In these challenging times for the church, a staff leader must step up and recognize the importance of investing in their staff team. This is something that we did not learn in seminary but can learn. Dean Phillips, who has served with the U.S. Air Force and the Federal Bureau of Investigation, has written a helpful article on developing high performance teams. There are insights here for working with a church staff team.
CREATE A SHARED SENSE OF PURPOSE
Although identifying a sense of purpose to achieve a common goal is important for high-performing teams, a critical step is providing clarity and context around each team member’s role. Everyone brings something unique to the team, but how does that skill base contribute to the overall mission of the church?
We can no longer work in silos in our roles as church staff leaders. Not only must we share our gifts to enrich each other’s work, we can dig deeper and discover ways that we can fill the gaps in a volatile, changing context. One positive outcome of this is that when your entire team knows how each person contributes to the shared mission, it generates a sense of purpose and camaraderie.
FOSTER CREATIVITY
Creativity is an essential trait of any high-performing team. The ability to pivot quickly and think outside of the box is what sets good teams apart from great ones. How do we encourage creativity? By giving people a safe space to voice their ideas and opinions. As Phillips notes, “If people don’t feel 100% safe to say what’s on their minds, or share unconventional ideas with their team, how can creativity flourish?” Team members should feel free to put everything on the table. Even things that did not work in the past may be feasible now. At the same time, some long-standing activities and practices should be carefully evaluated for effectiveness. Both can be done only in a climate of curiosity and respect.
KEEP IT POSITIVE
Every job involves some type of pressure or stress. In addition, personal issues can carry over into someone’s work life. These are the things that impact a staff member’s mental health. One response is to promote positivity. This is not blind positivity that pretends like everything’s okay when it’s not, but providing a safe space where team members feel valued and supported. This means celebrating even small wins, providing freedom to take risks, and sharing responsibilities with others on the team.
When the leader identifies deep emotional or mental concerns, intervention should be made, and resources provided. And the team leader must monitor his or her own mental health and be open to similar steps.
GET YOUR TEAM’S BUY-IN WHENEVER POSSIBLE
Getting your team’s buy-in is key to building a shared sense of purpose and fueling engagement. We all need to be moving in the same direction. Teams should be fully invested in and committed to their mission to perform at a high level. Don’t just assume that everyone understands the mission, values, and culture of the church or the expectations of them as individuals. Talk about these things. Put them on meeting agendas. Encourage team members to reflect upon and engage with these important markers. Discuss them in one-to-one conversations.
If you lack these skills or need support, reach out to a colleague, consultant, or coach. The team at Pinnacle Leadership Associates would be glad to provide that support.
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