Effective Church Communications

Effective Church Communications provides Timeless Strategy and Biblical Inspiration to help churches create communications that fully fulfill the Great Commission

Effective Church Communications provides Timeless Strategy and a Biblical Perspective to help churches create communications that fully fulfill the Great Commission. Our tools constantly change; our task doesn’t; we can help.

What Bosses Want Ministry Assistants to Know

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What bosses want ministry assistants to know 10-2013
Bosses share what they want their assistants to know and do--great advice here to make the church office run efficiently.

Some bosses winced at the word “boss.” I assured them, as I assure you, that the designation here is meant as a positive one—administrator, manager, supervisor. In most instances pastors fill this role; in some cases an associate or business manager oversees the staff. Many are very involved concerning office administration. A few, especially in team-of-two offices, tend to rely almost entirely on their ministry assistants to look after administrative tasks. All were clear about what they appreciate in those who fill support positions.

I appreciate it when you—

• Excel at the basics
“We count on our secretary to have excellent basic skills: spelling, grammar, computer savvy, business manners, telephone etiquette, organization, and time management.” These are the tools of the trade that every ministry assistant must develop.

• Keep calm
Being emotionally mature is a tremendous asset in the church office. “Things can get stressful here. Unfair things happen, things we can’t control. The assistant can’t take these things personally; she needs to remain cooperative and cheerful when others might get upset, hurt, or defensive.”

• Value your supportive role
“Being a support person is an important and valuable job. Our assistant recognizes she is not the pastor; she is not responsible for his work style, nor answerable to the congregation for his actions. I appreciate my assistant’s support; I need a helper, a team player, not a critic.”

• Adapt well to change
Coping with change is a vital part of this job. “When plans go awry, when the unexpected happens, we need everyone to roll with the punches. I expect my assistant to be able to shift gears and move ahead with what needs to be done.” If you can’t bend, you may break.

• Move beyond the basics
“Our assistant never has the attitude that she knows it all. She is a learning machine—one who does at least two important things no machine can do: generate ideas and express care.” As you perfect your organizational and technical skills, know that the abilities to innovate and to show compassion enhance your professionalism.

• Exercise initiative
“I like the way our assistant sees what needs to be done and does it. She doesn’t overstep her authority by any means, but neither does she worry about whether the necessary task is in her job description.” It can take a while to locate this fine line, but it is worth the effort for all concerned.

• Keep me informed
“I want my assistant to be candid with me about work plans, projects, or problems; I will respect her point of view and her confidentiality.” Several pastors said they like assistants to handle routine problems themselves. “If and when there are difficulties beyond her scope, I expect them to be brought to me. If she can bring possible solutions along with the problems, all the better.”

• Maintain a positive attitude
As important as excellent skills are, they are not what bosses appreciate most. “Technical abilities are needed, but even outstanding skills can’t compensate for negativity.” An enthusiastic, Christ-like spirit is the essential attribute every effective assistant brings to the church office.

Bosses want their assistants to know that, while they may not express it often enough, you are appreciated.

Bosses—What Ministry Assistants Want Them to Know

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What MAs want their bosses to know
One of the greatest gifts we can give those we work with is our honest opinion and this article should help with that.

National Boss Day is October 16 in the United States—and an appropriate time to recognize bosses worldwide. In recognition of this most important event I talked with a number of ministry assistants (who, almost without exception, say they work for and with excellent leaders) and pastors (each of whom was quick to say his or her assistant was top-notch). A few noted they had less than satisfactory work situations in the past and benefited from lessons learned. With a view toward opening up some interesting dialogue, here is what these office team members shared.

I appreciate it when you—

• Show loyalty to your staff
Much is said of the need for the assistant to be loyal to the boss. Excellent bosses are similarly loyal to their assistants.“I can count on my boss to speak up for me, to treat me with professional courtesy, to give me the benefit of the doubt in conflict situations, and to respect the mutual confidentiality of the workplace.”

• Challenge me
Assistants of today are eager to venture beyond the ordinary. They want to be challenged with new and difficult assignments that contribute to ministry. “I’m constantly motivated toward excellence because my boss pays me the compliment of trusting me with meaningful jobs that stretch my skills.

• Involve others in decision-making
Few things increase job satisfaction more than having your voice heard. “Making major revisions in our office organization could have been disastrous to our team. But, from the start, our wise pastor included each of us in the process; we became committed to the success of what we planned together.” More often than not, it is not change that causes problems, but how the change is implemented.

• Tell me what you expect
“Something I admire about my pastor’s leadership is that he is clear about the results he wants. I choose how to proceed, but I always know where we’re going.” Assistants want to be more than busy; they want to be effective in achieving ministry goals. “I like, too, that I’m asked to do things rather than given orders.”

