New Staff Directions-2.Aug2013


[PDF]New Staff Directions-2.Aug2013 - Rackcdn.com7efc33d71271dc13e5b4-594420200f3deb8a0390d794b7530252.r30.cf2.rackcdn.co...

0 downloads 89 Views 802KB Size

NEW STAFF DIRECTIONS SLW Presentation to all 2PC Staff August 2, 2013 Where We've Been Three years ago we all identified ways in which we felt our staff could improve. We summarized our opinions by saying 1) we need to connect better with each other personally, 2) we need to communicate better with each other operationally, especially across departmental lines, and 3) we need to make decisions more collaboratively, including all of the staff members who are involved in implementing those decisions. We then called upon Ken Utech and his consulting team to help lead us toward our desired objectives. We formed an Organizational Development Team, who began the work of helping us to connect with each other through open and honest discussions in small groups. They also led a process whereby we defined our Driving Values, and then all of us began discussing how we might implement those agreed upon values in every aspect of our staff ministry. Second Presbyterian Church Staff Driving Values 1. We Know and Embrace Who We Are In Christ Definition: As children of God, we have all been given great worth and our calling is to reflect Christ in all we say and do. Beliefs and Attitudes: We are all created in the image of God. Our identity and worth are not found in our job. We are all sinners in need of repentance and forgiveness. We are all purposefully made, unique and diverse, according to God’s plan. We must believe and embrace the person of Jesus Christ. Behaviors and Interactions: Value, respect and appreciate people. Know everyone’s name and use their name. Spend daily personal time with Christ in Word and prayer. Speak encouragement and truth to one another. (Hebrews 10:24) Be approachable and assume positive intent in all encounters. 2. We Love and Live Authentically Definition: We serve and challenge each other with hearts of honesty, vulnerability and reconciliation. Beliefs and Attitudes: We love others as Christ loved us. It’s easy to coexist and blame, but it takes courage to care and confront. My perspective is not the only side of the story. Conflict is inevitable and/but God desires reconciliation. Unresolved conflict is more dangerous than confrontation (victimhood prevents resolution). Behaviors and Interactions: Conflict will be raised and resolved, or a plan put in place to resolve it, within 24 hours. The one who knows….goes. Reference Matthew 18. Persistent triangulation is not acceptable.

Be tender-hearted, willing to give and accept forgiveness; don’t hold on to shortfalls. Assume the best in others; seeking to understand before being understood. 3. We Grow and Develop Definition: We own our strengths and weaknesses with the goal to grow personally and professionally and contribute to the growth of others. Beliefs and Attitudes: None of us is a finished product. Feedback is welcomed and essential for our growth. Mistakes are unavoidable; learning from our mistakes is essential. The Holy Spirit is always moving us towards Christlikeness. We are all contributors to the well being and growth of others. Behaviors and Interactions: Each staff member takes personal responsibility for their evaluation, growth and development and initiates feedback from others. We actively encourage and support the growth and development of our colleagues. Based on the mission and driving values of 2PC, each staff member will self-evaluate and design a personal and spiritual growth plan. 4. We Are Making a Difference Definition: We impact the world around us as we live out individually and corporately the driving values and mission of 2PC. Beliefs and Attitudes: We believe that our mission is to actively extend the gospel in word and deed to Memphis and the world. Everybody, regardless of role, position or title, is essential to the success of the mission. Every interaction is an opportunity to make an impact for the Kingdom. We view our jobs as ministry to God and each other. God is sovereign over all things. Behaviors and Interactions: Each ministry must have clear objectives to fulfill the mission. Each ministry must intentionally collaborate and align with other ministries to maximize the impact. We engage in the lives and needs of others with the sensitivity and wisdom of Christ. We pray for revival in our church, community, city and world. These actions by all of us have clearly made us a more open and better connected team, which means we have begun to address successfully the first two concerns expressed in paragraph one above. We will continue to improve in these two areas, and now we also want to address the third concern in paragraph one: how do we consistently make and implement good decisions in our most important ministry objectives, with involvement from all of the staff who contribute to the successful outcome of those decisions.

