Creating High-Performance Teams source: Ken Blanchard, NEXT, vol.5, no.2 Copyright John P. Chandler, 2000

Team Leadership 4 Trends in effective churches: –decentralized leadership in gift-based partnership between staff and laity teams –intentional focus given to developing teams

Characteristics of High- Performing Ministry Teams 4 P. 4 E. 4 R. 4 F. 4 O. 4 R. 4 M.

Purpose 4 A high-performing teams needs to know where it is going and what its goals and purposes are

Empowerment 4 To function well, a team needs to have the power to make decisions and carry out what is necessary to accomplish its goals

Relationship 4 High performing teams communicate well and have a high sense of trust among members

Flexibility 4 While a team needs to know where it’s heading and what its goals are, it has to be able to change direction when circumstances demand

Optimal performance 4 The reason you form a team is to accomplish a goal

Recognition 4 In order to feel good about themselves, team members need to be recognized and appreciated for their efforts 4 Catching people “doing things right” is very important in a team environment

Morale 4 People need to feel good about being part of the team 4 Where people feel discounted, uninvolved, or unappreciated, team performance suffers 4 Morale is barometer of human condition of any team

Conclusion 4 The “P.E.R.F.O.R.M.” model is the glue that holds a team together 4 High performing teams have a clear purpose vision and goals the “banks” that make a puddle into a river!

Creating High-Performance Teams John P. Chandler The Ray and Ann Spence Network for Congregational Leadership Copyright John P. Chandler, 2000