You have heard the calling from Our Lord and want to begin building a ministry. This is a important and challenging task. This presentation will help you to develop your ministry as you develop along with it.
Building Your PeopleAs You Build Your Ministry Presented By Charles W. Coker, PhD, D.Min, SPHR
“Outstanding leaders go out of the way to boost the self- esteem of their personnel. If people believe in themselves, its amazing what they can accomplish.‖ Sam Walton
―If you love me . . . feed my sheep.‖ Jesus of NazarethThe Greek word boskō does not mean to give just physical sustenance. It illustrates the duty of a Christian leader as one who ―promotes (in every way) the welfare of those they lead.‖
Building on our model Making the model work Directing through behaviors Motivating through attitudes/values Attracting through skills and resources Their success is your ministry’s success
Dr. McGlaughlin illustrated that the key to maximizing the potential of our people was directly dependent on how we managed these three processes: Direct – through planning and reporting Motivate – through desire (awards) and capacity (training) Empowering – through appointing (control) and enabling (resources)
Consider Zurich Insurance (4th largest financial organization in the world.) They have: 166 Divisional Presidents 69,000 Employees My job was to help them: Develop Managerial/Supervisory Depth through Improving both interdepartmental and intradepartmental communications (Divisions) Improve sales in their sales force. Result: 5% growth within 90 days! (Roughly 2 Billion)
Quote:―Each member of our team now has a clear roadmap to increase their competencies. The result of the training sessions has marked an increased the quality of proposals as well as strengthen our ability to communicate and nurture key relationships.‖ Stephen Mueller VP
Consider Topp Telecom. The largest prepaid cellular phone organizations in the world (distributed through Radio Shack’s 6,500 outlet locations.) My job was to help them: Reduce turnover Reduce the headcount and productivity Improve profits
Quotes:―Our turnover has dropped from 85% to 15% in 90 days. Jaime Topp, President―Our productivity is up 11% with a lower headcount. That will save us over $150,000 per month. Patsy Keating VP HR
What neither of these two companies knew was that their formulas for success were based on Biblical principles. We applied the principle of boskō to help them to: Direct Motivate Empower
If the model is to work we must clarify Paul’s inference of boskō about DIRECTING: We must understand what an individual’s actions or reactions will look like so we do not ask them to do something that may not utilize their strongest skills or provide others with the ―wrong impression.‖ We must identify which of their actions/reactions will be dominant and how that will impact their direction. We must also have a clear appreciation for how those actions/reactions will impact others in the ministry as well as those considering Christianity.
If the model is to work we must clarify Paul’s inference of boskō about MOTIVATING: We must understand that each individual’s motivations are different. They may share a common goal (reaching and ministering to others), but may want to get there on a different path. We must identify which of those motivations are strongest and how that impacts their approach. We must also have a clear appreciation for how those motivations will impact others in the ministry as well as those considering Christianity.
If the model is to work we must clarify Paul’s inference of boskō about empowering: We must understand what skill sets they will rely on so we can direct the use of their assets to assist us in reaching our goals. We must identify which skill sets will be dominant to insure their ―gifting‖ produces the greatest results for the Kingdom. We must also have a clear appreciation for how those skill sets will impact others in the ministry as well as enable the spread of our mission.
If boskō means to ―promote (in every way) the welfare of those they lead,‖ here is our formula for success: Direct an individual by using their natural behaviors for works that provide enjoyment and fulfillment, not subject them to undo stress or burnout. Motivate an individual by training and rewarding them based on what they value the most. Empower an individual by appointing and enabling them to use the skill sets and gifting God has designed uniquely for them.
In the pastoral epistles (Titus 2) the NIV titles the chapter ―What must be taught to the various groups” The word ―teach‖ (teaching, teaches) is used 8 times. The Greek word sōphronizō communicates bringing a person to his/her senses and duties through discipleship, admonishing and exhorting with ―earnestness.‖ It comes from the Greek word sōphrōn which indicates that you curb an individual’s impulses by understanding their natural senses. In today’s language you must consider their behaviors, attitudes and motivations.
