25 March 2008 
Management Training for Church Leaders
Management Training for Church Leaders.
The Christian Church is an organization of order and structure. Basic management principles apply. Here’s a short list of questions often asked of Your Business Blogger(R)
1. What does the church leader, the manager really do?
Plan, Lead, Organize, Control, Motivate. Or, as one wag once said to the new manager, “Welcome to the overhead.”
2. What does the individual contributor do?
The work. The individual does the hands-on work. Not the manager.
3. What gets the Pastor hired?
Henry Ford once said, “If you take all the experience and judgment of men over fifty out of the world, there wouldn’t be enough left to run it.”
Yes, the search committee had a list of KSA’s (knowledge – skills – abilities) to run the church. But Pastors are hired for their wisdom and judgment. Being over 50 implies a maturity perhaps not seen in a twenty something.
4. Can the church manager be a victim?
Many Church leaders feel this way – but the Pastor must have impact on his church and be able to persuade and influence outcomes. It is not good to be surprised.
5. What happens when the team/church staff is angry?
In the army the cliché was, “Take care of the troops and they will take care of you. And if you don’t care of the troops, they will take care of you – the troops always get even.”
6. Who are the church ‘constituents’ and ‘customers’?
This is the classic dilemma in the non-profit world – the disconnect between who gives and who gets. The constituents, who tithe in the pews, are not the customers, save for the recipients of charity from the deacons’ fund. The ‘customers’ probably are not members of the church.
In the civilian, for-profit kingdom, the customer pays and the customer gets the goods. The customer is the same as the constituent.
This poses unique challenges for the church management. The customer, the consumer of church charity is not the constituent.
7. When should the church leader raise his voice? – When should the church leader not take counsel?
When the sanctuary is on fire. And a fire-and-brimstone sermon, to be sure.
Emergencies are the few times that direct shouting is required. And maybe not even then if you’re Presbyterian…
In most instances the Pastors should make a moment to take council of the mature adivsors.
8. When is counsel, coun-‘sell’?
A council of advisors should ‘sell’ counsel, advice to the pastor. The pastor can buy the advice or not. Deciding to accept the recommendations or not – is the wisdom of mature management.
9. What is the most important concern for the church staff? The work/ministry, the people/congregation or the boss/Pastor?
The Pastor. (Staff and Pastors always get this wrong – staff thinks it has the answer and gives the wrong answer. Pastors know the right answer and give the wrong answer, out of embarrassment…)
10. Is office politics good or bad?
Politics is the normal interaction of people and power and position and process. Office politics – church politics is a tool to be acknowledged and used by church management.
11. Is it better for the church leader to have the answers, or the questions?
Neither. It is best for the church leader to have competent staff who anticipate questions, research alternatives and present recommendations. Why does the pastor have to think of everything? (I know, I know…I’m sorry to ask.)
“I have a quick question,” says the subordinate to the Pastor.
“It’s not the questions,” says the Pastor, “It’s the answers that take so long…”
The pastor’s first response to any subordinate’s question is, “I know you’ve prayed about this…what are your thoughts?”
The subordinate should bring not only questions, but suggested answers. The church leader can then grade the answers. The manager makes decisions on staffer’s recommendations.
12. How does the Pastor know when he is managing well?
The best church staff will bring a memo/course of action/decision that will require nothing more than the Pastor’s signature.
13. Does the Associate Pastor have the “right” to church resources?
Nope. The mere position of authority may or may not command compliance from the church bureaucracy. It has to be earned.
14. Who is the boss? Who is the subordinate? How can an observer tell the difference?
The military has the template. There is a term for a subordinate in the Army called, “Action Officer.” There is no doubt when the superior officer and staff work together, that the action remains with the Action Officer.
15. Is there a relationship between the time a manager ‘works’ and the results?
No. The manager should see himself, not just as the captain of a ship – but as the helmsman with a light touch on the rudder. Where the slightest movement, the smallest effort moves the rudder and can direct the largest vessel.
16. What is the Pastor responsible for?
All that his church does, or fails to do.
