The game is about to start. The team huddles up. The coach has a strategy, and it’s about to be tested. The stakes are high. This game is critically important, but the team is ready.

Each player has been hand-picked, and the coach is clearly confident in every team member’s ability. The plan is clear — here is how you will pair off, where you will run, how you will carry out the plays, and here are scenarios you might encounter and how to handle them. Now, it’s go time.

In a similar game-prep scene, Luke 10:1-16 shows how Jesus sets up His disciples for a winning performance by answering the first question successful teams need answered: “What do you expect of me?” However, in verse 17, the work has been going on for a while. Suddenly, the question changes from, “What do you expect?” to, “How are we doing?”

The disciples have been away, fulfilling the assignment Jesus gave them when, although not asked to do so, they return to Jesus to report on their work. Why would they do this? I believe it is because there is an internal draw within us all to get feedback from someone who matters.

Dangers of Not Answering the Question

Void of feedback, it is human nature to try to fill the vacuum with fragments of information and perception. These unsubstantiated images might be somewhat true at best, or completely false at worst. Guessing at how one is doing is neither necessary nor helpful.

A leader can unintentionally contribute to this problem. Not answering the “How am I doing?” question fuels a downward spiral. Because of missing information, negative impressions may take root, leading to negative self-talk by team members.

This is called making assumptions absent true data. This negative self-talk reinforces inaccurate perceptions of individuals’ contributions, which eventually causes people we highly value and rely on to believe they are expendable and their work is not important.

“But my team shouldn’t think like that!” you may protest. Unfortunately, leaders who fail to answer this essential question create an environment for negative thinking to grow.

Have you lost great staff or volunteers because they never heard how they were doing? Have you ever left a position because leadership or peers were silent on your contribution? If you needed help, were you sure a leader or peer would be there for you? These questions directly impact a team’s experience and success.

Let’s look at four things you can do to answer thoroughly, “How am I doing?” for those you lead.

Assign Individuals Tasks They Do Well

It’s fairly easy to recruit a bunch of friends to assist with a special, one-time project. But if I want individuals to commit to something long-term, I must consider their individual strengths, weaknesses, talents and gifts in the assignment.

Jesus made genuine care a top behavioral priority in His followers’ work, ministry and lives together.

When I personally and specifically acknowledge and discuss these with those I’m asking to fulfill a given role, it communicates that I care about them and have given thought to their success. The apostle Paul instructs the believers at Corinth to excel in gifts that build up the Church (1 Corinthians 14:12).

In other words, of all the things you can ask people to do, help them focus their unique abilities on building up the Church. By assigning roles that capitalize on individual strengths, you achieve a win-win.

Offer Praise for Good Work

Another way to sufficiently answer, “How Am I Doing?” is with recognition for successes, as well as regular, sincere feedback for ministry well done. Christ-followers dearly long to hear “Well done, good and faithful servant” (Matthew 25:21).

In Psalm 90:17, the psalmist prayed in earnest, “let the loveliness of our Lord, our God, rest on us, confirming the work that we do. Oh, yes. Affirm the work that we do” (The Message). The apostle Paul advocates that we “overwhelm them with appreciation and love” (1 Thessalonians 5:13, The Message).

Think of a time when a leader praised you for good work — not a general “everything you do is appreciated” statement, but a compliment for a specific task well done. I bet you remember exactly what they said. People do not forget this kind of praise. It is specific and sincere and deposits something good into the soul.

Demonstrate Genuine Care

Have you ever wondered whether some people value you more for what you do than for who you are? Genuine love treasures people for who they are while appropriately acknowledging what they do. Jesus made genuine care a top behavioral priority in His followers’ work, ministry and lives together (John 13:34-35).

Joel Manby, a highly successful business executive, identifies love as a top management strategy in his book Love Works: Seven Timeless Principles for Leaders. The seven principles mirror biblical qualities of love, a requirement for true servant-leadership. Teams that perform well practice love within the group.

When team members truly know each other (1 Thessalonians 5:12) — not merely what each does for the team — and sincerely love one another (1 Peter 1:22), the question of “How I am doing?” is answered.

Encourage Personal Development

I’ll never forget the first time I heard one of my bosses say, “We have budgeted for you to attend one seminar a year. We want you to keep growing.”

I remember other investments — books, resources, formal education — made by organizations I have served over the years. Those investments felt like a vote of confidence in me and my potential, proof that someone saw untapped capabilities within me.

Peter told his readers to “grow in the grace and knowledge of our Lord and Savior Jesus Christ” (2 Peter 3:18). This is a directive: Grow! I’m thankful for individuals who have invited me into accountability and provided me resources to grow.

Jesus said, “Follow me, and I will make you fishers of men” (Matthew 4:19, KJV). This is a long-term process of personal and ministry skill development. Your team members need a leader who encourages them on the journey, making every effort to assign achievable tasks so their responsibilities align with their unique skills, knowledge and talents.

What to Expect When You Answer the Question

One of the best teams I ever served on answered this question with ease in how tasks were discussed and assigned. It was never about agendas; it was about what needed to be done and how those tasks fit among the team members. In addition, we received regular, sincere praise for work well done.

In fact, the leadership always seemed to be looking for something they could genuinely affirm. It was the prevailing culture of the organization. Genuine care was demonstrated inside and outside the office context. On top of everything, the ministry found ways to invest in individuals’ personal development. It was awesome.

I believe your organization can experience this too. If you want individuals who excel and a staff that performs well over the long term, focus on answering the question, “How am I doing?”

Also In This Series

• Part 1: Building a High-Performance Staff 
• Part 2: What Do You Expect of Me?