical, emotional, spiritual, relational, and skill. Each of these domains has implications for how successful one will be in the work they are called to. Deficits in each of these five areas can keep otherwise brilliant individuals from success and, indeed, set them up for failure.

In addition to these five personal areas, three leadership areas require attention. Self-leadership - how individuals give leadership to their own lives; Team leadership - how those who lead others lead healthy teams, and Organizational leadership how higher-level leaders lead from a perspective of the whole rather than their particular area. All three are vitally important to a healthy organization, but they don't take place by themselves. In fact, if one desires an aligned culture, having standard practices and training in all three areas is critical.

There are five realities to keep in mind in any development process.

First, someone has to own and give direction to staff development. Creating a culture where success is inevitable rather than merely possible means we have a comprehensive plan, a delivery system, and buy-in at the highest levels. This means that a senior member of the organization gives leadership since they have the authority and influence to ensure a plan, along with buy-in and cooperation from all supervisors. In some organizations, this is called the Chief Culture Officer.

Second, this is an art as much as a science. People learn differently, have different areas of strength and weakness, are all wired differently, and come to the workplace with various areas of experience and personal baggage. 

Thus, while there ought to be a common framework around critical areas of testing, learning, and growth, it is also an individual process that requires unique conversation, dialogue, and coaching. That means that not only must there be a plan at the macro level, but there needs to be personal coaching with individual staff members on an ongoing basis. 

Unless the plan includes both standard pieces that all participate in and individualized dialogue and attention, you are unlikely to see the results you desire. 

Third, accountability for personal development needs to be part of the picture. A culture where success is inevitable rather than merely possible means that development is not optional but the responsibility of all staff. Like any other job responsibility, staff members need to have their own plan and be accountable for that plan. In other words, this is not optional, but development is raised to the highest level in any list of job responsibilities - for all staff. 

The development issues should be wrapped into that process for the growing number of organizations that use scorecards and 90-day win cycles. 

Build a system and culture where success is inevitable rather than merely possible with an ongoing paradigm for staff development and growth. You will never regret it.

Investing in direct reports is a critical factor of a leader's success

Leaders have conversations all the time. It is what they do but not all conversations are equally important. Some conversations are far more important than others.

I am a firm believer that the most important conversations a leader has on an ongoing basis is with members of their team. These may be monthly meetings or as needed when issues arise. These are not random conversations but revolve around some carefully considered thoughts that are customized for each direct report.

The purpose of these conversations is to ensure alignment, think together regarding strategy, ensure results, and encourage the personal growth of senior team members. All four of these topics are critical for senior team members to pay attention to and the one who can ensure that is their supervisor/leader. This is also the way that a leader develops alignment through regular interaction with their key staff.

In order for these conversations to be meaningful a leader must become an exegete of their direct reports. What are their strengths? Where do they need to grow? What critical skill sets are they missing? What areas of their performance need to be reevaluated? And then, most importantly, how can I open a conversation about one or more of these issues to help my team member grow and develop? And, how can I convey my desire to help the team member grow in the areas where growth is needed?

This underscores the necessity of actively cultivating relationships with those we supervise. Relationship builds trust which in turn allows a supervisor to raise issues without being met with significant pushback or defensiveness. Over time such conversations become part of the fabric of the relationship and the leadership culture a supervisor brings to their team. The more we invest in our reports, the better our team will be.

Want to know how your staff is doing? Try asking these questions

I meet a lot of ministry staff who feel disempowered in their jobs. Often, those above them don't know what those issues are that bring down the happiness factor of their team because they don't ask the important questions that would uncover issues and make the workplace happier and more effective. Try asking these questions of your staff in a safe (maybe anonymous way). What you are looking for are themes. 

Is your assignment clear?

Are you empowered to do your job?

Do you have what you need to do your job well?

Does your supervisor coach and help you or micromanage and control you? Explain.

Does your supervisor give you helpful feedback on a regular basis?

If there was one thing that you wish were different and that would allow you to do your job better, what would it be?

What practices in your work environment disempower and discourage you?

Are you regularly encouraged to grow and learn? 

Do you have to ask permission to do things that you feel you should not need permission to do?

Is there anyone in your group who causes regular negative issues for others? If so, explain.

What do you think those above you need to know about your work environment?

If you were in charge what would you do differently?

All of T.J. Addington's books including his latest, Deep Influence,  are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.

Who is responsible for the well being of the staff of a church?

In most cases, the responsibility for the staff of a church falls ultimately on the senior pastor, whether or not he directly supervises them. But here is an irony. While senior pastors usually want staff reporting up through them (makes sense from an organizational point of view) those same pastors don't always take the time to care for their staff (an abrogation of their responsibility). Some ignore them altogether while others go through the motions of leading and caring in a superficial way. Fortunately some take the responsibility seriously and develop cultures that are life giving.

