Ministry team 101

Building a Powerful
Ministry Team

6 T h e R e a s o n
Workbook
p. 5
Introduction
In this section:
Expectations and
Objectives
Reflections of
Past Team Experiences
Discussions of
How Your Team is Doing
Biblical Foundations of
Teams & Teamwork
Differences Between a
Team and Any Other
Type of Group
C le a r
R o le s
In t e r d e p e n d e n c e
C O O P E R A TIO N
2
C o m m o n
P u r p o s e
1
A c c e p t e d
L e a d e r s h ip
3
E f f e c t iv e
P ro c e s s e s
4
S o lid
R e la t io n s h ip s
5
E x c e lle n t
C o m m u n ic a t io n
f o r C o o p e r a t i o n
T h e S t r a t e g y
T h e S t r u c t u r e
T h e M e t h o d
o f C o o p e r a t i o n
T h e C l i m a t e
T h e M e a n s

Workshop Objectives
By the end of the day you will …
• Understand the principles and practices of
high performance teamwork
• Have had a lot of discussion about your team
• Have explored the characteristics of highly
effective ministry teams
• Have developed a plan for increased team
effectiveness
Workbook
p. 5

Sharpening Our Edge
“If the axe is dull and he does not
sharpen its edge, then he must exert
more strength.
Wisdom has the advantage
of giving success.”
Ecclesiastes 10:10 NAS

Reflections
How effective is your team?
You mean on a good day?
Poor
Patchy/inconsistent
Probably average but nothing to write
home about
Good
Very good
We have redefined the standards for
cooperation and team effectiveness Workbook
p. 6

Reflections
How do you measure or evaluate team
effectiveness?
What was the question again?
Others tell us we’re doing a good job
Gut feeling
As a team, we talk about it on a regular basis
We measure effectiveness against specific
ministry goals

Reflections
Are your results measurable?
You mean, like with numbers?
No
Unsure
Some, but mostly not
Yes
Regardless of “measurability,” how would
you describe the results of your team?
Dismally
Poor
Poor So-So Good Very Exceptional
Good

Reflections
What’s between your team and exceptional
results?
Barriers within the team?
Organizational barriers?

TTeeaammss aanndd TTeeaammwwoorrkk aarree
BBiibblliiccaall CCoonncceeppttss
God’s Nature
“Let Us make man in Our image,
according to Our likeness…”
Genesis 1:26 Workbook
p. 9

God’s Nature
God’s Creation Pattern
“It is not good for man to be alone…”
Genesis 2:18

God’s Nature
God’s Assignments
Moses and Aaron – Exodus 4:10-16
Moses and the elders – 18:13-24

You Cannot Do the Work Alone
“The thing that you are doing is not good.
You and these people who are with you will
only wear yourselves out. The work is too
heavy for you; you cannot handle it alone.”
Exodus 18:17-19

God’s Nature
God’s Assignments
Moses and Aaron – Exodus 4:10-16
Moses and the elders – Exodus 18:13-24
David’s band of mighty men – I Chron. 11:10
Daniel’s friends – Daniel 1:7
Paul’s team – Luke, Epaphras, Epaphroditus,
Onesimus, Silas, Timothy, Titus
Workbook
p. 9

God’s Nature
God’s Assignments
Jesus’ Team
“Now it came to pass in those days that He went
out to the mountain to pray, and continued all night
in prayer to God. And when it was day, He called
His disciples to Him; and from them He chose twelve
whom He also named apostles.” Luke 6:12

“Then He appointed the
twelve, that they might be
with Him and that He might
send them out to preach...”
Mark 3:14

Strategy of the Church
“And He Himself gave some to be apostles,
some prophets, some evangelists, and some
pastors and teachers …”
Ephesians 4:11
FOR
“…the equipping of the saints for the work of
the ministry; for the edifying of the body of
Christ…”
Ephesians 4:12
Workbook
p. 10

“Equipping” = Katartizo
To restore
a broken
bone
To
Restore
Something
To condition
an athlete
To mend
a frayed
fishing net
To
Furnish
a house

Structure of the Church
“For as the body is one and has many
members, but all the members of that
one body, being many, are one body, so
also is Christ. … For in fact the body is
not one member but many.”
I Corinthians 12:12-14

