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~ February 2010 ~
 People work hard for many different reasons. Some
were brought up that way; a strong work ethic can be
taught at home. Attuned to an inner drive, others work
hard to achieve. A few work hard to make a great deal of
money. And lest I forget, a good number work hard
because they love their jobs.
At the most recent meeting of the Personnel
Committee, I reported on the evaluations of the staff at
Immanuel. In November, I asked each staff member to provide in writing two things that went really well in 2009 and why, and two things that did not go so well in 2009 and why. I then met with the music team, Jerry, Richard and Marilyn, and the administrative team, Linda and Debbie, and reviewed their reports. The exchange wasmost informative and positive. I then wrote a brief recap of these meetings and submitted copies to the members of the Personnel Committee, which reviewed my work.
I also referenced some of my work as manager. Obviously, the staff at Immanuel works hard. The reasons they do have little if anything to do with morale. They were brought up this way, they have inner drive and they love their jobs and their church. I am reminded of something that Richard Farson has said about managers. "The problem is not in raising the morale of the work force. If anything, it is in raising the manager's morale as a manager. If their morale is high, eventually they are more likely to develop a more creative and enthusiastic work force."
After Katrina, St. Charles Avenue Baptist Church reduced its staff. This was largely due to the decisions of three staff members to relocate, having lost their homes and possessions to water. The church could not replace them immediately. Convincing potential candidates to relocate to New Orleans was next to impossible. The church suffered a loss of membership, and subsequently, a loss of income. I was forced to work as an independent contractor. In the first year and a half at Immanuel, I have been pushed to retool in the role of manager.
Last November Immanuel was fortunate to welcome Tambi Swiney on board as Associate Pastor. In this issue of The Immanuel Light you will read about the proposed
candidate for Youth Pastor - Amanda Willhite. I am confident in Amanda as our choice. Her candidacy awaits church approval. If she is approved, Immanuel's staff for the immediate future will be complete. It is a creative and committed team. Here's what I wish to ask of the church in anticipation of that day.
It is a cherished idea that people work harder after being praised. But praise seldom brings about lasting change. That's because praise is much like a reward. Steven Kerr writes, "Rewards succeed at securing one thing only: temporary compliance. When it comes to securing lasting effect, rewards are strikingly ineffective."
Sharing positive thoughts and expressing gratitude is important. But praise can constrict creativity and leadership. Lasting achievement is more likely where the manager, or in this case the membership of the church, takes the time to get involved in the minister's work, asking, "Where do you see your work going at Immanuel?" or
"Tell me about the problems and possibilities you are finding in your work?" "How might I be of use?"
The staff at Immanuel Baptist Church works hard. The reasons are many. They were brought up that way, they love their jobs, and they have discerned our Lord and Savior's call to do so. This is some of what I have observed as a manager. I must strive to match them.
Steven |
