5 Ways to Build Trust with your Team

Without trust, a church staff or ministry team simply won’t function at its best. In a recent Harvard Business Review blog the author quoted some dismal statistics about the workplace which probably hold true in the ministry realm as well. In this post I suggest 5 ways to build trust with your team.

Photo by Civilian Scrabble

According to the 2013 Edleman Trust Barometer, fewer than 20% of respondents believe leaders are actually telling the truth when confronted with a difficult issue in their organizations. Furthermore, a study conducted by the Human Capital Institute and Interaction Associates in 2013 found only 34% of organizations had high levels of trust in the places they work. And, a paltry 38% reported that their organizations had effective leadership running the show.

To cap off a small sliver of dismal data points, research firm Gallup found that over a twelve-year period between 2000 and 2012, the percentage of engaged employees in the workforce has shifted between 26% and 30%. That is, roughly 70% of employees in today’s organizations have spent more than a decade essentially collecting a paycheck, an almost Shakespearean spectacle of tragic ambivalence.

Wow, if only 1/3 of our church staff teams experience a high level of trust, then we have a lot of work to do. Here are five simple ways to build trust with your team.

  1. Intensity personal relationships. John Maxwell was right when he said that, “People don’t care how much you know unless they know how much you care.” Although depending on the size of your staff you many not have time to build strong relationships with everybody, at least do so with your key players.
  2. Share when you’ve failed. When others hear from us when we fail and what we learned from our failures, we endear ourselves to them. When you mess up, admit it.
  3. Don’t abuse your authority. If you’re in a place of leadership over others, don’t lead from position. Lead from character. Lead in such a way that others would want to follow you.
  4. Invite input from your team. We seldom know all the answers. When we invite input from our team, we give them ownership of the ministries and the changes we want to implement. And ownership builds trust.
  5. Never, never, never condescend. When people feel patronized and condescended to, they deeply resist. A friend once shared with me that during a session with his supervisor he felt so patronized that he had to stifle his laughter by the incredulous comments she made. She made herself out to be a know-it-all and made the employee feel like a dummy.

What has helped you build trust in your teams?


“I just learned 5 ways to build trust in my teams.” (tweet this quote by clicking here).


Related posts:


Data Overload: Is Your Church Guilty of Infobesity?

In today’s world we’re bombarded with information overload. One author coined this problem infobesity (Pearrow, 2012) to describe this data overload. When we get too much data our thinking brain shuts down to new information. British psychologist Dr. David Lewis coined a term to describe what happens from infobesity as ‘Information Fatigue Syndrome.’ Symptoms include burnout, a compulsion to constantly check email or the web, poor concentration, hostility (Elwart, 2013), and anxiety caused by over stimulating our brain’s emotional centers. Sometimes churches can be guilty of infobesity. Is yours?

In 2012 this amount of information was produced every single minute and it grows each year (Elwart, 2013).

  • 72 hours of video posts
  • 347 blog posts
  • 700,000 Facebook entries
  • 30,000 tweets
  • 2 million e-mails sent
  • 12 million text messages

Unfortunately the church can be guilty of overloading people with information as well. What might indicate that your church is guilty of infobesity? Consider these 5 indicators.

  1. You pack your Sunday bulletin with so many inserts about activities that the inserts get dropped all over the floor after the service.
  2. Your announcements last longer than 3 minutes.
  3. Your announcements include more than 3 items.
  4. At your staff meetings you get dizzy thinking about all the stuff that “needs” to be communicated.
  5. You send out more than one weekly email to church members about church events.

So if you think your church is guilty, what can you do to address it?

  1. Clarify your church’s vision and don’t do stuff that doesn’t reinforce it.
  2. Learn to say no to marginal events and ministries.
  3. Prioritize what’s most important and make sure those priorities get priority communication.
  4. Align all your communication venues (announcements, bulletin, enews, other printed collateral) so that they all reinforce your priorities.
  5. Develop an annual calendar so you can see what events might compete with each other.

How have you dealt with infobesity in your church?


“I just learned how to deal with infobesity in my church.”(tweet this quote by clicking here).