God’s Church
Interdependent Parts
Synergistically Related
Biblically Directed
Spiritually Empowered

“Now listen to me ….”
“The work is too heavy for you;
you cannot handle it alone.”
Exodus 18:17-19

What makes a high performing
team different from
any other type of group?
Workbook
p. 13

Continuum of Cooperation
Synergy
-5 -4 -3 -2 -1 1 2 3 4 5 6 7 8 9 10
Exceptional
Results
Acceptable
Results
Low Moderate High
Grou Team
p
Workbook
p. 15

Synergy is a Biblical Concept
• “Two are better than one, because they
have good return for their work.”
Eccl. 4:9
• “…five of you will chase a hundred…”
Lev. 26:8
• “…the first slaughter which Jonathan and
his armor bearer made was about 20
men…”
I Sam 14:14

Teams are Volunteers Who
Achieve “Exceptional” Results
Exceptional
Results
Teams Groups
Acceptable
Results
-5 -4 -3 -2 -1 1 2 3 4 5 6 7 8 9 10
Volunteered
Compensated
A team is a group of interdependent
people committed to a common purpose
who choose to cooperate in order
to achieve exceptional results
Workbook
p. 17

Exceptional
Results
Teams Groups
Acceptable
Results
People committed to a common purpose
who choose to cooperate in order
To achieve exceptional results
-5 -4 -3 -2 -1 1 2 3 4 5 6 7 8 9 10
Volunteered
Compensated

Exceptional
Results
Teams Groups
Acceptable
Results
-5 -4 -3 -2 -1 1 2 3 4 5 6 7 8 9 10
Volunteered
Compensated
People committed to a common purpose
who CHOOSE to cooperate in order
To achieve exceptional results

Continuum of Cooperation
LLooww lleevveellss ooff ccoommppeetteennccee.. Choice
WWrroonngg tteeaamm ccoommppoossiittiioonn
HHiigghh lleevveellss ooff iinntteerrnnaall ccoommppeettiittiioonn..
LLooww lleevveellss ooff ccoommmmiittmmeenntt..
-5 -4 -3 -2 -1
1 2 3 4 5 6 7 8 9 10
Level of Cooperation

“Let’s Talk About It”
• Have you ever experienced synergy on your
ministry team?
• What specific attitudes and actions promote
the potential of synergy on your team?
• What attitudes or actions hinder or block it?
• What are the spiritual dimensions of
synergy?
Workbook
p. 19

Where Is Your Team on the
Continuum?
Move Right
-5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10
CCoonnttiinnuuuumm ooff CCooooppeerraattiioonn
 What determines where an individual is on the continuum?
 Why would an individual CHOOSE to move right?

Teamwork Takes More Than a
Good Attitude
Where We Stand:
LLooww HHiigghh
Why We Stand There:
 Willingness to Cooperate
 Skill in Cooperation

LearnBack: Key Teaching Points
…Biblical Basis of Teams and
Continuum of Cooperation Model
• Teams and Teamwork are Biblical Concepts.
• We cannot do ministry alone (Exodus 18:17-19).
• High performing ministry teams are volunteers who
differentiate themselves by seeking exceptional results, not
just acceptable results.
• Cooperation is a choice . . . a choice made on an individual
basis
• Our level of cooperation is determined by our willingness
to cooperate, as well as our skill to cooperate.
• Synergy is evident throughout scripture (e.g., Ecclesiastes 4:9,
I Samuel 14:14)

Characteristics of Powerful Ministry Teams
1
2
5 3
4
6

Common
Purpose
Clear
Roles
Accepted
Leadership
5 3
Effective
Processes
Excellent
Communication
Solid
Relationships
Reason
for
Cooperation
Strategy
for
Cooperation
Means
of
Cooperation
Climate
for
Cooperation
Structure
for
Cooperation
Method of
Cooperation
1
2
4
6
Workbook
p. 23

C le a r
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T h e C l i m a t e
T h e M e a n s
Common
Purpose
In this section:
The Attributes of a
Powerful Team Purpose
The Concept of Alignment
How to Create Alignment
The Mission of
Your Team
Workbook
p. 25

Common
Purpose
Reason
for
Cooperation
1

Purpose is the Cornerstone
of Team Effectiveness
Clear – I Cor. 14:8
Workbook
p. 27

I Corinthians 14:8
“If the bugle produces
an indistinct sound, who
will prepare himself for
battle?”

