Setting the context

4. Setting the context Multiplying leaders to build movements everywhere requires that development be designed around the needs of the individual as well as the organization.

5. Setting the context The Staff Development Cycle provides an important bridge between the Personal Development Process and the Leadership Pipeline Process - ensuring close alignment between one’s personal development and the overall organizational mission and focus.

6. People are precious: We desire to be good stewards of our time and people. The staff development cycle helps us maximise and focus the conversations we have with our team members, ensuring we are being fruitful and wise stewards. It is as simple as 2 peoplehaving 3 conversationsthis year and it could take as little as 5 hours in all.

7. Staff Development Cycle Team Leader Oversees Process

8. Position Focus, Refine and Review

9. Position Focus, Refine and Review Key Questions • How are a job description and a position focus different? • How is a position focus formed? • What is the nature of a position focus review? • How to properly conduct a position focus review?

10. Job Description and Position Focus Job description: • fixed over a long period of time • broad – covers all responsibilities • doesn’t reflect changing ministry conditions • may not consider leader’s experience & maturity Position focus: • dynamic – reshaped regularly • focused – fairly narrow scope (priorities) • takes into account current ministry priorities • incorporates developmental needs

11. How is a Position Focus formed? A position focus should include: • Four to five key ministry objectives • Progress on the personal development plan • The possibility of a developmental assignment

12. How is a Position Focus formed? A position focus is informed by: • Updated strategic plan and end of the year ministry evaluation • A Job Description • A Personal Development Plan (built with input from a 360 assessment) • Input and direction from the direct line leader regarding the next developmental steps

13. Nature of Refining and Reviewing a Position Focus It is an opportunity to affirm strengths, celebrate successes, acknowledge areas of growth, and appreciate a staff member’s contribution to the overall ministry (Matthew 3:17, 17:5 and Hebrews 6:10) It is also an opportunity to provide honest feedback about unfulfilled responsibilities or areas of stalled personal or professional growth.

14. Nature of Refining and Reviewing a Position Focus The positive should always take priority over the negative. Emphasis should be given to strengths over failures (Revelation 2:1-7). The person should leave this time encouraged by their growth and progress, and with renewed direction on how to be more effective in achieving their desired results.

15. How to Conduct the Staff Development Cycle 3 Focused, Intentional Conversations

16. First Conversation: [re] focus Beginning of the year: Position Focus Established Expectations set

17. How to Conduct the Staff Development Cycle First Conversation: [re] focus Establish the Position Focus • 60 minutes Preparation • Consider: • What is the role? Why does this exist? What are key ministry responsibilities (in light of our team plan)? What are the personal development priorities? What is essential for professional development • 60 minutes Conversation • Discuss the above and complete the Position focus form

18. How to Conduct the Staff Development Cycle First Conversation: [re] focus Establish the Position Focus Going further: If available, the team or ministry strategic plan, the team member’s Job description and their Personal development plan all help inform this conversation Outcome of the position focus: An individual’s personal ministry and development plan for the year.

19. How to Conduct the Staff Development Cycle

20. Second Conversation: Refine Mid-year: Position Focus Refined Expectations reset

21. How to Conduct the Staff Development Cycle Second Conversation: refine The Mid-Year Review • 60 minutes • Adjust the position focus as required • Use the Position Focus to focus the conversation. • What has gone well? • What has not gone so well? • What are you learning? • What will you do differently? • What do you need more of? Less of?

22. How to Conduct the Staff Development Cycle Second Conversation: refine The Mid-Year Review Going further: If you or the team member is having difficulty identifying appropriate development areas, this may be a good time to initiate a 360o review.

23. How to Conduct the Staff Development Cycle

24. End of the year: Position Focus Review Expectations met? Third Conversation: review

25. How to Conduct the Staff Development Cycle Third Conversation: review The End-of-Year Review • 30 minutes Preparation • 90 minutes Conversation • The conversation has 2 aspects: • Zoom in: How well has the position focus • Concentrated efforts on the priorities? • Zoom out: How has the position focus fitted • with the other aspects of the individual’s role? • What changes need to be considered for • next year?

26. How to Conduct the Staff Development Cycle Third Conversation: review The End-of-Year Review • Going further: • What can be done to maximise the next cycle, • ahead of the refocus conversation? • Have a clearer strategic plan as a team? • Write up or amend a full Job description? • Gain further input for the Personal Development Plan?

27. How to Conduct the Staff Development Cycle

28. Beginning of the year: Position Focus Established Expectations set Mid-year: Position Focus Refined Expectations reset End of the year: Position Focus Review Expectations met?

29. How to conduct the Staff Development Cycle • We recommend placing a copy of the annual Position Focus: Review in a person’s HR file: • It provides an ongoing record of the person’s PDP progress and growth. • An individual’s contributions to the mission are documented. • A person’s leadership development is recorded. • It provides valuable information for leadership making future placement plans.

30. How to conduct the Staff Development Cycle • The position focus is established and refined at the mid-point and reviewed at the end of each ministry year. • The team leader initiates the conversationsand provides timely accountability, midcourse corrections, encouragementand evaluation. • After completing the Position Focus Review, theleaderfills out the Review form and keeps a copy together with the Position Focus Review form for future reference.

31. One Leader’s Experience In October each national SLM director was trained in the PF tool…most were not excited about another tool for development. This week I am with nine of those SLM leaders again and they are now VERY EXCITED about the PF tool. We are starting to believe the connection that the Shaping Our Future Survey drew out - those staff with a common purpose and a clear role are more missionally effective.