Building Your People As You Build Your Ministry

Building Your People
As You Build Your Ministry
Presented By
Charles W. Coker, PhD, D.Min, SPHR

“Outstanding leaders go out of
the way to boost the self-
esteem of their personnel. If
people believe in
themselves, it's amazing
what they can accomplish.‖
Sam Walton

―If you love me . . . feed my
sheep.‖
Jesus of Nazareth

The Greek word boskō does not mean to
give just physical sustenance. It
illustrates the duty of a Christian leader
as one who ―promotes (in every way)
the welfare of those they lead.‖

 Building on our model
 Making the model work
 Directing through behaviors
 Motivating through attitudes/values
 Attracting through skills and resources
 Their success is your ministry’s
success

 Dr. McGlaughlin illustrated that the key to
maximizing the potential of our people
was directly dependent on how we
managed these three processes:
 Direct – through planning and reporting
 Motivate – through desire (awards) and
capacity (training)
 Empowering – through appointing (control)
and enabling (resources)

 Consider Zurich Insurance (4th largest financial
organization in the world.) They have:
 166 Divisional Presidents
 69,000 Employees
 My job was to help them:
 Develop Managerial/Supervisory Depth through
 Improving both interdepartmental and
intradepartmental communications (Divisions)
 Improve sales in their sales force. Result: 5%
growth within 90 days! (Roughly 2 Billion)

 Quote:
―Each member of our team
now has a clear
roadmap to increase
their competencies. The
result of the training
sessions has marked an
increased the quality of
proposals as well as
strengthen our ability to
communicate and
nurture key
relationships.‖
Stephen Mueller VP

 Consider Topp Telecom. The largest prepaid
cellular phone organizations in the world
(distributed through Radio Shack’s 6,500 outlet
locations.)
 My job was to help them:
 Reduce turnover
 Reduce the headcount and productivity
 Improve profits

 Quotes:
―Our turnover has
dropped from 85% to
15% in 90 days.
Jaime
Topp, President

―Our productivity is up
11% with a lower
headcount. That will
save us over $150,000
per month.
Patsy Keating VP HR

 What neither of these two companies knew was
that their formulas for success were based on
Biblical principles.
 We applied the principle of boskō to help them
to:
 Direct
 Motivate
 Empower

 If the model is to work we must clarify Paul’s
inference of boskō about DIRECTING:
 We must understand what an individual’s actions
or reactions will look like so we do not ask them
to do something that may not utilize their
strongest skills or provide others with the ―wrong
impression.‖
 We must identify which of their actions/reactions
will be dominant and how that will impact their
direction.
 We must also have a clear appreciation for how
those actions/reactions will impact others in the
ministry as well as those considering Christianity.

inference of boskō about MOTIVATING:
 We must understand that each individual’s
motivations are different. They may share a
common goal (reaching and ministering to
others), but may want to get there on a different
path.
 We must identify which of those motivations are
strongest and how that impacts their approach.
 We must also have a clear appreciation for how
those motivations will impact others in the
ministry as well as those considering Christianity.

inference of boskō about empowering:
 We must understand what skill sets they will
rely on so we can direct the use of their
assets to assist us in reaching our goals.
 We must identify which skill sets will be
dominant to insure their ―gifting‖ produces
the greatest results for the Kingdom.
 We must also have a clear appreciation for
how those skill sets will impact others in the
ministry as well as enable the spread of our
mission.

 If boskō means to ―promote (in every way) the
welfare of those they lead,‖ here is our formula
for success:
 Direct an individual by using their natural
behaviors for works that provide enjoyment
and fulfillment, not subject them to undo stress
or burnout.
 Motivate an individual by training and
rewarding them based on what they value the
most.
 Empower an individual by appointing and
enabling them to use the skill sets and gifting
God has designed uniquely for them.

 In the pastoral epistles (Titus 2) the NIV titles
the chapter ―What must be taught to the
various groups”
 The word ―teach‖ (teaching, teaches) is used 8
times. The Greek word sōphronizō
communicates bringing a person to his/her
senses and duties through
discipleship, admonishing and exhorting with
―earnestness.‖
 It comes from the Greek word sōphrōn which
indicates that you curb an individual’s impulses
by understanding their natural senses. In
today’s language you must consider their
behaviors, attitudes and motivations.