Compelling – Matt. 4:17-22

Compelling – Matt. 4:17-22
Common – Matt. 4:17-22

The Source of Team Power
is the match between my
individual goals and interests and the
goals of the team.
“Why should I….?” Workbook
p. 28
Alignment

Alignment
Purpose
Team
. . . team and members “on task”

Alignment
Purpose
Team
. . . members “off task”

Alignment
Purpose
Team
. . . team “off task”

In the same boat, heading in the same
direction, pulling together

Everybody doing their own thing

Worst Case?
Purpose
Team
1
3
2
4
5
6
7
Workbook
p. 28

SSeellff DDiiaaggnnoossiiss ooff MMiissalignment

TTeeaamm DDiiaaggnnoossiiss ooff MMiissaalliiggnnmmeenntt--
alignment

Criteria For Alignment
Clear – “Understand It”
Relevant – “Want It”
Significant – “Worth It”
Achievable – “Believe It”
Workbook
p. 29

Notice They Don’t Call It
Team Play
TTeeaammWWOORRKK
Teams don’t make the work easier,
but rather,
the results bigger and better

Teams Achieve
“Exceptional”
Results
Exceptional
Results
Acceptable
Results
1 2 3 4 5 6 7 8 9 10
Unbelievable
Results
•Don’t chase group-sized goals with team-sized efforts.
•Don’t chase team-sized goals with group-sized efforts.
•Don’t chase unbelievable goals.

Pursue Faith-Sized Goals
Don’t chase
group-sized
goals with
team-sized
efforts

Criteria For Alignment
Clear – “Understand It”
Relevant – “Want It”
Significant – “Worth It”
Achievable – “Believe It”
Urgent – “Time is an Issue” Workbook
p. 31

Sustaining Alignment . . .
In all things essential, unity
In all things non-essential, diversity
In all things, charity

A Team in Alignment
Neopolis
Samothrace
Troas
“Immediately WE
sought to go into Macedonia,
concluding that God had
called US to preach
the gospel
to them.”
Acts 16:10
Workbook
p. 30

Evaluating Your Purpose
Statement
Team Purpose:___________________________
_______________________________________
Clarity
Relevance
Significance
Believability
Urgency
Overall Motivation
Very
Low Low Average High
Very
High
Workbook
p. 31

…Common Purpose – our reason for
cooperation
• Purpose gives birth to the concept of team…it is the
cornerstone of all effective teamwork.
• A powerful team purpose has three qualities: clear,
compelling, and common.
• Alignment is the source of team power. It answers the
question, “Why should I?…”
• Teams do not make the work easier, but make the results
bigger and better.
• “Task is Boss.”

C le a r
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T h e M e t h o d
T h e C l i m a t e
T h e M e a n s
Clear Roles
In this section:
Evaluating Role Clarity
on Your Team
Different Types
of Team Roles
Managing Interdependence
Leveraging Roles Workbook
p. 33

Roles on your team...
• How would you describe the levels of role clarity on
your team?
In
Conflict Confused Roughly
Defined
• How clear is your role?
Mostly
Defined
Crystal
Clear
In
Conflict Confused Roughly
Defined
Mostly
Defined
Crystal
Clear
• How clear are you about the roles of the other team
members?
Haven’t
a clue Very
unclear
Somewhat
unclear
Clear Very
Clear
Workbook
p. 35

Common
Purpose
Reason
for
Cooperation
Strategy
for
Cooperation
1
Clear
Roles
2

“I planted, Apollos watered…”
I Corinthians 3:4

Different Roles
“The craftsman encourages the goldsmith, and he
who smoothes with the hammer spurs on him who
strikes the anvil.”
Isaiah 41:7

Different Types of Team Roles
• Functional Expert
• Team Roles
– Formal Team Roles…e.g., Leader,
Facilitator
– Informal Team Roles…e.g., Peacemaker,
Gatekeeper
• General Team Member Roles
Workbook
p. 37