Here though is an irony. While churches talk about transformational ministry many staff cultures are far from transformational: being instead marginally healthy or even toxic. Often this stems from a senior pastor's focus on the congregation at the expense of his staff. Untransformational staff cultures cannot contribute to a transformed congregation so this is a great disconnect for the ministry.

Where this is the case there are at least four possible explanations in play.

One: The senior leader is so self absorbed that they don't see the necessity of building into their staff who actually make their own success possible. This form of narcissistic behavior is damaging in the long run to the trust and strength of the staff team.

Two: The senior leader is ill equipped to supervise, not having the training to supervise well. In this case, if the leadership of the church cares about staff health (and most do) why not get your senior leader management/supervisory training as they are ultimately responsible for the well being of their staff.

Three: The senior leader has not learned that his greatest leverage point is a strong team that is aligned and focused on the same things. This only happens when the leader has taken the time to make this a reality. 

Four: The senior leader just is not interested and therefor thinks they don't need to pay staff much attention. After all they are professionals, let them do what they do and fare for themselves. Caring for your staff, building mutual trust, being on the same page, contributing to their growth and success is not only the job of a leader but a responsibility of a leader. One should not lead if they are not willing to take the time to build and nurture a team.

None of these possible explanations are good excuses for not nurturing, growing and supporting the pastoral and support staff of a church. There are things we do because we like to do them and other things that come with the territory. If we are not going to care for staff then we need to empower someone else to do so but the issue cannot be ignored. 

I believe strongly that boards should hold their senior leader directly responsible for the health and happiness of the staff. It is one of the most basic requirements of leadership. How the senior leader chooses to organize for the health of staff is their business. But it is ultimately their responsibility and they should be held accountable for the result. 

(Posted from Santiago, Chile)

Right people, right seat: often the most important issue

It was a conversation between myself and an executive pastor over a number of issues he faces in his large church. As we discussed these challenges, almost every one of them came down to a singe issue: having the right staff in the right seat on the bus.

We pay far too little attention to the issue of "right staff, right seat." Wrong staff - those who are not suited for what they do, or are placed in a place where they cannot play to their strengths cause huge frustrations for supervisors and the rest of the team. This executive pastor was focusing on the issues he faced but not on the source of the issues which were in almost each case staff issues.

It is amazing how many issues are solved when there is a great fit between a needed role and a staff member who fits that role. No longer is there a need to closely supervise the staff member and there is not the frustration of lack of alignment or sub standard work. When the fit is right there is synergy and effectiveness. When it is wrong, there is frustration and ineffectiveness.

Often when talking to leaders about staff issues they recount their frustrations with a specific staff member and a history of ineffectiveness. When I suggest that the best predictor of future performance is past performance they agree but keep hoping that the situation will change. Usually it will not - unless you can find another role where the staff member can better play to their strengths.

The more supervision that is required, the less likely it is that the staff member in question is in the right spot. Rather than upping the supervision it is probably time to look closely at the job fit. And to realize that trying to make the fit work probably will not work. If the strengths and capacity do not match, nothing you do will make it match.

Remember too that the frustration of the supervisor is often matched by frustration by the staff member. Keeping the staff member in a spot that does not play to their strengths and allow them to be effective, is not in the best interests of the staff member. In other words, making a change solves problems all around but it takes the courage to do so.

The issue is rarely about the character of the staff member. More likely it is about their wiring, strengths and capacity. Entering into a dialogue with them on where they can be best utilized based on these factors, while sometimes difficult, honors them by focusing on where they will be most successful - and ultimately fulfilled.

Helping our staff find their sweet spot - and it applies to us as well

A critical factor in the success of any organization or team is ensuring that staff are deployed in their "sweet spot." That is, in alignment with their gifts, abilities and strengths. In fact the difference between a staff member being deployed in their proper lane or not is absolutely huge. Someone who looks like a failure in one lane can look like a huge success in another.

How does one go about determining where a staff member fits? I have several suggestions.

One: Understand if they are an individual producer or an organizational or team leader. There is a fundamental difference between the two. Individual producers are those who best work projects that they do alone (think a salesman). They are not wired to manage other staff. Team or organizational leaders love to work through others (think the sales manager) and that is where they shine. Put either individual in the role they are not wired for and they will be frustrated.

Two: Dialogue deeply with staff members about what they have done in the past that gave them the most joy and satisfaction. If they are frustrated in their current role or if you are frustrated with them in their current role it is a good indication that they are in the wrong role. This meas asking a lot of questions to bring clarity both to you and to them about what they are really good at and what gives them the most satisfaction. 

