Policies –Large Policies –Large ChurchChurchStructure, Staffing & Structure, Staffing & RelationshipsRelationships Personnel Policies & IssuesPersonnel Policies & Issues

Helpful ResourcesHelpful Resources

Ron Chandler, LeaderRon Chandler, LeaderPastor for AdministrationPastor for AdministrationGermantown Baptist ChurchGermantown Baptist Church

1996 Farcus Cartoons Inc

“Does It Come on Disk?”

IntroductionsIntroductions

• Who’s here ?Who’s here ?

• Who Am I ?Who Am I ?

• Approach to this SessionApproach to this Session– Personal Experiences from the Personal Experiences from the

groupgroup

– Questions and commentsQuestions and comments

ChurchAdminPro.comChurchAdminPro.com

Today’s Outline & Today’s Outline & ResourcesResources

• Available online at Available online at www.churchadminpro.com

• Follow Conf Logo link

• You will find– Powerpoint outline

– Resource links

– Other helpful information

Manual and HandbookManual and Handbook

• There is a differenceThere is a difference

• Policy Manual is the complete Policy Manual is the complete reference, more for supervisorsreference, more for supervisors

• Employee Handbook is a Employee Handbook is a compilation of parts of the compilation of parts of the policy manual for the employeepolicy manual for the employee

What is a Policy What is a Policy Manual?Manual?

• Employee relations direction to Employee relations direction to supervisorssupervisors

• ProceduresProcedures

• RulesRules

• PoliciesPolicies

For whom is it meant?For whom is it meant?

• SupervisorsSupervisors

• Some Employees ?Some Employees ?

• ““Policy Manual” is usually Policy Manual” is usually mostly for supervisorsmostly for supervisors

• ““Handbook” is for employeesHandbook” is for employees

Is it a contract?Is it a contract?

• Policies must exist within the Policies must exist within the framework of various federal & framework of various federal & state laws governing state laws governing employmentemployment

Two-edged swordTwo-edged sword

• Can be used in court against Can be used in court against employersemployers

• Some policies can be targeted Some policies can be targeted as being sexist, racist, or as being sexist, racist, or discriminatorydiscriminatory

Is the policy manual a Is the policy manual a contract?contract?

• Employers may find that they Employers may find that they have a contract without have a contract without intending one.intending one.

• Usually the result of court Usually the result of court interpretation of statements in interpretation of statements in the manual as promises.the manual as promises.

• Careful wording IS importantCareful wording IS important

FlexibilityFlexibility

• Legal review is essentialLegal review is essential

• Always reserve the right to:Always reserve the right to:– Make changes at any timeMake changes at any time

– Interpret and administer the Interpret and administer the policies in light of changing policies in light of changing circumstances & eventscircumstances & events

Should policies be Should policies be written?written?

• Not always, BUT usuallyNot always, BUT usually

• Why?Why?– Unwritten policies lead toUnwritten policies lead to

• MisunderstandingsMisunderstandings

• Poor moralePoor morale

• Internal conflictInternal conflict

• Written policies cut down on Written policies cut down on the number of redundant the number of redundant questionsquestions

• Helpful in legal proceedings, Helpful in legal proceedings, as as long as it is followedlong as it is followed

Generally, what should Generally, what should be in the Manual? be in the Manual?

• Payroll & benefitsPayroll & benefits

• Leave policyLeave policy– Vacation, sick, conference, mission Vacation, sick, conference, mission

trips, holidays, jury duty, trips, holidays, jury duty, maternity, othermaternity, other

• PerksPerks– Tuition reimbursement plansTuition reimbursement plans

• Principles of workPrinciples of work

• HarassmentHarassment

• SupervisionSupervision

• Pay / PayrollPay / Payroll

• ScheduleSchedule

• Inclement Weather & Civil EmergencyInclement Weather & Civil Emergency

• Retirement ageRetirement age

• TerminationTermination

• Organizational chart / levels of staffOrganizational chart / levels of staff

• BenefitsBenefits

• DisclaimerDisclaimer– ““This manual is intended for use by This manual is intended for use by

supervisors and managers only and should supervisors and managers only and should not be distributed and shared with not be distributed and shared with nonsupervisory employees. This manual nonsupervisory employees. This manual does not constitute a contract of does not constitute a contract of employment with any employee, supervisor, employment with any employee, supervisor, manager, or a contract for any benefits, manager, or a contract for any benefits, procedures, or policies described herein. procedures, or policies described herein. This manual supersedes any prior handbooks This manual supersedes any prior handbooks or policy statement regarding the matters or policy statement regarding the matters described. The church reserves the right to described. The church reserves the right to revise this manual at any time.”revise this manual at any time.”

