In his book Good to Great, Jim Collins argues that those who build great organizations make sure they have “the right people on the bus and the right people in the key seats before they figure out where to drive bus.” We need the right people on board to accomplish our mission. He goes on to say, “When facing chaos and uncertainty, and you cannot possible predict what’s coming around the corner, your best ‘strategy’ is have a busload of people who can adapt and perform brilliantly no matter what comes next.”
Let’s consider a model for getting the right church staff “on the bus.” First, we must be very clear about the need that we intend to meet and the resources available. Generally, we define the area of responsibility and identify how an additional staff member might help the church meet that need. We also consider the resources we have available. This may determine if we will meet this need through a volunteer/volunteers or seek a paid staff person. If we do go for a paid position, our resources also determine whether this a part-time or full-time position as well as the minimum level of experience and/or training involved.
Point to consider: Many churches are calling out lay members with both passion and capacity to assume paid leadership roles on a part-time or even full-time. There are pros and cons to this approach, but a theological education is not a requirement for every ministry role (yes, I did say that).
Second, the next step is to create a position description with a brief but complete statement of the nature of this position, specific responsibilities, relationships, and accountability structures. There are some challenges in writing such a description because “life happens.” This is why most position descriptions include the item of “other responsibilities as assigned.”
Point to consider: This is one place where an accountability structure based on compassion can make a difference. Position descriptions should be flexible in their nature. As Collins said, we can’t predict what is coming around the corner. If a staff member insists on operating in a silo, his or her contribution to the mission of the church is diminished.
Third, we seek and employ (or call) a staff member based on skills, experience, values, and personality. Although the first two are important, these are capabilities that can be learned and provide incentive for personal growth, development, and adaptability. Values and personality are of first importance. Compatibility in values with other staff is vital and should be discussed in the employment process. When it comes to personality, diversity in personality styles is a plus because this provides a wider perspective for leadership.
Point to consider: Staff members need to know their personality styles since this is a strength that the individual brings to the team. At the same time, knowing others’ personality types builds appreciation for the complementary nature of personality and working styles in a team setting. This helps to build a strong staff.
Point to consider: How do the staff member’s values mesh with those of the church? This requires some understanding of what the church actually values.
A key concept to keep in mind is that this process should be adaptive rather restrictive. When needs or opportunities change or resources shift, how does this impact employed staff? Although we hire to a specific role, what are the opportunities for staff members to grow, adapt, and accept new challenges? How do we build on the values and personality traits of a staff member?
We will consider these questions in future blogs related to compassionate accountability.
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