It is so simple, so basic but it makes all the difference in the world in terms of what your team or staff accomplish. Simply put, every member of your team ought to know two things: What their goals are (and what you will hold them accountable for) and what their plan for accomplishing those goals is.
The goals are KRAs or Key Result Areas. The plans are AMPs or Annual Ministry Plans.
Knowing the goal and having a plan gives clarity to both team members and supervisors. It moves people from ambiguous ministry activity to clear ministry results. The clarity also makes evaluation objective. Either the staff member has worked the plan or they have not. It does not have to be perfect, it is about intentionality and results.
Interestingly, KRAs and AMPs are also a protection for staff members against supervisors who micromanage or frequently change their minds about what they want. Once the goals and plan is approved, they are free to work it and supervisors are not free to change it.
This very simple concept is a game changer for ministry staff. If you are not practicing it, you really need to! It will help you move from activity to results and from ambiguity to clarity.
In my experience, one reason ministry staff do not use KRAs and AMPs is that their leaders don't want the same accountability. Because it starts at the top.
Monday, February 25, 2013
Sunday, February 24, 2013
Suffering and freedom
Life lived with God is a journey of becoming free. It is a journey from selfishness to selflessness, from sin to righteousness, from facades to authenticity, from living by the expectations of others to that of pleasing an audience of one, from our sinful nature to a life in the Spirit. Every step toward freedom is a step in the right direction. Jesus said, "So if the Son sets you free, you will be free indeed." Freedom in Christ is a wonderful place to live.
As citizens of a world that has been interrupted by Satan, we are held captive by many things: pride; independence; materialism; success; self-sufficiency; the expectations of others; sinful habits; distractions from those things that are most important and selfish hearts.
Every time one of those captive makers are stripped from our lives we become more free, more like the person God created us to be and our hearts more like His. In a divine reversal, what we consider to be the ultimate disaster can in fact be a freedom maker.
Once I have experienced a great failure, I no longer need to worry about failing. Once I have lost my self sufficiency I no longer need to pretend I am self sufficient and am free to rely on God. Once having been humbled by suffering in its many versions, I can let go of my pride - I am forced to and it is freeing. Now I can just be me! No longer do I need to pretend I am something I am not. I am free to live with authenticity.
When I have not lived up to the expectations of others I realize that not only can I not pull that off but I don't need to. Another step toward freedom. The pain of suffering clarifies those things that are not really important in my life that I can jettison without guilt - and I am free to focus on what is truly important.
The focus of dealing with tough life situations brings to the surface sinful habits and tendencies that in my pain I realize are wrong and counterproductive. Leaving them behind gives me freedom.
In thousands of way, large and small, suffering points us toward Christ and faith and trust and humility and toward a greater life of freedom. Counter intuitively, life come undone contributes to a life of freedom.
Saturday, February 23, 2013
Self interest or Kingdom interest
In Philippians 2:19, Paul makes a very interesting comment where he compares Timothy’s ministry motivation with the ministry motivation of others.
“I hope in the Lord Jesus to send Timothy to you soon, that I also may be cheered when I receive news about you. I have no one else like him, who takes a genuine interest in your welfare. For everyone looks out for his own interests, not those of Jesus Christ. But you know that Timothy has proved himself because as a son with his father he has served with me in the work of the gospel” (Philippians 2:19-22).
Paul uses two descriptors for Timothy. First, that he takes a genuine interest in the welfare of the Philippians – that is he really cared about them and their welfare. And then Paul contrasts that with the majority of people when he adds, “For everyone looks out for his own interests, not those of Jesus Christ.” That is a sobering statement! Are we like Timothy who takes a genuine interest in the welfare of others or like the majority who look primarily after their own interests?
The proof, says Paul has been Timothy’s partnership with Paul in the work of the gospel. Timothy has a track record of faithful ministry to others and a genuine interest in their spiritual welfare, and he was willing to serve under Paul as a young minister – a mark of followership and humility – rather than to carve out a name and a place for himself.