Where We're Going Three weeks ago I told you that we are asking Ron Hickman and Todd Erickson to join me in assuming overall responsibility for senior leadership of the staff. A month ago Ron and Todd and I spent two full days together with Ken and Steve Utech to consider how we should best answer that big challenge. Our objective is to build a team structure and team mentality that will best enable us to mobilize the amazing human and spiritual resources of our staff to accomplish the most important goals of our ministry. Our first task was to identify what we believe are our staff's most important ministry outcomes. Here are the five we selected: 1. Sunday Experience Everyone who comes to Second Presbyterian Church on the Lord's Day will truly worship God, sense God's presence, and feel connected to our church family. 2. Pastoral Care Everyone who joins the Second Presbyterian Church family, along with their children, will be spiritually nurtured and truly cared for in every area of his or her life. 3. Evangelism and Discipleship Our members will intentionally evangelize our family members, neighbors, friends, acquaintances, and workmates and we will intentionally and effectively disciple them to maturity in Jesus Christ and we will carefully align all of our program ministry efforts to achieve this goal. 4. Family Development We will honestly assess and effectively lead our families to spiritual health. 5. External Mission We will effectively mobilize our members and their resources to life-transforming ministry in Memphis and the world through sending our members to those fields and through effectively partnering with fruitful servant-leaders on those fields. One can't help but notice how these five desired outcomes of our ministry align with Second Presbyterian's well-known mission statement: The mission of Second Presbyterian Church is to glorify God through joyful worship, to show God’s love to all people, to lead them to faith in Jesus Christ, to make them His disciples, and to call them to His service. So, now, how do we best enable our staff to accomplish these ends? How do we cut across departmental "silos" and communicate and partner effectively to accomplish our objectives? We believe the answer is that we must all learn how to focus more on the five great ministry purposes we're all trying to accomplish, rather than primarily upon our individual or departmental tasks. For example, rather than primarily focusing upon a clean and well-operated nursery, we'll focus on how that nursery contributes to the Sunday experience of our worshipers; rather than focusing primarily on how we can have a great youth group, we'll focus on how that helps us develop spiritually healthy families; rather than focusing primarily on how we can have a great recreation ministry, we'll focus primarily on how that helps us evangelize and disciple our community.

Ministry Teams In order to support and encourage this new way of thinking, we believe that our staff structure also needs to reflect our intentions. In the past, our staff has largely been structured through what we call "departments." The Current Department-Based Structure

Senior Minister

Pastors

 

 

 

 

Pastoral

Student Min

Program

Administrative

Inquirers EMM

Youth

Children

Rec CO

MUSA WM WIM Music Comm

HR Acc House Maint Food Sec

Each of us belongs to the music department, the children's department, the communications or bookkeeping departments, the pastoral team, etc. These departments serve important functions: they help each of us develop professionally, they support us with resources, they supervise us and hold us accountable; but when we are attempting to accomplish our most important ministry objectives, we find inevitably that, rather than working only within our own departments, we most often work across departmental lines. Sometimes we do this well; sometimes not; but, generally speaking, we've been "thinking vertically" rather than "thinking laterally." Often we have put ad hoc teams together to work on specific cross-departmental projects, but then they eventually cease to function until we call upon them again to serve a similar purpose. Often, in the meanwhile, important interdepartmental tasks fall through the cracks, and various departments are sometimes disappointed in the lack of effort or lack of coordination from another department, who may not have placed as high a priority on the project as they did. We believe we can solve this problem. Instead of being primarily "department-based" in the way we think and work, we believe we can be much more effective if we become "ministry team-based." The New Team-Based Structure Here's how it will work: all of us will still have departmental supervisors who will help us develop personally and professionally, evaluate us, and hold us accountable (this is represented by the bold lines in the organizational chart); but most, if not all, of us will actually do our ministry work through one or more of five ministry teams (represented by the bold and the dotted lines). In fact all of our ministries to Second Presbyterian Church and to the outside world will be initiated, approved, overseen, and evaluated, by these teams. This means that departments will see themselves more clearly as supporting groups to the five great ministry purposes of Second Presbyterian Church, as carried out through our five ministry teams. Departmental leaders will evaluate their departmental staffs largely on their effectiveness in serving our ministry teams and their objectives. This includes, pastors, kitchen staff, housekeeping, maintenance, bookkeeping, communications, and security---everybody's job is to help us accomplish the great purposes of Second Presbyterian Church.

