Like you, I want to lead groups more effectively. Something that has helped me improve my effectiveness is reflecting with others on questions about leading groups.

Try this—ask yourself the following 5 questions:

1. What helps a group function effectively?
2. What’s your role in a given group? (Are you a facilitator/coach, consultant, or presenter?)
3. How can you promote thoughtful group conversation?
4. What's the purpose of the conversation? (Do you want the group to explore a topic? Do you need the group to make a decision?)
5. How can you get everyone involved? (How can you help reticent people contribute? How can you help talkative people make room in the conversation for others?)

Action step: What 2-3 things can you do to more effectively lead groups?

Related resources you might want to explore:

1. How can you empower others more effectively?
2. Lead by asking questions
3. What make a good meeting good?

Do you want to...

• Be a more effective leader?
• Help others focus, work smart, and/or pursue excellence?
• Help students connect God's world and Word?

If you answered yes to 1 or more of the above questions, keep reading. I have a simple, user-friendly, time-tested tool you can use. When you use this tool, people engage, think, and find ways to take action. What's the tool? It's a question.

Does asking questions work? I think so. Asking questions has helped me lead change, empower others to clarify ministry goals and to get organized, and get students to apply a Biblical perspective.

Would you like to learn more about asking questions? If so, try these resources:

Coaching/Leading

• 75 Coaching Questions
• Ask Open-Ended Questions
• Lead by Asking Questions: Article • Self-Assessment • Tutorial
• Sets of questions you can use to empower others pursue excellence, reduce frustrations, get organized, target strengths, pay attention to goals, and prioritize.
• Using Reflection to Leverage Results

Christian Education

• 99 Questions
• Ask Questions
• Training Kit
• Tutorial
• Use Questions
• Videos
• What Makes a Good Question Good?

You’re grateful for what God has done for you. So, you want to serve God, in part by pursuing excellence for Him. As a ministry leader, you know that one type of excellence you want to pursue is organizational excellence. Good.
 
What can you do to pursue organizational excellence? Here are 4 things you can do:
 
(1) Make sure staff are cared for. To care for staff on a personal level, demonstrate interest in them, have fun together, and provide life coaching to help staff balance work/home. To care for staff on a professional level, demonstrate interest in their ministry, encourage them to reflect, and provide support, encouragement and accountability.
           
(2) Make sure staff participate in professional development. What kind of professional development? In professional development that addresses current job responsibilities and that helps individual staff members achieve their annual growth goals. In professional development that involves staff in reflection and follow-up. In professional development that helps your staff do ministry more effectively.
 
(3) Make sure staff meetings target mission achievement. Make sure each meeting’s purpose is documented, targets mission achievement, and is used as the filter for what gets on the agenda. Have those attending the meeting collaboratively develop meeting guidelines that define desired meeting dynamics. And schedule separate meetings to address tactics, strategy, and vision.
 
(4) Make sure staff understand, are involved in, and are focused on organizational improvement. How can you do this? By explaining organizational improvement, encouraging ownership, involving staff in developing improvement plans, and providing the support and accountability staff need to carry out improvement plans. Here's the acid test: If ministry leadership dropped of the planet, would the plans still get implemented? If so, then you have an effective organizational improvement plan.
 
Bottom line: Pursue excellence.

How can you help others pursue excellence? By asking questions like:

• What’s excellence?
• What’s satisfying/unsatisfying about pursuing organizational excellence?
• For your ministry, what does organizational excellence look like?
• What can you do to pursue organizational excellence?
• What will you do?

It’s July 2000. I’m in London, taking a leadership course from the Principals’ Training Center. And the instructor gets us into small groups, tells us to set up the game, and explains that the goal of the game is to get our game piece across the board by achieving organizational improvement.

Then she tells us to start. The atmosphere is electrically competitive. My group implements policies and moves our piece! We implement procedures and systems and move our piece! We are moving across the board and feeling good! Until we see how far across the neighboring teams are. Many are already 50-75% across the board, while we are a measly 30% at best.

So we focus even more on implementing policies, procedures, and systems, believing that this will propel us across the board toward successful organizational improvement. We move our piece 2 more spaces, and a team announces, “Done!”

I’m stunned: “Done? How could they be done? We did what you need to do to achieve organizational improvement—we implemented policies, procedures, and systems. Why didn’t it work? What did they do?”

During the debriefing, I learn what the winning group did. They didn’t start by implementing policies. They didn’t start by implementing procedures or systems. They started by talking—and they continued talking in order to move their piece across the board toward organizational improvement. I just don’t get it. In my heart, I suspect that the makers of the game, and perhaps the instructor, are mistaken….

