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; Effective Church Communications can help.

How to get better technical support

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Article by Gayle Hilligoss

Ed. note: As always, lots of great tips here and one of my favorite is at the very end—how easy it is with technology to forget that real people are at the end of our tech traumas. Gayle helps us remember and respond with grace.

Sooner or later, it will happen!

Your computer is humming along when suddenly a strange message appears. You copy it down and note exactly what you were doing when the crash occurred. You thumb through the manual, find and try some options, noting each as you work.

Nothing helps. It’s time to call in the big guys. Being a professional, you calmly turn to your updated list of support line numbers, websites, and email addresses and select the most likely source of help.

Before you pick up the phone, type the email, or visit the website, give yourself the best chance of getting fast, accurate answers by getting all your ducks in a row.

• Have at hand the notes of the exact wording of any error message on the screen, the actions you were taking when the problem occurred and the actions you tried. Have the software in question running.

• Be prepared to describe specifically what happened. Be direct and to the point in stating your difficulty. Use proper terminology, never whadayacallit, etc.

• Have pertinent information at hand: the make and model of your computer and of any relevant peripherals, the program name and version, serial numbers.

• To give yourself uninterrupted time, arrange to have someone else take care of office business while you are with the support technician.

• On your preliminary notes, make a place for the name of the support person you contact. Ask for a phone number and extension or the best procedure for contacting that person if you need more help on this problem later.

One last suggestion from a technical support person: “Please have patience. Support lines are always busy. One of the most helpful things callers can do once they connect is to get right to the problem—even though they are upset, have backed up work to do, are having a bad day, whatever. We know people are not calling us under happy conditions, but the sooner we can solve a problem, the sooner we can help someone else—maybe you.”

 

Don’t just be efficient, be effective, part three of The Number One Time Management Technique

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Article by Gayle Hilligoss

Ed note: I have been greatly challenged from this series of articles and on my list for today is "Publish Part Three of Time Management Article." I almost hate to end this series of tips, but I must finish my checklist!  Links to the first two parts of this series are at the end of the article:

To recap some of the invaluable Time Management Techniques in the two earlier parts of this series, Gayle Hilligoss has advised us to:

• In the afternoon, make your list for the next day.

• Include both long and short-term goals.

• Include thinking and planning time.

• Break large jobs into small ones.

• Allow for lunch and break times.

• Keep your list visible.

• Give each item on the list a priority.


Now for Part 3:

• Group similar tasks.

Studies show that doing like tasks together may cut the time required by as much as 30 percent. As you schedule your day try to arrange some blocks of time. Your goal is to move from scattered to scheduled, from random to routine.

When tasks or appointments can be scheduled at your discretion, choose timing most convenient to you. If your office generally has a least busy time of day, schedule work that demands high concentration then.

As you plan when to do things, consider what they will demand of you. Use your high energy times to do your most difficult work. Be flexible in your habits. Perhaps you’ve always done a certain routine job in the morning, your high energy time. Would it be more effective to reschedule that “not so challenging” job at a low energy time?

• Understand the Pareto Principle.

Vilfredo Pareto was a nineteenth century Italian economist. Studying the distribution of his country’s resources, he determined that 80 percent of the wealth was held by 20 percent of the people.

Researchers have discovered Pareto’s 80/20 rule applies in countless circumstances. For instance, 80 percent of your church’s offerings are likely given by 20 percent of the membership, 80 percent of the leadership provided by 20 percent of the people. And, probably 80 percent of your problems are generated by 20 percent of the congregation.

On your to-do list, 80 percent of your productivity is in the 20 percent of your list designated as As. If you do only the As, the most important 20 percent of your list, you will have accomplished 80 percent of your productivity. But, if you work from the bottom of the list and do eight things, all the Bs and Cs, you do 80 percent of your list but accomplish only 20 percent of your productivity. The 80/20 rule graphically illustrates why it is so important to stick to your priorities.

Efficiency is doing the job right. Effectiveness is doing the right job right. Your goal is to be effective, not just efficient. Keep those As crossing your desk until all are completed. The temptation to do Bs and Cs first is understandable. Usually these tasks are easier or take less time, and everybody likes to check things off. If you need help sticking to priorities, write your As on one list and your Bs and Cs on a second sheet underneath. Raising the sheet is a reminder that you’re straying from your priorities.

