Count the Costs
It’s clear in the Bible that management of costs is a big deal. Managers are needed! They manage these costs. But how do we manage in a way that the team does not splinter apart?
The first thing you need to do as a good manager is to count the costs. When the Bible talks about costs, it clearly says to count them. I don’t consider costs just money. Management is about calculating the costs when it comes to volunteer labor, budget, stress, morale of team or any other component it takes to do the job to the best of your ability with the resources you have been given.
Counting these costs does not mean you hold back or are conservative in your approach. As a matter of fact it's just the opposite. As a manager, counting the costs means balancing how far you can go with a project. Be people focused in your approach, but at the same time it’s ok to seek risk, which is seeing how far you can stretch inside the vision.
Be dynamic in your approach, which for me means being proactive to the vision and looking forward. A manager should not manage from the approach of being reactive or being risk averse. When you count the costs, don't consider your volunteers or staff subordinates, but a team working toward the vision.
As a manager you must have standards. Standards should shape your culture, not enact your culture. These are what you live by.
You cannot have one standard for volunteers and another standard for staff.
It’s important that your standards are applied evenly across your entire organization. Remember policies and standards are different. A manager should avoid an approach to standards that is detail oriented. You want standards that set direction for the team. How you dress, approach your congregation, interact with each other or handle problems. These are what standards need to address. Grace Managers should have grace, but not to the point where people walk all over you.
I interpret grace like this: through discipline, grace is allowing someone to get better at what they do, not allowing them to do whatever they want to do. Meaning, if someone makes a mistake or falters in an area and you see them improving themselves or taking steps to not allow that to happen again, grace abounds.
f the person doesn’t care and is intentionally taking advantage of the system, or not correcting the issue or problem, then a stricter approach is taken. Either way, discipline for an issue should happen. You must run to the conflict, using it to inspire someone to do better.
A manager should never avoid correction or conflict. When I say "being a manager is not enough", I mean don't just be a manager, be a leader. I know there are logistical management items that have to be done, but at the end of the day re-calibrate your brain to think like a leader. Don’t have subordinates, have followers. Let your authority come from people who want to follow you because of your heart and not because of your position.
Essentially make your appeal to the heart and not the head. Have a passion for what you are doing, don’t exercise control over it.
Managers seek to tell the vision and control the short term objectives. Leaders seek to sell vision for long-term goals. Turn your management style into a leadership approach. Challenge people, stretch them and give credit to them when they succeed. Take the blame when they fail. Lead the team and the management will take care of itself.