– A policy manual should be updated whenever A policy manual should be updated whenever a policy is added, deleted, or changeda policy is added, deleted, or changed

Frieze Resource LibraryFrieze Resource Library

• www.friezeconsulting.comwww.friezeconsulting.com– Policies & Procedures ManualPolicies & Procedures Manual

Frieze Suggests this Frieze Suggests this Handbook outlineHandbook outline

• WelcomeWelcome

• Church HistoryChurch History

• Missions StatementMissions Statement

• Doctrinal BeliefsDoctrinal Beliefs

• IntroductionIntroduction

Employment SectionEmployment SectionSource: Frieze ConsultingSource: Frieze Consulting

• Equal Employment OpportunityEqual Employment Opportunity

• Employment at WillEmployment at Will

• Staff StructureStaff Structure

• Employment ClassificationsEmployment Classifications

• Minister Qualifications for Special Tax ProvisionsMinister Qualifications for Special Tax Provisions

• Employee Status for Federal Income Tax PurposesEmployee Status for Federal Income Tax Purposes

• Immigration Law ComplianceImmigration Law Compliance

• Probationary PeriodProbationary Period

• Employment of MinorsEmployment of Minors

• Employment of RelativesEmployment of Relatives

• Life Threatening, Infectious and Communicable DiseasesLife Threatening, Infectious and Communicable Diseases

• Church Members Who Are EmployeesChurch Members Who Are Employees

Compensation SectionCompensation SectionSource: Frieze ConsultingSource: Frieze Consulting

• Pay PeriodsPay Periods

• Advance of PayAdvance of Pay

• Bank Deposit PlanBank Deposit Plan

• Time SheetsTime Sheets

• OvertimeOvertime

• Replenishment TimeReplenishment Time

• Payroll DeductionsPayroll Deductions

• GarnishmentsGarnishments

• Lost PaychecksLost Paychecks

• Staff GiftsStaff Gifts

• Honorariums Paid to StaffHonorariums Paid to Staff

• Shifting Income to a Family MemberShifting Income to a Family Member

• Work Made for HireWork Made for Hire

• Final PaycheckFinal Paycheck

• Confidentiality of Salary and WagesConfidentiality of Salary and Wages

Workplace GuidelinesWorkplace GuidelinesSource: Frieze ConsultingSource: Frieze Consulting

• GeneralGeneral

• Employee PhotosEmployee Photos

• Personal Appearance and Dress CodePersonal Appearance and Dress Code

• Open Door ArrangementOpen Door Arrangement

• Parking on Church FacilitiesParking on Church Facilities

• Recording Time WorkedRecording Time Worked

• Tardiness and AbsenceTardiness and Absence

• Inclement WeatherInclement Weather

• Leaving Office during Regular HoursLeaving Office during Regular Hours

• Break and Lunch PeriodsBreak and Lunch Periods

• Staff MeetingsStaff Meetings

• Personnel Files and RecordsPersonnel Files and Records

• Brievances and ComplaintsBrievances and Complaints

• Making SuggestionsMaking Suggestions

• Sexual and Other Forms of HarassmentSexual and Other Forms of Harassment

Workplace Guidelines- Workplace Guidelines- continuedcontinued

• Personal and Romantic RelationshipsPersonal and Romantic Relationships

• Drug-Free WorkplaceDrug-Free Workplace

• Sale of Personal MerchandiseSale of Personal Merchandise

• Employee Family MembersEmployee Family Members

• Outside Employment and ActivitiesOutside Employment and Activities

• Personal MailPersonal Mail

• Personal and Ethical ResponsibilitiesPersonal and Ethical Responsibilities

• Financial IntegrityFinancial Integrity

• Conducting ToursConducting Tours

• Counseling SessionsCounseling Sessions

• Confidentiality of Church InformationConfidentiality of Church Information

• Copyright InfringementsCopyright Infringements

• Access To and Removal of Church PropertyAccess To and Removal of Church Property

• Issuance of Church Property and EquipmentIssuance of Church Property and Equipment

• Use of Church TelephonesUse of Church Telephones

Workplace Guidelines - Workplace Guidelines - continuedcontinued

• Use of Telephone Credit CardsUse of Telephone Credit Cards

• Use of Long Distance Access NumberUse of Long Distance Access Number

• Use of Church Computers and Internet AccessUse of Church Computers and Internet Access

• Use of Church SoftwareUse of Church Software

• Email UsageEmail Usage

• Use of Fax Machines & CopiersUse of Fax Machines & Copiers

• Rented Vehicle InsuranceRented Vehicle Insurance

• Service on Church Committees & Ministry TeamsService on Church Committees & Ministry Teams

• Cashing of Personal ChecksCashing of Personal Checks

• Personally Owned PropertyPersonally Owned Property

• Personal Use of Church StationaryPersonal Use of Church Stationary

• Food and DrinkFood and Drink

• Postings on Church Bulletin BoardsPostings on Church Bulletin Boards

Workplace Guidelines - Workplace Guidelines - continuedcontinued

• Expense ReimbursementsExpense Reimbursements

• Workplace ViolenceWorkplace Violence

• Workplace Safety & SecurityWorkplace Safety & Security

• Criminal Background ChecksCriminal Background Checks

• Volunteer ServiceVolunteer Service

• Miscellaneous Responsibilities of Miscellaneous Responsibilities of EmployeesEmployees