But in the ensuing years, I found out how mistaken I was and how right they were. In my organization I saw improvement initiatives founded on policies and systems flounder; I saw improvement initiatives founded on talking flourish.

It’s now July 2011. I’ve (finally) learned my lesson: more talking = more improvement. When all staff members—not just the leadership—talk together about organizational improvement, the organization improves. When all staff don’t talk about organizational improvement, the organization doesn’t improve as much.

(I’m not saying that there is no place for policies, procedures, and systems when working to achieve organizational improvement. What I’m saying is that these should not be the primary strategy—talking should be. Without talking—without dynamic conversation—policies, procedures, and systems lead to temporary improvement, not the lasting improvement your organization needs to carry out its God-given mission. And remember, God uses talking—He talked creation into being and talked with His disciples, who then talked with others about the Gospel.)

You might be thinking, “How do I get people talking? Talking sounds good, but I’m not sure how it would work in my organization. Getting people talking about organizational improvement sounds difficult, and I’ve already got enough going. Just how do I get people talking?”

Good question. I know a way to get people talking. It’s easy. It’s effective and time-tested. And those you’re trying to get talking will like it. What it is? It’s asking questions.

If you want to get people talking, ask questions. Ask open-ended questions like:

1. Regarding this improvement initiative, what progress are you seeing?
2. What excites you about this improvement initiative? What concerns you?
3. What helps us improve? What hinders us?
4. What can we do to move this improvement initiative forward?

If you want to get people talking, get them to ask each other open-ended questions. At a meeting, pass out the following set of questions for staff to ask each other. Give them 15-30 minutes:

1. What improvement initiative do you want to talk about?
2. What progress have you experienced? What’s been satisfying?
3. What roadblocks have you experienced? What’s been frustrating?
4. To leverage your progress and minimize your roadblocks, what do you need to keep doing? start doing? stop doing?
5. What do you think you’ll do?

Bottom line: If you want increased organizational improvement, ask questions to get people talking about organizational improvement.

Here are related resources:

• Lead by asking questions
• Sample sets of questions
• To empower others, provoke reflection
• Change is uncomfortable and doable
• Move organizational improvement forward
• To learn more about enhancing organizational improvement, explore these 6 questions

Teams address tactical tasks, strategy-related tasks, and big-picture tasks. Optimally, each type of task should be handled in a separate meeting:Tactical tasks should be addressed in daily, weekly, or bi-weekly tactical meetings.

1. Tactical tasks include sharing information, giving progress reports on assigned tasks, and gathering input on pressing issues.
2. Strategy-related tasks should be addressed during monthly or bi-monthly strategy meetings. Strategy-related tasks include considering key issues, finding better ways to achieve the mission, and making strategy-related decisions.
3. Big-picture tasks should be addressed in quarterly or semi-annual big-picture meetings. Big-picture tasks include reviewing the mission, the definition of mission achievement, and current trends.

If it is not possible to schedule separate meetings, group similar tasks together for a given meeting, for example:

1. Group all the big-picture tasks together. Big-picture tasks are vital and are best addressed when people are fresh. Do these at the beginning of the meeting. Begin with a big-picture task that will start the meeting off on a positive note.
2. Group the strategy-related tasks together. Do these after the big-picture tasks. Get these done before addressing tactical tasks.
3. Group the tactical tasks together. Do these last.
4. Conclude the meeting with a task that will end the meeting on a positive note.

Help your team target mission achievement. Match the task with the type of meeting. Today.

Meetings are an important tool you can use to achieve your mission. I’ve participated in good meetings. If you want to participate in good meetings more often, answer this question: What makes a good meeting good? Good meetings are on TARGET in terms of:

• Team purpose
• Assessment
• Results
• Guidelines
• Effective facilitation
• Types of meetings.

To get an idea of how you can make your meetings even more effective, complete the following assessment (download). Use the following scale:

4: Strongly Agree • 3: Agree • 2: Disagree • 1: Strongly Disagree
 
Team purpose
___ Our team’s purpose is documented.
___ Our team’s purpose targets mission achievement.
___ Our team’s purpose is understood by each team member.
___ Our team’s purpose statement is user-friendly.
___ Our team’s purpose is used as the filter for what gets on the agenda.
 
Assessment
___ We assess completion of assigned tasks.
___ We assess meeting effectiveness in terms of team purpose.
___ We assess meeting effectiveness in terms of achievement of targeted results.
___ We assess meeting effectiveness in terms of abiding by meeting guidelines.
___ We use assessment at each meeting.
___ Each team member is involved in assessment.
 
Results
___ We identify results for a given meeting before the meeting.
___ We use the SMART goal format to list our targeted meetings results on our agenda.
___ Our targeted meeting results target mission achievement.
___ We achieve our targeted results at each meeting.
 
