Author: Chris

|| For those wanting to follow the conversation, see my last post here and Jason’s post here. The link backs continue through those posts. ||

Hello Jason,

I appreciate your thoughtful response to my post. You bring up some challenging questions.

Professional Development

You wrote (Bradley, 2018),

“[Hughes, Colarelli Beatty, and Dinwoodie (2014)] ask “What are some work-related situations that would force the person to stretch herself or himself professionally and fill those gaps?” (p. 265). Do you see this as an important organizational tool to develop and implement that would allow the leader to purposefully approach their followers to talk about career development?” (Emphasis mine).

I agree with the value of special projects and feedback for professional development and maintaining excellence—however, I think intentional career development conversations can happen naturally and on a regular basis (Kaye & Giulioni, 2012). As you mentioned, strategic leaders keep their follower’s development in their minds—finding ways to help them grow continually.

Organizational Development

Addressing your question:

“… Employee development should lead to organizational development. Do you agree?” (Bradley, 2018)

I agree insofar as TSLs strike a balance between using a person to grow an organization or growing a person—which benefits an organization. I know the distinction sounds minor. However, motivation is critical. Are we growing someone to get something from them? Or are we growing someone so they get something from us? As I lead in Christian ministry, I want my followers to know I intend to see them develop as they serve. What do you think, Jason?

Characteristics of TSL Leaders

And finally, you wrote:

“It should be remembered that a TSL must demonstrate the 10 characteristics of Servant Leadership, as outlined in Northouse (2018), to their followers for the sake of advancing the organization whether it is during the interview and hiring process or during the exit interview and termination process. Is this not the role and responsbility [sic] of the TSL? Does this not ensure that the right talent is hired, retained, developed, and appreciated?” (Bradley, 2018, Emphasis mine).

I agree with you in the spirit and methodology of TSL. I think one of the weaknesses of servant leadership (SL) is the many characteristics there are to live out at once (Northouse, 2016). If we strive to lead as SLs, we heading in the right direction—but we are human as well. I do not want to come off as cynical—I merely think it is a matter of orthopraxy, or walking the talk. There is an inherent amount of risk in hiring anyone and us practicing TSL does not necessarily ensure a good hire. TSL will assist in retention, development and appreciating our followers, though. When hiring, a strategic TSL understands the necessity to find a candidate who exhibits at least some of the characteristics of SL from the get-go. What do you think?

Thank you for keeping the conversation going.

References

Bradley, J. (2018). Response to a response to BT 1 || TSLS appreciate talent. Retrieved from https://create.twu.ca/jbradley1966/2018/10/13/response-to-a-response-to-bt-1-tsls-appreciate-talent/

Hughes, R.L., Beatty, K.C., & Dinwoodie, D.L. (2014). Becoming a strategic leader: Your role in your organization’s enduring success (2nd ed.). Jossey-Bass.

Kaye, B., & Guilioni, J. W. (2012). Help them grow or watch them go: Career conversations employees want. San Francisco, CA: Berrett-Koehler.

Northouse, P.G. (2016). Leadership: Theory and Practice. (7th ed.). SAGE Publications.

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Response to A Response to BT 1 || TSLs Appreciate Talent

Hello Lillian & Brittany,

I have enjoyed your dialogue regarding the TSL approach to viewing talent as an invaluable resource in our organizations. Feel free to check out their discussion, here & here.

Appreciating Talent

Call it my inexperience or boil it down to a millennial’s entitlement, but I have long held a desire to have my boss approach me to talk about career development. In my last organization, I was a small cog in a giant machine. Our organization had many needs, but seemingly nowhere to go (career advancement-wise). In the back of my mind, I wished for someone on our management team to determine a new strategic direction or focus upon which to move us all forward (See “People are Part of the Solution,” Boyder, 2018). Could a new initiative open up the potential for career advancement or even provide a lateral move more fitting to an employees’ gifts and talents?

The problem in our organization was a strong gravitational pull towards the status quo. We were conditioned to avoid causing ripples. Similar to Brittany’s organization (Mann, 2018), our organization relied on a few executives for decision-making—leaving the rest of us (read: stakeholders) in the dark about changes coming down the pipe. On occasion, even staff roles changed without discussion with the employee.

As a TSL, I want to appreciate the talent placed under my care. Kaye & Giulioni (2012) observe the key to helping employees grow and develop in their careers is by merely keeping the conversation open: “When it comes to the manager’s role in [career] development, talk is actually the most precious and results-driving commodity you have to share” (p. 16-17).