BenefitsBenefitsSource: Frieze ConsultingSource: Frieze Consulting

• VacationVacation

• HolidaysHolidays

• Leaves of AbsenceLeaves of Absence

• Sick Leave DaysSick Leave Days

• Section 125 Cafeterial PlanSection 125 Cafeterial Plan

• Anniversary RecognitionAnniversary Recognition

• Retirement (Annuity) ParticipationRetirement (Annuity) Participation

• Short Term Salary ContinuanceShort Term Salary Continuance

• Social SecuritySocial Security

• Workers’ Compensation InsuranceWorkers’ Compensation Insurance

• Federal and State Unemployment ProgramsFederal and State Unemployment Programs

• FirstChurch Academy Tuition SubsidiesFirstChurch Academy Tuition Subsidies

Benefits-Benefits-continuedcontinuedSource: Frieze ConsultingSource: Frieze Consulting

• Continuing Education & Professional MembershipsContinuing Education & Professional Memberships

• Educational Assistance PlanEducational Assistance Plan

• Dependent Care Assistance PlanDependent Care Assistance Plan

• Health Reimbursement ArrangementHealth Reimbursement Arrangement

• Church Cellular Telephones, Pagers, Laptop Computers, PDA’sChurch Cellular Telephones, Pagers, Laptop Computers, PDA’s

• Meals Provided in Church CafeteriaMeals Provided in Church Cafeteria

• Commuting and Parking Fringe BenefitsCommuting and Parking Fringe Benefits

• Bonuses for Cost Saving IdeasBonuses for Cost Saving Ideas

• Shared Leave Donation ProgramShared Leave Donation Program

• Spiritual Retreat DaySpiritual Retreat Day

• Relocation upon Time of Call/EmploymentRelocation upon Time of Call/Employment

• Ministering to Staff MembersMinistering to Staff Members

• Ministerial Staff ActivitiesMinisterial Staff Activities

• Minister’s Housing AllowanceMinister’s Housing Allowance

Benefits- Benefits- continuedcontinuedSource: Frieze ConsultingSource: Frieze Consulting

• Minister’s Taxes and Financial Minister’s Taxes and Financial PlanningPlanning

• De Minimis Fringe Benefits De Minimis Fringe Benefits (Minor)(Minor)

• Highly Compensated EmployeesHighly Compensated Employees

Performance StandardsPerformance StandardsSource: Frieze ConsultingSource: Frieze Consulting

• General InformationGeneral Information

• Personnel MemoPersonnel Memo

• Leadership Position DescriptionsLeadership Position Descriptions

• Performance EvaluationsPerformance Evaluations

• Transfers and PromotionsTransfers and Promotions

• TerminationsTerminations

• RetirementRetirement

Acknowledgements to Acknowledgements to SignSignSource: Frieze ConsultingSource: Frieze Consulting

• Employee Statement of Employee Statement of Acknowledgement and Receipt of Acknowledgement and Receipt of Employee HandbookEmployee Handbook

• Use of Church Computer and Internet Use of Church Computer and Internet AccessAccess

• Acknowledgement of FirstChurch Acknowledgement of FirstChurch Code of EthicsCode of Ethics

• Safety Code of FirstChurch, Inc.Safety Code of FirstChurch, Inc.

Supporting AttachmentsSupporting AttachmentsSource: Frieze ConsultingSource: Frieze Consulting

• FirstChurch Code of Ethics FirstChurch Code of Ethics PolicyPolicy

• Safety and Protection PolicySafety and Protection Policy

Writing the manualWriting the manual

• Research and compilationResearch and compilation

• CostsCosts

• OrganizationOrganization

• ClarificationClarification

• Rough draftRough draft

• Numbering / sectionsNumbering / sections

• ApprovalsApprovals

Writing tipsWriting tips

• Should be easily readable and organizedShould be easily readable and organized

• Avoid legalese and technical jargonAvoid legalese and technical jargon

• Use short simple sentencesUse short simple sentences

• Be clear, not fuzzyBe clear, not fuzzy

• Say what you mean (don’t insinuate promotions Say what you mean (don’t insinuate promotions when there is no structure)when there is no structure)

• Be consistent throughoutBe consistent throughout

• Get 3Get 3rdrd party review party review

• Legal reviewLegal review

DistributionDistribution

• All supervisorsAll supervisors

• Signed statement / receipt of Signed statement / receipt of manual manual

• Employee orientationEmployee orientation– Signed statement or receiptSigned statement or receipt

EvaluationEvaluation

• PeriodicPeriodic– LegalLegal

– PracticalPractical

– CongregationalCongregational

– Retreat reviewRetreat review

SourceSource

• HR LinkHR Link

• Can be downloaded at Can be downloaded at www.churchadminpro.comwww.churchadminpro.com

• look for conference logo for link look for conference logo for link to download pageto download page

Trends and Hot TopicsTrends and Hot Topics

• Human Resource departmentsHuman Resource departments

• Legal & Tax ReviewsLegal & Tax Reviews– Recent experiencesRecent experiences

• Websites and listservesWebsites and listserves

• Copyright issues Copyright issues (Link)(Link)