17. What makes for the best Associate Pastors?
Discipline – the Army’s definition: Prompt obedience to orders and the initiation of appropriate action in the absence of orders. Every Pastor’s dream.
20 March 2008
Learn Business; Cheap Consulting in Northern Virginia
Your Business Blogger(R) is honored to be teaching at the Northern Virginia Community College this summer.
If you are near Arlington, Virginia you might consider attending or auditing the class. It is my least expensive consulting rate…
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Term: |
2008 Summer |
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Class Number: |
18978 |
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Subject: |
BUS |
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Catalog Number: |
100 |
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Description: |
Introduction to Business |
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Section: |
055A |
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Day: |
MW |
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Time: |
6:00PM - 9:20PM |
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Location: |
ARL-0305 |
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Instructor: |
Yoest,John |
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Campus: |
Arlington Center |
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Session: |
Six Week - Second |
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Credit Units: |
3.00 |
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Start Date: |
7/1/2008 |
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End Date: |
8/11/2008 |
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Component: |
LEC |
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Career: |
CRED |
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Course Notes: |
This section meets at the Arlington Center |
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Subject Notes: |
NVCC COLLEGE-WIDE COURSE CONTENT SUMMARY
BUS 100 - INTRODUCTION TO BUSINESS (3 CR.)
COURSE DESCRIPTION
Presents a broad introduction to the functioning of business enterprise within the U.S. economic framework. Introduces economic systems, essential elements of business organization, finance, marketing, production, and risk and human resource management. Lecture 3 hours per week.
GENERAL COURSE PURPOSE
BUS 100 is a basic introduction to the world of business. Emphasis is placed on the economic and social environments of business and forms of ownership, as well as the management, organization, finance, operations, production, marketing, automation, and control functions of business firms. As an introductory course in the field of business administration, the student is offered a broad survey prior to advanced study in business and related subjects.
ENTRY LEVEL COMPETENCIES
An ability to read, comprehend, analyze material written at a college level. An ability to write and present ideas using standard English.
COURSE OBJECTIVES
Upon the completion of this course, the student should be able to:
A. understand the environment of business in the United States
B. distinguish the major forms of business ownership and to compare advantages and disadvantages of each
C. understand the role of organization in the achievement of business goals
D. familiarize him/herself with the basic functions and levels of management
E. have an appreciation of what is involved in operations and production management
F. understand what is included in marketing - the system to plan, price, promote and distribute products and services to satisfy want
or need
G. understand elementary factors of business finance
H. familiarize his/herself with the fundamentals of human resource management and labor relations
I. understand the role of automation in achieving a firm’s objectives
J. familiarize his/herself with fundamentals of small business
K. explore the realm of international business
L. understand the role of the control function in business, including becoming familiar with the format and use of the Income Statement
and Balance Sheet
MAJOR TOPICS TO BE COVERED
A. Business and Its Environment
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- 1. The essential characteristics of capitalism, socialism, and communism
2. The role of business
3. Social responsibility
4. The role of government in business
B. Establishing a Business: Legal forms of ownership
1. Proprietorships
3. Corporations
2. Equity and debt financing
4. Sources of financial information, including purpose of an accounting system
2. Marketing
3. Functions of Management
4. Production of goods and Services
5. Management Information
b. Information system and the computer
7. Labor Relations and Unions
8. Automation in Business
1. Trends of the future
2. Career Opportunities
B. Applications of Business functions through computer software projects
15 March 2008
For Women Only: Break the Glass Ceiling
Ladies only please. The first step Your Business Blogger(R) advises women who are managers or who aspire to take on more responsibility is to understand — and appreciate the risk of failure.
And how really unimportant failing is.
Men also need to be reminded of the nature of risk — but men are hard-wired differently from women on risk-taking. Men naturally take risks. Women less so.
Women are indeed more relational and nurturing — but the real challenge is to understand that perfection is not required. No, biology is not destiny, but it is instructive.
For example, women are hard-wired not to assume risk. Women as care-givers for infant children know instinctively that failure in her “job” will result in a dead baby.
