ministry team 101

Building a PowerfulMinistry Team

Workbook

p. 5

IntroductionIn this section:

Expectations andObjectives

Reflections of Past Team Experiences

Discussions ofHow Your Team is Doing

Biblical Foundations ofTeams & Teamwork

Differences Between a Team and Any OtherType of Group

Inte rd e p e nd e nc e

C O O PERATIO N

C le a rRo le s

2

C o m m o n Purp o se

1

Ac c e p te dLe a d e rship

3

Effe c tivePro c e sse s

4

So lidRe la tio nship s

5

Exc e lle ntC o m m unic a tio n

6 T h e R ea sonfo r C oop era tion

T h e S tra teg yfo r C oop era tion

T h e S tru ctu refo r C oop era tion

T h e M eth odof C oop era tion

T h e C lim a tefo r C oop era tion

T h e M ean so f C oop era tion

Expectations

Workbook

p. 3

Workshop Objectives

• Understand the principles and practices of high performance teamwork

• Have had a lot of discussion about your team

• Have explored the characteristics of highly effective ministry teams

• Have developed a plan for increased team effectiveness

By the end of the day you will …

Workbook

p. 5

Sharpening Our Edge

“If the axe is dull and he does not sharpen its edge, then he must exert

more strength.Wisdom has the advantage

of giving success.”

Ecclesiastes 10:10 NAS

ReflectionsHow effective is your team?

You mean on a good day?PoorPatchy/inconsistentProbably average but nothing to write home aboutGoodVery goodWe have redefined the standards for cooperation and team effectiveness

Workbook

p. 6

ReflectionsHow do you measure or evaluate teameffectiveness?

What was the question again?Others tell us we’re doing a good jobGut feelingAs a team, we talk about it on a regular basisWe measure effectiveness against specific ministry goals

Reflections

Regardless of “measurability,” how would you describe the results of your team?

Are your results measurable?You mean, like with numbers?NoUnsureSome, but mostly notYes

Dismally Poor

Good ExceptionalSo-SoPoor VeryGood

Reflections

What’s between your team and exceptional results?

Barriers within the team?

Organizational barriers?

Teams and Teamwork are Teams and Teamwork are Biblical ConceptsBiblical Concepts

God’s Nature

“Let Us make man in Our image, according to Our likeness…”

Genesis 1:26

Workbook

p. 9


God’s Nature God’s Creation Pattern

“It is not good for man to be alone…”Genesis 2:18


God’s Nature God’s Creation Pattern God’s Assignments

Moses and Aaron – Exodus 4:10-16Moses and the elders – 18:13-24

You Cannot Do the Work Alone

“The thing that you are doing is not good.You and these people who are with you willonly wear yourselves out. The work is tooheavy for you; you cannot handle it alone.”

Exodus 18:17-19



Moses and Aaron – Exodus 4:10-16Moses and the elders – Exodus 18:13-24David’s band of mighty men – I Chron. 11:10Daniel’s friends – Daniel 1:7Paul’s team – Luke, Epaphras, Epaphroditus,Onesimus, Silas, Timothy, Titus

Workbook

p. 9

Paul’s Team



Jesus’ Team

“Now it came to pass in those days that He wentout to the mountain to pray, and continued all nightin prayer to God. And when it was day, He called His disciples to Him; and from them He chose twelvewhom He also named apostles.” Luke 6:12

“Then He appointed the twelve, that they might be with Him and that He might send them out to preach...” Mark 3:14

Strategy of the Church“And He Himself gave some to be apostles,some prophets, some evangelists, and somepastors and teachers …” Ephesians 4:11

FOR

“…the equipping of the saints for the work ofthe ministry; for the edifying of the body of Christ…” Ephesians 4:12

Workbook

p. 10

“Equipping” = KatartizoTo restorea broken

boneTo

RestoreSomething

To conditionan athlete

To menda frayed

fishing net

ToFurnish a house

Structure of the Church

“For as the body is one and has many members, but all the members of that one body, being many, are one body, so also is Christ. … For in fact the body is not one member but many.”