• Intellectual properties and creative Intellectual properties and creative rightsrights

• Spouse Travel Spouse Travel ((LinkLink))

Hot Topics – Church Hot Topics – Church AdminAdmin1.1. Human ResourcesHuman Resources

2.2. Legal & Tax ReviewsLegal & Tax Reviews• Private ContractorsPrivate Contractors

3.3. Websites, List ServeWebsites, List Serve

4.4. Copyright IssuesCopyright Issues

5.5. Intellectual Properties, Creative RightsIntellectual Properties, Creative Rights

6.6. Employment Contracts for Pastors / StaffEmployment Contracts for Pastors / Staff

7.7. Conflict ResolutionConflict Resolution

8.8. Conflict of InterestConflict of Interest

9.9. Ethics in BusinessEthics in Business

10.10. Stewardship TrendsStewardship Trends

11.11. Foundations / EndowmentsFoundations / Endowments

12.12. Purchasing OrganizationsPurchasing Organizations

13.13. Lifetime LearningLifetime Learning

Hot Topics - SecularHot Topics - Secular1.1. Web SourceWeb Source National Assoc of Colleges & EmployersNational Assoc of Colleges & Employers

2.2. Retention/Succession strategies Retention/Succession strategies

3.3. Budget realities Budget realities

4.4. Conflict resolution Conflict resolution

5.5. Understanding, managing, and motivating Understanding, managing, and motivating others others

6.6. Coaching and mentoring Coaching and mentoring

7.7. Engaging high performers Engaging high performers

8.8. Career development trends Career development trends

9.9. Lifelong LearningLifelong Learning

Hot Issues in HR for 05-07Hot Issues in HR for 05-071.1. Building your leadership pipeline is a must Building your leadership pipeline is a must (must have a slate of high potential leaders)(must have a slate of high potential leaders)

2.2. Leadership must be dispersed Leadership must be dispersed (leadership must be a role rather than a function. Over the next (leadership must be a role rather than a function. Over the next few years, HR leaders will focus on creating an organizational culture that demands leadership of all employees)few years, HR leaders will focus on creating an organizational culture that demands leadership of all employees)

3.3. Employment branding gets you the talent you seek Employment branding gets you the talent you seek (No market is more competitive (No market is more competitive than the market for employees. The war for talent is fierce and is likely to become more so with the massive than the market for employees. The war for talent is fierce and is likely to become more so with the massive numbers of employees retiring in the next five years.)numbers of employees retiring in the next five years.)

4.4. Organizations must capture a bigger portion of the employee mindshare Organizations must capture a bigger portion of the employee mindshare (For (For instance, pay raises may be a great short-term motivator, but motivational theory research shows that money instance, pay raises may be a great short-term motivator, but motivational theory research shows that money satisfies only to a certain extent. After that, people look for meaning in their lives)satisfies only to a certain extent. After that, people look for meaning in their lives)

5.5. Organizational must exceed the rate of changeOrganizational must exceed the rate of change (Competition today is between the (Competition today is between the processes different organizations use to ensure that their employees are trained and up-to-date. In high-processes different organizations use to ensure that their employees are trained and up-to-date. In high-performing organizations such as GE and Pepsico, in which CEOs personally drive the learning agenda, learning performing organizations such as GE and Pepsico, in which CEOs personally drive the learning agenda, learning cascades down throughout )cascades down throughout )

6.6. Get ready for a heterogeneous workforce Get ready for a heterogeneous workforce (Recent immigration patterns have sharply (Recent immigration patterns have sharply internationalized our labor force. This, combined with the fact that baby boomers will soon retire at a internationalized our labor force. This, combined with the fact that baby boomers will soon retire at a predictable high rate, means that our workforce will comprise a higher proportion of visible minorities. predictable high rate, means that our workforce will comprise a higher proportion of visible minorities. Some Some companies have already begun investing heavily in formally ingraining diversity into their culture.companies have already begun investing heavily in formally ingraining diversity into their culture. ))

7.7. Managers must communicate effectively with employeesManagers must communicate effectively with employees (Line managers, who tend to (Line managers, who tend to focus on bottom-line results, often need reminders about the importance of ongoing communication with staff. focus on bottom-line results, often need reminders about the importance of ongoing communication with staff. Employees’ levels of motivation are dependent on how well line managers communicate. It’s not about sending Employees’ levels of motivation are dependent on how well line managers communicate. It’s not about sending numerous e-mails; it is about effective face-to-face communication. When the going gets tough, effective numerous e-mails; it is about effective face-to-face communication. When the going gets tough, effective communication is key. It can make all the difference between a motivated staff with a positive attitude and an communication is key. It can make all the difference between a motivated staff with a positive attitude and an unmotivated, disgruntled group of people. )unmotivated, disgruntled group of people. )

8.8. Measurement leads to credibility Measurement leads to credibility (rather than measuring the number of people hired, we (rather than measuring the number of people hired, we should focus on the quality of people hired. How well do they help the organization innovate, change, should focus on the quality of people hired. How well do they help the organization innovate, change, and deliver other capabilities)and deliver other capabilities)

