Steve Parr

How is your team (staff) doing? Over the years I have had some great teams and some great seasons of ministry with people that I love and enjoy. The team I lead today is not the same one I led thirty years ago, or twenty, or ten. There have even been changes in the last five years. I also understand as the organization that I serve goes through changes in leadership that future changes are inevitable. Some of the people I love and respect the most will not make the journey. That is not necessarily a bad thing but simply a reality. For some, their future opportunities will propel them to places of great joy and success. Admittedly, others will go through painful transitions. In John Maxwell’s book, The 17 Indisputable Laws of Teamwork, he points out three reasons that some team members do not stay with their team or organization during times of change.

1. Some team members simply do not want to take the journey. They know that change is coming and either does not want to make changes, fear the forthcoming changes, disagree with the changes, or use the transition as an exit ramp to do something else. This is not a negative. The exit is positive both for the individual and the organization. It may be that you will miss them, but why would you want to work alongside anyone who does not want to be there?
2. Some team members should not take the journey. In some circumstances, an organization has very talented and competent team members who have a different vision or agenda. Their view on leadership, direction, goals, priorities, doctrine (in a Christian setting), or strategy is in such contradiction to the leadership and direction of the organization that they are like oil in the water. They simply do not mix. They are capable but likely will not continue with the current organization. Those who find themselves in such circumstances who have integrity will graciously remove themselves over the course of time, and that’s best for both them and the organization.
3. Not every team member can take the journey. Oftentimes team members get locked into a position and do enough to get by but not enough to make a great difference. They are not incompetent (though some may be) but they have lost their passion, or they have lost their effectiveness. It may be that they need a new mountain to climb. A new opportunity can be the impetus to renew their growth and to give them fruit for their labor. However, they may have disqualified themselves in the current role or organization because they allowed their growth to be stunted. Ideally, a graceful exit will be arranged but they are not likely to make the journey of change in the current organization.

Enjoy your team…and enjoy your next one too. However, don’t be taken off guard by the changes. Enjoy the seasons of stability and embrace the seasons of change. They are both a part of the journey as you seek to maximize your leadership.

I serve in an organization that is going through a “big” transition. A beloved CEO of more than twenty-five years is retiring, and the name of the next CEO has been announced. The transition began five months ago and will not be completed until four more months have passed. I want to invite you to look over my shoulder as a model of how to assist your team if you are going through a big change. Here is the actual communication going out to our staff from me this week and it is followed by an eight-minute video that will encourage you if you find yourself in transition. I trust you will also glean from me some assistance in shepherding a staff through big changes. Here is the full email to the staff followed by the link to the video…

 

“I cannot imagine that you have not heard the news by this time. We now know the person that will be nominated to serve as the next Executive Director. Congratulations to Thomas Hammond. It is certainly good to have the answer to one big piece of the future puzzle, but some questions remain unanswered. While we know that any new leader will bring a fresh vision, new ideas, potential reorganization, and dare I say it, “change,” there is still a degree of uncertainty about the future.

Since the time that Dr. White announced his retirement, I have personally sought to provide encouragement, instruction, and to instill confidence in each of you as we look to the future. You may recall that during the June webinar I shared a brief leadership lesson I called “Why You Can Be Confident in the Future.” I believe that it is worth a second view or if you missed it, even more importantly, a first view. You can be confident in your future, not because you know the name of the next Executive Director, but because God knows you and has a plan for your life and ministry. Please take a few minutes to view this segment again.”

Dr. Tom Crites and I did a study recently of churches in Georgia that are thriving in our changing culture. The churches identified may not lead in any area that we tend to measure but they excel in many areas including evangelism, discipleship, stewardship, church planting, and leadership. They come in all styles, from all regions of our state, and all sizes. We studied hundreds of other churches to contrast and to see what made the difference and identified nine areas where the attitudes, motivations, and priorities of the pastors differed from struggling churches. The report is called Pivot Points and can be purchased as a Kindle Edition on Amazon for only $2.99. But, as someone who reads my weekly articles, you get a copy for free. Thanks for reading each week!  (Attached the .pdf)

 

For Blog: Email khall@gabaptist.org to send your request.

Perhaps you have known someone that died because they failed to take action. They ignored subtle signs that their health was failing and refused to go to a doctor for medical attention. People are grieved that the person has passed away, but the greater tragedy is that it could have been prevented. It is also sad to see a ministry designed to help the hurting and to see lives changed to struggle to the point of dissolution. It does happen, but you can take action to circumvent the death of a ministry. Here are warning signs that can alert you that your ministry is in trouble and perhaps your leadership role also.

