Mid-Atlantic Congress for Pastoral Leaders Presentation …theleadershiproundtable.org/churchepedia/docs/MAC_Pastoral... · Mid-Atlantic Congress for Pastoral Leaders Baltimore, March

Mid-Atlantic Congress for Pastoral LeadersBaltimore, March 8-10, 2012

PresentationMichael Brough

Leadership Roundtable

© 2012, All Rights Reserved 1

Michael BroughMid-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.





National Federation of Priests Councils

National Association of Church Personnel Administrators

National Leadership Roundtable 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, Christ-centered, and effective service.”

Co-Workers in the Vineyard of the Lord





“Those who minister in the name of the Churchare 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

© Hewitt Associates, www.hewitt.com, Employee Engagement: Insights into why it matters and what you can do about it by Raymond Baumruk and Ted Marusarz, 2004

Ministerial Workplace





1. Purposeful selection of talent2. Meaningful work3. Clear work impact4. Inspired leadership5. Continuous learning and development6. A sense of community7. Results-based recognition and rewards

Hewitt Associates, www.hewitt.com

! 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?





!2010 Center for Creative Leadership. All rights reserved.

The Need for Leadership Development

“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 SengeThe Fifth Discipline





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





Is

A systematic way of collecting multiple people’s opinions about behaviors

Assessment

A spring board for creating a development plan

Raters

Superior

Peers

OthersDirect Reports

Supervisor

•You choose your raters

•Except for supervisor/ superior all feedback is anonymous

•Feedback reports are strictly confidential





! 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





1. Orientation

2. Identifying Competencies

3. Gathering Feedback Data

4. Interpreting Feedback

5. Creating a Development Plan

6. Coaching, Support and Resources





!2010 Center for Creative Leadership. All rights reserved.





Assessment

ChallengeSupport

GROWTH

Diocesan Context

! 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





! 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





! 13 leadership competencies with 81 specific behaviors• Communication• Managing Conflict/Negotiation• Listening• Brings Out Best in People• Influencing, Leadership• Seeks to Learn

! Ministerial Competencies – Focus on Ministerial Identity and Role: Person of Faith and Minister of the Church

! Open-ended Questions – Focus on Effective Ministry

• Selecting/Developing People

• Inspiring Commitment• Planning and Goal Setting• Openness, Flexibility• Time Management

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.





“I have some good news and some bad news.You are honest, kind and smart…but you are perceivedto be sneaky, cruel and dumb.”





“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?





“Criticism is hard to take, especially from a friend, a family member, or a total stranger.”

Franklin P. Jones





! 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





Lost!Learning

Potential!Learning!Curve

Leveling!Off!" The!Comfort!Zone

Decision!to!AvoidStress!and!Risk!ofPerformance!Drop

Avoiding a Learning Experience

Developmental Planning RoadmapAnalyze Results

Define Development

Goal

Integrate

Strategies

Strategy 1

New Position

Strategy 2

Existing Position: Current or New

Challenges

Strategy 3

Ongoing Feedback

Incorporate Effective Learning

Tactics

Seek Feedback and Support for Plan

Implement

Plan

Strategy 4

Mentors and Coaches

Strategy 5

Training and Reading





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?





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 planInclude:

! Goal! Time frame for completion! Action Steps! Expected outcomes! Trade-offs





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





Create developmental relationshipsThese 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





“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 ResponseUS Bishops’ Pastoral Letter on Stewardship, USCCB, 1993





TimeTalent

Treasureand

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.





! 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.





o Clarify the organization commitment to leadership development

o Elicit senior management (diocesan) supporto Identify the audienceo Select the assessment toolo Conduct the 360" assessmento Conduct feedback program o Support development planningo Provide ongoing coachingo 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?





Contact:Michael Brough

[email protected]

Web Resources:TheLeadershipRoundtable.org

Documents

Mid-Atlantic Congress for Pastoral Leaders Presentation …theleadershiproundtable.org/churchepedia/docs/MAC_Pastoral... · Mid-Atlantic Congress for Pastoral Leaders Baltimore, March