I Corinthians 12:12-14

God’s Church

Interdependent Parts

Synergistically Related

Biblically Directed

Spiritually Empowered

“Now listen to me ….”

“The work is too heavy for you; you cannot handle it alone.”

Exodus 18:17-19

What makes a high performingteam different from

any other type of group?

Workbook

p. 13

Continuum of Cooperation

-5 -4 -3 -2 -1 1 2 3 4 5 6 7 8 9 10

AcceptableResults

ExceptionalResults

TeamGroup

Synergy

Low Moderate High

Workbook

p. 15

Synergy is a Biblical Concept

• “Two are better than one, because they have good return for their work.”

Eccl. 4:9

• “…five of you will chase a hundred…”

Lev. 26:8

• “…the first slaughter which Jonathan and his armor bearer made was about 20 men…”

I Sam 14:14

Building an Ark

Building an Army

Building a Wall

Stay With the Team

Teams are Volunteers Who Achieve “Exceptional” Results

AcceptableResults

Exceptional Results

-5 -4 -3 -2 -1 1 2 3 4 5 6 7 8 9 10

Volunteered

Compensated

Groups

Team

sA team is a group of interdependentpeople committed to a common purposewho choose to cooperate in orderto achieve exceptional results

Workbook

p. 17


AcceptableResults

Exceptional Results

-5 -4 -3 -2 -1 1 2 3 4 5 6 7 8 9 10

Volunteered

Compensated

Groups

Team

sA team is a group of interdependentPeople committed to a common purposewho choose to cooperate in orderTo achieve exceptional results


AcceptableResults

Exceptional Results

-5 -4 -3 -2 -1 1 2 3 4 5 6 7 8 9 10

Volunteered

Compensated

Groups

Team

sA team is a group of interdependentPeople committed to a common purposewho CHOOSE to cooperate in orderTo achieve exceptional results

Continuum of Cooperation

-5 -4 -3 -2 -1

1 2 3 4 5 6 7 8 9 10

Level of Cooperation

Choice Low levels of Low levels of competence.competence. Wrong teamWrong team composition composition High levels of internal High levels of internal competition.competition. Low levels of Low levels of commitment.commitment.

“Let’s Talk About It”

• Have you ever experienced synergy on your ministry team?

• What specific attitudes and actions promote the potential of synergy on your team?

• What attitudes or actions hinder or block it?

• What are the spiritual dimensions of synergy?

Workbook

p. 19

Where Is Your Team on the Continuum?

-5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10

Continuum of CooperationContinuum of Cooperation

Move Right

What determines where an individual is on the continuum? Why would an individual CHOOSE to move right?

Teamwork Takes More Than a Good Attitude

Teamwork Takes More Than a Good Attitude

Willingness to Cooperate Skill in Cooperation

Why We Stand There:

LowLow HighHigh


Where We Stand:

LearnBack: Key Teaching Points…Biblical Basis of Teams and

Continuum of Cooperation Model• Teams and Teamwork are Biblical Concepts.• We cannot do ministry alone (Exodus 18:17-19).

• High performing ministry teams are volunteers who differentiate themselves by seeking exceptional results, not just acceptable results.

• Cooperation is a choice . . . a choice made on an individual basis

• Our level of cooperation is determined by our willingness to cooperate, as well as our skill to cooperate.

• Synergy is evident throughout scripture (e.g., Ecclesiastes 4:9, I Samuel 14:14)

Characteristics of Powerful Ministry Teams

1

2

4

35

6

Characteristics of Powerful Ministry TeamsCommonPurpose

Clear Roles

AcceptedLeadership

Effective Processes

SolidRelationships

ExcellentCommunication

Reasonfor

Cooperation

Strategyfor

Cooperation

Meansof

Cooperation

Climatefor

Cooperation

Structurefor

Cooperation

Method ofCooperation

1

2

4

35

6

Workbook

p. 23


C O O PERATIO N

C le a rRo le s

2


1


3


4


5








Common Purpose

In this section:

The Attributes of aPowerful Team Purpose

The Concept of Alignment

How to Create Alignment

The Mission ofYour TeamWorkbook

p. 25

CommonPurpose

Reasonfor

Cooperation


1

Purpose is the Cornerstone of Team Effectiveness

Clear – I Cor. 14:8

Workbook

p. 27

I Corinthians 14:8

“If the bugle producesan indistinct sound, whowill prepare himself forbattle?”


