It was a marvel to hear. Complex, exhilarating melodies filled New York’s Carnegie Hall where I sat watching my teenage daughter perform as part of the prestigious Prince William Youth Symphony.

The conductor beamed, bursting with pride for these high school students who performed with maturity and professionalism beyond their years. Under her guidance, they achieved a performance summit beyond what any individual student could accomplish alone. The result was a priceless experience for participants and listeners.  

You and I are a bit like that conductor as we lead and facilitate teams. It takes intentionality to deliver an inspiring performance. As discussed in the previous installments of this series, individuals must have a clear understanding of their role, have access to the materials they need, and possess the confidence and attitude to contribute.

Then, if there is a sense of belonging and similar commitment among teammates, thoughts turn toward the final stage of performance and engagement with the question, “How can we all grow?” 

This question naturally follows the others. A leader might be tempted to start with “How can we grow?” In reality, this is counterproductive. Individuals rarely consider how the team can grow, innovate and improve results if they are struggling with “What do you expect of me?” and “How am I doing?”

If I question whether I belong, if my opinions do not seem to matter, and I cannot get the equipment or information I need to succeed, why invest time brainstorming new programs or initiatives? However, once basic questions of expectation and belonging are answered, individuals are ready to consider the future.

Let’s look at how you can answer this growth-centered question in ways that will advance your staff and volunteers to the highest summit of engagement.

Talk with Individuals About How to Be Better

Proverbs 27:17 says, “As iron sharpens iron, so one person sharpens another.”

I sharpen a tool today so it will be in excellent shape when someone needs it tomorrow. For you and your team, this means having conversations that fine-tune both of your approaches to the work at hand.

It is two-way sharpening. Team member and leader together have conversations that encourage additional fruitfulness and hold everyone accountable for attitudes and behavior.

As the leader, you can take the first step to begin the conversation by offering coaching and mentoring moments. Important to this activity is that it happens regularly — at least every six months — and that the conversation touches on accomplishments, goals and progress, both personally and for the ministry.  

A favorite verse I use to lay the groundwork for conversations about progress is Hebrews 10:24: “And let us consider how we may spur one another on toward love and good deeds.”

It takes intentionality to deliver an inspiring performance.

Interestingly, the word for “spur” the author uses in this verse also appears in Acts 15:39 to describe the “sharp disagreement” between Paul and Barnabas regarding John Mark. In contrast to the usage in Acts, the spurring referred to in Hebrews 10:24 is positive. We are to incite, provoke and passionately encourage one another. Toward what? Love and good deeds.

I like to put these under the banners of good relationships and good performance. When you encourage your team toward good relationships and good performance, you are helping them become better tomorrow.

Actively Equip Individuals to Be Better

It is one thing to encourage a person’s growth verbally; it is another to help them actually grow. Although acquiring knowledge and learning is step one (Proverbs 18:15); acting on it should wisely follow (James 1:22). Conversation should lead to action.

Leaders can equip their staff and volunteers in two tangible ways:

1. Provide training opportunities that directly impact your team’s ability to do well in their assignments. You can invite their participation by letting them suggest the kind of training they might like to bring in. Alternatively, you might send them to external training opportunities, such as a conference or ministry retreat.

A financial investment, even if modest, speaks volumes to individuals about the organization’s view of their value and the work they are doing. Investing in carefully selected training gives individuals what they need to achieve goals effectively, and it positions them for greater works in the future.

I have seen firsthand how training and equipping have a multiplying effect over time.

2. Define what excellent performance looks like, and then create opportunities for team members to improve themselves. This may require agreed-upon space to experiment or the opportunity to try different approaches and methods. As long as the leader’s desired outcomes remain in focus, giving latitude in how team members achieve results will create an environment for growth and innovation.

I deeply appreciate the leaders over me who have provided a clear “what” and allowed me to develop the “how,” investing in me so that I could be highly effective in the results.

Climb the Summit: Build a Great Team

If you find yourself spending most of your time helping your staff grow, you are most fortunate. If you are not there yet, don’t worry. Remember, there are four questions that must be answered in the appropriate order for you to have the sure footing needed to make it to the summit where there is high team commitment and engagement. 

It may take time, but you can get there. Be persistent in your efforts. Love your volunteers and staff deeply, overcoming your own fears or lack of motivation.

As you focus on consistently answering their core questions, your team will count you as one of the best leaders they have ever had. Most importantly, you will all be tremendously fruitful for the Kingdom. 

Also in This Series

• Part 1: Building a High-Performance Staff 
• Part 2: What Do You Expect of Me?
• Part 3: How Am I Doing?
• Part 4: Do I Belong Here?