How Can I Supervise People Whose Jobs I Don’t Know How to Do?
Most supervisors must supervise people whose work they could not do. One key to success is a well-written job description.
The Congregational Consulting Group, organized in 2014 by former consultants of the Alban Institute, is a network of independent consultants. We publish PERSPECTIVES for Congregational Leaders—thoughts on topics of interest to leaders of congregations and other purpose-driven organizations. — Dan Hotchkiss, editor
Most supervisors must supervise people whose work they could not do. One key to success is a well-written job description.
Over the last month we have explored how polarization in society affects congregations. This week we suggest five effective responses. Congregations are uniquely placed to help divided communities to reconnect. Doing this requires new forms of leadership that draw on our deepest traditions and are committed to local presence and action. Following are the five …
Can we find ways to call ourselves back to constructive ways of managing our differences?
Managing polarization requires living with ambiguity and paradox.
I am as enmeshed in our current state of polarization as it’s possible for anyone to be. But those of us who are leaders cannot stay here.
If we are to successfully overcome polarization, we must first look deeply into its roots.
Almost every congregational staff calls itself a team. But are they really teams? In many, perhaps most cases, staffs have hierarchical leadership with staff members working in “silos.” When this is the case, they are not teams. What are some key characteristics that reveal whether or not a staff is a team?