Transformational Leadership in a Vibrant Church REV. DR. BRENT HAWKES, C.M.

Transcription

1 Transformational Leadership in a Vibrant Church PRESENTED BY REV. DR. BRENT HAWKES, C.M. SHELLY MORRIS, MBA, PMP REV. ELDER DON EASTMAN

2 Workshop Agenda Introduction: Rev. Brent Hawkes Visionary Leadership: Rev. Brent Hawkes Building a Shared Vision: Rev. Don Eastman Implementation: Shelly Morris Questions: All

3 Visionary Leadership REV. DR. BRENT HAWKES, C.M. SENIOR PASTOR MCC TORONTO

4 Visionary Leadership 1. Learn to do the Vision thing. 2. Gather it and plant it. 3. Ensure buy in. Your Vision is important but it's their Vision that s transformative.

5 Visionary Leadership 4. Find and empower the implementers. Let go of the details. Remember your 100, 000 feet duties while staying engaged with implementation. 5. Ensure the resources: People - Money - Time

6 Visionary Leadership 6. Force change on the system, the right kind of change. Don't overload the system. Be patient. 7. Learn to say no. Be led by the Vision, not by another good idea. 8. Build a culture of accountability. It starts with you.

7 Visionary Leadership 9. Give away the credit but own the mistakes. 10. Celebrate every small step along the way. This is a long game strategy not a short game quick fix.

8 Building a Shared Vision REV. ELDER DON EASTMAN EXECUTIVE PASTOR MCC TORONTO

9 The Context for Shared Vision Each church has a unique culture Every church has a story and its stories MCCT rooted in the founding narrative of MCC MCC Toronto has a history of advocacy for justice Long-term Pastor is a transformational leader Shaped by the multiculturalism of Canada

10 Seven Historical Highlights Began July 17, 1973 with Rev. Bob Wolfe Rev. Brent Hawkes became Pastor August, 1977 Advocates for LGBT rights from the beginning First legal same-sex marriage in the world 2001 Rev. Hawkes appointed to Order of Canada 2007 MCCT has become a highly diverse congregation MCCT is the Vibrant, Inclusive, Progressive Church

11 The DNA Project Conducted in 2001 to 2003 Based upon work of Thomas Bandy Featured small groups and forums Identified Nine Bedrock Beliefs Stated Ten Core Values Selected a Motivating Vision Created a Statement of Mission

12 The 2020 Vision Project Purpose Build new clarity of mission and vision Provide clear direction for congregational alignment Preceded by MCC Church Size Summit Featured three congregational forums Small group discussions at the forums Conducted three surveys to inform conversations Developed 20 Powerful Questions for discussion Created special website for information and dialogue

13 Three Foundational Questions Where are we as a church right now? Who are we as a church? Where do we want to go as a church in the future?

14 Where are we as a church right now? Current realities of our congregation and its larger environment Contemporary trends in churches and the dynamics of church life Results of the online Size Summit Survey and Congregational Demographic Snapshot Survey Congregational Life Cycle Stages

15 Who are we as a church? The unique history, culture and identity of this congregation Influences of culture in addition to church size that shape congregational identity The results of the online survey on Beliefs, Values and Spiritual Practices Participation in the Wall of History exercise

16 Where do we want to go as a church in the future? Thoughts on our Future Senior Pastor Discussion 1 Who should we plan to reach and serve? Discussion 2 What should we plan to offer? Discussion 2 - What does the vision of MCC Toronto To be a bridge mean to you? Next steps in the 2020 Vision Project process

17 Building a shared vision is like building a great cathedral The building never stops! Creating new guiding documents Drafting new mission and vision statements Communicating the new mission and vision Reinforcing the core values Developing a Strategic Plan Producing alignment with the mission and vision

18 Implementation SHELLY MORRIS, MBA, PMP EXECUTIVE DIRECTOR MCC TORONTO

19 Implementation 10 Critical Success Factors 1. Engage people with the right skills 2. Monitor people s capacity 3. Establish the top priorities 4. Assess the impacts of change 5. Develop clear goals and good implementation plans 6. Hold people accountable in a loving way 7. Create a safe environment 8. Have an effective reward system in place 9. Celebrate successes along the way 10. Communicate! Communicate! Communicate! Page 19