Work on one project at a time, seeing it through before moving on to the next. Obviously, this is not always possible. But often we interrupt ourselves. Make sure your only interruptions are the ones over which you have no control.

• Finally, keep your lists as a reference.

File your weekly to-do lists with the most current week to the front. This creates an accurate record of work done, calls made, materials ordered—any information you want may need to refer to later.

Using these steps allows you to tap into the number one time management technique effectively. The guarantee is not that you get every task on you list done, but that the most important tasks are accomplished.

Rather than fret about the unchecked tasks, as you leave the office thank God for all you did get done. Congratulate yourself for your accomplishments and keep your undone tasks on tomorrow’s to-do list where you’ve parked them. Leaving the office feeling good about the day prepares your spirit to face tomorrow with enthusiasm.

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Link to Part One of this Article

Link to Part Two of this Article

The number one time management technique and how to use it, part two

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Article by Gayle Hilligoss

Ed. note: In Part One we learned the valuable skill of making lists, in this part you'll learn how to use your list effectively.

• Break large jobs into small ones.

No matter how overwhelming the job, it will be done more effectively when it is reduced to a series of small tasks. Whether the job is producing a directory or writing a policies and procedures manual, spend time with pencil and paper identifying each step of the process. Then, working backward from the time the project must be completed, put the tasks on your list giving each a deadline. Seeing that the whole job doesn’t need to be done in a day, or even a week, keeps things in their proper perspective.

• Allow for lunch and break times.

When you are really busy it is easy to believe working through lunch and not taking breaks will catch you up. Actually, it may get you further behind. Researchers have determined that workers taking a 15 minute break in the morning and a 15 minute break in the afternoon are consistently more productive than those working that extra 30 minutes. Other studies confirm the benefits of a relaxing lunch hour. Fatigued, hungry people just don’t produce very good work. Mistakes are made that must be corrected later, often taking more time than doing it right in the first place.

A good practice is, “When you work, work; when you break, break.” If you compromise by working while having lunch or a snack at your desk, you produce mediocre work and lose all the recuperative benefits of a real break as well.

If you are consistently expected to do more than can reasonably be done, take the initiative in seeking a solution. The tendency is to expect the minister or a committee to recognize the problem and take action. Realistically, the person who suffers from a problem is usually the one who must solve it. As important as your job is, you are more important. Be responsible for taking care of yourself.

If you find yourself spinning your wheels, shuffling papers, or being unable to concentrate, give yourself a change of scenery. Leave the office for a short walk if you can, even it it’s just down the hall. Or slip into the sanctuary for a few quiet minutes. A short break makes a world of difference. When you plan your day, allow for your important “time outs.”

• Keep your list visible.

Your list is a map for your day. Sometimes side trips will be added to the agenda, but your list will get you back on the main road. Having your list in plain sight lets you and others see at a glance if your schedule can accommodate additional tasks. Seeing your agenda makes your supervisors more aware of demands on your time and enables them to evaluate your contributions realistically.

A short stand-up meeting each morning allows you and your minister to compare and verify priorities. Work ahead when things are going your way so those inevitable emergencies won’t find you playing catch-up. Be sure to add to your list things you do that were not on your original schedule. As long as your list is out where others will see it, omit any personal or sensitive information, unless it’s in your own private shorthand.

• Give each item on the list a priority.

Find out when each task is needed before listing it. Never assume a task is an A just because it comes from your executive. Ask. As soon as the list is made, ask yourself, “What can I delegate?” Mark those things D and note names. Delegating is an effective way to check things off your list without doing them yourself. Understand, delegating is not shirking your work. This important management skill frees time for work needing your personal attention and at the same time allows others to develop their skills.

Next, identify on your list the most important two things you must do yourself. These are your A1s. A good rule of thumb is not to have more than ten items on your list and only two A1s. Obviously, there will be days... But do try for those ratios.