Helpful WebsitesHelpful Websites

• HR.BLR.comHR.BLR.com– State HR Answers and Tools onlineState HR Answers and Tools online

• SHRM.orgSHRM.org– Society for Human Resource Society for Human Resource

ManagementManagement

Other ResourcesOther Resources

• NACBA Reading List NACBA Reading List linklink

• Books and websitesBooks and websites

13 Core Competencies – 13 Core Competencies – Certification CentersCertification Centers

TitleTitle SessionSession

1.1. Personnel / Human Resource ManagementPersonnel / Human Resource Management11

2.2. Staff DevelopmentStaff Development 113.3. Congregational LdshpCongregational Ldshp 11

4.4. Theology of StewardshipTheology of Stewardship 11

5.5. Office ManagementOffice Management 11

6.6. Information ManagementInformation Management 11

7.7. Property ManagementProperty Management 11

8.8. Strategic PlanningStrategic Planning 22

9.9. Financial ManagementFinancial Management 22

10.10. Stewardship of SelfStewardship of Self 22

11.11. Legal / Tax MattersLegal / Tax Matters 22

12.12. Christian Perspectives & Theology of the churchChristian Perspectives & Theology of the church 22

13.13. Theology of Church AdministrationTheology of Church Administration 22

1-Personnel /Human 1-Personnel /Human Resource Management Resource Management (8hrs)(8hrs)

• Employment LawEmployment Law

• ADA - Family Medical LeaveADA - Family Medical Leave

• Definition of Roles & DutiesDefinition of Roles & Duties

• Supervision – Performance ReviewsSupervision – Performance Reviews

• Search, Interview, Hire, EvaluateSearch, Interview, Hire, Evaluate

• Background Checks - Physical Drug TestBackground Checks - Physical Drug Test

• TerminationTermination

• Compensation & Benefits – RecognitionCompensation & Benefits – Recognition

• Personnel Policies & ProceduresPersonnel Policies & Procedures

• Sexual HarassmentSexual Harassment

• Contractual Agreements for EmploymentContractual Agreements for Employment

• Workers’ CompensationWorkers’ Compensation

• OSHAOSHA

• Unemployment CompensationUnemployment Compensation

2 - Staff Development 2 - Staff Development (6hrs)(6hrs)

• Team Building/Development - MissionTeam Building/Development - Mission

• Improving Staff Performance – System Improving Staff Performance – System TheoryTheory

• Paid and Unpaid StaffPaid and Unpaid Staff

• Interpersonal RelationsInterpersonal Relations

• Communication, Conflict ResolutionCommunication, Conflict Resolution

• Supervisory DevelopmentSupervisory Development

• AccountabilityAccountability

McDonnell Douglas DC-McDonnell Douglas DC-33

• Greatest airplane ever designedGreatest airplane ever designed

• Introduced in 1935Introduced in 1935

• Ushered in the era of commercial air Ushered in the era of commercial air traveltravel

• 11stst plane that supported itself plane that supported itself economicallyeconomically

• 11stst plane that supported itself plane that supported itself aerodynamicallyaerodynamically

DC-3 brought together 5 DC-3 brought together 5 critical component critical component technologies technologies – each an important part of the – each an important part of the wholewhole

• Variable pitch propeller Variable pitch propeller (made engine more (made engine more powerful at all speeds)powerful at all speeds)

• Retractable landing gear Retractable landing gear (reduced drag)(reduced drag)

• Lightweight molded body Lightweight molded body construction construction (stronger and faster)(stronger and faster)

• Radial air-cooled engineRadial air-cooled engine

• Wing flaps – new innovationWing flaps – new innovation

Today – 5 new Today – 5 new “component “component technologies” - technologies” - disciplinesdisciplines• Systems Thinking – discipline of the whole Systems Thinking – discipline of the whole

and not partsand not parts

• Personal Mastery – discipline of Personal Mastery – discipline of – Continually clarifying visionContinually clarifying vision– Developing patience Developing patience

• Mental Models – things that influence how we Mental Models – things that influence how we understand the world and how we take actionunderstand the world and how we take action

• Building Shared VisionBuilding Shared Vision

• Team LearningTeam Learning

The Fifth Discipline The Fifth Discipline Peter Peter SengeSenge

• ““Most changes in organizational Most changes in organizational structure are piecemeal reactions to structure are piecemeal reactions to problems. Real designers are problems. Real designers are continually trying to understand continually trying to understand wholes. Just as the DC-3 designers wholes. Just as the DC-3 designers had to integrate the 5 component had to integrate the 5 component technologies, crucial design work for technologies, crucial design work for leaders of learning organizations leaders of learning organizations concerns integrating vision, values, concerns integrating vision, values, and purpose…..”and purpose…..”