Three: Be candid with a staff member if you have concerns about their current job. As you probe their own satisfaction you will often discover that they are frustrated in the same areas you are because those areas are not in their skill set. They may not be able to articulate that to you except for you raising the issues and sharing your observations. It has been my experience that there is often relief when staff members discover why they have been frustrated and that discovery makes it possible for you to reposition them for success.

Four: Remember that when we are in our sweet spot we experience satisfaction rather than frustration, those around us are served by us well rather than poorly and the role we play sees the proper results. When we are not in our lane, we experience frustration and those around us do as well. Frustration, lack of results, irritation by those we serve or are on our team are often symptoms that someone is not positioned properly.

Helping staff find their proper role is an ongoing responsibility of leaders. The better we do this the better our team performs and the higher the happiness factor of our staff. This is a stewardship role of leaders.

Do you want to raise the bar for you and your team?

I am convinced that one of the most important discussions we can have as ministry teams is how we can raise the bar on our effectiveness - personally and corporately. This is not about working harder or longer but working smarter and with greater focus. It is easy for all of us to gravitate toward the comfortable rather than to stay focused on what is most important.

There are a number of questions that can help us reflect on ways we can raise the bar.

As I look at the coming week what is the single most important thing I need to do in order to move the ball down the court? That may sound simplistic but the truth is that getting the most strategic thing done in the course of a week is far more important than getting many non strategic things done.

Do I take time each month to prioritize my work and activities? One of the secrets of highly productive people is that they take the time to think about their upcoming month and prioritize their activities so that what is most important gets done and those things that are of lesser importance are done last. I do this with a Personal Retreat Day each month to think through my schedule and activities.

If there was one thing that would help me be more productive, what would it be? This can be as simple as scheduling the most important activities at the time when we are at our best, or blocking out time without interruption, email or phone calls. Answering this simple question - and acting on it - can make a significant difference in effectiveness.

Are there activities in my schedule that I could simply eliminate to free up time for more important things? We often accumulate activities and obligations that over time start to weigh us down when critical analysis would tell us that they are no longer critical to our work. Time is the one thing we can never get back so jettisoning those obligations that are not critical can help us move to the next level.

Are there activities that need to get done that can be done by others in order to free up my time for those things that only I can do? Often, there are activities that someone needs to do but that we don't need to do. On the other hand, there are some things we must do because we do them better than others. Delegating what we don't need to do frees us up to do those things that we really must do. A rule of thumb is that if someone else can do something 70% as well as I can, I should generally let it go.

Can I connect my activity with specific key results that I want to see from my work? Remember that there is a difference between activity and results. Often our activity gets in the way of focusing on the few key results that we want to see from our work. Making sure that our activity is the right activity to get to those results is a simple but profound principle.

Does my calendar reflect my priorities? Our calendars (how we spend our time) tell the real story of what our priorities are. Unfortunately there is often a disparity between what we would say our priorities are and how we actually use our time. Bringing our calendar into alignment with our priorities is a game changer.

Taking time to reflect on our activity, lives and work will almost always help us raise the bar on our effectiveness. Taking the time to slow down and think through what we are doing and how we are doing it can be truly freeing.

Investing in your staff

One of the highest callings in Christian leadership is to be in a position where one must discern the character, gifts, skills and abilities of others and direct them to a meaningful, purposeful, and fulfilling ministry. God’s call in our life is always to be in a context where we can grow in him and effectively serve him, using the gifts and talents that he has given us to serve his Kingdom communities (the Church) and be a witness to his compassion and love.

Therefore, one of the most important tasks of a leader is discerning proper placement for the service of those they lead. (I Corinthians 12). And then to mentor, develop and coach them in that spot.

Many leaders do not understand either the priority or the value of making a significant investment in their staff. From a priority standpoint, the better one's staff, and the better they are positioned for success and the better they are developed and empowered, the more missional success your ministry will achieve. Because ministry happens through people, the larger your ministry the less it will be directly impacted by you and the more it will be impacted by others. Therefore your investment in others becomes one of your most critical tasks.

From a value standpoint, staff who are invested in to help them grow, develop and work from their strengths, not only become better but they become deeply loyal to your organization.

As I have reflected on the senior level leaders in our organization who oversee many others it is my conviction that at least 25% of their time must be spent in the development, coaching, mentoring and placement of people so that they reach their full potential.

I believe that senior pastors have the same obligation with their staff, leaders and volunteers. The best ministries are those that have a huge commitment to develop and release their staff in line with the gifting God has given them.

