I do a lot of coaching and consulting. A lot. I’ve logged over 4000 coaching and consulting hours with a wide variety of clients and a ton of church planters.
I find that most of them share one specific challenge: they hate dealing with conflict.
But conflict is part of all life and business, and finding constructive ways to address conflict is critical to the success of your venture.
That’s why I often suggest a specific book. My joke is (and it’s true) that next to the Bible, this is the book I use most often in my own ministry. And, it’s been super helpful in my personal life as well.
What is the amazing resource? I’m glad you asked!
This book will help you go from having arguments and confrontations, to having learning conversations that benefit all involved. I HIGHLY recommend it.
I need to tell you that if you buy it, I get a few cents. That’s not why I recommend it, but I want to be transparent about it!
If you need more help dealing with conflict, I would love to help. Just let me know!
Eight Traps That Can Derail a Career in the First 90 Days
Starting a new appointment? Coupled with the excitement of a move to a new church, there is often some anxiety. How do you start off on the right foot, and ensure the best possible outcome of ministry success? Following are eight traps that can derail a pastor in the crucial first 100 days in a new role:
- Failure to clarify expectations. While the formal job description lists expectations, there are also informal expectations that aren’t put on paper. Be sure that you know what your leadership really expects from you. Often churches are guilty of not even having a job description for a pastor, so be sure you nail down the expectations for what the church will see as success.
- Failure to understand your new District Superintendent (if you are United Methodist) or other judicatory and his (or her) style and needs. The first 100 days is the time to build a strong relationship with your new DS, Staff Parish Relations Team, Vestry, etc. What makes him excited? What irritates them? How can you best adapt to their communication and decision-making style?
- Not building credibility and trust with staff and key lay leaders. Each person is different. The first 100 days is an important time to assess your team and set strategies to engage both paid employees and volunteers.
- Being perceived as eccentric. Take time to learn the culture and fit in. Of course, you want to be YOU, your authentic self, but each church has a culture, and you do not want to be seen as an ill-fit.
- Aligning with the right players. The first 100 days gives you the opportunity to understand the informal power structure in the church. Who has insider information? Who can best help you navigate the sometimes tricky waters in a new assignment?
- Step on political landmines. Unless you are specifically expected to go after sacred cows in the church, tread wisely during your first 100 days. This is a time to observe, gather information, and understand the existing structure.
- Taking abrupt action without taking the time to learn. Give yourself enough time to observe and understand why things are the way they are.
- Failure to continue to develop. As Marshall Goldsmith’s book title says, “What got you here won’t get you there.” During your transition period, be humble enough to identify new skills, knowledge, and relationships that will help you continue to progress in your ministry.
To learn more about making effective transitions, contact
us here, and be sure to use our free “90 Day Transition Assessment” tool by clicking here.
Engaging and mobilizing volunteers can feel like a daunting challenge. However, I have found that a few simple questions can make a huge difference.
The most common complaint I hear from volunteers is frustration because they feel like they have to read minds. They don’t know how they are doing and how they can do better. They are unsure who is in charge of what, they don’t get useful feedback, and so they burn out.
The solution can be simpler than you might think. Small, informal conversations about performance go a long way – especially when they include teachable moments about different situations and details.
It all boils down to asking these six questions of every volunteer:
- What is your responsibility in this area? (In other words, let’s clarify what we’re doing here.)
- What are you doing well? (Let’s celebrate!)
- What, if anything, can you be doing better? (I’m listening, you’re important to me and I want you to succeed.)
- (If appropriate): What will happen if you improve (Let’s make this place the best it can be!)
- (If appropriate): What will happen if you don’t improve? (We share responsibility here!)
- How can I help? (I’m on your team!)
While all of these questions are important, the last question is especially important. It shows the volunteer that you care, and that you are not merely abdicating responsibility or shifting blame. It shows that you are interested in helping them grow and do what they do with excellence.