Liverpool Football Club (soccer in the U.S). won the Football Association Cup (FA Cup) – their second trophy this season. In European football this is called winning the double. They have a legitimate chance of winning three (treble) and a long shot at a quadruple.
How do they do it? They work hard on the fundamentals.
In the local church or missions context, the same can be said of high-performing ministry teams: they work hard on the fundamentals. But what about those teams that struggle? What are the signs? The unhealthy behaviors?
I worked with a team that was in distress many, many years ago. They had been suffering for a long time when I arrived on the scene. There were conversations going on behind people’s backs, work that was assumed was getting done but really wasn’t, and resources that were mismanaged. It was–to be blunt–a hot mess! One of the first things I did was meet with individual team members to conduct a full team assessment. I wanted to get a clear picture of:
What was working
What was not working
What needed to change
Over the course of the following weeks and months the picture became clearer, and it was evident what issues needed to be addressed. Now, years later, the team has gone through a significant change and refocused their vision for the future. They are in a much better place. To get there, however, they needed to do some deep work in order to move from where they were to where they wanted to be.
Some teams never make it. Others might limp along.
So how do you know the signs of unhealth within a team?
Here are some telltale signs that warrant attention:
Lack of vision and direction
Conflict of values
Ambiguity of roles
Unclear ground rules
Inability to monitor plans
Closed to new ideas
Unable to keep clear boundaries
Well before any attempt has been made to build a team’s skills, it is critical to understand the stages through which a typical team will travel over time. A considerable amount of research has been done on the stages of team growth, and experts agree that teams go through four distinct phases: Forming, Storming, Norming and Performing.
This assessment (which takes around 30 minutes to complete) looks at an individual’s ability to effectively build the team using the Forming, Storming, Norming and Performing model, with seven separate categories in all:
Vision and direction (Forming)
Value alignment (Forming)
Role clarity (Storming)
Setting ground rules (Norming)
Monitoring systems (Norming)
Continuous learning (Performing)
Boundary management (Performing)
A total of 84 questions helps individual team members to determine their overall competence in each of these seven areas.
How healthy is your team? Take the assessment and see if it helps you gain clarity. I would even encourage you to send the assessment to each of your team members to take individually, and then discuss your thoughts afterward.
I love following the Liverpool Football Club (American soccer) as they progress through the season. As I’m writing this, they are in the running to win four major competitions. One of the main reasons for this achievement is the coach, Jurgen Klopp. He surrounds himself with excellent people who are experts in the essentials of team recruitment, development, and strategy to compete at the highest levels in world football.
Developing healthy, world class ministry teams and team members carry some of the same qualities as a world class football team.
What makes a healthy team?
A few blogs ago I wrote on this topic. To summarize, this is what it takes to build a healthy team culture:
Clear expectations
Regular communication
Compelling rewards
Real consequences
High Trust
What makes healthy team members?
Continuing with the Liverpool FC analogy, I want to address the characteristics of a healthy team member. Below is a summary of each characteristic and how it applies to a sporting franchise, followed by a key question for your reflection. Hang on tight–here are five traits of a healthy team member.
Passion for the vision: the objective for Liverpool is clear–win every game and every competition they play.
How does each member describe the vision of your team?
Shared values: Jurgen Klopp is a Christian and requires a certain quality of player on his team. Though all the members of his team may not be Christian, many of the attributes he looks for in players parallel those of a Christian (e.g. respect, honesty, integrity, humility, industrious, etc.).
What values do you look for in your team members?
Ability: Liverpool players have world-class skills and technique to compete at the highest levels.
What skills do your team members need?
What skills do your team members possess?
What areas must be developed?
Emotional Intelligence: Liverpool demand that players be self-aware both on and off the field or they simply do not remain in the club for long.
Where do your team members need to grow in their EQ?
Disciple of Christ: As a disciple of Christ I am not suggesting perfection. What I want to communicate is progress in the direction a person is moving in their spiritual walk.
Are your team members moving towards Christ or away from Him?
A helpful tool to develop EQ is the Emotional Intelligence Skill Builder Booklet.
How do you find healthy individuals?