The Fifth DisciplineThe Fifth Discipline

• Strategies for Building a Strategies for Building a Learning OrganizationLearning Organization

5 Dysfunctions5 Dysfunctions

DysfunctionsDysfunctions EvidenceEvidence

1. Lack of Trust1. Lack of Trust InvulnerabilityInvulnerability

2. Fear of Conflict2. Fear of Conflict Artificial Artificial HarmonyHarmony

3. Lack of Commitment3. Lack of Commitment AmbiguityAmbiguity

4. Avoidance of Accountabilty4. Avoidance of Accountabilty Low StandardsLow Standards

5. Inattention to Results5. Inattention to Results Status & EgoStatus & Ego

Positive Approach to Positive Approach to Team FunctionTeam Function

• They trust one anotherThey trust one another

• They engage in unfiltered conflict around They engage in unfiltered conflict around ideasideas

• They commit to decisions and plans of actionThey commit to decisions and plans of action

• They hold one another accountable for They hold one another accountable for delivery against those plansdelivery against those plans

• They focus on the achievement of collective They focus on the achievement of collective resultsresults

Suggestions for Suggestions for OvercomingOvercoming

• Dysfunction 1Dysfunction 1– Personality profilingPersonality profiling

• BirkmanBirkman• Myers BriggsMyers Briggs

• Dysfunction 2Dysfunction 2– MiningMining

• Dysfunction 3Dysfunction 3– DeadlinesDeadlines

• Dysfunction 4Dysfunction 4– Publish goals and standardsPublish goals and standards– Simple progress reviewSimple progress review– Team rewardsTeam rewards

Keys to Team BuildingKeys to Team Building

• Annual planning & Leadership Annual planning & Leadership development retreatdevelopment retreat

• Quarterly staff meetings offsite- Quarterly staff meetings offsite- 2 day2 day

• Weekly staff meetings on siteWeekly staff meetings on site

• AdHoc topical meetingsAdHoc topical meetings

The The Boundaryless Boundaryless OrganizationOrganization

Structure: Structure: The The Boundaryless Boundaryless OrganizationOrganization

• Reveals how leaders can use Reveals how leaders can use new technologies to shift from a new technologies to shift from a “top down” mentality to those “top down” mentality to those that rely on creating stretch that rely on creating stretch goals, shared mindsets, and goals, shared mindsets, and empower employees by:empower employees by:

• InformationInformation – encouraging greater – encouraging greater access across all boundariesaccess across all boundaries

• Authority Authority – giving people at different – giving people at different levels the power to make decisionslevels the power to make decisions

• CompetenceCompetence – helping people develop – helping people develop the skills they need to succeedthe skills they need to succeed

• RewardsRewards – giving people the incentives – giving people the incentives to achieve shared organizational goalsto achieve shared organizational goals

Focus OnFocus On

• ResultsResults

• AccountabilityAccountability

• Tough decision makingTough decision making

The essence of the 21The essence of the 21stst Century isCentury is

• SpeedSpeed

• FlexibilityFlexibility

• IntegrationIntegration

• InnovationInnovation

To achieve success, you To achieve success, you must reshape the 4 types must reshape the 4 types of boundariesof boundaries

• Vertical (Organizational floor & Vertical (Organizational floor & ceiling) – hierarchical levels, titles, ceiling) – hierarchical levels, titles, status & rankstatus & rank

• Horizontal (Internal walls) – function, Horizontal (Internal walls) – function, division, unit, groupsdivision, unit, groups

• External (External walls) – suppliers, External (External walls) – suppliers, customers, communitiescustomers, communities

• Geographical (Cultural walls) – time, Geographical (Cultural walls) – time, space, language – ESLspace, language – ESL

KeyKey

• Sufficient permeability of Sufficient permeability of boundaries to allow for quick boundaries to allow for quick adjustment to changes in the adjustment to changes in the environmentenvironment

• What are those quick changes What are those quick changes in a church / non-profit in a church / non-profit environment?environment?

Leaders of boundaryless Leaders of boundaryless organizations should organizations should provide and be proficient provide and be proficient inin• Information accessInformation access

• Empowerment of people to make Empowerment of people to make independent decisionsindependent decisions

• Competence – help people develop Competence – help people develop the skillsthe skills

• Rewards – shared incentives that Rewards – shared incentives that promote goalspromote goals

Create a “Learning Create a “Learning Culture”Culture”

• Shared mindset – to what extent does Shared mindset – to what extent does your organization promote learning?your organization promote learning?

• Competence – to what extent do we Competence – to what extent do we have competencies that promote have competencies that promote learning?learning?

• Consequence – to what extent do your Consequence – to what extent do your appraisal systems encourage learningappraisal systems encourage learning

• Governance – to what extent do your Governance – to what extent do your organizational structures promote organizational structures promote learning?learning?

• Capacity for changeCapacity for change – to what extent – to what extent do our work processes and systems do our work processes and systems encourage learning?encourage learning?

• Leadership – to what extent do Leadership – to what extent do leaders demo a commitment to leaders demo a commitment to learning?learning?