The largest inhibitor to this practice is that many of us did not go into ministry to develop others but to do ministry ourselves. Thus as our leadership position grows or our ministry grows we continue to do ministry rather than making the fundamental shift to a leadership role of developing our staff for their maximum success - and therefore for your maximum success!

Take a look at your calendar and ask the question, in the course of my month, how much time do I spend in the mentoring, developing and coaching of those who report to me or to my larger staff (if some report to you through others). Many of us would find that we spend very little time in that arena yet it is one of the most important things we should be doing. How are you doing?

A, B and C team players

Potential or current team members can be categorized as A, B or C Team players. This is not about being a good or bad person, but about being able to play well on your team.

A team players have qualities such as being self-directed, highly competent, committed to team and hard working. They are committed to your values and mission, require little management, and are results oriented. A Team players have high EQ's, they work well with others and have good self awareness.

B Team players are committed to team, work hard, buy in to your values and mission, are results oriented, and have high EQ, but may require more direction. Generally, B team players are not as creative or entrepreneurial as A Team players, but given concrete direction, they will do their work diligently and faithfully.

C Team players may or may not be competent (some are very competent and may even by 'stars'). But they have a fatal flow that disqualifies them from serving on your team. Disqualifiers include lack of tangible results, laziness, lack of buy in or adherence to your mission or values, low EQ that disrupts relationships on the team or elsewhere, inability to work productively as a team player, or immaturity requiring constant management.

Let me say what many in the Christian world are unwilling to say: C Team players do not belong on our teams no matter how 'nice' they are or how long they have been with you. To allow them to stay is to condemn the rest of the team to frustration and to compromise the mission of the organization. Remember, we are using God's resources to further God's Kingdom. We have a responsibility to our donors, to the Kingdom and to the mission of the organization to ensure that we deliver on the mission.

The question one needs to ask about C Team players is whether the fatal flaw can be dealt with so the individual can move from a C Team player to a B Team player. It is possible that people operating at a C Team level in terms of results are in the wrong job (wrong seat) in which case you may want to do some testing and try an alternate job if one is available. What is not wise is to leave an incompetent person in place. Your credibility as a leader will be legitimately tarnished with the rest of your team if you do not deal with performance issues - or other fatal flaws.

Before you decide that someone is a C Team player, ask the question whether they have ever been coached or mentored. And, whether anyone has ever been honest with them regarding issues that are problematic. If not, you owe it to them to put them through a process to see if they can be retooled and brought up to a B Team level.

A and B Team folks are the heart of any good team and organization. In some higher-level jobs, you will need A Team players. In many jobs, a solid, faithful B Team player is exactly what you need. Know that you need and work to fill positions based on that need.

One of the realities of organizations is that someone who is an A or B Team player at one phase of an organization's life can slip to a B or a C at another. Most people have a built in "capacity ceiling" where they cease to be effective.  Thus a youth worker who was a star when she had 20 youth in her group (she could personally relate to 20) starts to slip when she has 60 (she cannot relate to 60 and is not able to build a team to help her).

It may be a case of not being able to multiply themselves so that they can lead a larger number of people or it may be they have just quit growing (an all too common scenario). If coaching and mentoring do not solve the issue, you may have to move them to another seat on your bus or help them, redemptively, find a seat on another bus. What you cannot do is allow someone to function at a sub-standard level without directly impacting the rest of your team and the results of your ministry. At any state of your ministry's life, having the right people in the right seat is critical if the ministry is going to develop to the next level of effectiveness.

Your first responsibility as a leader is to ensure the health of your organization while always acting redemptively when a change is needed. People who are not doing well are usually not in their sweet spot, and they often know it. To leave them there is not fair to the organization, to others on your team, and in the end, is not in the best interests of the one who cannot play at the level they need to play at.

How we respond to the coaching of our supervisor makes all the difference

Healthy organizations build into their system a mentoring/coaching component to ensure that all staff are developing their professional skills on an ongoing basis. Unfortunately many supervisors treat this as a formality rather than an opportunity to develop their staff and many staff treat this as a necessary evil rather than as an opportunity to grow.

All of us should be under authority. It may be the authority of a supervisor or of a board but unless one is self employed, we live with authority. The question is whether we see the coaching and mentoring of our supervisor (or board) as a necessary evil or as an opportunity to grow, learn and develop. Our attitude toward the input of our supervisor(s) has a great deal to do with our capacity to grow.

Good supervisors want to see their staff flourish. The better my staff becomes, the better our ministry so I will do whatever it takes to develop and help my staff flourish. Good staff come to this relationship with both expertise and humility. They are on staff because of their expertise but they understand their limitations as well and desire to grow. Good supervisers have the ability to help staff think with greater clarity about their roles and how best to fulfill them.

