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.
Citation preview
1. Building Your PeopleAs You Build Your Ministry Presented By
Charles W. Coker, PhD, D.Min, SPHR
2. 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
3. If you love me . . . feed my sheep. Jesus of NazarethThe
Greek word bosk 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.
4. Building on our model Making the model work Directing
through behaviors Motivating through attitudes/values Attracting
through skills and resources Their success is your ministrys
success
5. 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)
6. 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)
7. 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
8. Consider Topp Telecom. The largest prepaid cellular phone
organizations in the world (distributed through Radio Shacks 6,500
outlet locations.) My job was to help them: Reduce turnover Reduce
the headcount and productivity Improve profits
9. Quotes:Our turnover has dropped from 85% to 15% in 90 days.
Jaime Topp, PresidentOur productivity is up 11% with a lower
headcount. That will save us over $150,000 per month. Patsy Keating
VP HR
10. What neither of these two companies knew was that their
formulas for success were based on Biblical principles. We applied
the principle of bosk to help them to: Direct Motivate Empower
11. If the model is to work we must clarify Pauls inference of
bosk about DIRECTING: We must understand what an individuals
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.
12. If the model is to work we must clarify Pauls inference of
bosk about MOTIVATING: We must understand that each individuals
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.
13. If the model is to work we must clarify Pauls inference of
bosk 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.
14. If bosk 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.
15. 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 sphroniz
communicates bringing a person to his/her senses and duties through
discipleship, admonishing and exhorting with earnestness. It comes
from the Greek word sphrn which indicates that you curb an
individuals impulses by understanding their natural senses. In
todays language you must consider their behaviors, attitudes and
motivations.
16. 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
17. Testing is the best predictor of success. Its accurate well
over half the time, while no other method even comes close.
Managing Human Resources Magazine
18. 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
19. 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.
20. 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.
21. 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.
22. You have a choice in how you approach other people? Normal
everyday approach Observational approach Adaptive
Natural/Habitual
23. INTROVERTS (Competence) Task Active C D Ask Tell S I
Passive People EXTROVERTS (Confidence)
24. 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
25. 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.
26. 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 youre: Time Efficient
Growth Action To listen Getting what you want Options
27. 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 & Ds value efficient use of
dominates conversation. time, so maintain a quick Is This a Good
Time? pace. Focus the Ds 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.
28. 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 youre: Stimulating Growth
Action Think before speaking Getting what you want Mirroring
29. Clues by Phone Meeting or Call Excited by new or different
Is 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 Is 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 dont give too many Giving and relating details
conversations in social atmosphere, asking open ended questions,
and put your thoughts in writing
30. 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 youre: Supportive/agreeable Growth Action
To be more open Getting what you want Partner with them
31. Clues by Phone Meeting or Call Lenient, listens
attentively, Ss need informality before patient, resists change,
tries to business. Show personal keep things as is, slow to
interests in the Ss 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, its OK
Recommendations Setting up time together Define in writing how
youll 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
32. 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
youre: Accurate Growth Action Become more decisive Getting what you
want Fear w/credible data
33. 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? Ive got studied the Cs
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.
34. 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.
35. 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.
36. How do you approach others? Normal everyday approach Active
& attentive approach Habitual Adaptive
37. 40
38. 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 cant learn/discover. Get the point
across by: Focusing on problem solving through research and
discovery.
39. 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.
40. High Aesthetic people appreciate creativity, uniqueness,
form, and harmony; feel that its 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.
41. 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.
42. 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.
43. 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 lifespiritual 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.
44. 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.
45. An employees 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.
46. 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
47. In addition, we measure the difference between how (to what
degree) they value (either positively or negatively) both their
external and internal environments.
48. Dimensional balance uses three different valuation
processes to measure an individuals 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.
49. 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
50. Every person, over time develops habits which contribute to
or detract from their leadership abilities. Those habits are
repeated because theres some type of a payoff for their actions.
Those habits will have an impact on your organizations 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 persons need for payoffs you will
be able to predict their need for focus within their job or area of
expertise.
51. 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.
52. You have the ability to predict success if you understand
what needs to be done. Normal everyday approach Observational
approach Adaptive Natural/Habitual
53. 1
54. 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
55. Section 2 60
56. 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
57. Section 3 62
58. 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
59. Section 4 64
60. Section 4 To predict the individuals 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 individuals personal and
professional success. To identify how their habit patters will
impact their relationships 65
61. Section 5 66
62. 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
63. 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
64. I have told you all this so that you may have peace . . .
John 16:33 Dont be afraid to do things differently than the
majority of the corporate world. Dont be afraid to say No during
the hiring process. Always hire one to two steps above their
present position. Dont be afraid to invest in your people from a
professional development perspective. Dont be afraid to invest in
your people from a personal development perspective.