You must teach what is in accord with sound doctrine. Teach
the older men to be temperate, worthy of respect, self-
controlled, and sound in faith, in love and in
endurance. Likewise, teach the older women to be reverent
in the way they live, not to be slanderers or addicted to
much wine, but to teach what is good. Then they can train
the younger women to love their husbands and children, to
be self-controlled and pure, to be busy at home, to be kind,
and to be subject to their husbands, so that no one will
malign the word of God. Similarly, encourage the young men
to be self-controlled. In everything set them an example by
doing what is good. In your teaching show integrity,
seriousness and soundness of speech that cannot be
condemned, so that those who oppose you may be ashamed
because they have nothing bad to say about us.
Titus 2:1 - 8

 “Testing is the best predictor of success. It’s
accurate well over half the time, while no other
method even comes close.”
Managing Human Resources Magazine

 Assessment works and is available to
virtually every business person via the
internet!
 In 1999 36% of the major organizations
used assessment in the hiring process.
 In 2008 67% used assessment in the
hiring, training, and/or career
development process.
Source: Target Training International, Phoenix, AZ

 The model will work if you know how
to test for and find the:
 Behaviors which will direct their actions
and communications
 Motivators to insure they minister and
focus from the ―heart‖ for the matter (and
receive a sense of gratification in the
process)
 Skill Sets that will allow them to be
supported in their efforts and administer
their gifting in a way to benefit the ―body
of Christ‖ as a whole.

 You cannot work without interacting with
other people in one way or another.
 When you interact with others, you are
judged or evaluated based on their
preconceived notions or bias’ impacting how
they perceive you.
 Their bias’ have an impact on whether or not
you accomplish your goal.
 You can reduce the bias and develop a
relationship more quickly if you understand
natural behavioral patterns and adapt to
them.

 Here is where you start:
 Understand your natural style and develop
a ―personal reference point.‖
 Learn to identify the characteristics of other
styles through their verbal and non-verbal
actions.
 Determine how you can adapt your verbal
and non-verbal activities to others so they
feel comfortable with you.

 You have a choice in how you approach other
people?
 Normal everyday approach
 Observational approach
 Adaptive
 Natural/Habitual

INTROVERTS
(Competence)

Task Active
C D

Ask Tell

S I

Passive People
EXTROVERTS
(Confidence)

 Communication aspects that will help you
recognize their style are:
 Word (types) they use
 Pace of the conversation
 Tone of voice
 Posture
 Eye contact
 Gestures with hand and body
 Information they want/need/communicate

 Critical information you may glean from
how a person communicates is:
 Differences between your style and theirs
 Key strengths
 Natural tendencies
 How they need to improve their
effectiveness
 If their job will induce stress or provides a
positive outlet.

 The Tell/Task person predominantly relies on
his/her DOMINANCE factor. “Dominance‖
measures how a person handles problems
and challenges. The person relying on
dominance most of the time is considered a
CONTROL - specialist.

Population breakdown 18%
Emotion Anger
Need Results
Focus Goal
Make sure you’re: Time Efficient
Growth Action To listen
Getting what you want Options

 Clues by Phone  How to Communicate
 May appear rude at first.  Be very clear and concise,
Applies pressure early to Stick to business, Provide
sellers, Interrupts readily. Takes alternative choices
other calls at the same time, &  Meeting or Call:
rapid/terse speech pattern &  D’s value efficient use of
dominates conversation. time, so maintain a quick
 “Is This a Good Time?” pace. Focus the ―D’s‖ ideas
 ―How long will this take?‖ ―What and objectives. Solve
do you need?‖ ―Time Frame?‖ specific business problems.
Be personable but reserved.
 Setting up time together
 Recommendations:
 The phone call should be
businesslike and to the point.  Present options so that the
Identify yourself, explain the ―D‖ can compare
business problem your alternatives. Be specific and
product/service addresses, and factual without much detail.
ask for the appointment. Summarize quickly, then let
the Decider choose a course
of action.

 The Tell/People person predominantly relies
on his/her INFLUENCING factor. “Influence‖
is a measure of how a person interacts with
other people. The person relying on their
influencing factor most of the time is
considered a SOCIAL - specialist.