• Recognize the value of training
“My minister told me seminars motivate her to excel. She thought a conference would do the same for me. I went; it did. I am grateful for her belief in me and in my professional growth.”

• Confront problems promptly and impartially
Ignoring difficulties almost always makes matters worse. As uncomfortable as it may be, dealing with problems is something a leader must do. “My pastor expects staff members to follow the rules equally. If there is a problem, he instills confidence by dealing with it without playing favorites.”

• Stay grounded
“Pride and arrogance are occupational hazards in ministry. As a ministry assistant and pastor’s wife, I know how hard it can be for ministers to keep ego under control. The compliments and deference they receive must be kept in perspective or self-centered behaviors can develop that make them hard to work for and with.”

• Practice what you preach
Assistants want to be proud of their bosses. They want to work for people known for setting positive examples in speech, appearance, and conduct. “My boss doesn’t just expect me to honor deadlines, he honors them as well. He doesn’t just expect me to be organized, he is organized. He not only expects the staff to lead exemplary lives, he leads a life worthy of our respect.” Nothing earns respect and establishes authority quite like authenticity. “I pray for my pastor every day, asking God to keep him strong and faithful.”

We applaud excellent bosses everywhere and wish them God’s best.

 

Add Value to Your Service

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Add Value to Your Service
Add value to your service in the church office by following the tips here.

All administrative assistants are valuable to the ministry of the church. Some, their pastors say, have become indispensable. How have these outstanding assistants risen above the norm? And, how can you use value-added strategies to enhance your own professionalism?

• Learn something new every day.

Once basics are mastered it is easy to become complacent. Make it a priority to add to your work knowledge daily. Listen, read, ask questions, check websites, attend seminars, network.

• Promise a lot; deliver even more. Be so well qualified that you can confidently commit to getting the project done. Then, as often as possible, put a little frosting on the cake: do more than just what is necessary, get jobs done before the target date, keep costs less than budgeted.

• Give tasks appropriate effort. While quality is as important as quantity, realize that all tasks are not of equal value. Routine jobs need to be dispatched quickly. Look for and use shortcuts that don’t adversely affect your results. Special projects may demand a higher level of excellence. Sometimes it is more valuable to do fewer tasks and do each one better.

• Put your personal stamp on what you do. A ministry assistant recounted a story about a member who told her, “As soon as I saw last week’s bulletin and newsletter I knew you were on vacation. They were fine, of course, but just didn’t have that ‘Margie’ touch.” What a nice compliment. It affirmed to one assistant that people do notice her efforts.

• Establish rapport. Use regular meetings with your supervisor to demonstrate your management skills. Summarize projects in progress, review completed assignments, offer suggestions for upcoming events. Anticipate needs; be prepared. Take the initiative in managing your work. When faced with a problem, handle it or bring it to your supervisor along with a possible solution or two. Share information with others; show newcomers the ins and outs of daily routines, computer programs, and office machine quirks. Show by both word and action you are supportive of each team member. When someone needs help, be the one to lend a hand.

• Volunteer for more responsibility. After you are able to handle current responsibilities well, increase your contribution to the office by asking to take on other tasks. These might be ministries you envision or special jobs usually outsourced or handled by other busy staff members. Assistants have done research for ministers, organized pastors’ libraries, created various databases, started food pantries, and volunteered for many other “optional” ministries.

• Keep a personal work record. Documenting your work is an excellent way to chart your progress and to plan goals for future growth. One effective way to do this is with your computer’s calendar program. Note your accomplishments and contributions. List the location of any supporting documents or examples of your work. Track training events you attended; indicate how you use what you learned. Although the primary purpose of the record is for your own planning, you just may find occasion to review with your supervisor as well.

Managing a really big task in the church office

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Big project in the church office
All church offices tackle big projects. Here is how to do them effectively.

In the church office a big task can take many forms: Offices are being relocated; updated computer software is needed; the church is hosting a major event—or a multitude of neglected small jobs finally grows into one big, overwhelming job. Whatever the source, a major task poorly handled can create more than a little turmoil.
Problems dealing with big jobs can often be traced right to the beginning.

Get off to a good start by following these three rules:

• Know the goal.
Big tasks are generally composed of many small tasks. Before starting the journey, know where you are going.
• Be sure stages of progress are clear.
Set a firm start date, a completion date, and intermediate checkpoints along the way. Spread pieces of the job evenly throughout the time allotted.
• Do first things first.
Devise a logical plan of action instead of just jumping in. Time, energy, and resources are always wasted when preliminary steps are neglected.