Like attracts like. Klopp has this ability. He attracts a certain player that fits the DNA of the club. It is fantastic to see the players they bring from other clubs and which ones turn out to be world-class stars at Liverpool. The team culture Klopp has established assimilates players who share the same values of the manager and club.
How do you invest in and equip members of your team?
Personal development: Encourage regular sabbath and rest. Spiritual practices and work-life-ministry balance are all critical gauges to pay attention to as you create healthy team members.
Skill development: There exists a number of skill-based tools and resources that I go to when I work with leaders, depending on the need. The one I use when a leader needs an in-depth assessment is called the Harrison (CLICK HERE to read more from a previous blog). The tool is based on Enjoyment Performance Theory and suggests that:
… when we enjoy a task – we tend to do it more often. When we do something over and over, we have a tendency to get better at it through both learning and repetition. When a person gets better at something, the feedback he or she receives – both from others and internally – is normally positive. And positive feedback increases the enjoyment of the behavior. The cycle keeps repeating itself – increasing the strength of enjoyment and tendency for the behavior – and often results in behavior habits that we don’t realize are behavior choices.*
If you are interested in learning more about the Harrison Assessment – CLICK HERE.
There are also a host of other tools that exist to help develop leaders that I’ve used over the years including:
Let’s return to the example of Liverpool FC. As the club continues to roll through the later stages of the league and tournaments, the team is being called on to perform under intense pressure with every game.
Today, people in your team are facing pressures from all directions. As an attentive team leader your job is to anticipate the best way you can support and encourage your members, paying close attention to those areas that will have the largest impact in their lives and ministries.
One of the realities of the last 12-24 months is the challenge of creating a healthy team culture during a pandemic season. I’ve had countless conversations with leaders who have reflected on the ways they have helped their teams navigate this season–some went to more frequent meetings with their teams (even daily) so that team members felt cared for and supported. Two years later, these teams are thriving.
A leader I was speaking to asked how he could more effectively empower his team. His vision is to create a supportive environment while maximizing the potential of each individual as well as the collective group. After wrestling with several potential approaches, he discovered some missing pieces in the culture he had established. Out of this conversation (and others I have navigated with leaders) emerged five ways to build a healthy team culture.
5 Ways to Build a Healthy Team Culture
#1 Clear expectations
#2 Regular communication
#3 Compelling rewards
#4 Real consequences
#5 High Trust
Each of these are significant in themselves, but when implemented together there is a synergistic relationship.
Let’s unpack each one:
#1 Clear expectations
When your team is initially organized, discuss the expectations you have as the leader. Just as important, discuss the expectations members of the team have of you and of one another. A simple list of “team norms” or operating principles can go a long way in removing ambiguity in the team you are leading.
Clarifying expectations on the front end will help you avoid the conflict and ambiguity that sometimes can erode trust over time. Here are questions to consider in determining team norms:
What are the most important ways we can demonstrate respect for each other?
What are the non-negotiable commitments we are making to each other?
How can we assess the health of our team?
#2 Regular communication
Frequency of communication is a common challenge teams face. Communication often translates into “meetings” which in some organizations suggests a waste of time. Consider also how communication needs to take place: in person, virtually, via e-mail or text, or “as needed”. These are all considerations that should be discussed before problems emerge. I have not come across a one-size fits all approach to communication, but here are some questions to consider in evaluating and implementing regular communication:
What issues do we need to stay current on in our team?
What is the minimum amount of time we can allow between communication (e.g. daily, weekly, monthly)?
What is the best forum for this type of communication (e.g. in person, virtual, e-mail or text)?
#3 Compelling rewards
Rewards can range from fun and simple to more significant. Discussing ways you can reward team members for their achievements can be a motivator for team members. One team leader I worked with rewarded team members by highlighting some outstanding behavior, achievement, or quality in front of their peers. A kind word or personal note goes a long way to affirm the contributions team members make. Here are questions to ask to identify compelling rewards for your team:
What are some meaningful ways you have shown appreciation for your team members?
What do you want to reward in your team?
How will you reward qualities or achievements?
