Every leader desperately wants a team that can win. This is certainly true for profit ventures. It may be even more deeply coveted in non-profit endeavors. After all the desired outcome addresses our core values and convictions.
I can hardly remember the last conversation I had with a business owner, pastor of a large church or CEO of a non-profit organization which did not at some point surface the issue of staffing concerns. Where do we find the right people?
The current issue of INC. has a paragraph buried in the middle worth the price of the issue. A business owner shares they give quarterly reviews to all employees. Each employee is evaluated in four areas:
1) Attitude
2) Flexibility
3) Aptitude
4) Initiative
Each category can receive a high of 25 points. The employee is rewarded for any score over 75. Two quarters under 70 means dismissal.
I began to ponder these four selected check points according to the grid we use. The transferable ingredients were amazing.
1) Attitude-----speaks of Chemistry (does the person seem to fit? Are they happy? Do they make the people who must work with them happy?"
2) Flexibility---speaks of Configuration (do they fit the mix of gifts, personalities, strengths and weaknesses of the others on the team. Are they willing to bend a bit when called upon to make the human mosaic work?)
3) Aptitude----speaks of Competency (do they have the skills and training required to get the job done they were hired to do?)
4) Initiative----speaks of Competitiveness (once they grasp the vision and goals of the team are they willing to step up and do whatever is necessary to win?).
As I pondered these four essentials of an effective team member I realized there are at least two more that should be added to the list for the non-profit sector.
5) Communications skills. While not everyone is called upon to do public speaking all must be willing to communicate well. Willingness to share with other team members, let others know what they are doing and what they need to be effective is crucial. People who wish to function as an island are liabilities. This includes tech people. We must also consider the necessity of written skills. With computers front and center on every desk virtually everyone needs to learn how to write well.
6) Character. Lack in this area will eventually bring down any organization.
Some initial thoughts here. What do you think?
Would like to noodle a bit on the #4 item soon. Is the term "competitive" too strong? I think not. We want a team full of competitors--as long as we can remember who the enemy is.
I can hardly remember the last conversation I had with a business owner, pastor of a large church or CEO of a non-profit organization which did not at some point surface the issue of staffing concerns. Where do we find the right people?
The current issue of INC. has a paragraph buried in the middle worth the price of the issue. A business owner shares they give quarterly reviews to all employees. Each employee is evaluated in four areas:
1) Attitude
2) Flexibility
3) Aptitude
4) Initiative
Each category can receive a high of 25 points. The employee is rewarded for any score over 75. Two quarters under 70 means dismissal.
I began to ponder these four selected check points according to the grid we use. The transferable ingredients were amazing.
1) Attitude-----speaks of Chemistry (does the person seem to fit? Are they happy? Do they make the people who must work with them happy?"
2) Flexibility---speaks of Configuration (do they fit the mix of gifts, personalities, strengths and weaknesses of the others on the team. Are they willing to bend a bit when called upon to make the human mosaic work?)
3) Aptitude----speaks of Competency (do they have the skills and training required to get the job done they were hired to do?)
4) Initiative----speaks of Competitiveness (once they grasp the vision and goals of the team are they willing to step up and do whatever is necessary to win?).
As I pondered these four essentials of an effective team member I realized there are at least two more that should be added to the list for the non-profit sector.
5) Communications skills. While not everyone is called upon to do public speaking all must be willing to communicate well. Willingness to share with other team members, let others know what they are doing and what they need to be effective is crucial. People who wish to function as an island are liabilities. This includes tech people. We must also consider the necessity of written skills. With computers front and center on every desk virtually everyone needs to learn how to write well.
6) Character. Lack in this area will eventually bring down any organization.
Some initial thoughts here. What do you think?
Would like to noodle a bit on the #4 item soon. Is the term "competitive" too strong? I think not. We want a team full of competitors--as long as we can remember who the enemy is.
