This might be the great online time auditor we’ve been looking for. Anyone care to test it out and report back on it? I know it should be my role to do that but I am swamped with a month’s worth of sermon prep on Corinthians and don’t have time to fool with it…ironic, huh?
Crystal clear sound, almost like you are wearing a large diaphragm mic around your neck….wait a minute….
[via bobby vaughn]
Brent brought a to my attention a great post by Seth Godin. Many churches get caught between the passion and pop gap, particularly in regards to elements they include in their services. Where do you fall? What can you do to not get caught there?
If there are 6 people at a rehearsal and I am 10 minutes late I just wasted one hour of Kingdom time that could have been spent more profitably.
Tardiness is rarely a time issue. It is always a respect issue. If someone is consistently late, their actions are screaming, “I don’t respect you/the team enough to be on time.” Teach them this and tardiness will usually stop.
We all have little salvageable messes that fester in big, intractable ones.
Answer: Make the Call! Today! Now!
In short, a 5-minute call made right now to deal with a slightly bruised ego or minor misunderstanding can avoid a situation tomorrow that leads to divorce court, a lost employee, or general hate.[via 100 Ways to Help You Succeed by Tom Peters]
I have a context in my vitalist account that is called, @Today/NOT Tomorrow. It makes me deal with conflict/clarity issues sooner rather than later when the issue has gotten infected and puss filled (yummy). Most of the time the call goes better than anticipated and it sets a positive tone to the direction of the relationship.
Pass this list onto your techs and ask them to grade themselves on this and then do a sit down with each of them and talk through it.
Continuing our post from this morning...
Training problems are much easier to solve than compliance problems. It requires simple assessment and a training regimen to be applied. After training an additional assessment is done to see if the skill set needed is intact. If not, further training or a role move can be made.
Level 1 compliant problems usually involve pointing out to the individual that such-n-such is important to you and ask them to give it importance.
Level 2 compliance issues get a little tougher as you have to assess if any Level 3 agenda’s are involved in a Level 2 act of non-compliance. Usually a Level 2 compliance issue requires the clarification of roles and systems, explaining why things are being done the way they are and asking them very clearly to do it according to protocol.
A Level 3 compliance issue is unacceptable and reason for immediate dismissal from any leadership/service position. After a hiatus is taken, they rarely may be reconsidered for a entry level role where they can show they support leadership. In other words, “Homey don’t play that.”
Working with people at times will bring forth challenges. Tonight, was our men’s meeting week of my Team (small group). One of the guys told me something very wise that he uses in management. Usually when a people problem arises it can be broken down to one of two categories.
Training/Skill. Some problems are because people don’t have the skill set needed to execute whatever it is they are assigned to do. In that case you must ramp up training and communication to see if their skill set can be brought up to the quality level of the task required. Sometimes it can and sometimes it cannot.
Compliance. A much bigger issue. In this case the person possesses the necessary skill set, but the just won’t execute according to protocol and standards. Why? They might not see something as vital and important (communicating along proper channels, learning their stuff, hitting cues, etc.) and so they assume–the root of all conflict–that it won’t matter if they don’t execute it well (we call it a level 1 compliant problem). Another reason for a compliance problem is that the party doesn’t agree with the system, methods and standards, and they either don’t care or don’t know how to communicate it well, so they take it upon themselves to remedy the problem on their own accord (Level 2). The worst manifestation is a “cut your feet out from you” compliance problem where someone has a personal issue with you and your leadership and they attempt to intentionally sabotage leadership (Level 3). All three of these must be dealt with head-on and using clear language.
Before you open your mouth ask yourself…
1. Is it true? Am I completely certain that what I am about to say is 100% true? If not, shutup.
2. Is it beneficial? How do I offer a redemptive solution? If what I am about to say has no ability to be reconciled or redeemed with the person I am about to say it to, shutup until I can share it with the party who can either provide redemption to the situation or who needs to hear that there is a need for something to be redeemed. To tell someone that a process, system or relationship is broken who has no power to bring any change is futile. I need to shutup.
3. Is it necessary? How important is this to speak out on? What is the ramification if I stay silent? Not every hill is worth dying on and sometimes things can just be released with no harm. Some things must be dealt with. I must ask myself, “What is the short and long-term situation if I don’t say anything?”
Live by these three rules and you’ll find you are a lot quieter and more at peace. When you do speak, people will listen because you’ll be perceived as a wise person. Our Team at church once said everytime they broke one of these rules we’d throw a dollar into a pot for one month. At the end of the month, we bought a housewarming gift for our Habitat for Humanity family. I believe they got a large plasma TV with the huge amount we “raised.”
Do not let any unwholesome talk come out of your mouths, but only what is helpful for building others up according to their needs, that it may benefit those who listen.
Paul’s letter to the Ephesians.
We were recently visiting with someone and gently reminded them that the line between critique and criticism is very thin. They asked, “Well what am I supposed to do, never say anything even if someone asks my opinion?” My answer is easy,
1. If you are in a conversation with another person (or group) and the person that the conversation centers around (either directly or them as causative agent) walked up, would you have to quickly shut-down the conversation or change its tone to avoid embarrassing them or yourself?
2. If yes, you should have not been in that conversation.
3. I always try to think, “If so and so were standing around the corner, would I be speaking in the same way and manner.”
It doesn’t mean we are not honest and fail to offer critique. We shouldn’t become negatively critical. One way to do this is to get the person who seems to be being critiqued involved in the conversation quickly. Easy to remember, harder to do. prices wooden storage sheds test
Finally and instrumental acoustic player who understands amidst the slapping and popping you still need a melody. Very nice. (I’ll even overlook the Ovation)
And the greatest of simultaneous guitar/bass player Charlie Hunter who for some reason NEVER comes on tour to Texas…..C’mon!
Changing your even name or logo ain’t gonna change a thang (thanks for teaching us Starbucks). Your church’s brand is set by:
 So how is your church branded???
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