Perfection in constant care and attention and feeding are absolute. Don’t feed a new-born for a few hours and the outcome can be tragic.
Women are not permitted any margin of error in infant care. Women worry about children and relationships — Charmaine wrote about this in her book: <em>The Mommy Wars</em>. Men worry less about the kids when at work.
We see this in Academia. Studies have shown that male scholars will publish more articles — but they will be of lower quality than compared with their female counterparts. Women will publish fewer papers, but they will be cited by other scholars more than male-authored articles.
Women, I have learned from clients and students, are perfectionists: they do not guess at test questions, do not use aggressive test taking strategies. Take safe choices in management.
Women prefer all the traffic lights to be green before getting in the car to leave town.
Carly Fiorina, the former CEO of HP who engineered the merger with Compaq, writes about perfection in her book, <em>Tough Choices</em>. She calls this management philosophy “perfect enough” to encourage HP’s culture that mistakes will be made, but this is the only path to success. “The goal is not perfection; the goal is progress.”
In seminars, I review baseball’s at-bat analogy. If a batter only gets on base 4 out of 10 times, he is a super star.
Many women might view with horror a 60% failure rate. But management, like baseball does not deal in perfection. A manager can have a lot of strike outs, but an occasional home run will win games. A .400 batting average will make you a rich woman and win games.
Please watch the short video clip and let us know what you think.
<center>###</center>
Script:
Hi, I’m Jack Yoest Your Business Blogger® With Solutions to your Management problems.
This clip is for Women Only: Breaking The Glass Ceiling – The Batting Average
Here’s the first step to the top of the corporate pyramid: you’ve got to “get” what academics and pundits do NOT –
You are not perfect.
Let’s look at — baseball. A good manager will be exactly right about 40 % of the time.
Women are horrified by a 60 % failure rate.
Men nod and say that 400 is a pretty good batting average.
Aspiring women must see that in management there are lots of swings and lots of misses. You will not be perfect.
Baseball players will spend hours practicing the perfect swing of the bat –
But each player — each business manager — will often strike out – and seldom get on base. Home runs are rare.
Remember: a 400 batting average is a success!
You can hit a home run if and only if you fearlessly step up to the plate – even after striking out.
Top athletes and top managers take that chance.
Ladies, you the chance. Go on and step up to the plate.
For more information and upcoming classes please visit me online at Yoest.com that’s YOEST dot com
Cross post at Reasoned Audacity
12 March 2008
Solutions To Your Management Problems: Watch The Video
Here is an excerpt from a panel discussion hosted by iConcept Media in New York City.
Pull Out Quotes,
If it’s not core,
Ship it off-shore.If your business is growing more than 20% a year, you must buy some debt or sell some equity — this is the only way to fund receivables, unless you have a cash business (or a Dell business model…).
In marketing run the numbers down the funnel: how many touches going in at the top, to an action, to a sale at the bottom of the funnel. Work that sale backward up the funnel to learn the size needed for your marketing budget. (And remember: Half your marketing budget will be wasted. You get paid to figure out which half. Apologies to John Wanamaker.)
Your job in business is to create a customer and make a profit. If you are not doing this, you do not have a business; you have a hobby.
Your Business Blogger(R) is honored to be speaking in Baltimore on March 26th; in Washington DC, on April 3rd and in New York City on May 29th.
For more Solutions To Your Management Problems please visit Management Training of DC, LLC
You are invited!
Following are fellow panelists in NYC,
Visit USAToday Columnist Steve Strauss.
See Birol’s Blog for Advice, Assistance, Attitude. To grow your business
And while in New York City, go visit the Indian Bread Company. Nandini Mukerjee runs a first-class operation.