As one who is both a supervisor and supervised (by the president of our denomination) I both want to help others grow and I want to grow. With those I supervise I desire to challenge and clarify and see their potential released. In my relationship with my supervisor I also want to be growing and released which requires me to take off my leader hat at times and put on the learner hat. Lets face it, we often like to mentor others more than be mentored as the former puts us in a position of influence while the latter requires a spirit of humility and learning. Of course leaders who cannot follow don't belong in leadership so it is a good balance and regular reminder.

Supervisors who take a mentoring role seriously think about how they can best coach their staff. Staff who take the input of their supervisor seriously prepare carefully for their monthly meeting. When it becomes perfunctory it loses its value. When both parties take it seriously it is deeply valuable.

The ability to do critical analysis of staff

A key skill of leaders is that of being able to do critical analysis of people they lead. Critical analysis is not about being critical. It is about the ability to realistically understand and honestly evaluate strengths and weaknesses of people (we all have them) and not to gloss over problematic issues or areas of needed growth.

Many corporations require, for instance, that a supervisor defend the annual review he/she does for subordinates with other select individuals. The reasons is that they want a realistic and honest evaluations rather than glossing over needed areas of growth. They know that without honest discussion, it is possible to ignore important issues.

This matters because one of the most important roles of a supervisor is to help their staff grow and develop and become all that they can be. Unless they are serious about discerning the areas of need growth this will not happen. In the ministry world it is often, frankly ignored to the detriment of staff growth.

It also matters because a lack of such critical analysis impacts others in the organization who either flourish or suffer on the basis of the health of leadership.

Here are some evaluative questions for staff who lead others:

• Do they both empower others but stay connected in order to help them achieve their goals?
• Are they clear on what their missional agenda is and do they communicate it clearly?
• Do they keep their staff focused on the missional agenda at all times?
• How intentionally do they coach their staff?
• Are they able to do critical analysis of their staff in order to position them for success and keep them growing?
• Do you see regular growth in their leadership skill and emotional intelligence? Where do they need to grow?
• If there was one thing that would make a major difference in their leadership, what would it be?
• How focused and disciplined are they in their work?
• Where would they benefit from coaching and growth?
• Are they candidates for a higher level of responsibility? If so, what additional experience do they need to become qualified?

The Emotional Intelligence of your ministry team or board: take the test

The emotional intelligence of your ministry team or board makes all the difference in terms of its health and your ability to carry out healthy and effective ministry. Here is an inventory that can help you gauge the EQ of your team or board. 

Give each question a number from 1 to 10 that describes the accuracy of the statement with 1 being very untrue and 10 being very true. 

Ask each member of the team/board to score the ten questions. Take the total score for each participant and divide by the number of respondents for your group score. 

You may want to discuss the ten questions in one of your team/board meetings as a growing exercise.

What the scores tell you:

• 60 or less, your board/team needs to do serious work and would be considered to have poor corporate Emotional Intelligence.
• 60 - 75, your board/team has moderate Emotional Intelligence but needs to be more intentional in these areas.
• 75 - 90, your board/team has fairly good Emotional Intelligence and would gain by talking about places where the score was low and could be brought higher.
• 90-100, your board/team has excellent Emotional Intelligence and should both celebrate and work to stay that way.

Take the test and grow your board/team.

1. There are no issues that we cannot put on the table for discussion. _____
2. Members of our team/board respond with non-defensive attitudes when their position is challenged. _____
3. All of our team/board are willing to abide by decisions of the group once they have been made. _____
4. Members of our team/board keep short accounts and quickly resolve interpersonal conflicts. _____
5. There are no ongoing divisions on our team/board. ______
6. Total honesty and candid discussion is always encouraged by the team/board leader. _____
7. Members who may disagree with a course of action are never marginalized. _____
8. Members carefully listen to the opinions of others and fully engage in the discussions of the group. _____
9. There is a high level of interpersonal trust among members of the team/board. _____
10. When members of the team/board become disruptive to the work of the group the issue is handled and not ignored. _____

The leadership stewardship of necessary but hard conversations

One of the most difficult things a team or organizational leader does is to say the hard things to individuals when behaviors, attitudes or performance are problematic. No one likes to have these conversations and if someone relishes them I question their qualifications for leadership. However, those hard conversations are one of the kindest things a leader can do for the individual involved and for the organization.

What is kind is not always easy but it is necessary. Pressing into the hard things is a great favor to the individual. First, because you have given them the courtesy of hearing what others around them are saying or thinking - which they may be oblivious to. Second, it opens up a dialogue regarding issues which if solved will make them better people and better staff. 