Common
Purpose
Reason
for
Cooperation
Strategy
for
Cooperation
1
Clear
Roles
2
Interdependence
Workbook
p. 39

Dividing the Task
Desired
Outcome
Role
#1
+ Role
#2
+ #3 =
Our Work Process
Role

Role Possibilities
Clear Confused Chaotic

Managing Interdependence
• Boundaries – Nehemiah 3
• Attitudes – Joshua 1:12-18
• Differences – I Cor. 12:4-31

Boundary Management
Managing the “White Space” on Our Organization Chart
“You what!!?
I can’t believe this!
Now think.
When was the last
time you had it
in your hand?”

On High Performance Teams
No one is done until everyone is
done!
And to the Reubenites and to the Gadites and to the half-tribe of Manasseh,
Joshua said, “Remember the word which Moses the servant of the LORD
commanded you, saying, 'The LORD your God gives you rest, and will give
you this land.’ Your wives, your little ones, and your cattle shall remain in
the land which Moses gave you beyond the Jordan, but you shall cross
before your brothers in battle array, all your valiant warriors, and shall help
them, until the LORD gives your brothers rest, as He gives you, and they also
possess the land which the LORD your God is giving them. Then you shall
return to your own land, and possess that which Moses the servant of the
LORD gave you beyond the Jordan toward the sunrise.” And they answered
Joshua, saying, “All that you have commanded us we will do, and wherever
you send us we will go.”
Josh. 1:12-16 (NAS)

I Corinthians 12
There are different kinds of gifts but
the
SAME Spirit. There are different kinds of
service but the….
SAME Lord. There different kinds of working
but the
SAME God works in all of them in all men
now to each one, the manifestation of the
Spirit is given for the
COMMON good.

Unity in Diversity
I Corinthians 12

Complementing Roles
“By design and by talent we were a team of
specialists, and like a team of specialists in any
field, our performance depended both on
individual excellence and on how we worked
together. None of us had to strain to
understand we had to complement each other’s
specialties; it was simply a fact, and we all tried
to figure out ways to make our combination more
effective.”
Bill Russell
Workbook
p. 40

Drucker on Teams
“All work is for a team. No
individual has the temperament
and skills to do the job. The
purpose of a team is to make
strengths productive and
weaknesses irrelevant.”

What are the principles for
leveraging the power in
role differences?
Workbook
p. 41

Leveraging Role Differences
Principles for leveraging differences
• Focus on strengths
• Staff to weaknesses
• Look to the edge…
• Read the book on everyone
• Proactively seek input
• Ensure enough difference and the right
difference
• Ensure ministry roles are gift-based

Gift-Based Ministry Roles
And He gave some as apostles, and some as prophets,
and some as evangelists, and some as pastors and teachers
. . . (Eph. 4:11 – NAS)
And since we have gifts that differ according to the grace
given to us, let each exercise them accordingly; if
prophecy, according to the proportion of his faith; if
service, in his serving; or he who teaches, in his teaching;
or him who exhorts, in his exhortation; he who gives, with
liberality; he who leads, with diligence; he who shows
mercy, with cheerfulness. (Romans 12:6-8 – NAS)

…Clear Roles – our strategy for cooperation
• Dividing the task into roles is the strategy for leveraging
the results.
• Interdependence and role clarity become critically
important when the task is divided…understanding my and
others’ roles is critical.
• Role possibilities include: clear, confused, and chaotic.
• Managing our interdependence suggests we need to master
role boundaries, role attitudes, and role differences.
• Teams need to learn the concept of personal responsibility
and mutual accountability.
• MY part of OUR job!