The ministry world is full of people who are carving out names for themselves and under the guise of “ministry” are actually looking after their own interests, pursing their own dreams and doing their own thing rather than working under or with others for the spread of the gospel. And when it comes down to basic motivations it is really about them not others! Paul nails their motivation when he says they are not looking after the interests of Jesus Christ.
Paul’s comments cause me to ask myself today. What is my motivation? Is it “genuine” like Timothy’s or is it more about me than Him. Whose interests am I really looking after? The answer is often not how it looks on the outside but the motivation from the inside.
Friday, February 22, 2013
Independent contractors and organizational members
There are two kinds of potential employees and you probably have both in your organization if you are of any size: those who think of themselves as independent contractors and those who choose to be organizational members. The first group is problematic while the second group is healthier.
Independent contractors are those who are part of your ministry but who are far more committed to what they want to do than to contribute to the overall success of the organization. For an independent contractor, your ministry, be it a mission, a church or other ministry is simply a platform for them to do their thing in their way and in light of their priorities. So while they may be employees or staff and receive their paycheck from your organization their loyalty is not to the organization and its mission but to their thing and their mission. They actually hurt your organization rather than help it.
What this means is that they have no desire or intention to align themselves with the organization itself but use the organization for their purposes. It brings with it significant lack of alignment, an independent spirit that does not play well on a team, continual push back when asked to abide by organizational values and commitments and often a passive aggressive attitude that pays lip service to the organization but in reality plays to their own priorities.
Contrast this with staff who understand that they are part of an organization and want to contribute to the mission and ethos of the organization. They play well together, abide by organizational commitments, understand that they are not solo players and deeply desire to contribute to the whole. Thus they play well on the team and exhibit a humble spirit of service and contribution to the whole.
In my experience, independent contractors do not belong in a healthy organization because they will not contribute to the whole. Those who understand that they are part of the whole and want to contribute to the whole are highly valued by an organization. If you are struggling with a staff member who does not seem to be aligned ask yourself if you are dealing with an independent contractor rather than an organizational member. That distinction is often the source of frustration that you are feeling.
One caveat. You cannot ask staff to be part of an organization when there is not clarity as to what the organization is about. Where there is a lack of organizational clarity you will have independent contractors because they have to make up their own clarity. When the organization has clarity, you can build a unified, aligned team of organizational members.
Independent contractors are those who are part of your ministry but who are far more committed to what they want to do than to contribute to the overall success of the organization. For an independent contractor, your ministry, be it a mission, a church or other ministry is simply a platform for them to do their thing in their way and in light of their priorities. So while they may be employees or staff and receive their paycheck from your organization their loyalty is not to the organization and its mission but to their thing and their mission. They actually hurt your organization rather than help it.
What this means is that they have no desire or intention to align themselves with the organization itself but use the organization for their purposes. It brings with it significant lack of alignment, an independent spirit that does not play well on a team, continual push back when asked to abide by organizational values and commitments and often a passive aggressive attitude that pays lip service to the organization but in reality plays to their own priorities.
Contrast this with staff who understand that they are part of an organization and want to contribute to the mission and ethos of the organization. They play well together, abide by organizational commitments, understand that they are not solo players and deeply desire to contribute to the whole. Thus they play well on the team and exhibit a humble spirit of service and contribution to the whole.
In my experience, independent contractors do not belong in a healthy organization because they will not contribute to the whole. Those who understand that they are part of the whole and want to contribute to the whole are highly valued by an organization. If you are struggling with a staff member who does not seem to be aligned ask yourself if you are dealing with an independent contractor rather than an organizational member. That distinction is often the source of frustration that you are feeling.
One caveat. You cannot ask staff to be part of an organization when there is not clarity as to what the organization is about. Where there is a lack of organizational clarity you will have independent contractors because they have to make up their own clarity. When the organization has clarity, you can build a unified, aligned team of organizational members.
Thursday, February 21, 2013
church boards and failure of courage
Church boards are notorious for an inability to make key decisions when they need to and then to stick to their decision when a few loud voices are raised.