That dialogue may also reveal that the individual is not in their correct lane where they are likely to be successful. If that is the case, they probably know in their gut that they are in the wrong spot but don't know what to do about it. Helping them find their lane whether in your organization or another is the prelude to a happier existence.

If the hard conversation meets great resistance and defensiveness you know that you are dealing with an individual with EQ deficits which will manifest itself in other unhealthy ways and must either be resolved or will cause relational damage. In fact, how an individual responds to hard conversations is a very telling factor about their ability to become healthier. Your willingness to press in, however, is often the prelude to greater happiness and satisfaction on their part - if they choose to respond well.

It is also a huge favor to the team or organization. When there are behaviors, attitudes or performance that are problematic it impacts others in the organization. If we choose to avoid the issue (it is an uncomfortable conversation) we effectively disempower others who are impacted. This is why I call this an issue of leadership stewardship. As stewards of our staff or team we have a responsibility to create a healthy and empowering work environment

Often we wait too long to have necessary conversations out of our own issues and discomfort. When we put it off we forget that we are not doing either the individual or the organization a favor by doing so. 

It's not my job! Sometimes it is

There are many things in the organization I serve that are not my job - very many! 

Empowered ministry organizations don't get in the way of others or disempower them by doing what they should be doing unless there is a very good reason. That includes allowing others to make decisions you would not make and to learn from mistakes they might make. Much of what we learn in life is through our own "dumb tax."

Having said that, it is easy to so focus on what is our job that we neglect what is all of our jobs.

It is all of our jobs to see that what we do is integrated into the whole. My job does not live in isolation from others but must be part of a whole. That means that I have to think of the whole picture even as I concentrate on what I am responsible for.

It is all of our jobs to care about what is best for the ministry as a whole. What is best for me and my division is never the question. What is best for the ministry as a whole is always the question and my decisions must be made in light of the whole.

It is all of our jobs to be in alignment with one overall mission. I don't have my own mission but am a part of a common mission. Too often ministries are made up of sub ministries with their own mission leaving the overall mission hostage to multiple missions without an overall focus.

It is all of our jobs to do what we need to do to see the ministry succeed. If my part of the ministry flourishes but the ministry itself does not, I have not been successful. It is when the ministry flourishes that we are together successful. 

It is all of our jobs to engage in the kind of dialogue that will help the ministry get to where it needs to go. I cannot hunker down and stay silent on issues that impact the ministry. I am responsible along with other leaders to see the whole, care about the whole and discuss those issues that impact the whole.

You see a trend here? There are some things that are our jobs. There are many things that are all of our jobs. You may want to have a conversation with your teams as to what is everyone's job.

Three keys to people development

The development of staff is one of the most important responsibilities of leaders at all levels. That development involves three important skills.

Critical analysis
This is the ability to evaluate staff members and identify areas of strength, weakness, EQ (Emotional Intelligence) health and areas where EQ growth is needed. In addition, evaluation of how they interact with others, lead others, respond, do team, and ability to produce results are all important factors. Critical analysis is not about being critical. It is about the ability to objectively evaluate a staff member in order to appropriately coach them for personal and professional growth.

I find that many leaders in the ministry arena are not skilled at critical analysis of their staff. We tend to over emphasize strengths and under emphasize weaknesses - especially of our own staff. This may be Christian nice, it may be a sense of loyalty that causes us to gloss over necessary areas of growth or it may just be an underdeveloped skill. However, if we cannot do critical analysis of our staff we are unable to coach them for growth. Glossing over areas of needed growth is a disfavor to our staff.

Coaching for growth
Helping staff grow is one of the marks of a leader who serves his or her staff. It is also painfully absent in many organizations and teams. This coaching often comes in the form of an ongoing dialogue with a staff member based on our critical analysis. It is designed to help them maximize their God given potential and is a deeply intentional process to help a staff member grow.

Coaching for growth requires a level of courage to provide honest feedback where behaviors or responses are problematic. Supervisors who want to be best buddies with their staff will not go here and it is one of the downsides of a needy supervisor. But without honest feedback our staff members will not grow. This can be done diplomatically and with sensitivity but honest feedback is the only way any of us become aware of areas of necessary growth.

Positioning for effectiveness
Jim Collins popularized the term "the right seat on the bus." We often pay too little attention to the positioning of staff so that they are most effective. Often, a staff member who is struggling in one seat shines in another. Again, this is where critical analysis is so important because it is in understanding the unique wiring and strengths of a staff member that we are able to position them best for effective and fulfilling work.

While there are often things that we prefer not to do it does make sense to minimize the areas where staff are working from weakness rather from strength - if it is possible to do so. Staff should be working a minimum of 60% in areas of strength in order to be effective and the optimum is 80%. The right seat on the bus does matter - a lot.

