Organization Development

Organize

There is nothing more difficult to take in hand, more perilous to conduct or more uncertain in its success, than to take the lead in the introduction of a new order of things.
-- Niccolo Di Bernardo Machiavelli

The Challenge

The senior management team of this large church first contacted me after what they perceived as a rash of resignations and expressions of discontent about working there. They wanted the turnover to stop. It was having a negative impact on the morale of those left behind. It was also causing disruptions in what was a very fast-paced work culture in this highly active and highly visible corporate size congregation. And they recognized that the change they desired could not be realized quickly or easily.

The Response

The first couple months of the project were devoted to preparing an assessment of personnel management practices which was done by conducting interviews, attending staff meetings, and reviewing pertinent documents. Then, resonating with the findings in the assessment, the senior management team agreed upon a multi-step course of action. These recommendations addressed supervisory relationships at several key points: upon hire, upon resignation, at the annual review, and in weekly whole staff and departmental meetings.

Those with supervisory responsibilities were provided training in improving their skills. Protocols were developed for job design, new staff member orientation, an annual staff all-day off-site meeting, the annual performance review, and exit interviews. The multiple weekly staff meetings were reduced as to the number of people involved and the time they took. More importantly, the agendas became more focused with clearly delineated sections for deliberation, decision, and information. Perhaps of utmost importance, the role of the senior management team itself was clarified.

The Outcome

Since these changes, the desired outcomes have been attained: turnover has slowed while morale has improved. In addition, staff meetings take less time and are more productive. When individuals join the staff, time is taken to welcome and orient them in a way that helps them merge into the fast lane of the church’s corporate life with less upset and frustration than before. When individuals do leave, the senior management learns from them through the exit interviews that are done.