Emotion Optimism
Need Personal Approval
Focus Generalities
Make sure you’re: Stimulating
Growth Action Think before speaking
Getting what you want Mirroring

 Clues by Phone  Meeting or Call
 Excited by new or different  ―I’s‖ want you to present
ideas, talks a lot, gets bored purpose and credibility to
listening. Gives opinions earn their business
readily. Unusually friendly. relationship. Share
 “Is This a Good Time?” references and feelings of
 ―Sure‖, ―As good as any‖, ―Fine‖ enthusiasm for the I’s ideas,
 Setting up time together goals and dreams. Develop a
personal relationship
 Make phone call open and
warm. Stress quick benefits of  Recommendations
products/service, personal  Provide specific solutions in
service, and experience. writing. Build confidence that
 How to Communicate you have the necessary facts,
but don’t give too many
 Giving and relating
details
conversations in ―social‖
atmosphere, asking open
ended questions, and put your
thoughts in writing

 The ―Ask/People‖ person predominantly relies
on his/her STEADINESS factor. ―Steadiness‖
measures how a person handles a pace and
environment. The person relying on their
steadiness factor most of the time is
considered a PEOPLE - specialist.

Emotion Nonemotionalism
Need Personal Security
Focus Relationships
Make sure you’re: Supportive/agreeable
Growth Action To be more open
Getting what you want Partner with them

 Clues by Phone  Meeting or Call
 Lenient, listens attentively,  ―S’s‖ need informality before
patient, resists change, tries to business. Show personal
keep things ―as is‖, slow to interests in the S’s work and
make decisions, uses ―our‖ and goals to earn the right to
―we‖, not rushed learn more about them. Use
 “Is This a Good Time?” referrals.
 ―Of course it is!‖ ―Yes, it’s OK‖  Recommendations
 Setting up time together  Define in writing how you’ll
 Establish trust relationship by help the ―S‖ reach their goals
taking time to be friendly. and what support resources
open, honest, sincere. you will commit to the
 How to Communicate project. Offer clear solutions
and assurances of low risk or
 Personal comments, Present
safe. Use third-party
materials logically, Provide
references as evidence.
personal assurances and
guarantees

 The ―Ask/Task‖ person predominantly relies
on his/her COMPLIANCE factor.
―Compliance‖ measures how a person
responds to rules and procedures. The person
relying on their compliance factor most of the
time is considered a FACT – specialist.

Emotion Fear
Need To Be Right
Focus Detail
Make sure you’re: Accurate
Growth Action Become more decisive
Getting what you want Fear w/credible data

 Clues by Phone  Sales Call
 Asks detailed questions. Courteous;  Acts as advisor, with ―C‖ as an
long pauses, may seem worried but ―Expert.‖ Provide plenty of
prepared for your call background about yourself and
 “Is This a Good Time?” expertise. Show that you have
 ―How long will this take?‖ ―I’ve got
studied the ―C’s‖ situation and
a meeting in a few minutes.‖ possible needs. Be sensitive to
elapsed time
 Getting an Appointment
 Recommendations
 Phone and give expectations about
 Document recommendations
the length and outcome of the first
meeting. Stress product features, (strong cost justifications and
cost effectiveness, stability, and your computations in writing) but
your experience. present them (systematically and
precisely to the ―C‖ in person. If
 How to Communicate you cannot answer a specific
 Prepare carefully in advance question, offer to find out the
Approach should be straight forward answer, and get back to the ―C‖
and direct, Only disagree with data with it. Recommend a specific
and facts course of action.

 When you work with another person, yours and their values
will either enhance or detract from the relationship.
 Even if you are not ―fond‖ of the way a person acts, you can
find common ground if you both have similar values.
 Similar values reduce the chance of bias impacting the
relationship.
 Differing values will have a heavy impact on:
 How you approach an issue and who should be in charge
 What you decide as to an approach for dealing with the
issue
 When the issue must be resolved
 What the outcome should ―look like.‖

 Identifying key value sets required to meet
the need of the challenge you are facing.
 Learn to identify the value propositions of
the person with which you are working.
 Determine how you can apportion the
values (available to you on this project) so
you may accomplish the goal at hand.

 How do you approach others?
 Active & attentive approach
 Habitual
 Adaptive

 High Theoretical people like to solve problems that
require research; are objective in all areas of life;
love learning, research, and discovering the truth;
and acquire knowledge for the sake of learning. ―I
will use my cognitive ability to understand,
discover and systematize the truth.‖

 Passionate about: Objectivity, solving problems,
systematizing, Pursuit of knowledge.
 Overextends: Personal safety & practicality
ignored.
 Stressed when: Subjective experience when one
can’t learn/discover.
 Get the point across by: Focusing on problem
solving through research and discovery.