Take time to ensure that your leaders and supervisors are able and committed to these three keys to people development. It is a great loss to leave potential on the table because we are not serving our staff in this area.

It's easier to plan than to execute

One of the challenges with many Christian ministry staff is the propensity to plan, plan and plan. Why? Because it is easier to plan than it is to execute. It is safer too! 

As long as one is planning nothing can go wrong! Also not much happens!

We tend to want to plan processes perfectly. It is a nice idea but it is impossible. What one does need to know is where one is going and what is going to be done to get there in the next one to three years.

If a plan cannot be explained on one sheet of paper (OK maybe a large sheet) it is too complex. Remember: ministry is complex; complexity is confusing; it is our job to clarify complexity. 

We need a plan but simple beats complex every time. Once we have a plan what we really need is a large measure of disciplined execution. 

Most ministries should do less planning and more execution - of a simple, understandable, reasonable plan.

Ever wonder why those long range planning exercises gather dust? They are too complex so they don't get done. Simple and workable is far easier to execute than complex. 

Can you put your organization's vision on ten power point slides with how you are going to achieve it? Try it. It will help you simplify your clarity. And it will help you get to action.

Leadership challenge 101: managing our schedules

Managing our schedules so that they don't manage us is one of the most critical challenges every leader faces. Not only are leaders action oriented (we do stuff) but we face significant pressures from others for our time to say nothing of the many outside opportunities that come along. We find ourselves pulled and pressed and sometimes, don't have time for the most important things, or time at all!

If we are not careful, our schedules will manage us and it won't be pretty. If we can learn to manage our schedules life is a lot more productive. Leadership 101 is learning to schedule by priority in order to achieve the results we desire rather than to live accidentally. If you are a leader and struggle with your schedule you are in good company. We all do and learning to manage it better is key to maximizing our influence.

Managing our schedules starts with personal clarity about what we are called to do. There are people around us who have many ideas for what we could or should be doing (all good) but choices must be made and they need to be made on the basis of what we know is important for us. This presupposes that we have done the work of understanding who God made us to be, what He wants us to do and what is most important in our leadership role.

I know, for instance that I have four main responsibilities in my role. Having defined those, I am able to ensure that these key areas are not pushed aside by other activities and that they get scheduled first. 

Here are some practical pointers for managing one's schedule.

1. Identify what is important for you to do and what things others can and should do. As a rule, don't do what others can do.

2. Schedule ahead and ensure that the priorities for your work get scheduled first. Put in what is critical for you and then back-fill with other less important things.

3. Leave some margin so that the unexpected does not completely blow up your plans.

4. Talk to a trusted colleague about your schedule and allow them to weigh in on what is truly important and what is nice but ancillary. My wife can be irritatingly correct about some things I say yes to which she knows are not the highest priorities and which will steal my margin.

5. Evaluate your schedule monthly to ensure that the big rocks are being accomplished and not being pushed out by the sand and pebbles.

6. Get comfortable about saying no to nice opportunities that should not have your name on them. 

7. Think grey about opportunities until you need to commit to them. Doing so gives you the opportunity to think and pray them through without committing prematurely.

8. Always schedule in think time so that you are doing the leadership work of thinking for your team or organization. No one else will do your thinking for you. It is part of  what leaders do.

9. If you are consistently behind or missing obligations it is a sign that one needs to rethink the schedule and commitments. If it is important it should get done - on time (speaking to myself here).

10. Develop rhythms. Doing key work consistently develops habits that allow you to work efficiently.  

What characterizes great ministry organizations?

All of us desire to be part of a great organization. Who wants mediocre or average? A great organization can be a small local church, a large ministry or anything in between. But they are characterized by five key elements.

First, they have great clarity about what they are about and they focus on that clarity with a lazer like focus. Great organizations are not scattered but highly focused. That focus allows them to go after specific results and know when they have achieved their goals. Everyone in the organization is aligned around that focus and those goals. Great organizations are not distracted by all the things they could be doing but focused on the few things they must be doing.

Second, great organizations treat their staff well. They hire the best, compensate the best they can and empower staff to use their gifts and energies to achieve the goals without micromanaging. Staff morale is a significant marker of the health of any organization. 

No matter how strategic a ministry is, or how driven to meet their goals, if they do not treat staff well, develop them and have a high retention rate, one cannot claim to be a great organization. Staff culture and health is a major indicator of the true health of the organization. 

I recently stayed in a hotel in Kenya where I interacted with many staff. I asked all of them how they liked working for their organization and to a person they told me how happy they were with the General Manager and the empowered atmosphere he had created. At the end of two weeks I knew that this was a great organization just from watching and interacting with the staff. Staff culture reveals the true DNA of any organization.