20 1. Engage people with the right skills A pre-cursor is knowing people s strengths and weaknesses. Develop a list of core competencies for key roles. In recruiting volunteers, use the same selection approach as you would use to hire a staff member. The time we spend up front on resource selection will pay off multiple times over in the long run. If you don t have the right people, you may wish to hold off on the implementation of a change. False starts can be very hard to recover from. Page 20

21 2. Monitor people s capacity To do this well, we need to know what our staff and volunteers are already working on. A simple list allocating people s time to various activities/initiatives can work very well. Check in with people frequently to confirm changes to capacity. Don't worry that this will be perceived as micromanaging. Done well, the conversations can be very reaffirming. Page 21

22 3. Establish the top priorities Often when you find the right people, they don't have the capacity for more work. It's time to prioritize! If you have a strategic plan, you've done a lot of the prioritization work already. If you don't have a strategic plan, you can begin prioritizing by listing all the initiatives already underway. Assigning priority usually involves an assessment of the benefits versus the effort required. Benefits are usually framed in the context of your vision and mission. Page 22

23 Summary Dashboard MCC Toronto's Strategic Initiatives Last Updated: November 25, 2012 Phase/Overall Status Key Driver Status Comments on Status Number Initiative/Project Name Active Initiatives 1 Refugee and Immigration Project 2 Staff Development Project 3 Develop and Implement a Giving Plan Vision Project 5 Phase 2 Building Renovation (Accessibility) Alignment with Strategic Plan Priorities Year Staff Lead Increasing MCC Toronto's Societal Impact Becoming a goal-oriented organization in support of our vision of mission Improving the quality of life of existing congregation Becoming a goal-oriented organization in support of our vision of mission Increasing MCC Toronto's Societal Impact Proposal Planning Design Build Test/Launch Realization Milestone Dates Resources Risks/ Issues Brian Brenie G G G G G Shelly Morris G G G G G Rev Don Eastman (with Linda Reid) Rev Don Eastman Shelly Morris (with Brian Woodlock) Budget R R R G G G G G G G G G G G R Continuing to provide support for landed refugees while continuing advocacy work in collaboration with numerous organizations. Priority is the Children's Ministry and balanced scorecards for performance planning. Used to be "Year Round Holistic Stewardship Program". Split into 2 Initiatives - Giving Plan and Engagement Plan Creating Strategic Plan for Board/Staff review at the December 1 Planning Meeting. Completion of construction no longer on track for Dec 21, However, we have until December 31, 2013 to complete the project as per our funding agreement with Ontario Trillium Foundation. Additional fundraising required as lowest bid was $104,000 higher than anticipated. Funding sources to be identified (Budget will remain Red until the funding has been secured). 6 Enhance Adult Spiritual Education Options Improving the quality of life of existing congregation Rev Deana Dudley R R R G G Delivering this Initiative and delivering the existing ASE course offerings has become challenging to manage simultaneously due to limits of part-time staff and volunteer resources. 7 Board Development Program Becoming a goal-oriented organization in support of our vision of mission Rev Don Eastman G G G G G Remaining activity is the development of a Board Orientation Package. This occurs while the 3 Board Committees establish themselves. 8 Strategic options for a new building Increasing MCC Toronto's Societal Impact Rev Dr Brent Hawkes G G G G G Michael Sheeres is working with Brent to establish a team and create a plan (budget, timelines, resources, fundraising strategy etc.) New Initiatives from Operations 9 Realign/Redesign Children's Ministries 10 IT Roadmap & Implementation 11 Finance Reengineering Pipeline Initiatives 12 Online Church project Improving the quality of life of existing congregation Becoming a goal-oriented organization in support of our vision of mission Becoming a goal-oriented organization in support of our vision of mission Increasing MCC Toronto's Societal Impact Rev Tony Freeman G G G G G Shelly Morris G G G G G Shelly Morris (with David Sterritt) Rev Tony Freeman X G G G G G Involves HR changes, new curriculum, facility improvements and new policies/procedures for risk management Sourcing new hardware and software. Reviewing recommendations. Page 23

24 4. Assess the impacts of change Assess impact before you develop an implementation plan. Three categories people, process and technology impacts. People impacts are best assessed by speaking to people directly. Communication plans become very important. Process impacts refer to the way work gets done. Many initiatives are focused on simplifying processes and making them more transparent to the congregation. Technology should be viewed as an enabler to support simple and transparent processes. Page 24