#4 Real consequences
This might sound like a parenting trait, but setting clear boundaries with felt consequences when a boundary has been ignored or broken is critical to building a high-trust team culture. Just as important is following through on a consequence when a team member fails to observe the commitment they have made to their teammates. For example, if a person is habitually late and one of the “team norms” is punctuality, the leader needs to enforce a consequence for the impact the tardiness has on the team. The action you take (or fail to take) communicates your commitment to upholding your team norms. Use these reflection questions to help you and your team agree to real consequences:
What behaviors will your team not tolerate?
What will the consequences be?
Are you willing to enforce those?
#5 High trust
Each of the previous 4 aspects of building a healthy team culture relates to trust. The speed at which you can develop trust within a team will determine how fast you are able to move toward your goals. The higher the level of trust, the more you can accelerate your progress as a team toward the vision. Conversely, the lower the trust…well, you get the idea. Here are a couple of reflection questions to help you reinforce trust with your team:
What is the most effective way you have built trust within your team?
What has eroded trust?
What can you do to increase trust within your team?
In the last 12-24 months, leaders have had to be more intentional in building healthy team cultures. Ignoring these five aspects of a healthy team–or failing to give attention to them–has exposed the cracks in many organizations and churches. The healthier the culture, the stronger the organization.
If you need help or are seeking a guide to help you work through the nuances of leading your team, InFocus is here to help. To book a free consultation with Gary Reinecke, find a time that works with your schedule – CLICK HERE.
It’s no surprise the world of virtual communication is becoming the prominent form of teamwork in today’s culture. From remote working to mobile offices and video conferencing, the trajectory of team communication seems to be heading towards–if not already arrived at– an entirely virtual world.
In January 2000 I joined a virtual team. This was my first experience working virtually. For the next 7 years I learned and grew to appreciate the integration of technology into my daily routine. One early takeaway was that I needed to build a strong social network as most of my working day was spent alone, connected to a phone or computer; unless I was meeting in person with clients. I still lean into some of the friendships I developed over two decades ago today. While there are certainly strengths and pitfalls to the virtual approach to ministry and work, it’s become our everyday norm.
The question we’re now faced with is this: how do we embrace this virtual norm while avoiding its pitfalls? Whether you lead a church plant, an established congregation or serve in a network role, I would imagine that your work utilizes technology differently than it did pre-pandemic. Let’s discuss some of the models and tools–as well as the challenges–that accompany virtual communication.
Models
As a leader and coach, I’ve found it necessary to provide the tools for my team’s communication. Without a clear understanding and expectation of how we will communicate, details can get lost and messages can get crossed, especially when you’re not meeting face-to-face. It is important to establish the mode in which you plan to communicate with your team members and commit to using that specific method for internal communication.
Some of these tools include Slack, Trello, Asana, and Basecamp, to name just a few. Each of these platforms enables you to communicate internally, assign tasks with deadlines, and share project ideas in one space with your team members.
Benefits
The appealing nature of the virtual world is the array of benefits that come with it. Some of those benefits include:
Flexibility: The ease of choosing your own schedule and working style from a number of different locations. This can boost your productivity and focus. When one works in the same space everyday, it can be easy to become mentally “stuck.” A lot of virtual and remote work can enable one to choose their own hours, thus bringing more balance to work and personal life – especially if one has other commitments with family or loved ones.
Fewer Distractions: Many people thrive when working with others, but others need to be able to work alone to complete tasks. Not being in a shared workspace can help some team members give their full attention to a project.
Cost/Time Effective: Without an office or on-site workspace, there is no need to pay for a building or office location. One can simply work from any location, including their home. Less time and money is wasted because there is no commute time to work, no overhead, and greater balance for team members, allowing them to work more efficiently.
Challenges
Lest we forget the pitfalls, there are plenty of challenges that virtual teams face when it comes to working efficiently. Understanding these challenges ahead of time will help to prevent these issues from causing major disruptions in teamwork and productivity.
Some of those challenges to virtual teams include:
Decreased social interaction/team experiences: We noted above that many people work well in solitude. They have fewer distractions and can thrive when given the space to use their creative skills. However, some teams are more creative when people are working together and interacting with one another on a daily basis. Working with a team in a physical location helps to build strong bonds and strengthens the team as a whole. Many team members that thrive on social interaction can often find themselves feeling isolated and lonely as they spend each day working without people around them. It is essential to evaluate the needs of team members on a regular basis.