 High Utilitarian people have a need to be
practical, have a passion to maximize their return
on investment of time and resources, are
motivated by the attainment or conservation of
wealth, and are willing to give but expect
something in return.
―Every investment of time, money or resources will
have a measurable return on investment.‖
 Passionate about: Practicality, surpassing
others, wealth, ROI, capitalism.
 Overextends: Workaholic and self-preservation.
 Stressed when: Wasted
resources, time, materials, or inadequate
return.
 Get the point across by: Proving return on
investment of time and/or resources.

 High Aesthetic people appreciate
creativity, uniqueness, form, and harmony; feel
that it’s sometime okay do things because it just
feels right; and are passionate about seeing that
things work and fit smoothly in all experiences. ―I
will enjoy and experience the beauty around me
and allow it to mold me into all I can be.‖

 Passionate about: Subjective, creative
expression, form, beauty, harmony.
 Overextends: Functioning outside of reality.
 Stressed when: Disturbance of form, beauty, &
harmony, objective truth.
 Get the point across by: Focus on feelings, self-
fulfillment, removal of pain, & harmony.

 High Social people have a passion for helping
people, are likely to be champions of worthy
causes, are selfless, believe that investment of time
and resources for those who need help is the only
reward they may need, and believe that everyone
deserves a break. ―I will invest myself, time and
resources in helping others to achieve their
potential.‖

 Passionate about: Generosity, selflessness,
investing in others, worthy causes.
 Overextends: Over zealousness, injurious to self
in the cause of others.
 Stressed when: Decisions that are insensitive to
people, around individualists.
 Get the point across by: Focusing on the benefit
to others, not self or profit.

 High Individualistic people believe that hard work
is self-fulfilling, although they will work harder for
recognition, elected or nominated office, or an
award; have a passion to lead; and enjoy the
competition of a game and especially winning. ―I
will achieve the highest position and wield the
greatest power.‖

 Passionate about: Leading, achieving
position, using power, a winning strategy.
 Overextends: Position of self may be more
important than others.
 Stressed when: Inability to advance position or
loss of power.
 Get the point across by: Focusing on how to
increase power and position.

 High Traditional people live by a firm set of beliefs
and feel that others should do the same; are
comfortable with people who share their beliefs
and way of life—spiritual or otherwise; and may
evangelize or seek protection with their
own, depending on individual behavioral style. ―I
will pursue the highest meaning in life.‖

 Passionate about: Pursuit of the
Divine, consistent values worth dying for.
 Overextends: Closed
mindedness, judgmental, breaks ―lower‖ laws.

 Stressed when: Someone opposes his or her
beliefs.
 Get the point across by: Focusing on spiritual
element and totality of life.

 Prior to hiring, people are evaluated on what
they know and the skills they have developed.
 Performance on the job is based on results and
outcomes – in other words how they use their
skills.
 If life skills are so crucial for success on the job,
we must place our emphasis on identifying the
skills before hiring, then use them during career
development and retention.

 An employee’s talent is expressed through
their skill sets or attributes. We assess 23 job
related attributes through the Hartman
Index. They are made up of 43 (of the 67)
different value sets the Hartman measures.

Strong Interpersonal Strong Intrapersonal

Accountability for others Conceptual Thinking
Conflict Management Continuous Learning
Customer Focus Decision Making
Developing Others Flexibility
Diplomacy and Tact Goal Achievement
Empathetic Outlook Personal Accountability
Influencing Others Planning and Organization
Interpersonal Skills Problem Solving
Leading Others Resiliency
Objective Listening Results Orientation
Teamwork Self-Management
Self-Starting

 In addition, we measure the difference between
how (to what degree) they value (either
positively or negatively) both their external and
internal environments.

 Dimensional balance uses three different valuation
processes to measure an individual’s environment
(external) and self-perception (internal). They are:
 Intrinsic – the ability to appreciate the
uniqueness of people, things or processes as
they exist within themselves.
 Extrinsic – comparing a person, thing, process,
etc., to another when trying to choose or make
the best choice.
 Systemic- the formal concepts and ideas of how
things should be, through the use of ideals,
goals, structured thinking, policies, procedures,
rules and laws.