Clear – I Cor. 14:8 Compelling – Matt. 4:17-22


Clear – I Cor. 14:8 Compelling – Matt. 4:17-22 Common – Matt. 4:17-22

The Source of Team Power

is the match between myindividual goals and interests and thegoals of the team.

“Why should I….?”

Workbook

p. 28

Alignment

Alignment

Purpose

Team

Alignment

Purpose

Team

. . . team and members “on task”

Alignment

Purpose

Team

. . . members “off task”

Alignment

Purpose

Team

. . . team “off task”

In the same boat, heading in the same direction, pulling together

Everybody doing their own thing

Worst Case?

Purpose

Team

1

32

45 6 7

Workbook

p. 28

Self Diagnosis of MisSelf Diagnosis of Misalignment

Team Diagnosis of Misalignment-Team Diagnosis of Misalignment-alignment

Slightly Off Course

Criteria For Alignment

Clear – “Understand It” Relevant – “Want It” Significant – “Worth It” Achievable – “Believe It”

Workbook

p. 29

Notice They Don’t Call It Team Play

TeamWORKTeamWORKTeams don’t make the work easier,

but rather,the results bigger and better

Teams Achieve “Exceptional”Results

AcceptableResults

Exceptional Results

1 2 3 4 5 6 7 8 9 10

Unbelievable Results

•Don’t chase group-sized goals with team-sized efforts.•Don’t chase team-sized goals with group-sized efforts.•Don’t chase unbelievable goals.

Pursue Faith-Sized Goals

Don’t chasegroup-sizedgoals with team-sized efforts

Criteria For Alignment

Clear – “Understand It” Relevant – “Want It” Significant – “Worth It” Achievable – “Believe It” Urgent – “Time is an Issue”

Workbook

p. 31

In all things essential, unityIn all things non-essential, diversityIn all things, charity

Sustaining Alignment . . .

A Team in Alignment

Troas

NeopolisSamothrace

“Immediately WE sought to go into Macedonia,

concluding that God hadcalled US to preach

the gospelto them.”

Acts 16:10Workbook

p. 30

Evaluating Your Purpose Statement

Team Purpose:__________________________________________________________________

ClarityRelevanceSignificanceBelievabilityUrgencyOverall Motivation

VeryLow Low Average High

VeryHigh

Workbook

p. 31

LearnBack: Key Teaching Points…Common Purpose – our reason for

cooperation

• Purpose gives birth to the concept of team…it is the cornerstone of all effective teamwork.

• A powerful team purpose has three qualities: clear, compelling, and common.

• Alignment is the source of team power. It answers the question, “Why should I?…”

• Teams do not make the work easier, but make the results bigger and better.

• “Task is Boss.”


C O O PERATIO N

C le a rRo le s

2


1


3


4


5








Clear Roles

In this section:

Evaluating Role Clarityon Your Team

Different Typesof Team Roles

Managing Interdependence

Leveraging Roles

Workbook

p. 33

Roles on your team...• How would you describe the levels of role clarity on

your team?

• How clear is your role?

• How clear are you about the roles of the other team members?

In Conflict

ConfusedRoughlyDefined

MostlyDefined

CrystalClear

In Conflict

ConfusedRoughlyDefined

MostlyDefined

CrystalClear

Haven’ta clue

Veryunclear

Somewhatunclear

Clear VeryClearWorkbook

p. 35

CommonPurpose

Reasonfor

Cooperation

Strategyfor

Cooperation


1

Clear Roles

2

“I planted, Apollos watered…” I Corinthians 3:4

Different Roles

“The craftsman encourages the goldsmith, and hewho smoothes with the hammer spurs on him whostrikes the anvil.”