The inability of boards to make timely decisions is endemic. Issues are hashed over numerous times, re sawing the sawdust because boards find it hard to make decisions and act. Not only is this a great waste of leadership time, it is in the end a failure of courage - to lead.
Take a staff issue, for instance, where there is a known problem that has lasted for years. The senior pastor knows there is a problem and the board knows there is a problem - but nothing happens.
The board spends endless hours talking, revisiting the issue meeting after meeting but there isn't the courage to make a decision because several board members are afraid of the fallout. The longer they debate, the more damage the staff member does. Finally under pressure, the board acts. But, soon they feel under pressure from a few in the congregation who don't understand or agree with their decision and they start to cave.
If one is going to serve on a church board it is necessary to have the ability to make decisions that will further the mission of the church and fulfill the call of God on the congregation. News-flash: not everyone in the congregation will be happy with that. Comfort, status quo and resistance to change are higher values for some than fulfilling Christ's mission for the church.
Sensitivity and process are important in the execution of key decisions. But he responsibility of leaders is to take the congregation in directions that God would be pleased with and that means making directional decisions that some will not eagerly sign on for.
A lack of courage to make timely decisions and to stick to those decisions in the face of criticism - which will come, sentences the church to mediocrity. If you serve on a church board, don't get caught with a failure of courage. Make timely decisions that are best for the ministry, expect that not everyone will be pleased, and don't cave. Board members who cannot do that need to move over and allow someone who is willing to lead - to lead.
The inability of boards to make timely decisions is endemic. Issues are hashed over numerous times, re sawing the sawdust because boards find it hard to make decisions and act. Not only is this a great waste of leadership time, it is in the end a failure of courage - to lead.
Take a staff issue, for instance, where there is a known problem that has lasted for years. The senior pastor knows there is a problem and the board knows there is a problem - but nothing happens.
The board spends endless hours talking, revisiting the issue meeting after meeting but there isn't the courage to make a decision because several board members are afraid of the fallout. The longer they debate, the more damage the staff member does. Finally under pressure, the board acts. But, soon they feel under pressure from a few in the congregation who don't understand or agree with their decision and they start to cave.
If one is going to serve on a church board it is necessary to have the ability to make decisions that will further the mission of the church and fulfill the call of God on the congregation. News-flash: not everyone in the congregation will be happy with that. Comfort, status quo and resistance to change are higher values for some than fulfilling Christ's mission for the church.
Sensitivity and process are important in the execution of key decisions. But he responsibility of leaders is to take the congregation in directions that God would be pleased with and that means making directional decisions that some will not eagerly sign on for.
A lack of courage to make timely decisions and to stick to those decisions in the face of criticism - which will come, sentences the church to mediocrity. If you serve on a church board, don't get caught with a failure of courage. Make timely decisions that are best for the ministry, expect that not everyone will be pleased, and don't cave. Board members who cannot do that need to move over and allow someone who is willing to lead - to lead.
Never waste a crisis
I don't know who said it but I agree with the statement. Crises in organizations, even though not desired can almost always be used in powerful, positive ways. Think about this:
A crisis can be an opportunity to clarify. Take major conflict in an organization that creates crisis. What has been brought to the surface are underlying issues that not only exist already but which are hurting the organization as well. When they blow up, hard as it is, it forces one to clarify and chart a single course. Will there be fallout? Probably. Will the resulting group have greater unity? Probably.
A crisis can be an opportunity to focus. Take a financial crisis. Usually these are critical times to decide what is mission critical and to jettison what is not. We see financial issues as bad but they can be a great help in clarifying what is important and refocusing on that which is mission critical rather than ancillary.
A crisis can be an opportunity for reconciliation when relational issues are the cause of the conflagration. God is honored when His people cease hostilities and make whatever accommodation they can to get along, forgive or bless one another.
A crisis can be an opportunity to clarify values and non-negotiables. This is especially true where a fundamental value has been violated. While never wanted, there are no more powerful times to reinforce what is truly non-negotiable than when a key value is violated.