1. Large turnover in volunteers. Note that it is not unusual to see large turnover at the beginning of your ministry, but it should be less of an issue year by year.
2. Difficulty finding new volunteers. “I just can’t get people to help or to commit!” Sorry, but that is on you. That is why you are called to lead the ministry. You were placed there to inspire and enlist the involvement of volunteers to carry forth the task of the ministry.
3. The absence of quality training for leaders. Training is the most quantifiable factor that determines the likelihood of effectiveness in a ministry. If you train well, those equipped will aid in the enlistment of others. If you fail to train you are on your own and the team you lead will lead with low expectations and minimal results at best.
4. Erosion in the quality of the ministry. Quality is certainly an intangible factor. How do you know? Interview those who have been involved in the ministry over a long period of time and ask them: “How does the quality of what we do compare to a couple of years ago?” It should be better now than ever, or you are going backward.
5. Erosion in the standards of your leaders. If you don’t expect much you won’t get much.
6. A sustained decrease in total participation. While participation can decrease occasionally and seasonally, sustained decrease month after month or year after year is the most obvious sign that a ministry is in trouble. A downward trajectory is destined for zero.
7. Sustained low morale in the ministry. Attitudes can make or break a ministry. Always pay attention to the morale of the leaders and participants. Discouragement never built anything.
8. No examples of lives being changed. That is what ministry is ultimately about and if no lives are being changed you are not actually doing ministry. It may not happen every day or every week. But if it has been months you know that focus has been lost.

Don’t be discouraged and don’t be caught by surprise. Everyone can do better and heed the warning signs that can help you to maximize your leadership.

Which are the most critical six months in the faith journey of a child who grows up in church? It is the six months following High School graduation. What can a parent or church do with that information?

 

Over the last several months I have shared videos designed specifically for parents but beneficial for any and all who care for teens and kids. The January video was the Driver of a Sticky Faith. I followed up in February with a second video that described The Power of First Steps. The third in March was entitled Balancing Bonding and Boundaries. In April you learned about The Ultimate Home Field Advantage. The May video spoke of The Necessity of Modeling Church Engagement. In June you learned the importance of Building a Network of Spiritual Influence for your child. These videos are based on the research conducted by Tom Crites and I to discover what keeps kids connected to church into their adult lives and published in our book, Why They Stay.

 

July is now here and I want to invite you to view the seventh video in the series. In this thirty-minute video I am speaking to parents about the months following High School and critical information parents and church leaders must attend to. Trust me when I tell you that you will be encouraged as a parent, better equipped to help your children as well as other parents and learn principles that can maximize your leadership. Here we go…

 

Last week I shared four of the first eight ideas on this subject. Go to this link to read Part One of the blog [Click Here for Part One]. I received a question recently from a staff member about improving communication between fellow staff members within the organization. I shared some thoughts in a staff meeting and believe it might be helpful to you in your work… Here is the question and the other four suggestions I provided:

Question: How do I get someone to see my point of view without making an immediate judgment? How do I get others to “see what I see” so that better decisions can be made?

5. Demonstrate the highest degree of loyalty possible. This is somewhat of a no-brainer. Why would someone listen to your ideas if they cannot count on your loyalty? Here are questions for you: Are your loyal? Do they know that? Can you keep confidentialities? Are you in the organization for the long-haul? Can they count on you to give them a “heads-up” when you have information that can blindside them? Be sure you are working on the demonstration of your loyalty with the caveat; “to the degree that you can.” Integrity must always trump loyalty. Never allow loyalty to hide immorality, unethical behavior, or harmful decision making. That why I say, “to the highest degree possible.”
6. Study and understand the personality and learning styles of co-workers. The people around you receive information in different ways based on personality, learning styles, and to some degree their own culture. By culture, it can be the “work culture” that they have been engaged with over time. They may have learned or developed good habits or bad when it comes to their own listening skills. Be observant and study those around you. I once heard it said that you must first seek to understand and then to be understood.
7. Follow the Matthew 18 principle. While the Christian community should understand this concept, the principle works well with this question in any circumstance. If you are not a believer, I would encourage you to read the eighteenth chapter of the gospel of Matthew and hear Jesus’ wisdom on this subject. In summary, if a person does not hear you the next step is to take someone with you. Ideally, it is someone they respect and trust and that will give your idea or suggestion added credibility. The text is richer than the sharing of an idea but the principle is sound in any situation.
8. Pray for God to give them “ears to hear and eyes to see.” Since I lead in the Christian non-profit environment I am confident that God has a role to play in this process. I do believe in prayer and in God’s ability to change hearts and minds. Proverbs 21:1 says, “A king’s heart is like streams of water in the LORD’s hand:

He directs it wherever He chooses.” As a believer, I am not averse to praying for God to soften someone to hear and to make them receptive to me because I believe I have great ideas! You should feel the same way if you are a leader.