C le a r
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T h e M e a n s
Accepted
Leadership
In this section:
The Role of a Team Leader
The Mindset of an
Effective Team Leader
Releasing the Leader
in Everyone
Challenges to
Team Leadership
Workbook
p. 43

Common
Purpose
Clear
Roles
Reason
for
Cooperation
Strategy
for
Cooperation
1
2
Interdependence
Cooperation
3

The Matter of Leadership
How would you define leadership?
What are the qualities of an
effective team leader?
What are the qualities of an
effective team member? Workbook
p. 45

Teams Need Leadership
Without structure, groups often flounder un-productively,
and the members then conclude they are
merely wasting their time. The fewer constraints given a
team, the more time will be spent defining its structure
rather than carrying out its task .... In short, leadership
—the existence of people with power to mobilize others
and to set constraints—is an important ingredient in
making participation work.
Rosabeth Moss Kanter
The Change Masters

Teams Need Leadership
Without structure, groups often flounder un-productively,
and the members then conclude they are
merely wasting their time. The fewer CONSTRAINTS
given a team, the more time will be spent defining its
structure rather than carrying out its task .... In short,
leadership—the existence of people with power to
mobilize others and to set CONSTRAINTS—is an important
ingredient in making participation work.
Rosabeth Moss Kanter
The Change Masters

Common
Purpose
Clear
Roles
Interdependence
Cooperation
Accepted
Leadership
Reason
for
Cooperation
Strategy
for
Cooperation
Structure
for
Cooperation
1
2
3
Workbook
p. 47

Accepted versus Unaccepted
Leadership

The Role of Team Leaders
• Direction Setter
• Priority Management
• Facilitator
• Coach
• Boundary Management
• Coordination
Workbook
p. 48

Teams are Volunteer
Organizations
Exceptional
Results
Acceptable
Results
1 2 3 4 5 6 7 8 9 10
What we volunteer
Commitment
Leadership
What we’re paid for
Compliance
Management
Volunteers must
“accept” the
leadership before
they will follow
to exceptional
levels of
performance

The Mindset of a Team Leader
• They understand that teams are all about tasks
• They appreciate the collective brilliance of the team
• They believe in the power of diversity
• They see leadership as a role, not a position
• They see leadership and power as something to be
released and shared rather than something to hold and
control
• They support the task leadership and expertise of
others
Workbook
p. 50

Releasing the Leader in
Everyone
On High Performance Teams
Leadership is task-driven.

Teams have two
types of leaders
Team Leaders
Task Leaders
Workbook
p. 50

The Leadership Connection
SSeerrvvee
“Whoever wants to be
great among you must
be your servant.”
Matt. 20:26
Leader Team
EEmmppoowweerr
((““aacccceepptt””))

Servant Leaders Understand
That ...
On high performance teams,
leadership is a ROLE,
... not a POSITION.

The Mindset of a Team Member
• They understand that teams are all about tasks
• They appreciate the collective brilliance of the team
• They believe in the power of diversity
• They see team membership as a role, not a position
• They see leadership and power as something to be
released and shared rather than something to hold and
control
• They support the task leadership and expertise of
others

Team Leadership Challenges
• Challenge for Position – Numbers 12:1-2
• Challenge to Direction – Numbers 14:1-4
• Challenge of the Concept – Numbers 16:1-3

…Accepted Leadership – our structure for
cooperation
• Interdependence must be managed…with divided labor, a high degree
of coordination and integration is needed.
• Leaders play the role of coordinator, integrator, facilitator…they
provide the structure for cooperation.
• Team leaders channel the efforts of the team…like the riverbanks of a
river.
• Leadership in its purest form is influence.
• Leadership is all about calling commitment out of others.
• A key role of the team leader is facilitating the constant change of
task leadership.
• Team leaders see leadership as a role, not a position.
• Teams empower the leader to serve them as they volunteer their
cooperation…this is why “acceptance” is so important.

C le a r
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Effective
Processes
In this section:
The Primary Types
of Team Processes
Mastering
Team Processes
Workbook
p. 55

Interdependence
Cooperation
J J
Common
Purpose
Clear
Roles
Accepted
Leadership
Reason
for
Cooperation
Strategy
for
Cooperation
Structure
for
Cooperation
1
2
4
3
Effective
Processes
Method of
Cooperation

Two Types of Team Processes
• Implementation Processes
– For example: Worship service, outreach event,
etc.
• Thinking Processes
– For example: planning, decision-making, etc.
Workbook
p. 57

Two Dimensions of Teamwork
TThhiinnkkiinngg TTooggeetthheerr
WWoorrkkiinngg TTooggeetthheerr

Thinking Together
Tapping into the Collective IQ of the Team
Divergence
• Explore the issue
• Define the problem or decision
• Surface difference perspective
Convergence
• Sharing
• Understanding
• Agreeing
General
Direction
Shared
Direction
CONFLICT

Thinking Together
Tapping into the Collective IQ of the Team
Meetings –
The playing field of a high performance team
• Problem-Solving
• Decision-Making
• Project Design Management
• Conflict Management
• etc.