A crisis can be an opportunity to model truth. Too often leaders, Christian or not, spin issues to try to look better which only creates cynicism among staff. After all, if leaders are not truthful, why should they be - and they know. Truth, no matter how painful always wins over spin.
A crisis can be an opportunity to recommit ourselves to dependence on God rather than ourselves. Humble dependence and an acknowledgement of our need is in short supply today but is highly regarded by our Father. Every crisis is a reminder of our need for Him, His wisdom and His help.
When crises come as inevitably they will every good leader knows two things. One: the crisis must be handled. Two: the crisis creates an opportunity. We always know the first truth. Often we miss the second opportunity.
A crisis can be an opportunity to clarify. Take major conflict in an organization that creates crisis. What has been brought to the surface are underlying issues that not only exist already but which are hurting the organization as well. When they blow up, hard as it is, it forces one to clarify and chart a single course. Will there be fallout? Probably. Will the resulting group have greater unity? Probably.
A crisis can be an opportunity to focus. Take a financial crisis. Usually these are critical times to decide what is mission critical and to jettison what is not. We see financial issues as bad but they can be a great help in clarifying what is important and refocusing on that which is mission critical rather than ancillary.
A crisis can be an opportunity for reconciliation when relational issues are the cause of the conflagration. God is honored when His people cease hostilities and make whatever accommodation they can to get along, forgive or bless one another.
A crisis can be an opportunity to clarify values and non-negotiables. This is especially true where a fundamental value has been violated. While never wanted, there are no more powerful times to reinforce what is truly non-negotiable than when a key value is violated.
A crisis can be an opportunity to model truth. Too often leaders, Christian or not, spin issues to try to look better which only creates cynicism among staff. After all, if leaders are not truthful, why should they be - and they know. Truth, no matter how painful always wins over spin.
A crisis can be an opportunity to recommit ourselves to dependence on God rather than ourselves. Humble dependence and an acknowledgement of our need is in short supply today but is highly regarded by our Father. Every crisis is a reminder of our need for Him, His wisdom and His help.
When crises come as inevitably they will every good leader knows two things. One: the crisis must be handled. Two: the crisis creates an opportunity. We always know the first truth. Often we miss the second opportunity.
Wednesday, February 20, 2013
Why should anyone follow you?
That is a fascinating question if you are a leader. Do you deserve to lead others? Are you functioning as a healthy, effective leader whose priority is the team you lead or are you really more interested in your things and priorities? The truth is that there are many leaders who frankly don't deserve to lead others and don't have the best interests of others at heart.
What are the characteristics of leaders who deserve to lead? First, they are committed to leading through their team. It is not about them but about what they and the team can accomplish together. Their team is not an afterthought or distraction but a major commitment and priority. They have made the transition from being an individual producer to leading through team.
Second, they have clarified the boundaries for the team: They are crystal clear on the mission they are are committed to, the guiding principles by which they work, their central ministry focus - the thing they need to do all the time and the desired outcomes of their work. Without definition in those four areas, we do not deserve to lead because those who work for us deserve to know the boundaries.
Third, they are leaders who empower rather than control others. Controlling leaders are selfish leaders and insecure leaders. Their lack of confidence keeps them from allowing good people to figure out how to accomplish their work in line with the clarity defined above. Neither Jesus nor Paul were selfish or controlling leaders - they defined the boundaries and empowered.
Fourth, they are leaders who mentor and coach their reports, helping them become all that they can be. This is not a monthly quick check in but it is an attitude and practice of understanding the wiring and strengths of their reports and helping them become all that God made them to be. That takes time. It is an unselfish use of our time and energy. Supervisors who will not mentor and coach in ministry do not deserve to lead others.
Fifth, they model what they teach and require of others. They are people of integrity, accountability, focus on results and keep their commitments. Leaders who do not model those four characteristics do not deserve to lead others.
It is an interesting question that each of us who leads ought to ask. Why should anyone be led by us? Don't take the question for granted. If you do you should not be leading. And trust me, our team members have an opinion on it.
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