All church staffs are not teams.
Teamwork is easy to recognize where it exists, but hard to define where it doesn’t. Ministry assistants are often the first to recognize when teamwork is only a phrase tossed about in staff meetings.
While building teamwork is primarily the responsibility of the executive, an assistant can do much toward promoting a more excellent church office team.
Know what teamwork is.
An appropriate definition is: two or more people moving along a path of interaction toward a common goal.
One is not a team, regardless of how effective that one is. There is no team if there is no forward motion or communication. A staff is not a team if the staff members do not have a shared vision. When even one of these three elements is missing, whatever the group is, it is not a true team.
So, if two or more are working on a project—but not communicating—there is no teamwork. If they are communicating—but not focusing on a common goal—there is no teamwork. Knowing this important principle helps you carry your weight on the team.
Understand team dynamics.
When a church staff works as a team, the sum is more than the parts. My results are not simply added yours but the results of both of us are multiplied.
Operating as a team of two, a pastor and assistant will actually accomplish more than they could by operating independently. Each still focuses on his or her own responsibilities but they share a strong dedication to the work of the church. They demonstrate mutual respect for one another, engage in open and honest communication, have common ministry goals, and actively work toward professional growth.
• Know the staff’s strengths.
In excellent teams, each person has opportunity to use what he or she does best. More time is spent on using strengths than is spent on bemoaning weaknesses. Know what your team members (including volunteers) have to offer in ideas and skills. Give opportunity for them to contribute so the end result is the best it can be.
• Aim for results.
Not many church staff members have a hard time staying busy. Even on the least effective staffs, people put in hours. Energy is exerted—sometimes a great deal—but too often little of value is actually accomplished. It is easy for staffs to fall into the trap of majoring on personal priorities or of having no priorities at all. Results suffer.
• Recognize and use your skills.
What do you bring to the team? So much! You contribute personal qualities, people skills, technical competence, and a vast amount of work-related knowledge.
Think beyond your own responsibilities and tasks. Consider how your efforts fit in with the efforts of other staff members. Use what you know—not only to be a good team member, but to be a team builder as well.
You want the answer to, “Are we a team?” to be an absolute “Yes!”