74
1 61 42 14
13
41 81 70
9 45 86 18 22
46
17 21
89 5 34 2 30
69
37 49
78 38 50
85 6 10
25 29 90
65 82
33 54 26 58
53 57 66 62
73 77
79 39 76
15 32 16
31 71
3 8 24 40
47 83 80
27 52 56
7 55 28
67 72
51 11 12 4
75
88 60
36
19 23 43 20 48
44
87
35 59 63 68 54
84

Move Fast – Time is of the Essence

Do our processes add value . . .
. . . or tax our efforts?
Time
Workbook
p. 58

Mastering Ministry Team Processes
Step 3
Feedback
Step 4
Implement
process
improve-ments
Watch
the
game
films
Step2
Design
and
Map
the
process
Step 1
Identify
key
ministry
work
processes

“Okay Guys, Here’s the Plan…”

…Effective Processes – our method for
cooperation
• Two types of processes: Working and Thinking
• Thinking together is where we often find synergy:
teams strive to tap into the collective IQ of the
team.
• Thinking should be made visible…it often leads to
new insight discerned together.
• Meetings are the playing field for high
performance teams.
• High performance teams constantly tinker with
processes, believing that things can always be
done better.

C le a r
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T h e M e a n s
Solid
Relationships
In this section:
The Qualities of
Solid Team Relationships
Relational Operating
Principles
for Your Team
Workbook
p. 63

What aarree tthhee qquuaalliittiieess ooff ggoooodd
tteeaamm rreellaattiioonnsshhiippss??
Workbook
p. 65

Common
Purpose
Clear
Roles
Accepted
Leadership
5 3
Effective
Processes
Solid
Relationships
Reason
for
Cooperation
Strategy
for
Cooperation
Climate
for
Cooperation
Structure
for
Cooperation
Method of
Cooperation
1
2
4
Interdependence
Cooperation

Qualities of a Solid Relationship
TRUST
• of your character
• of your competence
Workbook
p. 67

“Trust” Account*
Deposit
Withdrawal
Balance
Competence Character
Do it with
excellence
Account Over Drawn
Do what I say
I will do
Account Closed
*Stephen Covey, The 7 Habits of Highly Effective People

Qualities of a Solid Relationship
TRUST
• of your character
• of your competence
RESPECT
ACCEPTANCE
UNDERSTANDING
COURTESY/SINCERITY
MUTUAL ACCOUNTABILITY
LOVE

Solid Relationships
• The Principle: John 13:34
“Let me give you a new command: Love one another. In
the same way I loved you, you love one another. This is how
everyone will recognize that you are my disciples—when they
see the love you have for each other.”
• The Practice: Philippians 2:1-4
“….Agree with each other, love each other, be deep-spirited
friends. Don’t push your way to the front; don’t
sweet talk your way to the top. Put yourself aside, and help
others get ahead. Don’t be obsessed with getting your own
advantage. Forget yourselves long enough to lend a helping
hand.”
The Message

Team Operating Principles
• We treat each other with dignity and respect
• We honor our commitments
• We maintain confidences
• We check our “hats” at the door
• Silence is agreement
• etc.
Workbook
p. 68

“One another” Principles
• Mark 9:50
• Romans 12:10
• Romans 12:16
• Romans 14:13
• Romans 14:19
• Romans 15:7
• Romans 15:14
• I Cor. 12:25
• Gal 5:13
• Eph. 4:2
• Eph. 4:25
• Eph. 4:32
• Eph. 5:21
• Col. 3:13
• I Thes. 4:18
• I Thes 5:13
• I Thes. 5:15
• James 4:11