Accountability/self-discipline: Along with working alone comes the reality of unmonitored work time. Because of this there is often the need to self-motivate to get the work done. There is a tremendous amount of responsibility to be self disciplined when working on a virtual team.
Missed communication: Even with the most up-to-date platforms, there will be times when communication is lost or overlooked. When team members do not meet regularly, there is opportunity for deadlines to be missed and for ideas to be misconstrued. The dependence on technology can pose a challenge that limits teams from being consistently on the same page. Communication is a major factor in healthy teams and must be prioritized in order for teams to operate efficiently.
Let’s return to the question we asked at the beginning: “How do we embrace this virtual norm while also avoiding its pitfalls?”
I believe if we commit to being aware of the challenges and take into consideration how team members operate on an individual level, our teams will thrive. When we see red flags and challenges that arise, addressing them immediately can prevent burnout and miscommunication.
Here are three questions to help you to reflect on and consider the best way to serve your virtual team:
1. What is your current team model?
2. What is the ideal team arrangement for your team and its ministry?
3. What benefits do you see in working virtually? What do you need to watch out for?
The greatest asset to ministry teams is volunteers – and the greatest weakness is a church that doesn’t have a pulse on their volunteer teams. Proactively assessing volunteer teams and individual volunteers can build and maintain healthy relationships, prevent burnout, and create synergy for the mission.
Assess – 80% of the problem starts here:
When you take the time to determine what your real needs are in a ministry it will provide clarity and confidence when you begin the recruiting process. Assessment is an important exercise before your recruitment begins. Assessment answers the question, “Why do I need this particular role filled?”
Clarify for yourself why it is important to fill the role before asking anyone to join.
If your “why” is unclear your “what” lacks sharpness
Identify the Key Result Areas you want this role to fulfill
Best Practice:
Consult with others who have already done what you aspire to do.
Who do you know that has already filled a role like you are attempting to fill?
What did they do?
What else can you learn from their experience?
Recruit – personalize the invitation to serve:
A general announcement from the stage will generate a certain level of interest from the crowd. Contrast that with a conversation over a cup of coffee to learn the person’s vision for their life, goals, and passions. In that context, share what you see in the person and what they would bring to the role. Explain the responsibilities, the support that you or someone else will provide, and then ask them what you want them to consider. Give them a week to pray about the opportunity and then follow up.
Know what you are looking for in the person you are engaging
Understand the type of person that will be a good fit
Personally invite people into the role
Best Practice:
Use assessments to assess various aspects of a person’s attributes, such as:
Spiritual Gift
Behavioral Style
Strengths
Interests
Team Values
One of my go-to assessments for this information is the GripBirkman. You can assess the 5 areas above individually or combined (in one assessment).
CLICK HERE if you would like to take the assessment along with a 1-hour debrief.
Support – be intentional about providing support.
The challenge for recruiting and retaining volunteers is to find ways to support them so that they do not become weary. A regular rhythm of meeting as a team, individual check-ins, and fun team-building activities is so, so important to building a healthy team culture.
Keep a pulse on the level of engagement and fulfillment they are experiencing in their role about every 6-12 months to avoid burn-out!
Informally ask team members how they are doing. Use these conversations to get a sense of how they are engaging in the role you’ve asked them to fill. If you are not their direct supervisor, ask their team lead to check-in periodically. This will help to avoid team members from stagnating in their role.
This is the biggest reason volunteers claim, “I am too busy.”
Best Practice:
Team Huddles are a great environment to reinforce team culture by reviewing your ministry values. For instance, Gina and I are part of a new church plant and every Sunday about 30 volunteers help make the experience warm, inviting and fun. After setup and before the first service preparation gets going, we meet together for about 15-20 minutes to gather all the volunteers together for Leadership Community to remind people of our “why”. The Huddle is sort of the head of the spear for all of our Sunday morning volunteers. We lead the Welcome Team and hold a more personal, scaled down version with our team to share the following:
What’s on your mind this morning?
How can we pray for you?
Then we close our time in prayer for each other with full participation by each member. One-sentence prayers are an easy and comfortable onramp for our people to exercise that muscle. Then we go off to our various assignments!
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