People Disciplines: Part 2 – Coaching Session
TRANSCRIPT: People Disciplines: Part 2
The way we think about this as Willow, you know, we have performance evaluations, we have dialogues all the time to try to, to try to work out what we call, just so, it takes some of the emotion out of it, we want to work out what we call ‘fit’ concerns.
We don’t like to emotionalise if someone is not doing what they ought to be doing, we don’t like to call them bad people, we don’t like to put them in a category that’s got some loaded language in it, you know. We say, ‘Hey, you know, we have some people that we think are ‘fit’ concerned’. Maybe their attitude doesn’t fit, maybe their skill set doesn’t fit, may be they are not fitting in on that particular team. But we keep a list all the time and we say, ‘Who’s on our ‘fit’ concern list?’ Do you know how much discipline it takes, because we have a large staff, we can have six, seven, eight, nine people at a time that we know have a ‘fit’ concern issue…then there’s discipline required to sit down, face to face, and say, ‘Hey, can we have that tough talk about your attitude ‘fit’ or your skill set ‘fit’ or your departmental ‘fit’ because there doesn’t seem to be a good fit here!’
What I’m trying to say is, when you’re going from here to there, one of the requirements that will never be far off the centre of your desk, if you’re a senior leader, is the people disciplines necessary to keep everybody aligned, keep everybody motivated, keep everybody in the right chair doing the right thing with the right attitude. You’re never going to get from here to there unless you pay attention to people disciplines, okay. You all agree with this? We can cycle back to it in a minute, okay.
So now the next thing that comes to my mind…and this is always really hairy to talk about with Christian leaders. If you’re going to move someone, a church, from here to there you have to decide, you have to be disciplined about metrics, about metrics. How do we know if we’re making any progress? What are we going to measure? Now, in a fund raising campaign this is very easy, you measure dollars, you measure pledges and so you say, ‘We’re trying to raise a million dollars for this!’ You can just mark it on a piece of paper just like that…so not a lot of magic there. If you say, we will… if your vision is, ‘We want to become a radically discipling church’, how are you going to measure progress in discipleship? How are you going to do this? What most of us do is we spend about a half hour thinking about metrics and we get paralysed about it at a certain point and just go, ‘You know what? I’d rather measure nothing than measure the wrong thing’. And the whole idea of metrics goes away and then people aren’t held accountable, then no progress is made, then the vision dies.
Being disciplined about determining which metrics you have to pay attention to and which you’re going to hold people accountable to is really, really hard work. And that’s what you do on a Monday morning after the big vision talk, you go, ‘We got to get our people disciplines all figured out, we got to be disciplined about metrics. What is the appropriate stepping stones or the mile markers that we need to measure to make sure that we’re getting from here to there?’
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