Isaiah 41:7

Different Types of Team RolesDifferent Types of Team Roles

• Functional Expert

• Team Roles– Formal Team Roles…e.g., Leader,

Facilitator

– Informal Team Roles…e.g., Peacemaker, Gatekeeper

• General Team Member RolesWorkbook

p. 37

The Singular Craftsman

Division of Labor

CommonPurpose

Reasonfor

Cooperation

Strategyfor

Cooperation


1

Clear Roles

2

Interdependence

Workbook

p. 39

Dividing the Task

DesiredOutcome

Our Work Process

Role#1

Role#2

Role#3+ + =

Role PossibilitiesRole Possibilities

Clear Confused Chaotic

The Risks of Interdependence

Managing Interdependence

• Boundaries – Nehemiah 3

• Attitudes – Joshua 1:12-18

• Differences – I Cor. 12:4-31

Boundary Management

“You what!!?I can’t believe this!Now think.When was the lasttime you had itin your hand?”

Managing the “White Space” on Our Organization Chart

“This is MY job!”

“That’s YOUR job.”

On High Performance TeamsNo one is done until everyone is

done!And to the Reubenites and to the Gadites and to the half-tribe of Manasseh,Joshua said, “Remember the word which Moses the servant of the LORD commanded you, saying, 'The LORD your God gives you rest, and will giveyou this land.’ Your wives, your little ones, and your cattle shall remain inthe land which Moses gave you beyond the Jordan, but you shall crossbefore your brothers in battle array, all your valiant warriors, and shall helpthem, until the LORD gives your brothers rest, as He gives you, and they alsopossess the land which the LORD your God is giving them. Then you shallreturn to your own land, and possess that which Moses the servant of the LORD gave you beyond the Jordan toward the sunrise.” And they answeredJoshua, saying, “All that you have commanded us we will do, and whereveryou send us we will go.”

Josh. 1:12-16 (NAS)

“MY part of OUR job.”

I Corinthians 12There are different kinds of gifts but

theSAME Spirit. There are different kinds of

service but the….

SAME Lord. There different kinds of working but the

SAME God works in all of them in all men now to each one, the manifestation of the Spirit is given for the

COMMON good.

Unity in DiversityI Corinthians 12

Complementing Roles

“By design and by talent we were a team of specialists, and like a team of specialists in any field, our performance depended both on individual excellence and on how we worked together. None of us had to strain to understand we had to complement each other’s specialties; it was simply a fact, and we all tried to figure out ways to make our combination more effective.”

Bill Russell

Workbook

p. 40

Drucker on Teams

“All work is for a team. Noindividual has the temperamentand skills to do the job. The purpose of a team is to makestrengths productive and weaknesses irrelevant.”

What are the principles for leveraging the power in

role differences?

What are the principles for leveraging the power in

role differences?

Workbook

p. 41

Leveraging Role DifferencesLeveraging Role Differences

• Focus on strengths• Staff to weaknesses• Look to the edge…• Read the book on everyone• Proactively seek input• Ensure enough difference and the right

difference• Ensure ministry roles are gift-based

Principles for leveraging differences

Gift-Based Ministry Roles

And He gave some as apostles, and some as prophets, and some as evangelists, and some as pastors and teachers . . . (Eph. 4:11 – NAS)

And since we have gifts that differ according to the grace given to us, let each exercise them accordingly; if prophecy, according to the proportion of his faith; if service, in his serving; or he who teaches, in his teaching; or him who exhorts, in his exhortation; he who gives, with liberality; he who leads, with diligence; he who shows mercy, with cheerfulness. (Romans 12:6-8 – NAS)

LearnBack: Key Teaching Points…Clear Roles – our strategy for cooperation

• Dividing the task into roles is the strategy for leveraging the results.

• Interdependence and role clarity become critically important when the task is divided…understanding my and others’ roles is critical.

• Role possibilities include: clear, confused, and chaotic.• Managing our interdependence suggests we need to master

role boundaries, role attitudes, and role differences.• Teams need to learn the concept of personal responsibility

and mutual accountability.• MY part of OUR job!


C O O PERATIO N

C le a rRo le s

2


1


3


4


5








AcceptedLeadership

In this section:

The Role of a Team Leader

The Mindset of anEffective Team Leader

Releasing the Leaderin Everyone

Challenges toTeam LeadershipWorkbook

p. 43

CommonPurpose

Clear Roles

Reasonfor

Cooperation

Strategyfor

Cooperation


1

2

3

Interdependence

Cooperation

In Need of a Leader

The Matter of Leadership

How would you define leadership?