Guidelines
___ We developed our meeting guidelines collaboratively.
___ Our guidelines define our desired team dynamics.
___ Our guidelines support the achievement of our team purpose and our mission.
___ Each team member abides by the guidelines.
 
Effective facilitation
___ The facilitation focuses our team on achieving the team purpose
___ The facilitation focuses our team on achieving the targeted results.

Types of meetings
___ Our team members understand that there are different types of meetings.
___ We use a schedule of different types of meetings to address tactics, strategy, and vision.


Now, ask yourself 4 questions about the data:

1. How many 4s, 3s, 2s, and 1s do I have?
2. What satisfies/frustrates me about the data?
3. To improve your meetings, which 1-2 of the 6 TARGET areas could you address?
4. What will I do?

Pursue excellence. Improve your meetings Today.

You feel good about the past several months. Your organization has identified its God-given mission, identified the goals it needs to achieve to carry out its mission, decided to use key performance indicators to monitor mission achievement, and is now field-testing its key performance indicators. Wow! Real progress.
 
You want to use the progress you’ve made to close the gap between the words of your mission statement and the reality of your situation. So, you talk about the mission, discuss the goals, tell success stories, and analyze survey results. Good. And you’re thinking about using key performance indicators.
 
Question: How can you use key performance indicators to close the gap?
 
I use key performance indicators to help me focus on what to do next. For example, to achieve my mission during this school year, I need to have 30 coaching clients who are making progress toward their goals. Right now, I have 26. So, I know I need to help 4 more clients make progress.
 
Here’s another example: To achieve my mission during this school year, I need to help 40 leaders build capacity and/or get better results from using resources I provided. So far, I have helped 55 leaders in this way.
 
By using my key performance indicators, I know I need to help 4 more coaching clients, and I know that I don’t need to focus on using resources to help leaders build capacity and/or get better results. Using key performance indicators helps me know what to do next.
 
Question: How could using key performance indicators help you close the gap?
 
Focus on using key performance indicators to close the gap. Today.
 

I think it’s true. I think it’s true that what you pay attention to gets done. So, if you want to get your goals done, pay attention to them.
 
How?
 
Take 30 minutes each week to review what your goals are, track the progress you’ve made on each goal, and determine the action steps you’ll take in the next week.
 
Take 30 minutes. Go somewhere you won’t be disturbed. Bring along whatever you need to help you reflect on your goals—paper, pens, computer, post-its, whatever. Then reflect on your goals in order to determine what to do next.
 
Reflecting on my goals has helped me achieve them. I think it will help you, too.

By focusing, working smart, and pursuing excellence. To get an idea of how you can manage yourself more effectively, take the following assessment (download). Write the number in the blank that comes closest to representing how true a given statement is for you right now. Use the following scale:

4: Consistently • 3: Usually • 2: Sort of • 1: Rarely

Focus
___ I focus on joining God in what he is already doing.
___ I focus on doing right things, before I focus on doing things right.
___ I focus on my God-given mission.
___ I have defined my mission in terms of SMART goals.
___ I understand how my mission, goals, and daily activities are connected.

Work smart
___ I ask God for help.
___ I think big. For example, I ask myself questions like “What 3 dreams do I want to realize?”
___ I think clearly.
___ I think outside the box.
___ I document my goals.
___ I determine the actions steps I will take to achieve my goals.
___ I take SMART action.
___ I schedule my action steps.
___ I schedule my big goals first.
___ I plan backwards.
___ I track my progress on my goals.
___ I reflect on my goals.
___ I find better ways to achieve my goals.

Pursue excellence
___ I pursue my goals.
___ Before I start working on my goals, I get the resources I need.
___ I get the support, encouragement, and accountability I need to achieve my goals.
___ I pay attention to my goals (because I know that what I pay attention to gets done).
___ I target my strengths.
___ I eliminate my frustrations.


Now, ask yourself 5 questions about the data:

1. How many 4s, 3s, 2s, and 1s do I have?
2. What excites/concerns me about the data?
3. What helps me increase my self-management?
4. What hinders me from increasing my self-management?
5. What will I do?

Work smart. Increase your self-management. Today.

You’re in ministry. You’re faithful, you’re working hard, and you’re concerned that key tasks aren’t getting done. You wonder, “What can I do? I don’t think I can work harder, or my health and relationships will suffer. What can I do?”
 
Well, what can you do? You can focus on working smarter, not harder. Here are 5 things you can do to work smarter:
 
(1) Join God in what He's already doing. God has a plan. He’s already at work. And He’s prepared ways for you to join Him in His work (Eph. 2.10). So, you have the opportunity to be part of God’s plan and work. You don’t have to go figure it all out by yourself or do it all by yourself. You can work smarter by joining God in what He’s already doing.
 
