As I sit in my office contemplating the last year, I am overwhelmed by a profound sense of thanksgiving. At this time a year ago, I was lying in a hospital bed, recovering from open-heart surgery.
As many of you may (or may not) know, a year ago things were very different in my life. After more than a week of exhibiting some very serious symptoms, my family, staff and friends began voicing their concerns. My son, Ronnie Jr., had been out of the country preaching, and while he was away, he had a heavy burden for me. He and his host pastor prayed and interceded for my life, and upon returning home, he tried to convince me to go see my doctor.
The most successful military generals and athletes ruthlessly study the strategy and tactics of their adversaries. In a similar way, effective pastors and ministry leaders have always studied the enemy. The Bible is very clear about evil, and there’s no question the enemy will stop at nothing to destroy God’s people. But in my experience, the vast majority of pastors and leaders aren’t recognizing a new but remarkably effective tool in the enemy’s arsenal: distraction.
A few weeks ago, I had the opportunity to lead a breakout session at Lifeway’s Kids Ministry Conference 2012 titled, The Non-Confrontationalist’s Guide to Confrontation. Last week, we posted here reason No. 1 you want to lean into conflict. You can catch up here.
Today, let’s address reason No. 2:
Conflict Hinders Collaboration
Don’t be deceived into believing that a small conflict has a small impact. A small conflict grows over time. It slowly erodes trust between team members. If not addressed, it becomes the purple elephant in the room that everyone knows is there but no one wants to talk about.
In a recent conversation, I was reminded of a set of questions that Marcus Buckingham developed to measure job satisfaction. This list is several years old, but it still provides great insights. I challenge you to consider going through these questions with your team. (My team will.)
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment that I need in order to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the past seven days, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission or purpose of my company make me feel that my job is important?
9. Are my coworkers committed to doing quality work?
10. Do I have a best friend at work?
11. In the past six months, has someone at work talked to me about my progress?
12. This past year, have I had opportunities at work to learn and grow?
Which one of those 12 questions challenges you the most? You can check out the rest of the magazine article originally published in Fast Company.
By the way, Buckingham also has a resource available called The Truth about You (Thomas Nelson, 2008). It’s a toolkit including a DVD, interactive book and a “rememo” pad to help you enjoy higher satisfaction with life and work.
Among other things Buckingham confirms, “You’ll never turn your weaknesses into strengths.” I hope that sets you free.
Tony Morgan is the chief strategic officer and founder of TonyMorganLive.com. He’s a consultant, leadership coach and writer who helps churches get unstuck and have a bigger impact. For 14 years, Tony served on the senior leadership teams at West Ridge Church (Dallas, Ga.), NewSpring Church (Anderson, S.C.) and Granger Community Church (Granger, Ind.). With Tim Stevens, Tony has co-authored Simply Strategic Stuff, Simply Strategic Volunteers and Simply Strategic Growth—each of which offers valuable, practical solutions for different aspects of church ministry. His book Killing Cockroaches (B&H Publishing) challenges leaders to focus on the priorities in life and ministry.
For the original article, visit tonymorganlive.com.
All of us want to be part of a team that is successful, accomplishes goals and gets things done. But a “make it happen” team culture is only possible if we, as individuals and leaders, are truly committed to do our part in helping create that team culture.
So here are 15 keys I’ve found for how each of us can contribute to that end:
1. Your yes is yes, and your no is no. Do what you say you will do.
2. You take responsibility before being told.