You must teach what is in accord with sound doctrine. Teach the older men to be temperate, worthy of respect, self- controlled, and sound in faith, in love and in endurance. Likewise, teach the older women to be reverent in the way they live, not to be slanderers or addicted to much wine, but to teach what is good. Then they can train the younger women to love their husbands and children, to be self-controlled and pure, to be busy at home, to be kind, and to be subject to their husbands, so that no one will malign the word of God. Similarly, encourage the young men to be self-controlled. In everything set them an example by doing what is good. In your teaching show integrity, seriousness and soundness of speech that cannot be condemned, so that those who oppose you may be ashamed because they have nothing bad to say about us. Titus 2:1 - 8
“Testing is the best predictor of success. It’s accurate well over half the time, while no other method even comes close.” Managing Human Resources Magazine
Assessment works and is available to virtually every business person via the internet! In 1999 36% of the major organizations used assessment in the hiring process. In 2008 67% used assessment in the hiring, training, and/or career development process. Source: Target Training International, Phoenix, AZ
The model will work if you know how to test for and find the: Behaviors which will direct their actions and communications Motivators to insure they minister and focus from the ―heart‖ for the matter (and receive a sense of gratification in the process) Skill Sets that will allow them to be supported in their efforts and administer their gifting in a way to benefit the ―body of Christ‖ as a whole.
You cannot work without interacting with other people in one way or another. When you interact with others, you are judged or evaluated based on their preconceived notions or bias’ impacting how they perceive you. Their bias’ have an impact on whether or not you accomplish your goal. You can reduce the bias and develop a relationship more quickly if you understand natural behavioral patterns and adapt to them.
Here is where you start: Understand your natural style and develop a ―personal reference point.‖ Learn to identify the characteristics of other styles through their verbal and non-verbal actions. Determine how you can adapt your verbal and non-verbal activities to others so they feel comfortable with you.
You have a choice in how you approach other people? Normal everyday approach Observational approach Adaptive Natural/Habitual
INTROVERTS (Competence) Task Active C D Ask Tell S I Passive People EXTROVERTS (Confidence)
Communication aspects that will help you recognize their style are: Word (types) they use Pace of the conversation Tone of voice Posture Eye contact Gestures with hand and body Information they want/need/communicate
Critical information you may glean from how a person communicates is: Differences between your style and theirs Key strengths Natural tendencies How they need to improve their effectiveness If their job will induce stress or provides a positive outlet.
The Tell/Task person predominantly relies on his/her DOMINANCE factor. “Dominance‖ measures how a person handles problems and challenges. The person relying on dominance most of the time is considered a CONTROL - specialist. Population breakdown 18% Emotion Anger Need Results Focus Goal Make sure you’re: Time Efficient Growth Action To listen Getting what you want Options
Clues by Phone How to Communicate May appear rude at first. Be very clear and concise, Applies pressure early to Stick to business, Provide sellers, Interrupts readily. Takes alternative choices other calls at the same time, & Meeting or Call: rapid/terse speech pattern & D’s value efficient use of dominates conversation. time, so maintain a quick “Is This a Good Time?” pace. Focus the ―D’s‖ ideas ―How long will this take?‖ ―What and objectives. Solve do you need?‖ ―Time Frame?‖ specific business problems. Be personable but reserved. Setting up time together Recommendations: The phone call should be businesslike and to the point. Present options so that the Identify yourself, explain the ―D‖ can compare business problem your alternatives. Be specific and product/service addresses, and factual without much detail. ask for the appointment. Summarize quickly, then let the Decider choose a course of action.
