2012, All Rights Reserved 1

Size: px

Start display at page:

Cornelius Patrick
6 years ago
Views:

Understand the role of leadership development in promoting a flourishing pastoral team!

1 Mid-Atlantic Congress, March 8, 2012 That participants will:! Understand the impact of employee engagement in the ministerial workplace! Understand the role of leadership development in promoting a flourishing pastoral team! Be able to identify six elements of a successful leadership development program! Be able to identity strategies for creating a culture of accountability in their organization in the area of performance development. 2012, All Rights Reserved 1

National Federation of Priests Councils National Association of Church Personnel Administrators National on Church Management With the Center for Creative

part of ministerial workplace practice, that provide a formal opportunity for every individual minister to reflect on his or her own performance and get

Appraisal and feedback is most effective when conducted in the context of the mission of the parish or diocese.

2 National Federation of Priests Councils National Association of Church Personnel Administrators National on Church Management With the Center for Creative Leadership All slides, copyright, 2012 In a comprehensive personnel system, this area [Evaluation and Feedback] addresses regular performance appraisals, as a part of ministerial workplace practice, that provide a formal opportunity for every individual minister to reflect on his or her own performance and get feedback from a supervisor and that may include the views of colleagues and those served. Appraisal and feedback is most effective when conducted in the context of the mission of the parish or diocese. Documentation of honest and constructive feedback about deficiencies and subsequent steps for improvement is important, as is both formal and informal recognition of generous, Christcentered, and effective service. Co-Workers in the Vineyard of the Lord 2012, All Rights Reserved 2

Those who minister in the name of the Church are called to grow in

reflect his life and communicate his message.

ministry as we exercise it and as we reflect upon our words,

3 Those who minister in the name of the Church are called to grow in the likeness of Jesus so that our ministry can more accurately reflect his life and communicate his message. We understand and appreciate the meaning and purpose of our ministry as we exercise it and as we reflect upon our words, actions and effectiveness John 13:1-15 Ministerial Workplace Hewitt Associates, Employee Engagement: Insights into why it matters and what you can do about it by Raymond Baumruk and Ted Marusarz, , All Rights Reserved 3

4 1. Purposeful selection of talent 2. Meaningful work 3. Clear work impact 4. Inspired leadership 5. Continuous learning and development 6. A sense of community 7. Results-based recognition and rewards Hewitt Associates, How well are you doing as a pastoral leader?! What leadership competencies do Catholic priests require?! How do we encourage accountability for the ongoing formation of pastoral leaders?! How can young priests learn how to become good pastors?! How can we capitalize on opportunities at hand in every day ministry situations?! How can you tell the leadership strengths and development needs of your pastoral team? 2012, All Rights Reserved 4

The fear of not looking good is one of the greatest enemies of learning.

5 The Need for Leadership Development!2010 Center for Creative Leadership. All rights reserved. The fear of not looking good is one of the greatest enemies of learning. To learn, we need to acknowledge that there is something we don t know, and to perform activities that we re not good at. Peter Senge The Fifth Discipline 2012, All Rights Reserved 5

6 1. Leading Others 2. Leading the Organization 3. Leading Yourself Opportunity for leaders of the Church to: gain insight into their ministerial leadership performance work with a facilitator / mentor / coach to integrate into ministry identify actions to take to support ongoing formation and develop a plan 360 Feedback Tool = Vehicle 2012, All Rights Reserved 6

Is A systematic way of collecting multiple people s

creating a development plan Superior You choose your

superior all feedback is anonymous Direct Reports Others

7 Is A systematic way of collecting multiple people s opinions about behaviors Assessment A spring board for creating a development plan Superior You choose your raters Supervisor Raters Peers Except for supervisor/ superior all feedback is anonymous Direct Reports Others Feedback reports are strictly confidential 2012, All Rights Reserved 7

8 ! Increases self-awareness! Confirms known strengths and development needs! Highlights blind spots and unrecognized strengths! Focuses on behaviors that can be modified! Based on 25 years of research An organization has a development orientation if: 1. Senior managers participate in the development process 2. Success planning is taken seriously 3. Superiors and supervisors are held accountable 4. All employees have development tasks 5. Mistakes are treated as learning opportunities 2012, All Rights Reserved 8

Assessment Diocesan Context GROWTH Support

Expectations, Ownership, Accountability!

11 Assessment Diocesan Context GROWTH Support Challenge! Context setting and positioning within diocese / organization is critical Expectations, Ownership, Accountability! Need for integration with other HR Systems and Ongoing Formation process! Need for awareness-raising / education for participant, raters and supervisors 2012, All Rights Reserved 11

12 ! Pastoral Leadership Competencies From:! Pastores Dabo Vobis! The Basic Plan for the Ongoing Formation of Priests! In Fulfillment of Their Mission: The Duties and Tasks of a Roman Catholic Priest! Co-Workers in the Vineyard of the Lord! National Certification Standards for Lay Ecclesial Ministers! Created Two Competency Models One for Lay, one for Ordained Validated with broad audience 2012, All Rights Reserved 12