What are the qualities of an effective team leader?

What are the qualities of an effective team member?

Workbook

p. 45

Teams Need Leadership

Without structure, groups often flounder un-productively, and the members then conclude they are merely wasting their time. The fewer constraints given a team, the more time will be spent defining its structure rather than carrying out its task .... In short, leadership—the existence of people with power to mobilize others and to set constraints—is an important ingredient in making participation work.

Rosabeth Moss KanterThe Change Masters

Teams Need Leadership Without structure, groups often flounder un-

productively, and the members then conclude they are merely wasting their time. The fewer CONSTRAINTS given a team, the more time will be spent defining its structure rather than carrying out its task .... In short, leadership—the existence of people with power to mobilize others and to set CONSTRAINTS—is an important ingredient in making participation work.

Rosabeth Moss KanterThe Change Masters

“Constraints”“Constraints”

CommonPurpose

Clear Roles

AcceptedLeadership

Reasonfor

Cooperation

Strategyfor

Cooperation

Structurefor

Cooperation


1

2

3

Interdependence

Cooperation

Workbook

p. 47

Accepted versus Unaccepted Leadership

The Role of Team Leaders

• Direction Setter

• Priority Management

• Facilitator

• Coach

• Boundary Management

• Coordination

Workbook

p. 48

Teams are Volunteer Organizations

AcceptableResults

Exceptional Results

1 2 3 4 5 6 7 8 9 10

What we volunteer

CommitmentLeadership

What we’re paid for

ComplianceManagement

Volunteers must“accept” the leadership beforethey will followto exceptionallevels ofperformance

The Mindset of a Team Leader

• They understand that teams are all about tasks• They appreciate the collective brilliance of the team• They believe in the power of diversity• They see leadership as a role, not a position• They see leadership and power as something to be

released and shared rather than something to hold and control

• They support the task leadership and expertise of others

Workbook

p. 50

Releasing the Leader in Everyone

On High Performance TeamsLeadership is task-driven.

Teams have two types of leaders

Team Leaders Task Leaders

Workbook

p. 50

Shared Leadership

The Leadership Connection

Leader Team

“Whoever wants to begreat among you mustbe your servant.” Matt. 20:26

ServeServe

Empower Empower (“accept”)(“accept”)

Servant Leaders Understand That ...

On high performance teams,leadership is a ROLE,... not a POSITION.

The Mindset of a Team Member

• They understand that teams are all about tasks• They appreciate the collective brilliance of the team• They believe in the power of diversity• They see team membership as a role, not a position• They see leadership and power as something to be

released and shared rather than something to hold and control

• They support the task leadership and expertise of others

Team Leadership Challenges

• Challenge for Position – Numbers 12:1-2

• Challenge to Direction – Numbers 14:1-4

• Challenge of the Concept – Numbers 16:1-3

Encouraging the Leader

LearnBack: Key Teaching Points…Accepted Leadership – our structure for

cooperation• Interdependence must be managed…with divided labor, a high degree

of coordination and integration is needed.• Leaders play the role of coordinator, integrator, facilitator…they

provide the structure for cooperation. • Team leaders channel the efforts of the team…like the riverbanks of a

river.• Leadership in its purest form is influence.• Leadership is all about calling commitment out of others.• A key role of the team leader is facilitating the constant change of

task leadership.• Team leaders see leadership as a role, not a position.• Teams empower the leader to serve them as they volunteer their

cooperation…this is why “acceptance” is so important.


C O O PERATIO N

C le a rRo le s

2


1


3


4


5








Effective Processes

In this section:

The Primary Typesof Team Processes

MasteringTeam Processes

Workbook

p. 55

JJ

CommonPurpose

Clear Roles

AcceptedLeadership

Reasonfor

Cooperation

Strategyfor

Cooperation

Structurefor

Cooperation

1

2

4

3

Interdependence

Cooperation



Effective Processes

Two Types of Team Processes

• Implementation Processes– For example: Worship service, outreach event,

etc.