It seems so obvious to state that intentional conversations can make an employee feel valued—however, TSLs add value to conventional leadership methods when they exercise mindfulness. Our employees want to know they matter—and we owe it to them to champion their development in any way we can.

As Lillian has alluded to in her blog: if championing an employee means letting them go, then TSLs have an opportunity to help employees leave well.

References

Boyder (2018). A perspective on the influence of TSL on the strategic process || BT1. Retrieved from https://create.twu.ca/lboyd79/2018/10/09/blog1-bt1/

Kaye, B., & Guilioni, J. W. (2012). Help them grow or watch them go: Career conversations employees want. San Francisco, CA: Berrett-Koehler.

Mann, B. (2018). Response to a perspective on the influence of TSL on the strategic process || BT1. Retrieved from https://create.twu.ca/brittanysportfolio/2018/10/12/311/

Hello Oliver & Others,

I realize I am arriving late to the party—I will try my best to add to the dialogue. I resonate well with aligning local church vision and mission with God’s heart to reach the world with his love.

Moses’ interaction with God in Exodus 33:12-15 has always stuck with me as we exercise leadership  in our churches:

“Moses said to the Lord, “You have been telling me, ‘Lead these people,’ but you have not let me know whom you will send with me. You have said, ‘I know you by name and you have found favor with me.’ If you are pleased with me, teach me your ways so I may know you and continue to find favor with you. Remember that this nation is your people.”

The Lord replied, “My Presence will go with you, and I will give you rest.”

Then Moses said to him, “If your Presence does not go with us, do not send us up from here” (NIV, emphasis mine).

Oliver, as you have described, churches often go into places or engage in ministries or track budgets instead of meeting the real needs of their congregations. As Christian leaders, we must constantly reflect: If God’s presence does not go with us, where are we going?

I want to reply to Boyder’s comments on measuring and vision because they struck a chord with me.

She writes, “I agree with you that it is near impossible to measure the depth of growth a person experiences in their discipleship journey as a result of the work of the Holy Spirit.  Salvation and baptisms are certainly initial measurements, but how do you determine the ongoing growth of the spiritually mature?  My head spins at the thought!” (2018, emphasis mine).

As a pastor, I have spent a great deal of time wrestling with these sentiments—wanting to see our mission as both a church (To produce fully devoted followers of Christ) and as Christians (Matthew 28) fulfilled.

Lepsinger (2010) reminds us,

“Of course there are a wide variety of paths to reach any goal, and choosing among them and establishing priorities is the essence of execution . . . Still, the process can be simplified by breaking the vision down into manageable pieces—the Standards of Excellence . . . Standards of excellence describe measurable results in the areas that are most critical to the organization” (p. 37)

We measure decisions made (salvations) and baptisms—and I want to argue there are more elements to measure; however,  they take much more effort on our end.

• We can measure whether or not people are serving (from ushers, to lay pastors).
• What happens when we measure small group involvement (Leaders and attendees)?
• Can we measure individual financial giving in a relevant manner?
• Do we encourage and measure invitations (Both myself and others inviting others to church)?
• On a case-by-case basis, we must ask, “how are our most spiritually mature engaging in the life and ministry of our church?”

I realize some of these questions can lead us into uncomfortable territory, but it is better for us to ask these questions so we can be intentional as congregants ask us, “How can I grow closer to Christ?”

We can assist our congregants to become better versions of themselves (TSL) when we move them towards spiritual and practical measures. We employ strategic plans with the goal of infusing energy into our one-on-one interactions, our marketing, and even our program development.

I have mentioned some measurables I have employed in the past to track growth. Let me know: what is working for you or what has worked for you in the past to measure growth in the church? What practical strategies have infused energy into accomplishing your mission, or vision?

References

Boyder (2018). Response to leader post || CM1. Retrieved from https://create.twu.ca/lboyd79/2018/10/11/response-to-leader-post-cm1/

Lepsinger, R. (2010). Closing the execution gap: How great leaders and their companies get results. San Francisco, CA: Jossey-Bass.

Parsons, O. (2018). TSL, strategy, self-sacrifice and christian ministry // CM1. Retrieved from https://create.twu.ca/oplearning/2018/10/10/tsl-strategy-self-sacrifice-and-christian-ministry-cm1/