“Forgive me father, for I have mismanaged”

1996 Farcus Cartoons Inc

The Path of The Path of Least Least

Resistance for Resistance for ManagersManagers

The Path of Least The Path of Least Resistance for ManagersResistance for Managers

• Organizational energy moves along the path of Organizational energy moves along the path of least resistanceleast resistance

• Change that doesn’t follow this path will not workChange that doesn’t follow this path will not work

• The underlying structure of anything will The underlying structure of anything will determine its path of least resistancedetermine its path of least resistance– The route of the bison in the old west was The route of the bison in the old west was

determined by the topographydetermined by the topography– You may have the structure of a racecar or a rocking You may have the structure of a racecar or a rocking

chairchair

• We determine the path of least resistance by We determine the path of least resistance by creating new structurecreating new structure– GBC Missions storyGBC Missions story

GBC MissionsGBC Missions

• Calling of Pastor – former Calling of Pastor – former missionarymissionary

• With regard to missions, churchWith regard to missions, church– Had no vehicleHad no vehicle

– No fundsNo funds

– No visionNo vision

Created new structureCreated new structure

• Called a Missions PastorCalled a Missions Pastor– Developed leadershipDeveloped leadership

– World viewWorld view

– Generated own funding (DC-3)Generated own funding (DC-3)

– Proved its valueProved its value

– Impacted rest of the structureImpacted rest of the structure

– Snowball effectSnowball effect

– Personal involvementPersonal involvement

Ten Steps to a Ten Steps to a Learning Learning

OrganizationOrganization

10 Steps10 Steps

• Assess your learning cultureAssess your learning culture

• Promote the positivePromote the positive

• Make the workplace safe for thinkingMake the workplace safe for thinking

• Reward risk-takingReward risk-taking

• Help people become resources for each otherHelp people become resources for each other

• Put learning power to workPut learning power to work

• Map out the visionMap out the vision

• Bring the vision to lifeBring the vision to life

• Connect the systemsConnect the systems

• Get the show on the roadGet the show on the road

10 Steps to Learning 10 Steps to Learning OrganizationOrganization – 16 – 16 Principles that promote Principles that promote learninglearning• Prime the mind to be self directed – people help themselvesPrime the mind to be self directed – people help themselves

• View mistakes as steps to continuous learningView mistakes as steps to continuous learning

• Willingness to rework organizational systemsWillingness to rework organizational systems

• Develop steps to grow self-esteem, morals and organizational commitmentDevelop steps to grow self-esteem, morals and organizational commitment

• Celebrate the learning processCelebrate the learning process

• Celebrate all learners equallyCelebrate all learners equally

• Encourage the sharing of knowledge among piersEncourage the sharing of knowledge among piers

• Encourage the learner to structure their own learningEncourage the learner to structure their own learning

• Teach the process of self-evaluationTeach the process of self-evaluation

• Don’t place limits on anyone’s intelligenceDon’t place limits on anyone’s intelligence

• Acknowledge that everyone learns differentlyAcknowledge that everyone learns differently

• Encourage people to discover their own learningEncourage people to discover their own learning

• Cultivate each employee’s abilitiesCultivate each employee’s abilities

• Make learning logical, moral and funMake learning logical, moral and fun

• Give opportunity for dialogue and discussionGive opportunity for dialogue and discussion

• Everything is subject to re-examination and investigationEverything is subject to re-examination and investigation

Now Discover Now Discover Your StrengthsYour Strengths

Now Discover Your Now Discover Your StrengthsStrengths

• Gallup OrganizationGallup Organization

• Focuses on hiring and employee Focuses on hiring and employee development according to strengths, development according to strengths, not weaknessesnot weaknesses

• Evaluation tool via internetEvaluation tool via internet

• Prehire testing and evaluationPrehire testing and evaluation

• GBC and other church useGBC and other church use

Conclusion – Conclusion – GBC StructureGBC Structure

A dm n A ss t

P as to rfo r

C ounse ling

P asto rfo r E vange lism andP asto ra l M inis tr ies

D irec to r o f P lant and P ropert ies

Full C hargeB ookkeeper

C le rksS tew ardship and

A ccounting

A ssoc A dm n P asto r

S ecre ta r iesand Inte rns

Food S erviceD irec to r

D irec to r o f C hurch Info rm ationS ys tem s

P asto r fo r A dm inis tra t ion

A ssoc ia te D irec to ro f P reschoo l M inis tr ies

W eekday P reschoo lD irec to r

P as to rP reschoo l M inis tr ies

A ssoc ia te D irec to ro f C hildhood M inis tr ies

P asto r fo rC hildhood M inis tr ies

A ssoc ia te P as to rfo r Junio r High

P asto r fo rJunio r High

A ssoc ia te P as to rfo r S enio r High

P asto r fo rS enio r High

A ssoc ia te P as to rfo r

S ing les / C o llege

P asto r fo r S ing lesC o llege

P asto r fo rM arr ied A dults

P as to r fo rS enio r A dults

P as to r fo r D isc ip leship

S ecre ta r iesand Inte rns

P asto r fo r M iss ionsand V o luntee r M inis tr ies

A ssoc ia te P as to r fo rM us ic & W orship

D irec to r o fC hild ren's M us ic

P as to r fo r M ed ia

S ecre ta r iesand Inte rns

P asto r fo r M us ic & W orship

A ssoc ia te P as to rfo r

R ecrea t ion

D irec to r o fF itness & W e llness

D irec to r o fFac ilit ies

S ecre ta roesand Inte rns

P asto r fo r R ecrea t ion

E xecutive P as to r

Senior Pastor

Team BuildingTeam Building

• Survey – how many are office Survey – how many are office managers”managers”