The Tell/People person predominantly relies on his/her INFLUENCING factor. “Influence‖ is a measure of how a person interacts with other people. The person relying on their influencing factor most of the time is considered a SOCIAL - specialist. Population breakdown 28% Emotion Optimism Need Personal Approval Focus Generalities Make sure you’re: Stimulating Growth Action Think before speaking Getting what you want Mirroring
Clues by Phone Meeting or Call Excited by new or different ―I’s‖ want you to present ideas, talks a lot, gets bored purpose and credibility to listening. Gives opinions earn their business readily. Unusually friendly. relationship. Share “Is This a Good Time?” references and feelings of ―Sure‖, ―As good as any‖, ―Fine‖ enthusiasm for the I’s ideas, Setting up time together goals and dreams. Develop a personal relationship Make phone call open and warm. Stress quick benefits of Recommendations products/service, personal Provide specific solutions in service, and experience. writing. Build confidence that How to Communicate you have the necessary facts, but don’t give too many Giving and relating details conversations in ―social‖ atmosphere, asking open ended questions, and put your thoughts in writing
The ―Ask/People‖ person predominantly relies on his/her STEADINESS factor. ―Steadiness‖ measures how a person handles a pace and environment. The person relying on their steadiness factor most of the time is considered a PEOPLE - specialist. Population breakdown 40% Emotion Nonemotionalism Need Personal Security Focus Relationships Make sure you’re: Supportive/agreeable Growth Action To be more open Getting what you want Partner with them
Clues by Phone Meeting or Call Lenient, listens attentively, ―S’s‖ need informality before patient, resists change, tries to business. Show personal keep things ―as is‖, slow to interests in the S’s work and make decisions, uses ―our‖ and goals to earn the right to ―we‖, not rushed learn more about them. Use “Is This a Good Time?” referrals. ―Of course it is!‖ ―Yes, it’s OK‖ Recommendations Setting up time together Define in writing how you’ll Establish trust relationship by help the ―S‖ reach their goals taking time to be friendly. and what support resources open, honest, sincere. you will commit to the How to Communicate project. Offer clear solutions and assurances of low risk or Personal comments, Present safe. Use third-party materials logically, Provide references as evidence. personal assurances and guarantees
The ―Ask/Task‖ person predominantly relies on his/her COMPLIANCE factor. ―Compliance‖ measures how a person responds to rules and procedures. The person relying on their compliance factor most of the time is considered a FACT – specialist. Population breakdown 14% Emotion Fear Need To Be Right Focus Detail Make sure you’re: Accurate Growth Action Become more decisive Getting what you want Fear w/credible data
Clues by Phone Sales Call Asks detailed questions. Courteous; Acts as advisor, with ―C‖ as an long pauses, may seem worried but ―Expert.‖ Provide plenty of prepared for your call background about yourself and “Is This a Good Time?” expertise. Show that you have ―How long will this take?‖ ―I’ve got studied the ―C’s‖ situation and a meeting in a few minutes.‖ possible needs. Be sensitive to elapsed time Getting an Appointment Recommendations Phone and give expectations about Document recommendations the length and outcome of the first meeting. Stress product features, (strong cost justifications and cost effectiveness, stability, and your computations in writing) but your experience. present them (systematically and precisely to the ―C‖ in person. If How to Communicate you cannot answer a specific Prepare carefully in advance question, offer to find out the Approach should be straight forward answer, and get back to the ―C‖ and direct, Only disagree with data with it. Recommend a specific and facts course of action.
When you work with another person, yours and their values will either enhance or detract from the relationship. Even if you are not ―fond‖ of the way a person acts, you can find common ground if you both have similar values. Similar values reduce the chance of bias impacting the relationship. Differing values will have a heavy impact on: How you approach an issue and who should be in charge What you decide as to an approach for dealing with the issue When the issue must be resolved What the outcome should ―look like.‖
Here is where you start: Identifying key value sets required to meet the need of the challenge you are facing. Learn to identify the value propositions of the person with which you are working. Determine how you can apportion the values (available to you on this project) so you may accomplish the goal at hand.
