Perhaps you’ve handpicked your team. Perhaps you’ve inherited your team. Or maybe you’ve got a mix of both. You know they can do better. You need them to do more. Instead of flogging them or wishing it would be different, you’re ready to invest, to give them tools, insights, and a plan of action to take it to the next level.
You see through the agendas, the politics, the cliques, and the turf. You want them to care as much about the overall success as they do about their own. You are counting on them to deliver. The organization’s future depends on it.
What if each one of your direct reports had one place to access customized information about their own leadership style and skills? What if they could learn about how others really perceive them? What if they knew how their boss felt about them? Meaningful changes and improved results rarely occur when grounded in wishful thinking, ignorance, or assumption. Instead, individuals respond when they are given clear facts and held accountable to an action plan. That’s what the Leadership Portfolio can do – it specifies attributes and actualities, many of which can be quite positive and reinforcing. From there, the leader can make adjustments, enhancements, and improvements, further developing their skills and their contribution. For the manager of the leader being evaluated, the Leadership Portfolio is an exceptional reference for effective coaching and development.
You’ve heard the talk about high-performing teams. You believe you’ve got good people aboard but they’re not really acting like a team. You’re not sure if they have each other’s back. There seem to be issues around trust. Things don’t feel in synch but no one’s talking about it. Those that are talking have their own best interests in mind. There is a way to find out what’s going on. It’s called Discovery. Discovery is a customized interview feedback process. The participants are kept anonymous and their feedback to our open-ended, individualized questions is completely confidential. Everyone’s responses are aggregated and comingled. Trends are extrapolated and reviewed. The deliverable is an insightful and revealing report of verbatim comments gathered from those interviewed. It’s a candid and comprehensible way of getting to the heart of the matters at hand. It might even uncover some things you didn’t realize were there.
Team effectiveness is dependent upon team communication. The quality of the team’s work, to a large extent, depends upon the quality of the information shared. The ability of team members to understand and communicate information enables them to work together collaboratively. A team’s cohesiveness depends on building strong relationships among team members. Communication is critical. When team communication skills are strong, it raises the chance that good ideas and best practices will be shared openly. Team members can be hesitant to provide input for fear of being criticized or having their ideas dismissed. Teams that can establish an open, positive and supportive environment among team members are in a better position to hear those good ideas and learn from the best practices of the group. The process for building or improving team communications is a simple and powerful one. Each team member completes a leadership assessment. The results are compiled and aggregated revealing a composite team profile of communication styles and behavioral tendencies. Once identified, the team members can work on communicating with others in the style and tone to which they are most receptive.
"For the past forty-one years, God has privileged my wife and me to pastor an underclass, mostly minority church in the inner city of Denver. The divide between that demographic and mainstream society is enormous. So many things that work for the majority culture simply do not work here. It is difficult enough for someone from the outside to accept that disagreeable reality; it is quite another thing to attempt to bridge such a gulf. Eight years ago, Ken and Judi Medlin came to us with singularly open hearts, extensive business backgrounds, and a love for Jesus Christ and the poor. In a few years, they covered interminable social distance that took us decades. And then they offered to coach and equip us with skills we never learned in seminary, much less in urban ministry. As a result, our key personnel and we now have in-depth profiles of how we function as leaders, we have a business plan, and we have been spared some potentially disastrous decisions through their counsel. They have been a literal Godsend. "
New Life in Christ Church