With rules in place, follow through—

• Stick to your start date.
In the crush of daily responsibilities it becomes easy to rationalize that “now” is not a good time to start on a big job that isn’t due for weeks. Don’t wait for the perfect time or for divine inspiration; neither is likely. A late start inevitably affects the project—target dates are missed and best efforts are blown away as you rush to catch up.

Follow your schedule.

• Pick your times.
We all have times of day when we are most energetic and sharp. Match the most challenging parts of your project to these prime times. Schedule routine parts of the task at other times convenient to your schedule.
• Divide and conquer.
Breaking each phase of the assignment into manageable parts makes it easier to keep the job rolling along and to chart progress. Treat each of these mini-deadlines seriously. A completion date may seem far away, but that is an illusion. The closer a deadline gets, the faster it rushes up to you.
• Involve others.
Enlisting volunteers or coworkers for parts of the project gives them a vested interest in the success of the task and generates added enthusiasm.
• Communicate.
Keep your team and supervisor informed. Make sure those assisting you have a clear vision of what is to be accomplished. They need to know exactly what is expected and when. Allow them to do their jobs as they see fit within the boundaries you have identified. Listen to their questions and suggestions. New ideas and solutions are often generated in the process of working through a project. Be generous with praise but direct it toward results, not simple busy work.
• Promise and give rewards.
Whether you work alone or enlist others in the big task, incentives along the way keep the job interesting and fun. Treats, however small, increase motivation and productivity. Listing the names of those who help with projects is a good practice. Most often, what gets recognized gets done.
• Chart your progress.
Setting deadlines is one thing; meeting them is another—especially when several people are involved. Visibly tracking completed steps is an effective way to make sure every detail is covered. And nothing feels better than checking that last item off the list and receiving congratulations on a job well done.

 

Relief for church office blahs

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If you're feeling a little blah in your work, Gayle's advice here should get you feeling better in no time!
If you're feeling a little blah in your work, Gayle's advice here should get you feeling better in no time!

Have you ever felt you are losing the joy you once felt from your work? Few things are more difficult than coming to the office each day, going through the motions, but no longer experiencing any real enthusiasm or sense of accomplishment. You may not even be sure why you have the blahs, but you know you have them.

Thoughtfully answering these workplace questions can help you gauge your job enjoyment temperature—and locate the source of any discontent. Each question that follows identifies a possible problem area. You have a better grasp of your specific circumstances than anyone; use this self-knowledge to choose appropriate cures for your office doldrums.

• Do you know what is expected of you?
If not, create a position description or review your current one. Arrange a time to talk with your supervisor about any ambiguities. Ask the hard questions; leave the meeting knowing exactly what your responsibilities are and what they are not.

• Do you have the materials and equipment you need?
If a lack of resources constantly hinders your ability to do what you need to do, let your supervisor know specifically what is needed. Discuss options. In nearly every church there are people willing and able to help—if you ask.

• Do you make time daily top do what you do best?
What you do best is often what gives you the most joy. Sometimes in the crush of getting tasks done favored jobs are ignored or delegated. Rework your schedule as necessary to restore those rewarding assignments.

• Is your good work noticed and acknowledged?
We all like to believe what we do well is observed and appreciated. In some offices, this just does not happen. It should. But it doesn’t. For your own peace of mind, accept that reality—and don’t need the accolades of others to know you are a professional and a person of worth. Reward yourself when you do a difficult task well. Something visible is nice; maybe a flower for your desk?

• Do your opinions count?
Wise supervisors know that job satisfaction always soars when workers are involved in decisions affecting their work situation. Wise secretaries know it pays to do their homework and to offer rational, insightful opinions.

• Do you know what you do is important?
Sincere joy comes from having purpose. In theory, all churches have a clear purpose. In fact, sometimes the focus gets blurred. When assistants know the church is directing its primary time, effort, and funds toward goals with eternal consequences, they know even stuffing bulletins is ministry. Think through your contribution; decide if you are spending your time on tasks of value. This may be something to talk over with your pastor. If you are unclear about the church’s focus, others may be as well. Occasional clarifying is worthwhile for everyone.

• Are staff members committed to quality work?

It is difficult to find joy in doing the mediocre. Aspire to personal excellence; inspire others with frequent words of encouragement and appreciation. Your positive example can set the pace.

• Do you have opportunities for professional growth?
The work of the ministry assistant has never been more challenging. You need the best resources available. Take responsibility for seeking out and taking advantage of every possible avenue of training. If your denomination offers an association for ministry assistants—connect. Sign up for conferences or seminars when you can. And, use the tremendous resources available through Effective Church Communications. Learning and using new skills is a fabulous way to beat the blahs!