(2) Ask God for help. God knows everything and wants to help you. So, ask Him for help. Ask Him what your ministry goals should be. Ask Him to help you carry out your ministry goals effectively and efficiently. And ask Him to help you work smarter, not harder. Work smarter by asking God for help.
 
(3) Document your ministry goals. Having documented goals makes is possible for you to easily review your goals, to schedule your next action steps, and to find out what your goals are when you can’t remember them (something which happens to everyone).
 
(4) Take time to reflect. Take time to step back, review progress, and determine next steps. You can do this for 5 minutes at the end of each day, for 1 hour at the end of each week, for 2 hours at the end of each quarter, and for 4 hours at the end of each year. Work smarter by taking time to reflect.
 
(5) Empower others to solve problems. The more others can solve problems, the less you have to solve the problems. You can empower others to solve problems by asking questions like the following: What’s the problem? How do others see this problem? What criteria do you want to use to solve this problem? What can you do to solve this problem?
 
Bottom line: Find ways to work smarter.
 
*How can you help others to work smarter? By asking questions like:

1. What’s your ministry?
2. How do you feel about your ministry and your workload?
3. How interested are you in getting more done in the same amount of time?
4. What helps you work efficiently and effectively? What doesn’t help you?
5. What can you do to work smarter?
6. What will you do?

Effective facilitation focuses team members on 3 goals:

1. Achieving the targeted results.
2. Abiding by meeting guidelines.
3. Achieving team purpose.

Want to enhance team meeting facilitation? If so, do the following 3 things: 

1. Select 1 or more goals from the list below that you want to make progress on.
2. Identify options for taking action.
3. Determine which actions you will take.

Here's the list of goals and options for taking action:
Goal 1: The facilitation focuses our team on achieving the targeted results:

1. Use an agenda that identifies the targeted SMART results.
2. Send out the agenda and other meeting materials ahead of time.
3. At the meeting, review the targeted results. Invite meeting participants to focus on achieving the targeted results.
4. Invite someone to serve as the timekeeper. The timekeeper lets the group know how much time is left for a given task.
5. Invite someone to serve as a recorder. The recorder writes out discussion notes on a whiteboard or big piece of paper.
6. Keep people engaged. Ask questions. Use small group discussion and frequent breaks.
7. When discussing meeting materials, encourage participants to ask questions after reading the materials.
8. Use a whiteboard, LCD projector, or overhead projector to show changes being made to a proposal.
9. Intervene when there are sidebar conversations and personal attacks, when the discussion is getting off topic, and when participants are not keeping to the schedule.
10. Have participants assess meeting effectiveness in terms of achieving the targeted results.
11. Other: _____

 
Goal 2: The facilitation focuses our team on abiding by the meeting guidelines:

1. As a group, review the team’s meeting guidelines. Invite meeting participants to abide by the guidelines.
2. Establish a humorous way to signal that a meeting guideline is not being adhered to.
3. Have participants assess meeting effectiveness in terms of abiding by meeting guidelines.
4. Other: _____

 
Goal 3: The facilitation focuses our team on achieving the team purpose:

1. Include agenda items that are aligned with the team purpose statement.
2. As a group, review the team purpose statement. Invite meeting participants to use the meeting to achieve the team’s purpose.
3. Ask those responsible for a given agenda item to explain how it helps the team achieve its purpose.
4. Have participants assess meeting effectiveness in terms of achieving the team purpose.
5. Other: ___

 
Help your team target mission achievement. Enhance the facilitation of your team meetings. Today.

You want to monitor how well your organization is achieving its God-given mission. You’ve thought about collecting examples, doing surveys, and monitoring key performance indicators. You share your thinking with others, and then get a team to talk through what would help you monitor progress on your mission. The team decides to monitor key performance indicators and plans to take steps to identify key performance indicators.
 
Question: How can you identify your key performance indicators?
 
Here’s what I did:

1. I reflected on my mission statement and the 5 goals I need to achieve in order to carry out my mission (coaching, consulting, networking, resourcing, and training).
2. Then I asked myself, “What’s success look like?” I brainstormed things that would indicate success. For example, one key performance indicator I identified for coaching was the number of clients who took action on their goals.
3. After brainstorming indictors for each of my 5 goals, I selected 1 indicator for each goal and figured the best way to know if I had picked useful indicators was by field-testing them.
4. And that’s exactly what I did—I field-tested my key performance indicators.
5. Later, I reviewed the usefulness of each indicator, asking myself questions like the following: What did I learn from field-testing this indicator? How helpful is this indicator? How easy is this to monitor? Is there another indicator that would be more helpful?
6. I refined my key performance indicators.
7. Finally, I decided to repeat the process I had used.