Make yourself a list and consider what you would add to it so that you can maximize your leadership!

Communication. If you work with a group of people in a church, non-profit, or business, you will hear repeatedly about challenges related to “communication.” Communication regarding marketing. Communication regarding the promotion of your church or organization. Communication between executives and staff members. Communication between departments. Communication with customers. The list goes on and on. I received a question recently from a staff member about improving communication between fellow staff members within the organization. I shared some thoughts in a staff meeting and believe it might be helpful to you in your work. I will share this in two parts over the next two weeks. Here is the question and four of the eight suggestions I provided:

Question: How do I get someone to see my point of view without making an immediate judgment? How do I get others to “see what I see” so that better decisions can be made?

1. Build your own credibility by attending to the quality of your own work. A person who has a reputation for a high level of productivity is more likely to get their idea across than the person who is viewed as lazy, low-energy, apathetic, or less competent. Your ideas will lack credibility if you are not doing a great job with what you have been assigned. Seek to be an all-star at your work and you can rest assured that co-workers and leaders want to hear your ideas and your point of view.
2. Build trust through strengthening relationships. I listen closely to those I trust. The same is true for you and for the person that you want to listen to your point of view. How do you build trust? It comes down to the depth of the relationship. It is important that you spend casual time getting to know your co-workers and leaders. Care about people personally and they are more inclined to hear what you have to say. Spend time purposefully building relationships with those you serve or work with in anticipation that you will want to share ideas, strategies, suggestions, and challenges. Their ear will be as large as your personal relationship is strong.
3. Give the data and empirical evidence if available. Everyone has an opinion and they are certainly entitled to it. However, that does not mean the opinion has any value. Be sure you know the facts, and when you can share objective data to support your point of view, you will increase the credibility of your suggestions and ideas.
4. For your supervisor or someone in authority, “nudge but don’t nag.” It is important to take stock of who you are dealing with. If the person you want to express your idea to is a person in authority, you can do your reputation more harm than good if you push too hard. Remember also that when you present an idea to a supervisor, and if he or she receives it, you own it. That means you have (extra) work to do. However, if you are a productive team member, that results in motivation for you rather than fear.

Stay tuned for more next week and this information will maximize your leadership.

Most weeks I write articles to help you advance in your leadership. Today I want to ask you to allow me to model how you lead a church or organization to be friendlier.

• For the business that equates to more customers and more sales.
• To the non-profit organization, it results in more volunteers and higher contributions.
• In an educational setting, it results in an environment more conducive to learning and growth.
• In a church, it results in more people coming to faith in Jesus.

I preach messages in churches every week and on this occasion, I want to invite you to hear me instruct my congregation on this subject. The sermon title is “Yield to Pedestrians” and you will learn why when you view. The subject is the importance of warmly receiving guests who come to our church. If you are a leader you can learn about leadership as well as practical ways to help your church or organization. It is thirty-five minutes long but I think it is worth it. It will also help you get to know me a little better if you read my articles but we have never met. I hope you enjoy and that it will maximize your leadership.

 

A great golfer. Bowler. Tennis player. Boxer.  These athletes stand out because of their ability to carry almost all of the load on the road to success. They certainly have others who support them, prepare them, and coach them, but their success comes down to their personal ability to compete on their own. An effective leader understands that their success will not happen in a vacuum and they must effectively work with a team. Leadership is definitely a team sport.

The best of leaders tend to do these things well because of the team aspect related to their effectiveness:

1. They are good at recruiting people to serve on their team. Perhaps you have heard of Kirby Smart? Nick Saban? They are great coaches with a track record of success. While they know the “X’s” and “O’s” of football, their success is largely connected to their ability to recruit talent. For the effective leader, recruitment involves seeking out both those who are talented and those who have potential. The life of Jesus is a great example of the latter in that he enlisted men for their potential and poured his life into them. The result: They changed the world.
2. They are purposeful in delegating. Delegation accomplishes these two things at the very least.  First, it frees the leader up to focus on those tasks that make the most difference.  Second, it allows those who have been enlisted to grow in their experience. Delegation is a necessity and it is also a skill. Learn when and what to delegate and you will be able to move your mission forward.
3. They coach those they have enlisted.  I will refer you to last week’s article [Click Here]  to reinforce the point. Once you delegate you must train (if necessary) and evaluate.  Set your team members up for success, not failure, by giving them clear instructions, and the tools or training needed to accomplish the task(s) that are delegated.  If you can do this you will maximize your leadership!

 

Portions adapted from Chapter 4 of What to Ask the Person in the Mirror. by Robert S. Kaplan