PowerPoint Presentation

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Invest In The Right People: Outstanding Talent, Uplifting Growth and Development & Rewarding CompensationTara VanderSande

Staff Development DirectorWillow Creek Community Church2

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Key learnings

Measurement matters

The CEO/Senior Pastor owns the value

There is no silver bullet

People Investments pay culture dividends

Enormous courage is required

Key learnings

1. Measurement matters: facts are friends- Now that we had seen the results in black and white, we had a choice to make. Do we try and rationalize and explain the results? We could claim that the scores are a result of the economy, or the layoffs. Bill says, Facts are our friends. We are going to be transparent and share these results with the staff. We invited every single staff member to participate in a small focus group so we could learn more about the areas we were falling short. This was the beginning of earning the trust of our staff back. We are currently measuring our culture on an annual basis-

2. The CEO/Senior Pastor owns the value: The staff culture will only ever be as healthy as the CEO or senior pastor wants it to be. Even today, he stays on top of the talent in our church, from the staff mowing the lawn to the pastors leading our regional locations. He knows who is struggling and who is ready for the next challenge. And, he holds our senior leaders accountable for the hiring, firing and development of the staff to ensure our culture grows in health.

3. No silver bullet- Well, we quickly found out, we didnt need ONE action plan. We needed 30! One for each department. We learned that there is no silver bullet. The results were dependent on each ministrys sustained effort and focus. After seven years we have found that the one common denominator to increased engagement is when department leaders have talked regularly with their teams about the current level of engagement and then deliberately focused on one or two things.

4. People investments pay culture dividends. Development must be intentional you can talk about developing your staff. Staff knows that the leaders care just as much about building culture as much as we are building the church.5. Enormous courage is required. It takes enormous courage to make difficult people decisions and changes. If you have the wrong staff in place, you are going to have the wrong culture. Culture builders and culture busters.Not paying people to bruise and bust our culture.

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Investing in the right people

Establish a Success ProfileUnderstand your Talent Cultivate a Development Culture

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Weve could take a take each one of these learnings and build a workshop. Today, I am going to focus on three ways we begin to invest in our talent. We have come to realize that our most precious resource is our people. We need to steward our people resources as we do our finances. Investing in our people is a long term and long sustaining proposition. We began to look at our staff as good stewards of our talent resources 4

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Several years ago, our leadership team began dreaming about the kind of culture we wanted to work and serve in. We spent four days in a strategy session reviewing the past, why we did what we did and what we learned. And, then we focused on our future. What was our mission? What did we want to accomplish in 5 years, in 10 years? What type of person would be required to help us get there? We realized that we needed to identify a profile for our future staff . . . and we needed to start hiring and equipping them now! We spent an entire session flushing out the words and definitions. We came up with a Leadership Success profile that evolved into a hiring profile and development initiative.

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Future Needs Inventory6

Success Profile

During our strategy session, we focused on three things: 1) Where our church was headed and the mission we were about. 2) The specific skills required to get us there (like strategy, recruitment, problem solving) 3) and Behaviors such as Emotional Intelligence, Work Ethics and Styles. The intersection of these is your success profile. 6

Leadership Success Profile AttributeDescriptionSpiritually VitalLoves Jesus. Depth and intimacy with Christ is growing. Life exhibits the fruit of the Spirit.Relationally & Emotionally IntelligentExhibits relational intelligence. Has interpersonal intelligence. Leaves a positive wake. Ministry BuilderMinistry Builder. Grows the ministry and continually takes ground. Drives results and solves problems. Agile LearnerContinuously learning. Learns from experience and subsequently applies that learning to perform successfully under new or first- time conditions.Incessant TinkererFocused on making things better. Comes up with new and unique ideas to solve problems or improve processes.People BuilderBuilds team of fantastic people. Creates a compelling place to work. Ability and appetite to grow and develop people. Developmentally ElasticDemonstrates desire and capacity to grow. Shows leadership energy, elasticity, and readiness.

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Your success profile8What will your organization need to focus on in order to achieve your unique mission?

What skills and behaviors will your staff need to excel at demonstrating

What passions, spiritual gifts and temperaments will your team require?

WORKSHEETWhat will your organization need to focus on in order to achieve your unique mission? What skills and behaviors will your staff need to excel at demonstrating What passions, spiritual gifts and temperaments will your team require?Take a few moments and write some of these key words and phrases down. You should start to see some themes emerge. One the second page of the handout, you can summarize these criteria.

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What does the talent on your team look like today?9

During the first three years after our engagement scores, we spent focused time on Building Our Talent Today At the same time we were making fantastic inroads with our hiring process, we were also attending to current talent on our staff. We feel that it is critical to steward the people resources God has entrusted to us. What does the talent on our team look like today? Specifically, in each department? 9

Thought ExerciseIf you only had budget to keep one position, which position would it be? What about two positions?._______.______________________________

If you only had budget to keep one staff member, which person would it be? What about two people?._______._______________________________10

We could review performance grades from the past year, but we knew the grades were inflated. We were looking for a simple tool to help us understand who were the top performers and who was at the bottom. We started with a line exercise.

We met with each department leader and asked them two questions:

Then, we asked the department leaders to respond to the two lines and tell us what they observed. 10

Leaders of companies that go from good to great start by getting the right people on the bus, the wrong people off the bus and the right people in the right seats.

Jim Collins Good to Great11

This exercise was so powerful, that we instituted a day, twice a year for the senior leaders to discuss the talent of the entire organization. We developed some additional diagnostic tools and exercises to help us understand the strength of our staff and culture. We didnt start our people journey with these seven questions. They just evolved over four years but are the basis know for how we evaluate the strength of a team. Were focused on always having answers to these questions and making sure were taking action if needed.