 True or false:
______ 1. Persons with the same attitude will have the same beliefs.
______ 2. We see the world through the window of our attitude.
______ 3. We value life based on the fulfillment of our attitudes.
______ 4. All beliefs have the same intensity.
______ 5. Conflict can be caused by differing attitudes.
______ 6. Conflict means someone is right and the other is wrong.
______ 7. We can increase our valuing of others by understanding
their viewpoint.

1

 Every person, over time develops habits which
contribute to or detract from their leadership
abilities. Those habits are repeated because there’s
some type of a ―payoff‖ for their actions.
 Those ―habits‖ will have an impact on your
organization’s and your personal productivity.
 You may have to make a conscious decision as to
whether those habitual tendencies are suitable
and/or productive for your organization and the
leadership description.
 When you understand those habits and the person’s
need for ―payoffs‖ you will be able to predict their
need for focus within their job or area of expertise.

 Identify their Bandwidth indicator for
success. If it is low, isolate where the
scores are out of the norm.
 Once the habits (out of norms) are
identified, focus on how to best improve the
tendencies.
 Determine how much attention you
can/must invest to insure there is an
opportunity for leadership in this particular
position.

 You have the ability to predict success if you
understand what needs to be done.
 Observational approach
 Adaptive
 Natural/Habitual

 Section 1
 To assign a level of validity to the assessment and
understand the clarity of their communication skills

 When the person communicates, will there be clarity (0
- 20) or will there be some bias or confusion (30 – 50)?
 Introverts – mixed signals/inability to communicate
concepts
 Extrovert – positioning themselves in best light
 How open are they to accept or change aspects of their
lives?
 Will they follow directions specifically or do things their
own way?

59

 Section 2
 How intense (total energy) is this person compared to
the norm (70)?
 How stable (emotional stability) is this person compared
to the norm (30)?
 How much motivational depression does this person
carry? (Normal 0 – 20)
 How much positive physical stimulation does this person
experience compared to norm (30)? (Formula is Primary
Positives minus Primary Negatives)
 How much positive mental stimulation does this person
experience in their lives compared to norm (30)?
(Formula is Learned Positives minus Learned negatives.)

61

 Section 3
 How open to change (curiosity) is this person
compared to the norm (50)? Do they require
more structure (lower) or freedom (higher)?
 How quickly do they make decisions (Decision
Making) compared to the norm (50)?
 How do they react when placed in a frustrating
situation? (Normal 50) Do they give up (lower)
or charge ahead regardless (higher)?

63

 Section 4
 To predict the individual’s natural habit patterns (both physical
and mental) they use to meet their motivational needs.
 To identify those habit patterns which create the majority of
their successes or failures. Often what they ―do not do‖ is
as important as what they ―do.‖
 To establish whether their strengths (or weaknesses) lie in
their physical or sensory skill sets or in their cognitive or
mental abilities.
 To recognize the depth (or shallowness) of their skill sets on
a physical/sensory level as well as a cognitive/mental level.
 To identify which habit patterns will be most and least
valuable to the individual’s personal and professional success.
 To identify how their habit patters will impact their
relationships

65

 Section 5
 To gain a general understanding of the habitual patterns the
individual relies on for both success and failure.
 To identify which general patterns the individual has finds to
achieve his motivational rewards.
 To establish general strengths (or weaknesses) patterns in their
motivations.
 To recognize the general depth (or shallowness) of their
habitual skill sets.
 To identify which general habit patterns will be most and least
relied upon for their rewards system.
 To identify how their habit patters will impact their life generally.

67

 Understand what the individual is
working with
 Attributes
 Attitudes/Values
 Behaviors
 Motivations and habit patterns
 Use the Predictive index to help you make
good decisions in the leadership process

68

 “I have told you all this so that you may
have peace . . .” John 16:33
 Don’t be afraid to do things differently than
the majority of the corporate world.
 Don’t be afraid to say ―No‖ during the
hiring process. Always hire one to two steps
above their present position.
 Don’t be afraid to invest in your people –
from a professional development
perspective.
 Don’t be afraid to invest in your people –
from a personal development perspective.

Lifethrive.com/spiritual-
development

Building Your People As You Build Your Ministry

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