Ensure Your Current Team Is As Healthy As Possible
Before one starts assigning roles and tasks, take the time to invest individually in each member of one's team, to determine their respective strengths and weaknesses.
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Team Development ResourceSurvey: The State of the Church Tech Director
Download and review this in-depth report that profiles and measures the current role of more than 400 church tech and creative directors from churches across the country.
In the church tech world, it generally doesn’t matter how new the gear is, how big the budget is, or how solid the systems are — if there’s not a deep and healthy team to step in, to run services each week.
Regardless of the church size, we are always dependent upon a group of staff or volunteers to operate equipment during services and events. And in almost all cases, probably every church in the world wishes that it had more people available to serve on the tech team.
Instead of always focusing on how to add more people to the team, I believe our first target as leaders should be to ensure that our current team is as healthy as possible. After all, people are attracted to healthy environments, and the stronger our current team culture becomes, the easier it will be to add new people to the team, with the expectation that they stick around for the long-term.
As leaders, I believe there are three key areas we can focus on, as we work to strengthen the development of our production teams:
1. Establish and embody our department values.
It’s one thing to tell people what’s important. But it’s another thing entirely to live out and model those same things. If it’s true that a picture is worth a thousand words, then an action is probably worth a thousand pictures. As a word of wisdom says, “More is caught than taught!”
People naturally model the behavior that’s in front of them, especially if it’s being done by someone in authority. So, the expectations we have for our team, whether in behavior, attitude, performance, or character, need to be first modeled in the leader, before they’re expected of the team.
Whatever ends up being the important attributes of our team, I need to ensure that I’m constantly reminding my team of those things, and making sure they stay at the heart of our decision-making process.
Those values should be the filter through which we make decisions, and they should also be used to determine whether our staff and volunteers are growing the right way (and are focused on the right things).
I never want to make the mistake as a leader of overlooking values, just because I’m desperate for talent. If someone on our team isn’t embodying the things that are important to us, I need to be willing to confront that person and coach them towards change, regardless of how talented they are.
Latest ResourceWorship Facilities Magazine, November-December 2017
The November-December 2017 issue of Worship Facilities Magazine offers a review of the 49 New Product Award entries this year, as well as those entries up for Solomon Awards in 2017.