￼Commentary by Dr. Whitesel: I suggest most of my clients initiate at least quarterly one-on-one meetings with their staff instead of an annual performance review. Read the article below to see why annual performance reviews have shown to be ineffective about 80% of the time. Discover instead how one-on-one meetings at least each quarter (where you discuss goal setting, growth opportunities and how you can assist one another) grows better employees.
…A Gallup study revealed that employees whose managers regularly communicate with them are nearlythree times more engagedthan those with managers who don’t communicate regularly. The benefits related to frequent feedback,goal setting, and growth opportunities far outweigh the value of an annual review.
…Here are a few tips on how to make your transition smoothe.
Doing away with annual reviews does not preclude the need for documentation. Keep ongoing notes on your discussions and the action steps that result from them. In the case of an underperforming employee, this is especially important.
Discuss reward and compensation.
Tell employees when and if they can expect a raise. The absence of an annual review could leave employees wondering about their financial future with the company.
It’s great when you stop someone in the hallway toacknowledge an achievement, but a scheduled meeting still needs to take place. I have one client who meets with each of her five employees weekly, some of my clients hold meetings with employees monthly, and some quarterly. Determine your schedule by considering goals for your culture, the stage of growth the company is in, and how employees are performing. Avoid putting off a meeting with an employee for any reason; this sends the message that they don’t come first.
These meetings aren’t about you; they are about the employee. Your time together is the perfect opportunity to ask them questions about their ideas and vision. Ask them for feedback about your leadership and communication style and let them voice their general concerns should there be any.
One of the primarily culprits of goals not being met is not having “measureable” goals. And, there are two types of goals that should be measured.
TACTICAL GOALS: Tactical goals (such as “start an ESL program” or “launch a new small group”) are specific tactical (i.e. planning) goals that support “broader” and “wide-ranging” church goals.
STRATEGIC GOALS: These broader, more wide-ranging church goals are strategic goals, and they could be something like: “to have more congregants involved in Bible study, fellowship opportunities and prayer meetings than last year.” These goals are strategic goals, and they can be traced back to metrics Luke described in Acts 2:42-47. Though Luke was not saying every church needed to use these metric, he did use them himself to describe for posterity “how” the church grew after Peter’s sermon. For more on these metrics click here … https://churchhealthwiki.wordpress.com/2014/10/20/church-growth-a-definition-mcgavran-housedividedbook/
Here is a leadership exercise to help you think about and differentiate between these two types of goals. This exercise will look at how we should measure individual tactical actions (e.g. start a new ministry, etc.) and how we should measure bigger strategic goals (e.g. if the church is growing in maturity, unity and service to the community paralleling the metrics Luke used).
A) Listen. The audio attachment though prepared for my students, will give leaders ideas about how to undertake this leadership exercise.
B) Read. This exercise will make a lot more sense if you read the pdf from “A House Divided” that is provided here: (It is also provided to my students in their weekly course materials). So, read the “House Divided – Evaluate Your Success” pdf and then listen to the audio recording and you should be on your way toward dispelling the “universal fog” that surrounds most church leadership (for more on the universal fog, see “A Universal Fog” and “The Facts Needed” in Donald A. McGavran’s Understanding Church Growth [Grand Rapids, Mich.: Eerdmans Publishing Co., 1970], 76-120).
C) Discuss by answering the first two questions, and then one of the following of the following questions for discussion.
1) Share two things you learned about the differences between a tactical goal and a strategic goal.
2) Give an example of a strategic goal and then a tactical goal that might support it.
3) Which is usually easier to measure?
4) Which do leaders usually focus upon?
5) What do you think Dr. McGavran meant by the term: “universal fog?”
AN OVERVIEW of MEASUREMENT METRICS: In four of my books I have updated and modified a church measurement tool. You will find a chapter on measurement in each of these books:
I explain that church growth involves four types of congregational growth. It is a seriously incorrect assumption to assume church growth is all about numbers. It is only 1/4 about numbers and 3/4 about the other types of growth mentioned in Acts 2:42-47. In the New Testament we find…
> Maturation Growth, i.e. growth in maturity,Acts 2:42-43.
> Growth in Unity: Acts 2:44-46.
> Growth in Favor, i.e. among non-Christians, Acts 2:47a.
> Growth in number of salvations, i.e. which God does according to this verse, Acts 2:47b.