Related posts:


References:

Elwart, S. (2013) Information overload making your head explode? [Internet]. Available from: <http://www.wnd.com/2013/01/information-overload-making-your-head-explode/> [Accessed 24 April 2013].

Pearrow, M. (2012) Infobesity: Cognitive and Physical Impacts of Information Overcomsumption. Available from: <http://distworkshop.files.wordpress.com/2012/01/dist2012_submission_8.pdf>.

Familiarity Blindness in your Church: 7 Ways to Cure It

Familiarity blindness is a malady that infects us all. It happens when we become so familiar with something that we no longer consciously see it. In fact, the brain does this all the time so it doesn’t have to work as hard. If you drive to church or work the same route each time, you no longer pay attention to familiar buildings, signs, and other landmarks along the way. Although our eyes still see them, they’ve become so familiar that the brain doesn’t pay conscious attention to them. However, when something is out of place on your drive, a detour, for example, you immediately pay attention. Familiarity blindness is common in many churches today. In this post I give 7 ways to cure it.

Familiarity blindness afflicts many church ministries. We get accustomed to doing things a certain way, become so familiar with our surroundings, or slip into a ministry rut that we become oblivious to their staleness or their need for change. It happens in marriage as well. We can become so familiar with our spouses that we can take then for granted and not treat them as kindly as we once did.

Jesus described this phenomenon in his response to people who knew Mary and Joseph and couldn’t believe that He was a carpenter’s son. Jesus said, “I tell you the truth,” he continued, “no prophet is accepted in his hometown.” (Luke 4.24, NIV) Those from His hometown had become so familiar with Him that they missed seeing Him as the Messiah.

Since this problem easily carries into our ministries, how can we cure it? Consider these ideas.

  1. Invite someone with fresh eyes to visit your church service. Perhaps a fellow pastor, a consultant, or a neighbor. Afterwards ask them to give you honest feedback about their experience, both good and bad.
  2. Evaluate the order in which you present the various parts of your worship service. Do you do the same thing in the same order each week? Could someone who has gone to your church for a while tell you the order without even thinking about it? If so, you may want to consider changing up the order. Surprise and novelty helps people pay better attention.
  3. Go and visit another church. What do you experience that feels disconcerting, unclear, or unnecessary? Do you see similar barriers in your own church? Go back to your church with the same evaluative eyes and make necessary changes.
  4. Spend time with new people in your church. Ask them what they liked. Ask them what they would change. Ask them to be honest. Pay attention to what you learn. Build on the good. Modify the not-so-good.
  5. Evaluate your annual church calendar. Does your church or its ministries do the exact same events and ministries year after year? Certainly repeating events that work is good. But, do you do some events just because you’ve always done them? Do they have the same spiritual impact they once did? Do you need to drop or modify them?
  6. Does your leadership culture invite honest feedback and evaluation about your ministry? Do you regularly evaluate ministry initiatives and events? Or, is the planning process over when the event is over? Learning cultures will ruthlessly evaluate what they do so they can do better next time.
  7. Pray. Though last in this list it is not least. Ask the Lord to show you what you’ve become blind to.

What would you add to this list to help cure familiarity blindness in a church?


“I just learned 7 helpful ways to cure familiarity blindness in my church.” (to tweet this quote click here)


Related posts:

Avoiding Ministry Failure: 5 Questions to Ask when you do a Ministry Pre-mortem

Ministry initiatives in the church often fail. A simple planning tool called the pre-mortem, however, can minimize ministry failure. In my last post I suggested 7 good reasons to conduct the pre-mortem, a tool credited to Dr. Gary Klein. A pre-mortem is an exercise that assumes your plan spectacularly fails and considers beforehand what might go wrong. It helps teams plan ahead to avoid potential pitfalls. In this post I explain how to do a pre-mortem.

To get started, you’ll want to schedule a pre-mortem session with your team and include these steps when you convene them.

  • Brief your team about the proposed plan.
  • Describe the imaginary failure in colorful terms. Imagine it as a spectacular fiasco.
  • Ask your team to write down everything they believe could have possibly gone wrong.

After these steps, consider these questions.