Designate as As any other items that you must attend to, ideally no more than two. Use a highlighter to emphasize these high priority tasks. Next, mark as Bs the shoulds on your list. These are important tasks, but not musts. The remaining tasks are Cs, things you would like to do if all goes well, but low priorities. Just on Mondays I make a list of CZs, low priority jobs that I can do with any loose change time during the week.

Give each job a deadline, such as: do before 10 A.M. or a time frame, such as spend 40 minutes on this. This important step keeps you from scheduling too many hours of your day and from spending more time on a task than its priority dictates. Parkinson’s Law, “Work expands to fill the time available,” has never been repealed. If a time limit is not set externally, set a self-imposed deadline to keep yourself moving along. Multiply your estimated time need for the job by 1.25, giving yourself an extra 15 minutes for every hour you think you will need. I don’t know whose law it is, but things always take longer than you think they will.

______________________

Link to Part One of this article.

Link to Part Three of this article

 

 

When you are the supervisor

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Article by Gayle Hilligoss

Ed. note: As if a supervisory position was not difficult enough, Jesus reminds us that becoming a leader in the church means becoming servant of all. This wise article by Gayle Hilligoss provides great advice that will help you not only do a good job, should you need to step into that position, but do it in a way that will be pleasing to the leaders of your church and to our Lord.

Church office professionals often must step into the role of supervisor or project manager. Sometimes there is very little—if any—notice before the opportunity arises. Be prepared. Whether your task is to guide volunteers, interns, or paid staff, build on your administrative expertise to develop your leadership skill set.

• Pinpoint your goals.

Exactly what are you to achieve in your supervisory position? What is it your team is to accomplish?

• Communicate those goals.

Through team and individual meetings firm up these goals with your team. Allow for their input, but keep the goals specific.

• Appreciate each person’s individuality.

Get to know your people; understand the differences in their personalities and abilities. People are more productive and more enthusiastic about their work when they know their supervisor cares about them as individuals.

• Give clear instructions.

If it is important a job be done a certain way, be sure to give specific how-to. Supervisors make a mistake in assuming workers can read minds or that people will be offended by being told what is expected. For some projects it can be helpful to have each team member write her own brief job description. During a group discussion make any revisions necessary.

• Get team members started.

Obviously, how the process works depends on the type of project. Generally, you will demonstrate what you want done, allow the team member to take over the task, and then check back to see how things are going and if there are questions.

• Trust. But, verify.

Once workers are doing their tasks, respect their ability to perform well. Let them know you believe in them. Make sure they know they can come to you with any questions. Schedule regular checkup times to be sure all is going according to plan.

• Really listen.

Get input from others on decisions affecting them. As the project progresses encourage them to give feedback on projects and to give suggestions on how things could be done.

• Be a role model.

The effective supervisor sets a good example and has credibility. One cannot expect workers to perform with excellence if the supervisor lacks personal commitment. If you handle your time well, are pleasant, and produce quality work, it is likely your team will emulate your style.

• Be supportive.

Workers deserve the support of their supervisor. Look out for the interests of your subordinates. Do your best to see they have the time and equipment they need to do the job expected.

• Utilize resources.

Ours is an information society. Keep yourself on the cutting edge with online services, webinars, on-site seminars, and professional affiliations. Provide printed materials and online resources for those you supervise. Stretch! You can make this project a great learning experience for the team members and for yourself.

• Fill people in on the big picture.

When workers know how their part of the job fits in with the total goal they better understand the importance of their contribution.

• Be objective in dealing with others.

Supervisors must be willing to risk personal popularity to get the job done. Sometimes the task you need to delegate is not a pleasant one, but is a necessary step in reaching the goal. Resist the tendency to believe you must do these kinds of jobs yourself. Your time is best spent on things that cannot be delegated.

• Accept responsibility for your own mistakes.

Even supervisors make an occasional mistake. Stay honest; own up to yours.

• Compliment the worker on a job well done.

Be sincere in showing your appreciation both privately and publicly. Give credit to others for their contributions. If criticism is necessary, do it privately and constructively—and only after you have tried other methods to bring about the changes you want.

• Lighten up.

Take your job seriously, but not yourself. Be the kind of supervisor you would like to work for. Be careful never to get carried away with your own importance. Those who throw their weight around make poor leaders.

You can do this. You can perform with excellence when you are the supervisor.