Here’s the process: Reflect, Brainstorm, Select, Test, Review, Refine, Repeat.
 
Your turn:

1. What’s your mission? What goals do you need to achieve to carry out your mission?
2. What are some key performance indicators for each of your goals?
3. What 1 or more key performance indicators do you want to use for each goal?
4. How long do you want to field-test your indicators?
5. What did you learn from field-testing your key performance indicators?
6. How can you refine your indicators?
7. How often do you need to repeat the process?

Focus on identifying your key performance indicators. Today.

You’ve developed goals. You’ve documented them, and you review your goals from time to time, thinking that reviewing them will help you know what to do next. Reviewing does help, but not enough.
 
Question: What else can you do to determine what to do next?
 
Answer: Track progress on your goals. In addition to reviewing your goals, track progress on your goals. Tracking progress will help you understand where you are in terms of achieving your goals. And when you know where you are, it’s easier to determine what to do next. For example, imagine my goal is to memorize the alphabet. In tracking my progress, I know that I’ve memorized A-M. So, I’ve determined that next week I’ll memorize A-P.
 
Track progress on your goals. Today.

Guidelines define how a team will work together. Developing meeting guidelines can help your team work even more effectively. As a team:

1. Review sample guideline categories—like time and materials. Also review sample meeting guidelines—like “We start and end on time” and “The agenda is sent out ___ days ahead of time.
2. Brainstorm additional guideline categories and meeting guidelines.
3. Choose 4-6 meeting guidelines.
4. Use the guidelines.

Help your team target mission achievement. Use meeting guidelines. Today.
 

*Here are sample meeting guideline categories and guidelines:

• Time: We start and end on time. We start when everyone is present.
• Meeting materials: The agenda is sent out ___ days ahead of time. Meeting minutes are distributed ___ days after the meeting.
• Focus: We complete assigned tasks on time. We stick with the agenda. We don’t get off topic.
• Collaboration: Everyone participates. We invite discussion. One person talks at a time. We seek consensus.

You’ve been assigned a project. You know planning is important, and you know that you need to get started so that you can complete the project on time.
 
Question: What can you do?
 
Answer: You can plan backwards. You can treat the project like a dinner party. You know, the guest will arrive at 6:30, so the food and table setting need to be completed by 6:25. In order for the food and table setting to be completed by 6:25, you need to…. And so forth.
 
You try: Imagine your project completed. Then ask yourself, “Right before my project gets completed, what do I need to do? And what do I need to do right before that? And what do I need to do right before that?” And so on.
 
Plan backward. Streamline your planning process.

How can you design meetings to target results? By requiring that each agenda item have the following information:

1. The item title
2. Who is responsible
3. When the item will be addressed (start and end time during the meeting)
4. The targeted SMART result(s)
5. How the targeted result(s) will be achieved (Decide • Discuss • Inform • Train • Work)

Here’s an example:

1. Title: January 22 training objectives
2. Who: Michael
3. When: 11:15-11:45
4. Result: Generate a draft of the January 22 training objectives and 1 or more activities that support each of those objectives
5. How: Discuss

Help your team target mission achievement. Design meetings that target results. Today.

Lack of energy. I don’t like it. You don’t like it. And lately, you’ve noticed that you and your team have less energy for carrying out your team’s ministry. You take some time to pray and reflect, and you conclude that both you and your team have gotten involved in good activities that aren’t central to moving your ministry forward.
 
You, for example, serve on the board of a church ministry. You enjoy helping. You like talking with other board members. As a result of your participation, you have less energy for your primary ministry—this concerns you.
 
You should be concerned. Why? Because God called you to carry out your primary ministry. And because as a leader, your job is to focus your team’s energy on its primary ministry.
 
You want to lead more effectively, so you take more time to pray and reflect. You decide that you’ll focus more on your ministry’s God-given mission statement and that you’ll focus your team more on its mission. Sounds good.
 
What can you do? To achieve your first goal of being more focused, you can do what leaders I know do: They talk about their mission statement daily. They explain how their activities contribute to achieving their mission. And they use the mission to guide their decisions about what to invest energy in.
 
What can you do to achieve your second goal of helping your team focus more on its mission? You can ask your team what excites them about your team’s mission statement. You can have your team prioritize current activities in terms of achieving the team’s mission. And when a team member is considering whether or not to take on a task, you can ask, “How effectively will this ___ (meeting, project, task, proposed change) help us accomplish our team’s mission?”
 
Bottom line: Focus on the mission.
  

Learn more about getting focused:

• Watch videos
• Take a self-assessment
• Read “To learn more about achieving your mission, explore these 4 questions”

God has given your organization its mission. Maybe it’s to equip student to impact the world for Christ. Or maybe it’s to make Jesus known and to empower His disciples to build up His Church.
 
Now staff members are asking, “What’s it take to achieve our mission?” That’s a good question and one that deserves an answer. And knowing the answer can help staff focus on achieving the mission.
 
How can your organization define what it takes to carry out your mission? By identifying 3-7 areas in which your organization will be involved, for example, coaching, consulting, networking, and training (see below* for further examples).
 
Once you’ve identified 3-7 areas, transform each area into a goal for each area, for example: Coaching—Provide the support, encouragement, and accountability Christian leaders need to pursue God’s calling. These 3-7 goals are the answer to the question “What’s it take to achieve our mission?”
 
Here’s how this plays out in a Christian school with a mission to equip students to impact the world for Christ. The school has determined that to achieve its God-given mission, the school must:

1. Have students who are achieving the student objectives (schoolwide learner outcomes)
2. Have an exemplary, sustainable, replicable Christ-centered educational program
3. Have an organizational culture, sensitive and responsive to current and changing demographics, which reflects the board-approved values (faithfulness, caring, collaboration, diversity, excellence, and stewardship)
4. Have qualified Christian staff working to achieve board ends
5. Have a sound financial base
6. Have a safe physical plant facilitating student learning

Focus on what it takes to achieve your organization’s God-given mission. Today.
 
*Sample areas
Administration
Age-group ministry
Board
Camping
Church planting
Coaching
Communications
Community development
Consulting
Counseling
Curriculum
Discipling
Education
Evangelism
Facilities
Finance
Fine arts
Fundraising
Leadership development
Member care
Mentoring
Music
Networking
Pastoral care
Personnel
Program development
Public relations
Publishing
Research and development
Resource management
Sports
Strategic planning
Technology
Training
Worship

You’ve reviewed your projects and project deadlines. You’ve put the deadlines into your calendar program, and you’ve brainstormed action steps for each project. Good.
 
Later, the calendar alarm goes off, signaling that a project is due, and you find that you haven’t completed the necessary action steps. Bummer.
 
Question: What can you do?
 
Answer: Schedule all your action steps. Put them in your calendar program. This can help you get all your action steps done before your calendar alarm goes off for a given project deadline.

You've just finished a team meeting. The meeting went sort of OK, and you're wondering, "How can we improve team meetings?" Good question.
 
I've found that using assessment has improved team meetings I participate in. At the end of each meeting, I recommend you assess meeting effectiveness in terms of things like:

• Completion of assigned tasks
• Achievement of targeted results
• The degree to which team members abided by meeting guidelines
• The degree of focus on the team’s purpose
• Team member involvement in meeting assessment

Need a place to start? At your next meeting, schedule time for team reflection. Use the time to:

1. Share your desire to improve team meetings.
2. Have team members brainstorm characteristics of an effective meeting (you might want to include items from the list above).
3. Ask team members to assess on their brainstormed list: What helps us __ (characteristic of a good meeting)? What hinders us from ___ (characteristic of a good meeting)?

Help your team target mission achievement. Assess team meetings. Today.

If you and your fellow staff want to further understand what God wants your organization to achieve, ask Him. Get together and ask Him. Relentlessly. Then, listen. And when God answers, reflect on what He’s saying.
 
Then as a group capture what God is saying in a short, memorable, easy-to-memorize statement. A statement that helps everyone remember what God is calling your organization to do—your organization’s God-given mission statement. Here’s an example: Christian Academy in Japan, a school for the children of evangelical missionaries in Japan, equips students to impact the world for Christ.
 
And when you’ve finalized your mission statement, keep the focus on what God is calling your organization to do by talking about the mission, asking people what excites them about the mission and how their work contributes to the mission, and maybe even encouraging everyone to memorize the mission.
 
Focus on your organization’s God-given mission. Today.

You’re stuck. You’re not making progress on your goal. You’ve tried the things that have worked before, and you’re still stuck.
 
Time to think outside the box. For example, imagine that your goal is to more quickly peel a boiled egg. You’ve tried rolling the egg on a plate to crack the shell and then peeling it—too slow. You’ve tried hitting the shell with a spoon, inserting the spoon between the egg white and the shell, and then using the spoon to peel the egg—still too slow.
 
What can you do? Find an “outside the box” solution. Try watching this video.


 
When you’re stuck (and even when you’re not), try thinking outside the box.

To help team members work even more effectively, clarify your team’s purpose. To do this, you can do 3 things:
 
(1) Assess your team's purpose statement. How? By rating the items below. Use the following scale: Yes • Maybe • No
 
Our team purpose statement...
___ Was developed by the team.
___ Is documented.
___ Identifies the team name.
___ Targets mission achievement.
___ Identifies how the team contributes to mission achievement.
 
___ Is understandable to those on the team and those not on the team.
 
___ Uses active verbs.
___ Uses precise wording.
___ Is user-friendly.
___ Is 25 words or less.
 
(2) Use your assessment data to enhance your team's purpose statement. Here’s a pattern you can use: The [Team Name] contributes to achievement of [Organization Name]'s mission by...
 
(3) Use your purpose statement to identify 5 things your team addresses and 5 things your team doesn’t address.
 
Help your team target mission achievement. Clarify your team's purpose statement. Today.

You’re grateful for what God has done for you. So, you want to serve God, in part by pursuing excellence for Him. As a ministry leader, you know that one type of excellence you want to pursue is organizational excellence. Good.
 
What can you do to pursue organizational excellence? Here are 4 things you can do:
 
(1) Make sure staff are cared for. To care for staff on a personal level, demonstrate interest in them, have fun together, and provide life coaching to help staff balance work/home. To care for staff on a professional level, demonstrate interest in their ministry, encourage them to reflect, and provide support, encouragement and accountability.
           
(2) Make sure staff participate in professional development. What kind of professional development? In professional development that addresses current job responsibilities and that helps individual staff members achieve their annual growth goals. In professional development that involves staff in reflection and follow-up. In professional development that helps your staff do ministry more effectively.
 
(3) Make sure staff meetings target mission achievement. Make sure each meeting’s purpose is documented, targets mission achievement, and is used as the filter for what gets on the agenda. Have those attending the meeting collaboratively develop meeting guidelines that define desired meeting dynamics. And schedule separate meetings to address tactics, strategy, and vision.
 
(4) Make sure staff understand, are involved in, and are focused on organizational improvement. How can you do this? By explaining organizational improvement, encouraging ownership, involving staff in developing improvement plans, and providing the support and accountability staff need to carry out improvement plans. Here's the acid test: If ministry leadership dropped of the planet, would the plans still get implemented? If so, then you have an effective organizational improvement plan.
 
Bottom line: Pursue excellence.

*How can you help others pursue excellence? By asking questions like:

1. What’s excellence?
2. What’s satisfying/unsatisfying about pursuing organizational excellence?
3. For your ministry, what does organizational excellence look like?
4. What can you do to pursue organizational excellence?
5. What will you do?

You want to serve God more effectively. So do I. God has done great things for me, and out of gratitude, I want serve even more effectively.
 
One thing that helps me increase my effectiveness is focusing. Focusing on God, on what He’s calling me to do, on what’s going on, and on action steps I need to take so I can serve effectively.
 
Questions help me focus. Questions like:

1. What’s your organization’s God-given mission?
2. What’s it take to achieve your organization’s God-given mission?
3. How can you measure mission achievement?
4. How can you identify key performance indicators?
5. How can you use key performance indicators to achieve your mission?

To get started, how about discussing the above questions at a team meeting?
 
Get focused. Reflect on some questions. Today.

You know it takes energy. You know it takes energy to ride your bike to church. You know it takes energy to buy bananas at the store and to lead a Bible study on Romans 12. And you know it takes energy to write an email to your donors about Sachi’s baptism and to talk with Thomas and Kim about the culture shock they’re experiencing.
 
You’re wishing you had more energy—10% more, 5% more, even 1% more. Just more energy. If you had more energy, you could work on balancing your personal/professional life, developing relationships with 3 neighbors, and translating training materials on house churches.
 
While it’s true that if you had more energy you’d be able to work on these goals, maybe the issue isn’t having more energy. Maybe you have all the energy you need, but some of your energy is being sapped by frustrations.
 
Maybe your energy is getting sapped by frustrations you have with email. You’re frustrated that your thinking keeps getting interrupted by the sound email makes when downloading. You’re frustrated that you don’t have big blocks of time to work because you have to attend to email throughout the day. You’re so frustrated about email that you use energy to talk with others about your frustration and to listen to their frustrations.
 
Instead of using your energy to tolerate your energy-sapping frustrations, use your energy to reduce your frustrations. For example, use your energy to turn the sound off for downloading email and to schedule doing email twice a day.
 
Question: What can you do to reduce one or more energy-sapping frustrations?
 
Remember, reducing your energy-sapping frustrations frees up energy you can use to pursue God’s calling. Reduce one frustration. Today.