Ministry Leadership Team Each of these five ministry teams will be led and coordinated by a team leader. These men have agreed to serve in those capacities: Ministry Team Leaders Sunday Team

Missions Team

Pastoral Team

Ron Hickman

Dan Burns

Dick Cain

Evangelism and Discipleship Team Todd Erickson

Family Development Team Andrew Keasling

The responsibilities of a ministry team leader are to lead and coordinate the primary ministry process assigned to his team. He will do this through creating lateral accountability and communication, providing lateral evaluations of people and processes, establishing and measuring efficiency and effectiveness of the process, and maintaining the focus of the team on the intended purpose and deliverables of the process. He will have the authority to lead 2PC in their assigned process and to collaborate with departmental leaders in the development of the staff member (their input can help guide the departmental leaders). He will be expected to influence the overall direction of 2PC and also help create alignment and strategy for all staff processes. The five ministry team leaders will comprise our Ministry Leadership Team, whose responsibilities are to approve, coordinate, and align all of our ministries so that we effectively accomplish our primary ministry objectives. The Senior Leadership Team You notice that Ron and Todd are both leading ministry teams. I'm also asking them to provide overall supervision and leadership for our staff as a whole. They will both serve with me on the Senior Leadership Team. The purpose of the Senior Leadership Team is to give vision and direction to the church through the staff under the governance of the session. This team will own the driving values and mission of the church, the key processes that drive the church mission, and the development of key personnel. They will take responsibility to ensure alignment of all core processes and to develop, lead, and support our ministry strategies. They will assume final staff responsibility for financial management, personnel issues, and staff policy approval, and they will answer through the Senior Minister to the Sessional Staff Committee. Ron and Todd will serve together as our chief operating staff officers. They will have the authority to make all decisions in their respective areas of responsibility that have not been reserved for the Senior Leadership Team. They will also create and facilitate the structures and processes to accomplish the ministry objectives in their areas, and they will ensure that the persons under their supervision are being well developed. They will bear the overall responsibility for staff hiring in their respective areas (except for those areas assigned to the oversight of the Senior Leadership Team) and will have authority to make financial decisions that are within the overall boundaries of their respective budgets. They will work together to resolve any differences between teams or departments in their respective areas. The Senior Minister I, as senior minister, will provide spiritual leadership for our staff, our session, and our church through preaching, pastoring at large, casting vision for the church, collaborating with Ron and Todd on broad strategies, moderating the session, connecting with external entities, and helping to develop staff and lay leadership. I am also responsible to hire and fire Senior Leadership Team members. I am ultimately

responsible to the Session for all staff matters. In our new way of operating, I should not be engaged in day to day staff operations so that I can give myself fully to the senior ministry role. Officers and Members We will be asking the Session and Diaconate to modify their ministry structures in a similar way. We will propose to the session, for example, that they allow for an elder on the session to serve on each of our staffled ministry teams and that he take responsibility to report to and request action from the session on all matters pertaining to that team. Those elders, we suggest, would serve on the Session's Steering Committee, along with the Senior Minister, the staff Ministry Leadership Team, the Clerk of Session, the Chairman of the Deacons, the Assistant Clerk (who would also handle administrative matters, as he does now), and an elder emeritus. Each ministry team will decide if and how to integrate non-staff church members onto their teams. Later this year, we will also want to work toward aligning our CC leadership structure along the same missional lines with staff and officers. The Bottom Line In summary, we want our staff to Embrace our driving values Focus on our primary ministry objectives Think team Much thought and prayer has preceded these plans, but future experience will also teach us many lessons and inspire multiple changes. We expect our staff, early on, to have new and different ideas that will help make us better. Healthy, effective teams are flexible and innovative. We expect all of us to help shape our life and ministry together as we move forward. Our staff team is a wonderful group of godly men and women who are committed to Jesus and His Kingdom. May He enable us always to give Him our very best.