If you are looking for the perfect gift, go visit NYCSubwayLine. Your Business Blogger(R) did all his Christmas shopping on-line and got the coolest backpacks, clutches, hoodies and shirts for the Penta-Posse. The hoodie is The Dreamer’s favorite — the kids at her high school are so jealous…
The cutting edge, high quality products are the brain-child of actress Lynne Lambert,
One day, while waiting for her train, Lynne found herself staring up at the subway signs with its big colored circles with the letters and numbers inside and thought “Why hasn’t anyone ever done anything with these quintessential NYC icons? I bet people would wear them if it was done right!” And so the NYC subway Line was born. Licensed from NY State’s Metropolitan Transportation Authority, the tees have appeared in movies like “Bring It On” and “Prime,” on MTV, BET and VH1 by artists and their audience, and worn by celebrities such as rapper “Fabolous” and President Clinton. Recently, Ms. Lambert was awarded the Make Mine a Million Business award that was founded by Count Me In for Women’s Economic Independence along with OPEN from American Express where she received financing from OPEN, one year of intensive business coaching and mentoring from a dream team of successful women entrepreneurs, business software and training from Intuit, discounts on shipping and business services from FedEx, marketing assistance from QVC, and assistance on work/life issues and financial security from AIG.
Cross Post from Reasoned Audacity.
11 March 2008
The William Oncken Corporation: Managing Management Time(tm)
Following are brief descriptions of each page of the Managing Management Time™ (MMT) 2-Day Seminar Workbook. It provides a session-by-session summary overview of the issues addressed in Bill Oncken’s MMT seminar. The structure and constructs described herein are copyrighted to The William Oncken Corporation (WOC). All rights reserved.
Session 1: Prologue
Page(s) Thumbnail
19 Contrasting Effectiveness and Efficiency.
20 Identifying the two principle kinds of time.
21 Your mission: to positively influence if not actually
control events,.
21 Oncken’s 1st Law.
21 Why maximizing your discretionary time is your first
priority, ahead of any and all other priorities.
22-23 Everyone from individual contributor to CEO has the same
managerial responsibilities.
22-23 The only difference in managerial responsibilities
between
an individual contributor and CEO is not a difference “in kind”, but only a difference “in degree”.
26 How to know if you are in a position to be effective on the job.
27 Oncken’s Realities of “Organizational Physics.”
24-25 The importance of successfully juggling the three critical political relationships.
28 Contrasting views on leadership.
28 When and under what circumstances to make a career move.
29 Pro vs Amateur response to increased responsibility.
Session 2: The Boss Relationship
Page(s) Thumbnail
33 Understanding why the “buyer”/”seller” analogy is fundamental to all managER/ManagEE relationships.
34 Oncken’s 2nd Law.
35-36 Why the managER’s anxieties are the principle constraint on a managEE’s empowerment.
38-39 Obstacles that a managEE must overcome if he is to successfully earn empowerment.
44-45 Concept of - and mental attitude towards -
Completed-Staff-Work (CSW).
42-44 Balancing loyalty and integrity in organizational life.
45-47 Definitions of terms that are critical to the
managER-ManagEE relationship.
Session 3: The Peer Relationship
Page(s) Thumbnail51-52 Understanding the supply-demand realities of all organizational support systems.
53-55 Why building “supplier loyalty” inside an organization is critical to an individual’s effectiveness on he job.
54-55 Pro vs. the amateur approach to logistical priorities.
54-55 Maximizing your intra-company professional credit rating.
57 Understanding and effectively dealing with external realities.
58 How to effectively balance political vs objective
priorities.
59 The Principle of Calculated Neglect.
Session 4: The Oncken Trapezoid
Page(s) Thumbnail
63 Why managers are running out of time while their staffs are running out of work.
63, 66-67 Contrasting Pro vs Amateur job orientations.
64-65 Professional vs amateur approach to organizational leverage.
64-65 Trapezoidal fallacies and their solutions.
66 How an Oncken Professional deals with increasing
responsibility.
67 Summary: The principle “glass ceiling” in organizations: causes and effects.
68-69 Definitions of terms that are critical to an
individual’s successful transition into management.
Session 5: The Staff Relationship
Page(s) Thumbnail
74-77 How, where, and when subordinate-imposed time begins.
77-79 Recognizing the debilitating effects of
subordinate-imposed time.
