Personality driven to standards driven management

BEYOND PERSONALITY DRIVEN TO STANDARD DRIVEN PARISH

MANAGEMENT2015 Mid-Atlantic Congress

THE PERSONALITY DRIVEN LEADER

EFFECTS OF UTILIZING CHARISMA

Positives Negatives• Higher output from

followers

• Broadening and elevating followers interests

• Gives meaning and purpose to followers’ goals

• May not have best interests in mind

• Manipulations and exaggerations

• Limiting communication and access

• Can be polarizing among followers

Personality driven management

Standards based management

Limits capacity of mission

Expands capacity for mission

Lacks consistency and justice Consistent and fair

Encourages fragmentation and

politicsEncourages unity

and stability

Creates competition of resources

Prioritizes resources based on agreed upon

values

THE PERSONALITY DRIVEN FOLLOWER

• Unquestioning acceptance of the leader

• Utmost trust in the leader and his decisions

• Willing obedience toward the leader

• Emulation and identification with the leader

• Emotional involvement in the mission

PERSONALITY DRIVEN LEADERSHIP

• Lack of consensus and power sharing

• Demanding and controlling behaviors

• Strong use and preservation of privilege and influence

on founder’s syndrome Stephen R. Block, Why Nonprofits Fail

Culture Resources

Structure &Organization

CHANGING CULTURE

DISTINCTIONS BETWEEN GOVERNANCE STRUCTURES

Discern the will of the people

Secular Political Catholic Church

Discern the willof God

TWO REQUIREMENTS FOR A VIBRANT PARISH

• Pastoral Planning

• Human Resources

• Financial Planning

• Stewardship• Technology•Communications

• Minimal Politics• Minimal Confusion

• High Morale• High Productivity

• Low Turnover

SMART HEALTHY

Patrick Lencioni, The Advantage

FOUR DISCIPLINES OF ORGANIZATIONA

L HEALTH1. Build a cohesive

leadership team2. Create clarity3. Over-communicate clarity4. Reinforce clarity


BUILD A COHESIVE LEADERSHIP TEAM


RESULTS IN CATHOLIC PARISHES AND

ORGANIZATIONS“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.

They also need to give evidence of their long-term stability and growth potential to encourage investment. 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. As the demand for charitable giving grows (and competition increases), accountability will become an even more important indicator of whether an organization is “worthy of investment.”

Stewardship: A Disciple’s ResponseUS Bishops’ Pastoral Letter on Stewardship, USCCB, 1993

CREATE CLARITY1. Why do we exist?2. How do we behave?3. What do we do?4. How will we succeed?5. What is most

important, right now?6. Who must do what?


OVER-COMMUNICATE

CLARITY1. Key leadership, volunteers,

parishioners can clearly and correctly answer 6 questions

2. Leave meetings with clear and specific agreements about what to communicate

3. Use personal communication as much as possible


REINFORCE CLARITY

Develop processes and policies that support responses to 6 questions of clarity


Personality driven to standards driven management

Spiritual

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