• Thinking Processes– For example: planning, decision-making, etc.

Workbook

p. 57

ThinkingThinking Together Together

Two Dimensions of Teamwork

Working Working TogetherTogether

Thinking TogetherTapping into the Collective IQ of the Team


Divergence

• Explore the issue• Define the problem or decision• Surface difference & perspective

Convergence

• Sharing• Understanding• Agreeing

GeneralDirection

SharedDirection

CONFLICT



• Problem-Solving• Decision-Making• Project Design & Management• Conflict Management• etc.

Meetings – The playing field of a high performance team

Exercise

741 61 42 14

1341 81 70

9 45 86 18 2246

17 2189 5 34 2 30

6937 49

78 38 50

85 6 1025 29 90

65 82

33 54 26 58

53 57 66 62

73 7779 39 76

15 32 16

31 71

3 8 24 40

47 83 8027 52 56

55 28767 72

51 11 12 475

88 6036

19 23 43 20 4844

8735 59 63 68 54

84

Move Fast – Time is of the Essence

741 61 42 14

1341 81 70

9 45 86 18 2246

17 2189 5 34 2 30

6937 49

78 38 50

85 6 1025 29 90

65 82

33 54 26 58

53 57 66 62

73 7779 39 76

15 32 16

31 71

3 8 24 40

47 83 8027 52 56

55 28767 72

51 11 12 475

88 6036

19 23 43 20 4844

8735 59 63 68 54

84

Let’s Try it Again

. . . or tax our efforts?

Do our processes add value . . .

TimeWorkbook

p. 58

Feedback

Mastering Ministry Team Processes

Implementprocessimprove-

ments

Step 4

Watchthe

gamefilms

Step 3

DesignandMap the

process

Step2

Identifykey

ministry &work

processes

Step 1

“Okay Guys, Here’s the Plan…”

LearnBack: Key Teaching Points…Effective Processes – our method for

cooperation• Two types of processes: Working and Thinking• Thinking together is where we often find synergy:

teams strive to tap into the collective IQ of the team. • Thinking should be made visible…it often leads to

new insight discerned together.• Meetings are the playing field for high performance

teams.• High performance teams constantly tinker with

processes, believing that things can always be done better.


C O O PERATIO N

C le a rRo le s

2


1


3


4


5








SolidRelationships

In this section:

The Qualities ofSolid Team Relationships

Relational Operating Principles

for Your Team

Workbook

p. 63

What are the qualities of good What are the qualities of good team relationships?team relationships?

Workbook

p. 65

CommonPurpose

Clear Roles

AcceptedLeadership

Effective Processes

SolidRelationships

Reasonfor

Cooperation

Strategyfor

Cooperation

Climatefor

Cooperation

Structurefor

Cooperation



1

2

4

35

Interdependence

Cooperation

Qualities of a Solid Relationship TRUST

• of your character• of your competence

Workbook

p. 67

“Trust” Account*

Deposit

Withdrawal

Balance

Character

Competence

Do what I sayI will do

Do it withexcellence

Account Over D

rawn

Account Closed

*Stephen Covey, The 7 Habits of Highly Effective People

Qualities of a Solid Relationship

RESPECT ACCEPTANCE UNDERSTANDING COURTESY/SINCERITY MUTUAL ACCOUNTABILITY LOVE

TRUST• of your character• of your competence

Solid Relationships• The Principle: John 13:34

“Let me give you a new command: Love one another. In the same way I loved you, you love one another. This is how everyone will recognize that you are my disciples—when they see the love you have for each other.”

• The Practice: Philippians 2:1-4“….Agree with each other, love each other, be deep-

spirited friends. Don’t push your way to the front; don’t sweet talk your way to the top. Put yourself aside, and help others get ahead. Don’t be obsessed with getting your own advantage. Forget yourselves long enough to lend a helping hand.”

The Message

Team Operating Principles

• We treat each other with dignity and respect

• We honor our commitments

• We maintain confidences

• We check our “hats” at the door

• Silence is agreement

• etc.