Third, great organizations are team led and driven. The strongest organizations have strong leaders and strong teams. Teams provide far more synergy, energy and creativity than any one leader. Further, if that leader was to be hit by the proverbial "bus" there are others who can step in and continue on. Any organization that is dependent on one key leader is unlikely to be a great organization. The creation and deployment of teams is indicative of a collegial and empowered atmosphere.

Fourth, great organizations are always developing the next generation of leaders. I believe that the test of our leadership is not simply what happens when we are leading but what happens after we leave. Did we leave the organization stronger then when we came? Did we leave behind the next generation of leaders who could take the ministry to the next level? A culture of leadership development is a sign of a great organization. In making this a priority we are committing to the long term health of the organization rather than simply short term success.

Fifth, great organizations are led by humble, intentional leaders. This applies not only to the top leadership role but all the leadership roles within the ministry. Humble leaders create a culture of dependence on God and collegial work, knowing that life is not about them. Humble leaders create opportunities for others and develop others. Humble leaders are open and approachable. Humble leaders serve others rather than use others. Pride is incompatible with Christian leadership.

Relational Intelligence

I believe there is a direct connection between the health of a church or organization and the relational intelligence of its constituency. I would argue, for instance, that churches with high levels of conflict have poor relational skills while congregations with little to no ongoing conflict have a higher level of relational intelligence. 

Relational intelligence, a part of EQ or emotional intelligence, is the ability to relate to others in healthy ways, keep personal boundaries intact, negotiate conflict or differences with others without breaking relationship, be self defined personally about what one believes even when others would disagree and not get pulled into emotional triangles or enmeshment with others. If you think about it, the lack of these skills are large contributors to conflict and relational dysfunction.

Consider personal boundaries. Any number of individuals or groups would like to pull you into their orbit, take up their cause, believe their version of events and rope you into their issues. Healthy personal boundaries recognizes this when they see it and wisely hold their own counsel rather than get pulled into other issues. One of the major reasons that conflict escalates is the lack of healthy personal boundaries.

Or consider self definition - the ability to speak one's mind with clarity even when others may disagree. When there is poor relational intelligence, rather than being self defined, individuals communicate what they think others want to hear (for reasons of acceptance). The problem is that they often cater to their audience and end up giving false impressions as to what they really believe and say one thing to one group and another to another group which causes all kinds of confusion.

One of the most critical areas of relational intelligence goes to how we handle people who disagree with us. All too often when people disagree, they are cut off from friendships, marginalized if they are staff, and labeled as disloyal and troublemakers. Think of how destructive, painful, unloving and emotionally immature this is. It is a sign of someone who is not only emotionally immature but self absorbed because the core of this behavior is totally narcissistic. Because someone has not treated me well, or disagreed with me, or taken issue with me, I can no longer trust them, don't want to relate to them and thus I will marginalize them. Notice that it is all about me.

Whole churches get embroiled in conflict when this lack of relational intelligence prevails because those who don't agree with us become the enemy and relationships are severed. Staffs become dysfunctional when senior leaders display this behavior because they are dividing their staff into two camps, the loyal and disloyal and loyalty is usually defined as "they agree with me."

Interestingly, the New Testament has a great deal to say about relationships - healthy and unhealthy and it is the healthy that define good relational intelligence. Groups with high relational intelligence can differ on major issues but remain connected, loving and committed to one another. That is not true when there is poor relational intelligence which by definition divides, escalates conflict and destroys relationships.

I tend to give those with poor relational intelligence a very wide berth because I don't want to be caught up in their relational chaos. 

We need to talk more candidly with our congregations about what God honoring relationships look like and what behaviors are destructive and decidedly not God honoring. We also need to be far more proactive in training ministry staff on issues of relational intelligence. Either we allow a relational culture that defines itself (usually negatively) or we define a God honoring relational culture and help people understand what contributes to health and what contributes to dis- health. 

Good relational intelligence:

• Does not get pulled into others issues
• Is self defined and keeps one's own counsel
• Resists triangulation and enmeshment with others
• Stays in relationship when others disagree with them
• Is not threatened by disagreement
• Forgives easily and seeks forgiveness quickly
• Does not divide people into friend and enemy camps
• Gets one's relational clues from Scripture and Jesus
• Thinks of the other's perspective as much as their own
• Tries to put themselves in the shoes of the other to understand their point of view
• Places love and grace for others above their own concerns
• Lives out 1 Corinthians 13
• Treats everyone with dignity

Would it not be great if our congregations and organizations had that kind of relational intelligence? The higher the relational intelligence of our organization the healthier it will be but the opposite is also true.