Staff Goals/360 Evals

Why do we do this?

Judges 2:6-10 “When Joshua dismissed the people, the people of Israel went each to his inheritance to take possession of the land. And the people served the Lord all the days of Joshua, and all the days of the elders who outlived Joshua, who had seen all the great work that the Lord had done for Israel. And Joshua the son of Nun, the servant of the Lord, died at the age of 110 years. And they buried him within the boundaries of his inheritance in Timnath-heres, in the hill country of Ephraim, north of the mountain of Gaash. And all that generation also were gathered to their fathers. And there arose another generation after them who did not know the Lord or the work that he had done for Israel.”

It is about stewardship to the executive team

Just like how we manage money, we have to answer to God for how we develop staff.

Columbia researcher Sheena Iyengar has found that the average person makes about seventy conscious decisions every day. [4] That’s 25,550 decisions a year. Over seventy years, that’s 1,788,500 decisions. Albert Camus said, “Life is a sum of all your choices.” You put all those 1,788,500 choices together, and that’s who you are.

Ortberg, John. All the Places to Go . . . How Will You Know?: God Has Placed before You an Open Door. What Will You Do? (p. 8). Tyndale House Publishers, Inc.. Kindle Edition.

It’s about what you do (Goals) AND who you become (360 Evals)

Titus 1:5-7

5 This is why I left you in Crete, so that you might put what remained into order, and appoint elders in every town as I directed you— 6 if anyone is above reproach, the husband of one wife, and his children are believers and not open to the charge of debauchery or insubordination. 7 For an overseer, as God’s steward, must be above reproach...

360 Evaluations

Levels of evals

Yourself

Your boss

Your peers

Your direct reports

Volunteer leaders

Criteria

See print out

What you do

Matt 25:14 ““For it will be like a man going on a journey, who called his servants and entrusted to them his property.”

SMART Goals

S-pecific

In order for a goal to be effective, it needs to be specific – don’t be afraid to dig into those nitty-gritty details.

A specific goal answers questions like:

What objective needs to be accomplished?Who is responsible for it?What steps will you take to achieve it?

Thinking through those prompts will help you set a realistic goal that lays out what you’re aiming for and gives that vital context.

M-easurable

Specificity is a solid start, but it’s missing something important: numbers. Quantifying your goals (that is, making sure they’re measurable) makes it that much easier to track progress and know when you’ve reached the finish line.

A-chievalbe

Goals should be realistic — not high pedestals from which you inevitably tumble. Achievability means ensuring that your goal is within reach (you’ll also sometimes see this letter representing “attainable”).

Put simply, this is the point in the process when you give yourself a serious reality check. Is the goal you’ve outlined attainable? Is it something your team could actually accomplish? It’s important to consider any limitations that might impede your goal.

R-elevant

Nobody sets goals for the fun of it. There should be a real benefit attached to reaching your chosen objective.

That’s what’s meant by “relevant” here. During this step, you evaluate why the goal matters to you and your organization. Once you identify that key benefit, incorporate it into your SMART goal so everybody has a grasp on the larger picture.

T-ime-bound

Good goals don’t stretch into infinity – they have a deadline. The final component of SMART goals is that they need to be time-bound (also referred to as “time-based” or “timely”).

This is another important piece of measuring success. You and your team need to be on the same page about when a goal has been reached.

Can Cameron increase app usage within the next decade and still count that as a success? Probably not. When will her team start posting those social media advertisements? Immediately? Next week? Next year?

Your SMART goals should have time-related parameters built in, so everybody knows how to stay on track within a designated time frame.

12 Week Year

The marketplace only rewards those ideas that get implemented. You can be smart and have access to lots of information and great ideas; you can be well connected, work hard, and have lots of natural talent, but in the end, you have to execute. Execution is the single greatest market differentiator.

Moran, Brian P.; Lennington, Michael. The 12 Week Year (p. 3). Wiley. Kindle Edition.

Clear vision of the future

Vision to have budgets at Element church

Vision to have a system that measures the development of staff

Things change and happen, so vision is where you want to go based on the realities of where you are.

A VISION WITHOUT A PLAN IS A PIPE DREAM!

Goals without action...

Creating an action plan for your goals

Milestones - key indicators if you are on pace

Weekly Planning/Prioritizing