Team Operating Principles

Workbook

p. 68

“One another” Principles

• Mark 9:50• Romans 12:10• Romans 12:16• Romans 14:13• Romans 14:19• Romans 15:7• Romans 15:14• I Cor. 12:25• Gal 5:13

• Eph. 4:2• Eph. 4:25• Eph. 4:32• Eph. 5:21• Col. 3:13• I Thes. 4:18• I Thes 5:13• I Thes. 5:15• James 4:11

“One Another” Principles

• Be at peace with one another• Be devoted to one another• Be of the same mind toward

one another• Build up one another• Accept one another• Admonish one another• Care for one another• Serve one another• Show forbearance to one

another

• Speak the truth to one another

• Be kind to one another• Be subject to one another• Comfort one another• Encourage one another• Live in peace with one

another• Seek after that which is good

for one another

LearnBack: Key Teaching Points…Solid Relationships – our climate for

cooperation• High performance teams are intentional about building diversity into

the team.

• Diverse teams embrace differences among the members, e.g., gifts, skills, personalities, interests, etc.

• The work of ministry is all about collaborative efforts.

• There are two areas where we build or break trust: Character & Competence

• You do not build trust with a team, you build trust one person at a time.

• I will not be interdependent with those I do not trust!

• Team Operating Principles govern our ability to relate to one another…they are a “tool” to ensure mutual accountability.


C O O PERATIO N

C le a rRo le s

2


1


3


4


5





T h e M e th odof C oop era tion



Excellent Communication

In this section:

Qualities ofExcellent Communication

Evaluate Your Team’sCommunication

Increasing TeamCommunication Effectiveness

Workbook

p. 73

CommonPurpose

Clear Roles

AcceptedLeadership

Effective Processes

SolidRelationships


Reasonfor

Cooperation

Strategyfor

Cooperation

Meansof

Cooperation

Climatefor

Cooperation

Structurefor

Cooperation



1

2

4

35

6

Interdependence

Cooperation

Good Communication is Critical

Communication Filters

Expectations (Paradigms)Expectations (Paradigms) Motives (Goals)Motives (Goals) Emotions (Feelings)Emotions (Feelings) PreoccupationsPreoccupations Jargon, TerminologyJargon, Terminology . . . Meaning. . . Meaning Prejudices (Past Experiences)Prejudices (Past Experiences) Personality (Behavioral Style, Learning Style, etc.)Personality (Behavioral Style, Learning Style, etc.)

Meaning Conveyed By. . .

Words10%

Expression &Body Language

44%

Tone & Inflection

46%

Albert Mehrabian. Silent Messages, Belmont, CA, Wadsworth Pub. Co., 1981

Qualities of Excellent Communication

Clear Open and Honest Timely Accurate

Workbook

p. 75

Team Communications Inventory

FYI

Workbook

p. 75

The Word of the Lord…God is all about communication!

The grass withers, the flower fades,But the word of our God stands forever. Isaiah 40:8

For as the rain and the snow come down from heaven,and do not return without watering the earth,and making it bear and sprout,and furnishing seed to the sower and bread to the eater,So shall my word be which goes forth from my mouth;it shall not return to Me empty,without accomplishing what I desire,and without succeeding in the matter for which I sent it Isaiah 55:10-11

Paul – The Master Communicator

CommonPurpose

Clear Roles

AcceptedLeadership

Effective Processes

SolidRelationships


Reasonfor

Cooperation

Strategyfor

Cooperation

Meansof

Cooperation

Climatefor

Cooperation

Structurefor

Cooperation



1

2

4

35

6

Interdependence

Cooperation

Workbook

p. 81

They Speak with One Language

And the Lord said, “Behold, they are one people, and they all have the same language. And this is what they began to do, and now nothing which they purpose to do will be impossible for them.”

Genesis 11:6

“Let Us go down there and confuse their language…”

LearnBack: Key Teaching Points…Excellent Communication – our means for

cooperation

• The biggest challenge to communication is the assumption that it has taken place.

• Only 10% of communication is with words; 90% is non-verbal.

• Characteristics of Excellent Communication:– Clear– Open and Honest– Timely– Accurate

• Maintaining and sustaining purpose requires excellent communication.

Progress of Team Development . . .