How do you approach others? Normal everyday approach Active & attentive approach Habitual Adaptive
High Theoretical people like to solve problems that require research; are objective in all areas of life; love learning, research, and discovering the truth; and acquire knowledge for the sake of learning. ―I will use my cognitive ability to understand, discover and systematize the truth.‖ Passionate about: Objectivity, solving problems, systematizing, Pursuit of knowledge. Overextends: Personal safety & practicality ignored. Stressed when: Subjective experience when one can’t learn/discover. Get the point across by: Focusing on problem solving through research and discovery.
High Utilitarian people have a need to be practical, have a passion to maximize their return on investment of time and resources, are motivated by the attainment or conservation of wealth, and are willing to give but expect something in return. ―Every investment of time, money or resources will have a measurable return on investment.‖ Passionate about: Practicality, surpassing others, wealth, ROI, capitalism. Overextends: Workaholic and self-preservation. Stressed when: Wasted resources, time, materials, or inadequate return. Get the point across by: Proving return on investment of time and/or resources.
High Aesthetic people appreciate creativity, uniqueness, form, and harmony; feel that it’s sometime okay do things because it just feels right; and are passionate about seeing that things work and fit smoothly in all experiences. ―I will enjoy and experience the beauty around me and allow it to mold me into all I can be.‖ Passionate about: Subjective, creative expression, form, beauty, harmony. Overextends: Functioning outside of reality. Stressed when: Disturbance of form, beauty, & harmony, objective truth. Get the point across by: Focus on feelings, self- fulfillment, removal of pain, & harmony.
High Social people have a passion for helping people, are likely to be champions of worthy causes, are selfless, believe that investment of time and resources for those who need help is the only reward they may need, and believe that everyone deserves a break. ―I will invest myself, time and resources in helping others to achieve their potential.‖ Passionate about: Generosity, selflessness, investing in others, worthy causes. Overextends: Over zealousness, injurious to self in the cause of others. Stressed when: Decisions that are insensitive to people, around individualists. Get the point across by: Focusing on the benefit to others, not self or profit.
High Individualistic people believe that hard work is self-fulfilling, although they will work harder for recognition, elected or nominated office, or an award; have a passion to lead; and enjoy the competition of a game and especially winning. ―I will achieve the highest position and wield the greatest power.‖ Passionate about: Leading, achieving position, using power, a winning strategy. Overextends: Position of self may be more important than others. Stressed when: Inability to advance position or loss of power. Get the point across by: Focusing on how to increase power and position.
High Traditional people live by a firm set of beliefs and feel that others should do the same; are comfortable with people who share their beliefs and way of life—spiritual or otherwise; and may evangelize or seek protection with their own, depending on individual behavioral style. ―I will pursue the highest meaning in life.‖ Passionate about: Pursuit of the Divine, consistent values worth dying for. Overextends: Closed mindedness, judgmental, breaks ―lower‖ laws. Stressed when: Someone opposes his or her beliefs. Get the point across by: Focusing on spiritual element and totality of life.
Prior to hiring, people are evaluated on what they know and the skills they have developed. Performance on the job is based on results and outcomes – in other words how they use their skills. If life skills are so crucial for success on the job, we must place our emphasis on identifying the skills before hiring, then use them during career development and retention.
An employee’s talent is expressed through their skill sets or attributes. We assess 23 job related attributes through the Hartman Index. They are made up of 43 (of the 67) different value sets the Hartman measures.
Strong Interpersonal Strong Intrapersonal Accountability for others Conceptual Thinking Conflict Management Continuous Learning Customer Focus Decision Making Developing Others Flexibility Diplomacy and Tact Goal Achievement Empathetic Outlook Personal Accountability Influencing Others Planning and Organization Interpersonal Skills Problem Solving Leading Others Resiliency Objective Listening Results Orientation Teamwork Self-Management Self-Starting
In addition, we measure the difference between how (to what degree) they value (either positively or negatively) both their external and internal environments.
Dimensional balance uses three different valuation processes to measure an individual’s environment (external) and self-perception (internal). They are: Intrinsic – the ability to appreciate the uniqueness of people, things or processes as they exist within themselves. Extrinsic – comparing a person, thing, process, etc., to another when trying to choose or make the best choice. Systemic- the formal concepts and ideas of how things should be, through the use of ideals, goals, structured thinking, policies, procedures, rules and laws.