  1. What did you miss that contributed to the failure?
  2. What went wrong as you implemented your imaginary plan?
  3. Who messed up and why?
  4. Had you known these pitfalls, what would you have done differently?
  5. After completing your pre-mortem session, what do you need to change about your proposed plan to avoid potential failure?
  6. Who needs to know these changes?

Here’s a helpful guide that describes in more detail how to do a pre-mortem.

Have you ever conducted a pre-mortem? If so, what additional questions would you include?


“I just learned how to conduct a ministry plan pre-mortem to help avoid failure.” (tweet this quote by clicking here)


Related posts:

5 Brain Biases that Limit Leaders

Leaders would like to think that they lead in unbiased ways. However that’s easier said than done. The fall of man affected every part of who we are, including our thinking. Brain biases abound. A Google search reveals almost 200 different biases. Among those 200, what brain biases poses the greatest threat to effective leadership? In this post I explain five and suggest an idea for each to counter its potential negative impact.

Scientists call these ‘brain’ biases cognitive biases, judgment errors that rise from our tendency to mentally jump to conclusions. Daniel Kahneman,  Nobel prize winner and author of the book, Thinking, Fast and Slow, calls them heuristics, mental shortcuts we use when we make decisions. Because our brain has limited energy, we can’t consciously ‘think’ before every decision. Therefore, we intuitively make many decisions (over 40% of what we do is habit) that require limited mental resources and allocate our brain energy only to those that require our immediate attention. As a result, we sometimes don’t make the best decisions which can impair our leadership.

Here are my top 5 brain biases.

The confirmation bias. This bias reflects our preference for those who agree with us. We subconsciously look for people and information to confirm our preexisting beliefs, actions, and attitudes. As a result we spotlight only the information that supports the decision we want to make and we tend to discard negative input that we need to see the full picture and make the wisest decision.

  • Suggestion:  Do a pre-mortem on a planned ministry or initiative. Before you make the decision, gather your team and ask, “Let’s assume we did (such and such) and it gloriously failed? What would we say contributed to the failure?” Allow full and frank discussion. This post goes into greater detail about this bias.

The planning fallacy. This bias explains how our plans and forecasts tend to mirror best case scenarios. When we plan a new initiative, we tend to assume everything will go as planned, with few bumps or obstacles along the way. For example, studies show that college students tend to vastly underestimate how long it takes to write a major paper.

  • Suggestion: Assume that your project will take you 50% longer than you anticipate. Schedule that extra time into your calendar. If it takes less than that, consider it bonus time to spend on other projects.

The sunk cost bias. This bias appears when we’ve invested considerable time and effort into something that is not going well, but we simply can’t give it up. If we did, we’d feel like a failure. This often happens in churches when we keep a ministry alive when we need to kill it.

  • Suggestion: What ministry or project is not working and draining your soul? If you could magically make it go away, how would you feel? If, as you imagine it gone, you feel a great weight off your shoulders, you may have succumbed to this bias. It may be time to kill that program or project. In this post I unpack this bias in more detail.

The correspondence bias. This bias is also called the fundamental attribution error. This happens when we attribute unseemly behavior of others to their character or personality but when do the same thing, we attribute it to external circumstances.

  • Suggestion: Give people the benefit of the doubt. Our brains are wired to be negative and assume the worst. Unless a behavior is really egregious, tone down your judgmentalism until you get the facts.

The halo bias  or halo effect. This bias mirrors the previous bias. It affects us when we make unrealistic judgments about a person’s ability to perform a task or judge their character based on positive qualities we see in him or her. Ministry expectations can easily fall to this bias. Church people can assume that because a new pastor has good speaking skills that he also must be a superb organizer, is great at hospital visitation, and is an excellent counselor. Unfortunately, most pastors can’t excel in every ministry area.

  • Suggestion: Find the core strengths of those you work with, both volunteer and paid. Help them develop those skills without trying to make them who God did not create them to be.

Bias can sneak into any leader’s life. Inventory your leadership and honestly ask if any of these biases have slipped in. If they have, create a simple plan to deal with them, sooner than later.

What other brain biases have you seen in ministry?

Related posts: