© Allan Drexler and David Sibbet

© 1991-2004 Allan Drexler and David Sibbet
Drexel and Sibbet’s proposal introduces a dynamic component to team performance. The system is rooted in group process theory and identifies stages. Each stage is a concern the team must address. Notice that at each stage there are issues to be resolved and some that will go unresolved.

Focusing on Team Basics
Performance Results Skills Accountability Commitment Collective Work Products Personal Growth * Problem solving * Technical/ functional * Interpersonal * Mutual * Small number of people * Individual * Specific goals * Common approach * Meaningful purpose Source: Katzenbach & Smith, 1993 The vertices of the triangle indicate the achievement possible with teamwork. These requires Skills and Accountability, both of which rest upon Commitment.

Ten Characteristics of a High Performance Team
Clear Goals Defined Roles Open and Clear Communications Effective Decision Making Balanced Participation Valued Diversity Managed Conflict Positive Atmosphere Cooperative Relationships Participative Leadership Notice that the four bottom blocks make up the base on which to build the pyramid. Clear goals and Defined Roles, sustain Balanced Participation. Defined Roles and Open and Clear Communications, sustain Valued Diversity Open and Clear Communications and Effective Decision Making, sustain Managed Conflict. To have a Positive Atmosphere, we require Balanced Participation and Valued Diversity. Cooperative Relationships rest on Valued Diversity and Managed Conflict. A Positive Atmosphere and Cooperative Relationships, can sustain Participative Leadership. Source: Biech (2008)

The Five Dysfunctions of a Team
Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST Source: Lencioni, 2005 The Five Dysfunctions of a Team The true measure of a team is that it accomplishes the results it sets out to achieve. To do so in a consistent manner, it must overcome these five potential dysfunctions. The single most important element is trust—at a fundamental and emotional level; i.e. comfortable being vulnerable with one another. Teams that trust one another are not afraid to engage in passionate dialogue and are not afraid to disagree. (Conflict) Teams that engage in unfiltered conflict are able to achieve genuine buy-in around important issues. (commitment) Teams that commit to decisions and standards hold one another accountable. Teams that trust one another, engage in conflict, commit to decisions, and hold one another accountable are very likely to set aside individual needs and agendas and focus on team results.

BECOMING A REAL TEAM A group of people working together does not equate to a team. Working groups: Unlike teams, working groups rely on the sum of “individual bests” for their performance. They pursue no collective work products requiring joint effort. Unlike teams, working groups come together to share information, perspectives and insights to make decisions that help individuals do their own job better and to reinforce each other’s individual performance standards. But the focus is always on individual performance and accountability.

Real team: This consists of a small number of people with complementary skills who are equally committed to a common purpose, goals and working approach for which they hold themselves mutually accountable. High performance team: This group goes beyond a real team in that members are also deeply committed to one another’s personal growth and success.

Working as a Team You might know of a sports team that has no stars, but that team wins game after game. Why? One reason is that the players and coaches work together harmoniously They put the team first

Effective Teams Every successful team or group has five common characteristics: Goals Rules Roles Communication Participation

Goals A goal is a team’s target or objective
It gives team members a sense of purpose or focus When you know your target, you have a much better chance of hitting it The goal should be specific and measurable

Rules A rule is a guideline for membership, conduct, or performance

Roles One of the advantages of teamwork is specialization—team members have different roles A role is the specific job or task assigned to a team member Roles can shift; they need not be permanent But at any given time, each team member must know what his or her role is

Communication Good communication is critical to effective team performance Communication should be objective, honest, and focused on the team goal, rather than on personal matters

Communication Tips Listen actively Ask questions
Give constructive feedback Don’t express opinion as fact Don’t interrupt Critique the idea not the person Be aware of body language Restate original idea to make sure it is understood

Participation Team members typically focus on performance and collective improvement To do this, members need to be interactive Participation is balanced Each member’s actions complement, or round out, those of the other members Members build on each other’s strengths and make up for any weaknesses Chapter 5, Lesson 1

Suggestions for Organizing
Define a common goal List tasks to be accomplished Assign responsibility for tasks Develop timeline

Developing Ministry Teams
Leadership Skill: Team Building As a leader one of your responsibilities is to steer the Body in following God's design and purposes for the Church. This is accomplished by modeling it in your own ministry, by structuring for it to happen, and by equipping others to align with God.

Biblical Basis for Teams in Ministry: Just as the varying parts of the human body need each other to best accomplish its work, so the Body of Christ needs to function interdependently, like a team. (Rom. 12:4-8; 1 Cor. 12:12-27). God so designed the Church that it "grows and builds itself up in love, as each part does its work" (Eph. 4:16).

By following God's design you will: • accomplish more than if working on one's own in terms of possibly both quantity and quality • have varying perspectives brought to the table that help each person see more clearly • bring a sense of accountability to individuals that help them and the whole Body grow • affirm and encourage one another in their walk with God

Leaders, due to personality and background some of you might tend to want to go it alone. You are either a more independent type or a perfectionist who is threatened by people wanting to do things a different way than what meets up to your standards. For others, you will tend to thrive on this kind of group endeavor. You are a people person or the type who looks more at the big picture. Regardless of how you were designed, you need to remember that God designed the church to operate this way.

Biblical Principles to Guide Teamwork
1. Assess and utilize the unique strengths/gifting each member brings to team (personality, spiritual gifts, experience, previous training, etc.). ... It's not about losing ourselves to gel into a homogenous entity. (1 Cor. 12; Eph. 4:16) 2. Accept differences of opinions as a valuable asset, not a liability. ... As you work through differences, you have a greater potential of arriving at what is best for all. (Phil. 2:1-4)

3. Assume attitudes of servanthood. ... It's not about one person rising to the top and controlling, although you often will have someone who facilitates the process to keep you on track, but that is not a hierarchy in action. (Phil. 2:5-8) 4. Acknowledge God in all you do. ... Pray and worship together so as a team you are trusting God for direction in all you do, not depending on yourselves. (Prov. 3:6-7)

5. Align with the plan and purposes to which you believe God has brought you. ... Keep it about God, not you. Seeking to align with God over conforming with one another is the greatest deterrent to infighting or letting egos get in the way. (Isa. 48:17)

When you follow these principles you build: • togetherness centered around the Lord, not what you have in common or because you all agree • communication based on honesty, not to appease or avoid conflict or manipulate people to one's point of view • collaboration aimed at finding what's best, not merely compromising to fit individuals' agendas or get something out of it for one's self This is a team that makes a difference for they have learned to adapt for the glory of God and the advancement of His work.

The challenge confronting the smaller church is not only in recruiting people to serve, but also in developing a sense of teamwork within the different ministries. People tend to be independent and self-sufficient. They can be inflexible in their ideas; and, as a result, when they work with others, they can easily become frustrated when their ideas are not adopted.

Yet, God has designed the church to be the ultimate expression of teamwork. Paul makes it clear in 1 Corinthians 12 that Christians in the body of Christ are to function interdependently rather than be independent of one another. The fact God has established a plurality of leadership within the church implies that the church is to function as a team (see Ephesians 4:11–13). While a pastor cannot force people to work well with others, he can provide an environment that fosters teamwork.

Develop the right foundation Develop a trusting environment Develop an empowering environment Develop an encouraging environment Develop a supportive environment Develop accountability

Develop the right foundation Building an environment for effective teams begins with those in leadership. The pastor sets the example. When a church fails to work together, it is possible that the pastor has also failed to work well with others.

Develop a trusting environment A team that works together must be built on trust. First, the team must learn to trust God. Effective ministry requires faith. (Faith for what?) Focus: “What does God want us to accomplish?”

Develop a trusting environment Second, team members need to learn to trust others. Trust is also critical for pastors. (Sometimes it is difficult for pastors to trust people with the ministry of the church. It is difficult to trust their ideas and their methods of doing things. Pastors struggle to allow them the freedom to plan and perform the ministry in the way they think best.)

Develop a trusting environment Pastors must realize that God entrusts ministry to the whole congregation. In Ephesians 4:11–13, God gives the work of ministry to the congregation. So must pastors. A pastor’s responsibility is not to dictate to his people what they are to do, but to equip them to do the work.

Develop an empowering environment Along with trust is the importance of empowering people for ministry. Empowering people means giving them the authority to accomplish the task. When Christ sent out His disciples, He not only gave them the responsibility to preach the gospel, but He also gave them authority to fulfill the task (Matthew 10:1–16).

Develop an empowering environment It is easy to give people responsibilities but difficult to give them authority — the freedom to set the goals and strategies for their ministry. While pastors provide counsel and direction when needed, especially when the individual is new to a ministry, pastors must also allow them freedom to make decisions. Only when pastors empower people will they develop into effective leaders.

Develop an encouraging environment In the smaller church discouragement also plagues people’s involvement. When people do not see extraordinary results for their efforts, they begin to wonder if the ministry is worth their efforts. When a group works together to implement new ministries, especially those designed for outreach, they often develop a defeatist/negative mindset. Consequently, pastors need a positive-based evaluation strategy where they focus on spiritual outcomes rather than on goals and objectives alone.

Develop an encouraging environment A positive-based evaluation strategy is one where pastors recognize that if God desires to sovereignly accomplish His purposes through them, they can expect God to work unexpectedly. People might consider a ministry effort to be a failure, but God may use it to accomplish His purpose. When people work together to serve God, He will accomplish His will through them, even though they may achieve far different results from those they expected. Consequently, pastors need to reward people for their faithfulness rather than just their achievements (Matthew 25:14–30), for in their faithfulness God achieves His purpose.

Develop a supportive environment To have effective teams pastors need to offer support in three areas. Pastors needs to provide adequate resources for ministry. Pastors need to provide guidance. While pastors should never dictate what needs to be done, they should periodically meet with the team to discuss how the ministry is going, what goals they desire to accomplish, and how they will reach them. Pastors need to provide spiritual support through prayer and encouragement, ministering to team member’s spiritual and emotional needs as well.

Develop accountability One of the most difficult aspects of working with volunteers is accountability. Accountability is not the pastor holding a club over the team like a taskmaster, demanding that it do exactly as he says and making sure it achieves the results he desires. Accountability involves loving, supportive oversight that allows the pastor to provide assistance when problems arise.

Develop accountability When Christ sent out His disciples, He reminded them that they were accountable to God for how well they performed their ministry (Matthew 10:28–33). They were accountable not in the area of results, but in their faithfulness to be obedient to God and to be good stewards of what He had given them (see Matthew 25:14–30).

Develop accountability Pastors are to hold team members accountable in three main areas. First, team members are accountable for walking in biblical obedience. As ministry leaders they are to exemplify Christ in their lives. Second, team members are to be faithful to the assigned task. If they are failing to fulfill their responsibilities, the pastor needs to come alongside them and address the issues in their lives that are hindering their ministry. Rather than fire them, help them develop the skills necessary to accomplish the task.

Develop accountability Pastors are to hold volunteers accountable in three main areas. Third, team members are accountable to uphold the values, beliefs, and vision of the church. While each ministry will have its own vision and goals, these should never conflict with the vision of the church. Team members should never be in conflict with the theology and values of the church. If this happens, the person needs to be reminded of his agreement to teach what is in agreement with the church. If he refuses, then he must be removed. Otherwise, his teaching will bring division and error into the whole congregation.

Building Community Through Ministry Teams
As wonderful as our worship gatherings are, everyone sitting in long rows facing a pastor is not real community. Gatherings of people for corporate worship and teaching are important, but they aren’t Christian community. Real community doesn’t happen in rows of chairs, but in circles. Real community happens when people sit eyeball-to-eyeball, knee-to-knee. When I can see you cry, we are in community.

When a church gets beyond about fifty people or so, it is too big for everybody to know everybody. But we should never be too big for everybody to know somebody. The reason small groups are so important is that everybody has a deep desire to be known. I don’t want people to just know my name. I want a few people to know my nickname. I want someone to pray for my aging parents by name when they are sick, and that can only happen in a small group.

A church in the US uses small groups and ministry teams as a means of developing community Creating a culture of community within a ministry team is more art than science. Ministry teams are task-focused by nature. The Worship Team practices and leads worship. Bible study groups focus on Bible study. Other teams focus on their tasks. Getting these teams to live in community is ongoing, never-ending work.

One of the tools the US church uses in creating community is creating covenants. They have discovered that a covenant helps teams function better. Assumptions about expectations go away when a team does the work to create a covenant together. Buy-in is high when everyone is invited to participate. Conflict resolution is figured out before the fight! Exit strategies are talked about before they are needed. Everyone on the team wins with a covenant.

It is critical to have everyone who is on the team participate in coming up with a covenant that makes sense to the group. These simple questions can get people talking about the behaviors that build trust. Who is the greatest leader you have ever been around? Why? What is the greatest team you’ve ever been on and what made it great? What would make this group a great team? What are some other questions that could help build trust?

Prepare 6 – 8 statements that are important to the team. Some things to include are agreements about: The primary purpose of the team How conflicts will be handled When it’s okay to be absent How often to pray for one another

The covenant needs to be agreed upon by everyone on the team and any changes made together. Read the covenant at the start of each meeting and ask: “How are we doing at keeping our covenant? Is there anything we need to say to one another to build trust as a team?” Remember, the covenant is first and foremost a “mirror” for each team member to examine his or her own heart and commitment.

Discussion Parlez de vos réponses en petits groupes.
Quelles équipes ministérielles existent déjà dans votre église locale? Dans quelle mesure travaillent-ils? Que pourrait-on améliorer? Quelles autres équipes pourraient aider à promouvoir le ministère de votre église? How could you organize so that each person was involved in at least one small group?

© Allan Drexler and David Sibbet

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