25 5. Develop good implementation plans A good plan involves the following: 1. an approved scope document with ways to measure success 2. a schedule of activities, including the people carrying them out 3. a budget if required 4. a status report (sample provided in next slide) 5. a communication plan Depending on complexity, a separate risk/issue log could be used. Good plans change as we learn. Page 25

26 6. Hold people accountable in a loving way Many cultures favour harmony over conflict and truth. Holding people accountable requires clear, written, mutually agreed up goals. Initiative status reports work really well. The Senior Pastor s role is especially important. Page 26

27 Phase 2 Building Accessibility - Progress Report as of June 1, 2013 MCC Toronto Lead: Shelly Morris (with Brian Woodlock) Overall Status G (In Build Phase) Project Background: The renovation of 115 Simpson Avenue is focused on making our building more accessible. The building is currently not accessible and as such we ve had a number of congregants inquire about MCC Toronto s intention to make the building more inclusive by improving accessibility. With Phase 1 (Rainbow Room) now complete, Phase 2 has been initiated. Measurable Objective(s): Construction of in-scope renovations occurs on time, within budget and with minimal unplanned disruption to the daily operation of the Church. (Activity- Summary May) Continued weekly meetings with Architect, Site Supervisor & MCC Toronto reps information updates shared with staff for worship service announcements, e-news and internal planning purposes Elevator cab installed doors to installed second week of May. Outer shaft walls to be finished after doors in. Key Milestones RFP/Tender Process Complete Fundraising End Date Planned Revised June July 3 12 ongoing TBD Status C G Ramp work started as well as reception pre wiring started (Activity June) Continue Weekly meetings with Architect, Site Supervisor, MCC Toronto reps information updates shared with staff for worship service announcements Finalize fundraising plan to cover project shortfall Glass on Balcony to be finished June 3. Main entrance glass by June 3 as well. New reception desk by June 7. Ground breaking ceremony (Official Launch) Obtain required permits/utility clearances Start Construction Complete Construction accessibility components Ribbon-cutting ceremony (New Entrance Opening) Complete non-accessibility renovations Aug May 2 12 Sept 6 12 Dec TBD Dec Aug Sept 5 12 Sept Dec TBD Dec C C C R B G Elevator workers are on strike - licensing to be completed at end of strike Finish Construction Wrap-up/Clean-up TBD TBD B Issues / Risks: Funding shortfall remains an issue created by 1) 2010 s building improvement expenses which we recently discovered were allocated to the Phase 2 project and 2) higher than expected construction costs identified during the RFP Phase. Cash flow will be managed by borrowing from Board designated funds in the short-term. Owner Brent/Shelly Due June 1, 13 R will be missed Y may be missed G On track B Not Started C Complete Item Phase 2 Project Costs 2010 Building Expenses Phase 1 Deficit Costs 2012 Budget Planned $733,053 N/A $25,349 As of May 31 Revised (Spent)/Rec d $892,516 $32,309 $25,349 ($336,773) ($32,309) ($25,349) Status R N/A N/A Pre-Phase 1 Wall Repair Costs $12,400 $12,400 ($12,400) N/A Note: Lowest Contractor bid is significantly over initial budget. Additional funds required. Page 27

28 7. Create a safe environment Every implementation has its challenges. Allow people to make mistakes and learn from them. This often results in the freedom to creatively problem solve and implementations are often more successful as a result. Publicly applaud organizational learning and conversations will become more candid and reality based. Page 28

29 8. Have an effective rewards system in place Implementation is hard work! Reward systems can be very simple yet very effective. What to reward: Collaborative results driven behavior. How to reward: Many people who work at a church feel called to do so and money is not the biggest motivator. Public recognition More assignments that teach new skills. Page 29

30 9. Celebrate successes along the way Good implementation plans have milestones. Celebrate with the entire congregation when they re achieved! Celebrations provide the necessary inspiration to continue. Page 30

31 10. Communicate! Communicate! Communicate! Share progress to date spread the good news! Prepare people for what s coming Check-in with those impacted Expect resistance it s a healthy part of the change process. Page 31

32 QUESTIONS?