“One Another” Principles
• Be at peace with one another
• Be devoted to one another
• Be of the same mind toward
one another
• Build up one another
• Accept one another
• Admonish one another
• Care for one another
• Serve one another
• Show forbearance to one
another
• Speak the truth to one
another
• Be kind to one another
• Be subject to one another
• Comfort one another
• Encourage one another
• Live in peace with one
another
• Seek after that which is good
for one another

…Solid Relationships – our climate for
cooperation
• High performance teams are intentional about building diversity into
the team.
• Diverse teams embrace differences among the members, e.g., gifts,
skills, personalities, interests, etc.
• The work of ministry is all about collaborative efforts.
• There are two areas where we build or break trust: Character
Competence
• You do not build trust with a team, you build trust one person at a
time.
• I will not be interdependent with those I do not trust!
• Team Operating Principles govern our ability to relate to one
another…they are a “tool” to ensure mutual accountability.

C le a r
R o le s
C O O P E R A TIO N
2
C o m m o n
P u rp o s e
1
A c c e p t e d
L e a d e r s h ip
3
6 T h e R e a s o n
E f f e c t iv e
P ro c e s s e s
4
S o lid
5
E x c e lle n t
T h e M e t h o d
T h e C l i m a t e
T h e M e a n s
Excellent
Communication
In this section:
Qualities of
Excellent Communication
Evaluate Your Team’s
Communication
Increasing Team
Communication Effectiveness
Workbook
p. 73

Common
Purpose
Clear
Roles
Accepted
Leadership
5 3
Effective
Processes
Excellent
Communication
Solid
Relationships
Reason
for
Cooperation
Strategy
for
Cooperation
Means
of
Cooperation
Climate
for
Cooperation
Structure
for
Cooperation
Method of
Cooperation
1
2
4
6
Interdependence
Cooperation

Good Communication is Critical

Communication Filters
 EExxppeeccttaattiioonnss ((PPaarraaddiiggmmss))
 MMoottiivveess ((GGooaallss))
 EEmmoottiioonnss ((FFeeeelliinnggss))
 PPrreeooccccuuppaattiioonnss
 JJaarrggoonn,, TTeerrmmiinnoollooggyy
 .. .. .. MMeeaanniinngg
 PPrreejjuuddiicceess ((PPaasstt EExxppeerriieenncceess))
 PPeerrssoonnaalliittyy ((BBeehhaavviioorraall SSttyyllee,, LLeeaarrnniinngg SSttyyllee,, eettcc..))

Meaning Conveyed By. . .
Words
10%
Expression
Body Language
44%
Tone
Inflection
46%
Albert Mehrabian. Silent Messages,
Belmont, CA, Wadsworth Pub. Co., 1981

Qualities of Excellent
Communication
Clear
Open and Honest
Timely
Accurate
Workbook
p. 75

Team Communications Inventory
F Y I
Workbook
p. 75

The Word of the Lord
…God is all about communication!
The grass withers, the flower fades,
But the word of our God stands forever.
Isaiah 40:8
For as the rain and the snow come down from heaven,
and do not return without watering the earth,
and making it bear and sprout,
and furnishing seed to the sower and bread to the eater,
So shall my word be which goes forth from my mouth;
it shall not return to Me empty,
without accomplishing what I desire,
and without succeeding in the matter for which I sent it
Isaiah 55:10-11

Paul – The Master Communicator

Common
Purpose
Clear
Roles
Accepted
Leadership
5 3
Effective
Processes
Excellent
Communication
Solid
Relationships
Reason
for
Cooperation
Strategy
for
Cooperation
Means
of
Cooperation
Climate
for
Cooperation
Structure
for
Cooperation
Method of
Cooperation
1
2
4
6
Interdependence
Cooperation
Workbook
p. 81

They Speak with One
Language
And the Lord said,
“Behold, they are one
people, and they all have
the same language. And
this is what they began to
do, and now nothing
which they purpose to do
will be impossible for
them.”
Genesis 11:6

“Let Us go down there and
confuse their language…”

…Excellent Communication – our means for
cooperation
• The biggest challenge to communication is the assumption
that it has taken place.
• Only 10% of communication is with words; 90% is non-verbal.
• Characteristics of Excellent Communication:
– Clear
– Open and Honest
– Timely
– Accurate
• Maintaining and sustaining purpose requires excellent
communication.