Im going to walk your through a Talent Review. Well explain each exercise and well provide time for you to complete a couple of them individually. The first four have to do with key seats and we were introduced to this idea by Jim Collins in his book How the Mighty Fall.

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Transition12

Talent developmentRight people in the right roles at the right timeRight people are prepared to meet our future needs

Between 2009-2011 we were focused on creating clear talent strategies with our ministry leaders and calibrating our staffing needs through Talent Reviews. In 2012, we began moving our efforts towards building our future. We spent time calibrating how we wanted to define our future leaders. We knew we could hire for the future, but we wanted to know if we could build internally for the future. We now had a fully fantastic staff in fantastic roles. How do we prepare them for future leadership opportunities? Our ministry leaders asked us to partner with them to ensure we had the right people, with the right experience and skills in the right roles. We focused our energy on hiring the right people and building foundational skills and behaviors. Hiring and onboarding well wasnt enough. And, having fantastic staff meetings wasnt enough. People join organizations, but they leave managers. We knew what the research said, we saw it in our own engagement scores and we saw it in our exit interviews. Therefore, we spent significant amount of time building the skills of our ministry leaders and managers. A couple years ago, we began looking at the depth of our talent bench. Based on culture trends, are we prepared to staff our future teams? Who is ready to lead a team now, how about five years from now? How do we get them ready? We needed a development engine to help us prepare our teams for tomorrow.

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Development occurs when you have a motivated individual with a need.

We expanded our work to wholly embrace a research-based competency model created by the Lominger group, now owned by Korn Ferry. We selected his work because it was rooted in Development, not evaluation. We updated our Leadership Success Profile to now include specific competency names and definitions. The lead architect of the model, Bob Eichinger sat down with us to help us set up a development framework for our staff. From Bobs point of view, you cant develop people that dont want to grow. His famous phrase has now become a Willow Axiom: Development only occurs when you have a motivated individual with a need. 14

Development process Learnings

Development is a shared responsibility

Development should be differentiated

Development needs real life experience

Development requires tools and support

Differentiated develop all staff, identify a select group for disproportionate investment for our future

We wanted to know how do you learn new skills, behaviors? How does one really grow in the workplace? For our 20 somethings and our more seasoned professionals? we had put development plans into place in the past and we saw no results.When was the last time you learned something new? Watching my son: Quad copter- reading, watching videos, flying it. What was my role? How did he grow the skill? By doing it.

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ResponsibilityStaffChurchManager

Development for all need to be a motivated individual with a need. We will put energy and effort into someone who wants to develop and will contribute time and energy into it.

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DifferentiationPerformance over time

Potential aka Learning Agility

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How it works . . .

PerformancePotential (LA)ShannonKelvinKimBradJoeCandace ShannonCandaceKimBradKelvinJoe

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Evaluating the matrix KelvinJoeKimBradShannonCandace

ShannonKelvin BradKim JoeCandace

Potential PerformanceShannonKimBrad KelvinJoeCandace

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Differentiation High Professional

Kelvin Growth Professional

Consistent Star

ShannonSolid ProfessionalKey Performer

Kim & BradFuture StarLower Performer

Joe InconsistentPerformerDiamond in the rough

Candace

Potential PerformanceValue

InvestTimeInquire

We develop all of our staff: through the onboarding process, on the job training, manager coaching, ministry related conferences and monthly staff meetings.

We invest a disproportionate amount of time and resources in staff who have the desire and proven ability to take on the challenges of tomorrow. We value the staff who provide consistent excellent service in their role. They are the backbone of our church. We give staff new to the church or their role more time to gain momentum. And, we seek to understand more about the skills and motivation of the staff that fall in the lower box. 20

ApplicationIdentify a department or ministry team in your organization.

Rank order the team in performance over time. Rank order the team in Learning Agility. Who should you make a disproportionate investment in this year?

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Who can participate?

All staff can engage in the three questions and self-guided tools.

Everyone should have a developmental plan of action at all times. For their own benefit!

Development Path

Our development process consists of three questions22

Where am I today?

Greater self awareness

Insight for self-development goalsWhere do I want to go/grow?

Clarity on desired future state.

Understanding of specific skills and behaviors needed in the futureHow will I get there?

Development plan with actions, timelines and goals Three Questions

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Where am I today?Greater self-awareness benefits everyone

StrengthsWeakness Blind spotsTemperament and wiringSpiritual giftsEmotional triggers

Temperament Inventories

2. FEEDBACK!!!! Multi-rater & Multi-perspective

Self (least accurate)Managers (most accurate)Team Members (most trusted)Direct reports (most political)Friends & Family (most trusted)Mother-in-laws (most honest)

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Reflection

How is emotional intelligence and self-awareness cultivated in your staff?

Are you using a competency model to align people and expectations for growth?

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Where do I want to go/grow?

Clarify the desired future state.Where do you want to make an impact in 2 years, and in 5 years? What is your holy discontent?What would you like your next contribution to be?What challenges around Willow would you like to solve?

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Reflection

How do you encourage staff to be curious about what is next for them ?

What resources do you use to help staff identify a growth path?

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How will I get there?

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Create a develop in place plan

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Development is ongoing

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What is next for you?

What is working well with your current development efforts or programs?

What is the greatest development need for your organization right now?

What is one thing you would like to do to enhance your development efforts?

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Break Questions and Responses

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