True or false: ______ 1. Persons with the same attitude will have the same beliefs. ______ 2. We see the world through the window of our attitude. ______ 3. We value life based on the fulfillment of our attitudes. ______ 4. All beliefs have the same intensity. ______ 5. Conflict can be caused by differing attitudes. ______ 6. Conflict means someone is right and the other is wrong. ______ 7. We can increase our valuing of others by understanding their viewpoint. 1
Every person, over time develops habits which contribute to or detract from their leadership abilities. Those habits are repeated because there’s some type of a ―payoff‖ for their actions. Those ―habits‖ will have an impact on your organization’s and your personal productivity. You may have to make a conscious decision as to whether those habitual tendencies are suitable and/or productive for your organization and the leadership description. When you understand those habits and the person’s need for ―payoffs‖ you will be able to predict their need for focus within their job or area of expertise.
Here is where you start: Identify their Bandwidth indicator for success. If it is low, isolate where the scores are out of the norm. Once the habits (out of norms) are identified, focus on how to best improve the tendencies. Determine how much attention you can/must invest to insure there is an opportunity for leadership in this particular position.
You have the ability to predict success if you understand what needs to be done. Normal everyday approach Observational approach Adaptive Natural/Habitual
Section 1 To assign a level of validity to the assessment and understand the clarity of their communication skills When the person communicates, will there be clarity (0 - 20) or will there be some bias or confusion (30 – 50)? Introverts – mixed signals/inability to communicate concepts Extrovert – positioning themselves in best light How open are they to accept or change aspects of their lives? Will they follow directions specifically or do things their own way? 59
Section 2 How intense (total energy) is this person compared to the norm (70)? How stable (emotional stability) is this person compared to the norm (30)? How much motivational depression does this person carry? (Normal 0 – 20) How much positive physical stimulation does this person experience compared to norm (30)? (Formula is Primary Positives minus Primary Negatives) How much positive mental stimulation does this person experience in their lives compared to norm (30)? (Formula is Learned Positives minus Learned negatives.) 61
Section 3 How open to change (curiosity) is this person compared to the norm (50)? Do they require more structure (lower) or freedom (higher)? How quickly do they make decisions (Decision Making) compared to the norm (50)? How do they react when placed in a frustrating situation? (Normal 50) Do they give up (lower) or charge ahead regardless (higher)? 63
Section 4 To predict the individual’s natural habit patterns (both physical and mental) they use to meet their motivational needs. To identify those habit patterns which create the majority of their successes or failures. Often what they ―do not do‖ is as important as what they ―do.‖ To establish whether their strengths (or weaknesses) lie in their physical or sensory skill sets or in their cognitive or mental abilities. To recognize the depth (or shallowness) of their skill sets on a physical/sensory level as well as a cognitive/mental level. To identify which habit patterns will be most and least valuable to the individual’s personal and professional success. To identify how their habit patters will impact their relationships 65
Section 5 To gain a general understanding of the habitual patterns the individual relies on for both success and failure. To identify which general patterns the individual has finds to achieve his motivational rewards. To establish general strengths (or weaknesses) patterns in their motivations. To recognize the general depth (or shallowness) of their habitual skill sets. To identify which general habit patterns will be most and least relied upon for their rewards system. To identify how their habit patters will impact their life generally. 67
Understand what the individual is working with Attributes Attitudes/Values Behaviors Motivations and habit patterns Use the Predictive index to help you make good decisions in the leadership process 68
“I have told you all this so that you may have peace . . .” John 16:33 Don’t be afraid to do things differently than the majority of the corporate world. Don’t be afraid to say ―No‖ during the hiring process. Always hire one to two steps above their present position. Don’t be afraid to invest in your people – from a professional development perspective. Don’t be afraid to invest in your people – from a personal development perspective.