Progress of Team Development . . .
. . . not in one great step,
but a series of
mini-steps.
Workbook
p. 82

Characteristics of High Performance Teams
Common
Purpose
Clear
Roles
Accepted
Leadership
5 3
Effective
Processes
Excellent
Communication
Solid
Relationships
Reason
for
Cooperation
Strategy
for
Cooperation
Means
of
Cooperation
Climate
for
Cooperation
Structure
for
Cooperation
Method of
Cooperation
1
2
4
6
Interdependence
Cooperation

The Components of Cooperation
LLooww HHiigghh
Willingness to Cooperate
Skill in Cooperating
Workbook
p. 21

WWiilllliinnggnneessss
SSkkiillll
AAddoolleesscceenntt
TTeeaamm
BBaassiicc GGrroouupp
LLeeaarrnniinngg
TTeeaamm
HHiigghh PPeerrffoorrmmaannccee
TTeeaamm
IInnddiivviidduuaall SSttaarrss
WWaarrrriinngg FFaaccttiioonnss
CCoonnffuusseedd
CCrroowwdd
UUnnrruullyy
MMoobb
70%

TTeeaamm
SSkkiillll
LLeeaarrnniinngg
TTeeaamm
TTeeaamm
CCoonnffuusseedd
CCrroowwdd
UUnnrruullyy
MMoobb

WILLINGNESS TO
COOPERATE
150
140
130
120
110
100
90
80
70
60
50
0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150
40
30
20
10
0
SKILL IN
COOPERATION
CONFUSED
CROWD
UNRULY
MOB
WARRING FACTIONS
ADOLESCENT
TEAM
BASIC
GROUP
LEARNING
TEAM
HIGH PERFORMANCE
TEAM
INDIVIDUAL
STARS

WILLINGNESS TO
COOPERATE
150
140
130
120
110
100
90
80
70
60
50
ADOLESCENT
TEAM
BASIC
GROUP
LEARNING
TEAM
0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150
40
30
20
10
0
SKILL IN
COOPERATION
CONFUSED
CROWD
UNRULY
MOB WARRING FACTIONS
HIGH PERFORMANCE
TEAM
INDIVIDUAL
STARS

SSkkiillll
1. Looking at the “average” position of your team on the
model, does this accurately reflect where your team is?
If not, where do you believe the team is?
2. How close was the assessment between individual
team members? If significantly different, why? What
differences in perspective/experience account for
these disparities?

SSkkiillll
TTeeaamm
TTeeaamm
CCoonnffuusseedd
CCrroowwdd
UUnnrruullyy
MMoobb
LLeeaarrnniinngg
TTeeaamm

Two Dimensions of Alignment
• Purpose
• People
Workbook
p. 29

Alignment of Purpose
• Whatever happens, conduct yourselves in a
manner worthy of the gospel of Christ.
Then, whether I come to see you or only
hear about you in my absence, I will know
that you stand firm in one spirit,
contending as one man for the faith of the
gospel.
Philippians 1:27

Alignment of Purpose
• If you have any encouragement from being
united in Christ, if any comfort from His
love, if any fellowship with the Spirit, if
any tenderness and compassion, then make
my joy complete by being like-minded,
having the same love, being one in spirit
and purpose.
Philippians 2:1-2

Alignment Between People
• “I do not ask in behalf of these alone, but for those
also who believe in Me through their word; that
they may all be one; even as Thou, Father, art in
Me, and I in Thee, that they may also be in Us;
that the world may believe that Thou didst send
Me. And the glory which Thou hast given Me I
have given them; that they may be one, just as We
are one.”
John 17:20-22

Alignment Between People
• Make every effort to keep the unity of the
spirit through the bond of peace. There is
one body and one Spirit—just as you were
called to one hope when you were called—
one Lord, one faith, one baptism; one God
and Father of us all, who is over all and
through all and in all.
Ephesians 4:3-6

The Challenge to Leadership
• Numbers 12:1-8 – The challenge for the
“Position”
• Numbers 14:1-4 – The challenge to the
“Direction”
• Numbers 16:1-3 – The challenge of the
“Concept”
Workbook
p. 53

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