• Periodic Team BuildingPeriodic Team Building– Issues & answersIssues & answers

– Door prizesDoor prizes

– Celebrate special occasionsCelebrate special occasions

– Change titlesChange titles

– Pay hourlyPay hourly

– Give trainingGive training

RelationshipsRelationships

• As ManagersAs Managers– Managing people is the most Managing people is the most

challenging task we havechallenging task we have

– ChallengesChallenges• MotivationMotivation• Relationships / Conflict resolutionRelationships / Conflict resolution• ProficiencyProficiency• EfficiencyEfficiency

Work With MeWork With Me

Work With MeWork With Me – Resolving – Resolving Everyday Conflict in Your Everyday Conflict in Your OrganizationOrganization

• ERI ModelERI Model– Emotion – calm the emotionsEmotion – calm the emotions

– Reason – Assess, understand, Reason – Assess, understand, evaluate personalitiesevaluate personalities

– Intuition – possible solutions and Intuition – possible solutions and alternativesalternatives

EmotionEmotion

• Overcome emotional baggage, Overcome emotional baggage, getting feelings out of the waygetting feelings out of the way

• Clearing up communication Clearing up communication problems that destroy the problems that destroy the organizationorganization

• Be a good listener (list on p. 50)Be a good listener (list on p. 50)

Reason – types of difficult Reason – types of difficult peoplepeople

• The ExploderThe Exploder

• The ComplainerThe Complainer

• The SulkerThe Sulker

• The Sensitive SoulThe Sensitive Soul

• The WarriorThe Warrior

• The PusherThe Pusher

• The Judge / CriticThe Judge / Critic

• The SteamrollerThe Steamroller

• The Control FreakThe Control Freak

• The Clock WatcherThe Clock Watcher

• The “By The Book”The “By The Book”

• The “Tit for Tatter”The “Tit for Tatter”

• The “Do-It-My-Wayer”The “Do-It-My-Wayer”

• The NaysayerThe Naysayer

• The “Super-Agreeable” FlakeThe “Super-Agreeable” Flake

• The ProcrastinatorThe Procrastinator

Other Difficult TypesOther Difficult Types

• The Sniping SneakThe Sniping Sneak

• The Space CaseThe Space Case

• The GossipThe Gossip

5 Conflict Styles5 Conflict Styles

• CompetingCompeting

• CollaboratingCollaborating

• AvoidingAvoiding

• AccommodatingAccommodating

• CompromisingCompromising

The Valuable The Valuable Office Office

ProfessionalProfessional

Successas An Admn Asst Successas An Admn Asst relies on the ability to:relies on the ability to:

• Learn when to say noLearn when to say no

• Learn how to ask for what you wantLearn how to ask for what you want

• Learn to be directLearn to be direct

• Learn to value and stand up for yourselfLearn to value and stand up for yourself

• Learn to be accountableLearn to be accountable

• Learn to think beyond the immediate Learn to think beyond the immediate tasktask

Paradigm ShiftParadigm Shift

• Page 16Page 16

Building A Building A Partnership Partnership

With Your BossWith Your Boss

Working Working RelationshipsRelationships

When are you your own When are you your own worst enemy?worst enemy?

• When you have an unclear view of When you have an unclear view of yourselfyourself

• Blindness to the impact we have on Blindness to the impact we have on those around usthose around us

• Our flawed personal logicOur flawed personal logic

• The strong pull of our personal The strong pull of our personal historyhistory

The Leadership The Leadership ChallengeChallenge

AdministrativeAdministrativeAssistant’s Assistant’s HandbookHandbook

Extraordinary Extraordinary RelationshipsRelationships

““But everything But everything should be done should be done in a fitting and in a fitting and orderly way” orderly way” NIVNIV

• I Corinthians 14:40I Corinthians 14:40

Business Ethics Business Ethics (for Churches)(for Churches)

• Complying with rules, policies, Complying with rules, policies, procedures, laws, and procedures, laws, and expectations.expectations.

• How the actions of those involved How the actions of those involved affect the organization, affect the organization, community, and society as a community, and society as a whole.whole.

• Applying Scriptural PrinciplesApplying Scriptural Principles

• Using Intentional IntegrityUsing Intentional Integrity

In ConclusionIn Conclusion

• Be a learnerBe a learner

• Don’t isolate yourself or your Don’t isolate yourself or your organizationorganization

• Conquer changeConquer change

• Focus on your strengthsFocus on your strengths

• Grow!Grow!

“After 25 years of loyal service, all I have is a crummy gold watch and $3 million dollars in office supplies.”

1996 Farcus Cartoons Inc