NoonA round table discussion with Hybels, Henry Cloud, Patrick Lencioni, Carly Fiorina, David Ireland.
This was taped for our viewing, partially due to Carly Fiorina having cancer. (She has accepted Christ in the mean time and is growing in Christ.)
Hiring
When hiring, the thing churches tend to focus on is, “Do they love Jesus?” without finding out whether the person is a fit for the church culture, ie, the chemistry.
Whatever the need, we tent to idealize the person who can fill the need and overlook any flaws.
Fiorina- “Trusting your gut is ok, after you’ve obtained the facts.”
When hiring, spend more time than with an interview. Go riding with them in a car, go to a store, get into a place where you can view responses. Take the time to have a substantive conversation.
How will the person be linked into our organization?
Don’t just ask questions and get answers; ask specific questions about their answers. Ask open ended questions: Tell me about yourself.
Look around here (the workplace). This is what it’s like here. If you like this (our culture), then you’ll like it here. If not, then you want. There can be a lot of self-deselection.
The process will do its work if we don’t jettison the process to meet some perceived need. Hybels- “Every time we’ve rushed to get a person in a chair, we’ve failed.”
Boards
Board (pastoral, elder, deacon, secular) must have a set of values that guides their behaviors. Don’t invite an outsider without letting the board know in advance, ie, no outsiders at the family gathering.
Retreats allow people to discuss their weaknesses, goals, problems and strengths. It gets the board ready for the board meeting.
Board meetings are usually ineffective when the wrong people are on the board. Can the person move the ship forward? If not, then the person does not need to be on the board.
There should be “term-limits” for board members.
A board does not have to be large to be effective. Fifteen or more becomes unmanageable. You cannot have a board so large that the “team dynamic” is lost.
A plurality of Godly leaders will more often do better than a single man (or woman) who holds all the cards.
Firing
People consider it compassionate to be dishonest with people. It is not compassionate. What is needed is candor. A firing should not be a surprise.
When you are talking to people consistently, they will either improve or leave. If one of those does not happen then a firing might be necessary, but it will not be a surprise.
First, retrain them. Second, after that, if it is still not working, then reassign. Third, remove. In small organizations, there must be constant reminding: “This just isn’t working.”
Review twice a year-A, B or C. This is where you are (“C” for instance) and this is how you can get to a “B.” It needs to be clear. Even then, though, there must be the tough conversations. The system will never replace conversation. “The kindest form of mangagement is the truth.” Jack Welch