13 ! 13 leadership competencies with 81 specific behaviors Communication Selecting/Developing Managing Conflict/Negotiation People Listening Inspiring Commitment Brings Out Best in People Planning and Goal Setting Influencing, Leadership Openness, Flexibility Seeks to Learn Time Management! Ministerial Competencies Focus on Ministerial Identity and Role: Person of Faith and Minister of the Church! Open-ended Questions Focus on Effective Ministry Brings Out the Best in People - Has a special talent with people that is evident in his/her ability to pull people together into highly effective teams. Is able to pull people together around a common goal. Is able to draw out the best in people. Is able to achieve consensus even when people disagree on the best course of action. Has a special talent for dealing with people. 2012, All Rights Reserved 13

15 While perceptions may not be the ultimate truth, they are what people use to make decisions. Breaking the Glass Ceiling! Who to ask for it?! When to ask for it?! How to ask for it?! How to use it? 2012, All Rights Reserved 15

17 ! Feedback is not the complete truth! Feedback is a snapshot! Feedback is data! You are the expert about you context matters! Two common mistakes: agree or disagree too quickly 2012, All Rights Reserved 17

Curve Developmental Planning Roadmap Analyze Results Define Development Goal Integrate Strategies Strategy 1 New Position Strategy 2

18 Avoiding a Learning Experience Leveling!Off!" The!Comfort!Zone Lost!Learning Decision!to!Avoid Stress!and!Risk!of Performance!Drop Potential!Learning!Curve Developmental Planning Roadmap Analyze Results Define Development Goal Integrate Strategies Strategy 1 New Position Strategy 2 Existing Position: Current or New Challenges Strategy 3 Ongoing Feedback Strategy 4 Mentors and Coaches Strategy 5 Training and Reading Incorporate Effective Learning Tactics Seek Feedback and Support for Plan Implement Plan 2012, All Rights Reserved 18

19 1. Identify your strengths and development needs! Confirmed strengths! Unrecognized strengths! Confirmed development needs! Unrecognized development needs 2. Prioritize your data! How important is this area in my current ministry?! What challenges will I face in my pastoral leadership over the next year or two?! How will developing in this area enable me to meet those challenges more effectively! Is it worth the time and effort it will take to change in this area?! How motivated am I to develop in this area? 2012, All Rights Reserved 19

20 3. Identify and articulate your goals! Set 2 or 3 goals with observable outcomes! Choose goals that are important to you and that you can commit to accomplishing! Goals should be clear, specific and assessable 4. Create an individual pastoral leadership development plan Include:! Goal! Time frame for completion! Action Steps! Expected outcomes! Trade-offs 2012, All Rights Reserved 20

21 5. Follow Through! Responding to 360 assessment! Receiving and responding to ongoing feedback! Staying on track! Set a date for review! Make an appointment with a supervisor or superior 2012, All Rights Reserved 21

22 Create developmental relationships These relationships should represent one of three functions:! Assessment (ongoing feedback)! Challenge (to push you beyond your normal comfort zone)! Support (both ministry support and personal support)! Development in Place! Diocesan Formation Programs! Catholic Colleges, Universities, Seminaries! National organizations!nfpc, NACPA, CLI, Mantle of Elijah, etc.! Websites!TheLeadershipRoundtable.org!ChurchEpedia.org!CatholicStandardsForum.org!CatholicPastor.org 2012, All Rights Reserved 22

23 Central to our understanding of stewardship and development is the concept of accountability. Dioceses, parishes, schools, and other church-related organizations that seek to develop urgently needed human and financial resources need to show that their programs and services truly make a difference in meeting the spiritual, educational, and social needs of the people they serve. This is a basic requirement of stewardship and development to render an account of the organization s use of the time, talent, and treasure entrusted to its care. Stewardship: A Disciple s Response US Bishops Pastoral Letter on Stewardship, USCCB, , All Rights Reserved 23

24 Time Talent Treasure and TRUST! Allows the diocese / organization to identify group strengths and development needs.! Allows individuals to gain a sense of how they compare with overall group.! Initiates a discussion about the impact of strengths and development needs on the diocese / parishes / organization.! Reviews the importance of pastoral leadership competencies within the diocese/parishes. 2012, All Rights Reserved 24

25 ! Informs formation needs analysis and development planning.! Provides a comparison to other groups.! Identifies skill areas most important for success (as perceived by collective rater group)! Creates a baseline for development efforts and ongoing formation! Helps shape a conversation about future needs of diocese / organization. 2012, All Rights Reserved 25

26 o Clarify the organization commitment to leadership development o Elicit senior management (diocesan) support o Identify the audience o Select the assessment tool o Conduct the 360" assessment o Conduct feedback program o Support development planning o Provide ongoing coaching o Evaluate the process! How well are you doing as a pastoral leader?! What leadership competencies do Catholic priests require?! How do we encourage accountability for the ongoing formation of pastoral leaders?! How can young priests learn how to become good pastors?! How can we capitalize on opportunities at hand in every day ministry situations?! How can you tell the leadership strengths and development needs of your pastoral team? 2012, All Rights Reserved 26

Manager, Supervisor & CEMA Skill Set Model County of Santa Clara

Leads Innovation Leadership Styles Manages Change Models Integrity, Trust & Transparency Strategic Thinking and Planning Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Conflict Management