81 Understanding the non-self-liquidating goals of a
Professional ManagER in his staff relationships.
81 How to be accessible without being overwhelmed.
82-83 How to end subordinate-imposed time by applying the concept of “Proper Monkey Ownership”.
82 Ensuring that succession-planning for all levels, from janitor to CEO, is a fact.
84 Using the Oncken Freedom Scale as a Risk Management Tool
85 Requiring Completed-Staff-Work (CSW) from your staff
86 Contrasting Assigning (tasks) vs Delegation (projects)
86 Proper application of the terms “assigning” and
“delegating.”
86 Pro vs Amateur approach to using 20-20-hindsight to evaluate performance.
86 Professional and amateur approaches to conflicting priorities, overwork and being over-committed.
88-89 Definitions of terms that are critical to developing subordinates into self-reliant members of an interdependent teams.
Session 6: The Care and Feeding .
Session 6: The Care and Feeding
Page(s) Thumbnail
93-95 How to Practice the Art of the
Care-and-feeding-of-Monkeys
96-97 Oncken’s Six Rules that assure both the health of monkeys
Extra Issues: Challenging Traditional Amateur Mindsets
Throughout the MMT presentation, we challenge several traditional Amateur mindsets that are accepted dogma in management training today. Our challenges include, but are not limited to, the following:
-Why the phrase “getting the staff to buy-in” can cripple an organization.
-Why effective authority cannot be delegated.
-Why it is impossible for any manager to effectively empower his staff.
-Why, contrary to conventional wisdom, you do not have an inherent right to organizational support, even though you have a job and responsibilities to fulfill.
-Why the expression: “Boss, you give me the responsibility but not the authority” is the standard alibi of amateurs in management.
The seminar is fondly known as the Monkey Management Class.
The structure and constructs described herein are copyrighted to The William Oncken Corporation (WOC). All rights reserved.
4 March 2008
Press Release: The William Oncken Corporation Announces Licensed Marketing Agreement With Management Training of DC, LLC
The William Oncken Corporation
3522 Gus Thomasson, Suite 112
Mesquite, Texas 75150-6243
Phone: 972-613-2084
Fax: 972-613-3182
Website: www.onckencorp.com
CONSULTANTS TO MANAGEMENT
FOR IMMEDIATE RELEASE
CONTACT: Jack Yoest
Management Training of DC, LLC,
Arlington, Virginia
202.215.2434
Jack@Yoest.org
Press Release: The William Oncken Corporation Announces Licensed Marketing Agreement With Management Training of DC, LLC Dallas, Texas, July 4, 2007 – The William Oncken Corporation (WOC) is pleased to announce it has signed on Management Training of DC, LLC, (MTDC) to launch an initiative to broaden the world-wide reach of WOC’s leadership training products.
Since 1961, The William Oncken Corporation, (WOC) a management consulting company, has trained more than one million managers and leaders. WOC’s flagship seminar, Managing Management Time™, was specifically designed for those individuals in an organization who are valued as much, if not more, for their judgment and influence than for their time and personal effort.
William Oncken, Jr. had been presenting the MMT philosophy for over 14 years when the article, Management Time: Who’s Got the Monkey? appeared in the Nov-Dec 1974 issue of the Harvard Business Review. The article is a heavily edited excerpt on one of the six segments of Oncken’s MMT seminar. Oncken’s philosophy represents timeless truths; his unique imagery, constructs, “laws” are a compelling learning experience. This has made the HBR article one of the two most-requested reprints in the history of the Review and has been declared an HBR Classic.
In a move to address this need and opportunity, Jack Yoest, President of MTDC, states, “We are honored to have become a licensed agent for WOC. This affiliation will allow us to bring the Managing Management Time™ series to more global leaders. It is exciting because MMT is the proven gold standard in creating an environment where managers can most effectively lead their organizations. We recognize that the imperative today for leaders at all levels of the organization is to be in control of events!”
For additional information on Management Training of DC, LLC call or email Jack Yoest or visit www.Yoest.com