. . . not in one great step,

but a series of

mini-steps.

Workbook

p. 82

CommonPurpose

Clear Roles

AcceptedLeadership

Effective Processes

SolidRelationships


Reasonfor

Cooperation

Strategyfor

Cooperation

Meansof

Cooperation

Climatefor

Cooperation

Structurefor

Cooperation


Characteristics of High Performance Teams

1

2

4

35

6

Interdependence

Cooperation

Intentionally Left Blank

The Components of CooperationThe Components of Cooperation

LowLow HighHigh


Willingness to Cooperate

Skill in CooperatingWorkbook

p. 21

WillingnessWillingness

SkillSkill

Basic GroupBasic Group

AdolescentAdolescentTeamTeam

LearningLearningTeamTeam

High PerformanceHigh PerformanceTeamTeam

Individual StarsIndividual Stars

Warring FactionsWarring Factions

ConfusedConfusedCrowdCrowd

UnrulyUnrulyMobMob

70%




SkillSkill






UnrulyUnrulyMobMob

0

0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150

10

20

30

40

50

60

70

80

90

100

110

120

130

140

150

WILLINGNESS TOCOOPERATE

SKILL INCOOPERATION

CONFUSEDCROWD

UNRULYMOB

WARRING FACTIONS

ADOLESCENTTEAM

BASICGROUP

LEARNINGTEAM

HIGH PERFORMANCETEAM

INDIVIDUALSTARS

0

0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150

10

20

30

40

50

60

70

80

90

100

110

120

130

140

150


SKILL INCOOPERATION

CONFUSEDCROWD

UNRULYMOB WARRING FACTIONS

ADOLESCENTTEAM

BASICGROUP

LEARNINGTEAM


INDIVIDUALSTARS

0

0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150

10

20

30

40

50

60

70

80

90

100

110

120

130

140

150


SKILL INCOOPERATION

CONFUSEDCROWD

UNRULYMOB

WARRING FACTIONS

ADOLESCENTTEAM

BASICGROUP

LEARNINGTEAM


INDIVIDUALSTARS


SkillSkill

1. Looking at the “average” position of your team on themodel, does this accurately reflect where your team is?

If not, where do you believe the team is?

2. How close was the assessment between individual team members? If significantly different, why? Whatdifferences in perspective/experience account forthese disparities?


SkillSkill







UnrulyUnrulyMobMob


Two Dimensions of Alignment

• Purpose

• People

Workbook

p. 29

Alignment of Purpose

• Whatever happens, conduct yourselves in a manner worthy of the gospel of Christ. Then, whether I come to see you or only hear about you in my absence, I will know that you stand firm in one spirit, contending as one man for the faith of the gospel. Philippians 1:27

Alignment of Purpose

• If you have any encouragement from being united in Christ, if any comfort from His love, if any fellowship with the Spirit, if any tenderness and compassion, then make my joy complete by being like-minded, having the same love, being one in spirit and purpose. Philippians 2:1-2

“Striving Together…”

Alignment Between People

• “I do not ask in behalf of these alone, but for those also who believe in Me through their word; that they may all be one; even as Thou, Father, art in Me, and I in Thee, that they may also be in Us; that the world may believe that Thou didst send Me. And the glory which Thou hast given Me I have given them; that they may be one, just as We are one.”

John 17:20-22

Alignment Between People

• Make every effort to keep the unity of the spirit through the bond of peace. There is one body and one Spirit—just as you were called to one hope when you were called— one Lord, one faith, one baptism; one God and Father of us all, who is over all and through all and in all.

Ephesians 4:3-6

The Challenge to Leadership

• Numbers 12:1-8 – The challenge for the “Position”

• Numbers 14:1-4 – The challenge to the “Direction”

• Numbers 16:1-3 – The challenge of the “Concept”

Workbook

p. 53

The Challenge for POSITION

The Challenge to DIRECTION

The Challenge of CONCEPT

ministry team 101

Leadership & Management

e t h o

t h e r e

t ef o r c o o p e r

f c o o p e r

t e g yf o r c o o p

t io nf o r c o o p

t i o nt h e c

o np u r p o s e1a c