Want to empower others to reduce their frustrations? Ask questions that provoke reflection, for example:

1. What are 5 frustrations you have?
2. How do you feel when these frustrations are present/not present?
3. How would you feel if you could reduce 1 or more of these 5 frustrations?
4. How would reducing 1 or more frustrations impact your ministry?
5. If you reduced all 5 frustrations, what might happen?
6. What helps you reduce your frustrations? What hinders you?
7. What’s 1 frustration you want to reduce?
8. What can you do to reduce that frustration?
9. What will you do?

You want improve your organization’s improvement system. You want to target things like stakeholder involvement, staff focus, and staff accountability. And you want to start by analyzing what’s currently going on.

Question: What can you do?

Answer: You can take the following self-assessment (customized for a school). Rate each item, using the following scale:

4: Strongly agree • 3: Agree • 2: Disagree • 1: Strongly disagree

Stakeholder involvement
___ Students support the improvement plans.
___ Parents support the improvement plans.
___ Staff support the improvement plans.
___ Leaders support the improvement plans.

___ Students are involved in implementing the improvement plans.
___ Parents are involved in implementing the improvement plans.
___ Staff are involved in implementing the improvement plans.
___ Leaders are involved in implementing the improvement plans.
___ Stakeholders support and are involved in implementing the improvement plans.


Staff focus
___ Staff talk about organizational improvement.
___ Staff make proposals regarding organizational improvement.
___ Staff work on organizational improvement.
___ Staff hold each other accountable for organizational improvement.
___ Staff are disappointed when improvement goals are not reached.
___ Staff focus on organizational improvement.


Mission-driven improvement
___ Our improvement plans are documented.
___ Our improvement plans target mission achievement.
___ Our improvement plans drive organizational improvement.
___ Our organization’s improvement is driven by documented plans that target mission achievement.


Improvement plans guide work
___ Staff understand the improvement plans.
___ Staff know which improvement plans they are to implement.
___ Staff can explain their role in a given improvement plan.
___ Staff implement the improvement plans.
___ Improvement plans guide staff work.


Staff accountability
___ Leaders hold staff accountable to implement the improvement plans.
___ Staff hold each other accountable to implement the improvement plans.
___ Staff hold themselves accountable to implement the improvement plans.
___ Staff are held accountable to implement the improvement plans.


Now, ask yourself 5 questions about the data:

1. How many 4s, 3s, 2s, and 1s do I have?
2. What satisfies/concerns me about the data?
3. In terms of enhancing organizational improvement, how would I prioritize the 5 areas?
4. What might happen if I addressed the top priority area?
5. What will I do?

Pursue excellence. Enhance your organization’s improvement system. Today.

You want to close the gap. You know that enhancing your organization’s improvement system can help. So, you want to learn more.

Question: How can you learn more enhancing organizational improvement?

Answer: By exploring the following list of 6 questions.

1. How well does your staff understand what’s involved in organizational improvement?
2. How involved are your stakeholders in organizational improvement?
3. How focused is your staff on organizational improvement?
4. What drives your organization’s improvement?
5. To what extent do improvement plans guide staff work?
6. To what extent are staff held accountable for improvement plans?

*To learn more, take this self-assessment.

How focused are you on your God-given mission? To find out, take the following self-assessment (download). Rate each item in terms of how it describes you and your situation. Use the following scale:

4: Definitely • 3: Usually • 2: Sometimes • 1: Rarely

___ I’m comfortable reciting the mission verbatim in casual conversation.
___ Each day I talk with others about the mission.
___ I tell stories about the mission being implemented.
___ I provide opportunities for others to tell stories about the mission being implemented.

___ I know what it takes to achieve the mission.
___ I can readily explain how each of my daily activities contributes to achieving the mission.
___ I help others understand how they contribute to achieving the mission.

___ I know the current level of mission achievement.
___ I measure the achievement of my mission.
___ I use a scorecard to to measure the achievement of my mission?
___ I use meetings to celebrate progress on achieving the mission.

___ I focus on closing the gap between current and targeted levels of mission achievement.
___ I get the training I need to carry out the mission.
___ I provide others with the training they need to carry out the mission.
___ When making proposals, I explain how the proposal targets mission achievement.
___ When others make proposals, I ask, “How will this help us achieve the mission?”

___ To increase my focus on my mission, I know what I need to keep doing, start doing, stop doing.
___ I’m focused on achieving the mission.


Now, ask yourself 5 questions about the data:

1. How many 4s, 3s, 2s, and 1s do I have?
2. What’s satisfying/unsatisfying about the data?
3. What helps me increase my focus on my God-given mission?
4. What hinders me?
5. What will I do?
   

Increase your focus on your God-given mission. Today.


Resources:

• Video
• Tutorial: To learn more about achieving your mission, explore these 4 questions
• Know where you are and where you want to go
• Want to achieve your goals?