Transcript Course Title - Main | Welcome to AI Group

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CONTACT ADDRESSES:
The Registrar
2860 E. 5th Avenue, Columbus Ohio
43219
Tel: 614 353 5028; Fax 614 252 7076
Email: [email protected]
Web: www.rlit.org
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You are here to learn to live.
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STIAN OF CHURCH OF GOD NA; established
to create an educational environment for
developing leaders of influence and global
RLI is an organization of
THE REDEEMED CHRISTIAN OF CHURCH
OF GOD NA; established to create an
educational environment for developing
leaders of influence and global impact for the
21st century.
1st century.
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 Round
Table – Introductions
About RLI
 Objectives
 Lecture Topics
 Lunch Break
 Conclusion
 Presentations
 Certificate of completion
 Course evaluation form
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RLI was the vision of Pastor James Fadele, RCCGNA
Chairman, Board of Coordinators
Need: to develop effective spiritual leaders in
RCCGNA
Qualities: Integrity & excellent spirit within the
context of North America
RLI was incorporated in 2007 & started operation in
2008
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Training provided to 380 in 2008; 2678 in
2009; 2054 in 2010.
RLI plans to extend its services beyond the
shores of RCCGNA in the nearest future.
RLI has 9 Board Members:
Pastor James Fadele, Chairman/Board of
Co0rdinators, RCCGNA
Pastor Tola Odutola, RLI
Chairman/Coordinator
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Pastor
Pastor
Pastor
Pastor
Pastor
Pastor
Pastor
Nosayaba Evbuomwan (Ph.D)
Abiodun Bada (Ph.D)
Wale Akinosun
Nimi Wariboko (Ph.D)
Enefaa Korubo
Bola Idowu (Ph.D)
Bimpe Ishola - Registrar
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Leadership, Motivation and Team Building
Church Financial Planning, Management &
Control
Personal Financial Planning, Management &
Control.
Effective Church Administration
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Ministerial Ethics & Responsibilities
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Leadership & Authority in the Church
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Strategic Leadership- A Systems Thinking
Approach
Servanthood Leadership & Discipleship
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The primary purpose of RLI is to develop
credible Christian leaders capable of taking
the church forward in the 21st century.
Our focus is leadership development.
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The primary purpose of RLI is to develop
credible Christian leaders capable of taking
the church forward in the 21st century.
Our focus is leadership development.
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What does “leadership” mean to you?
Leadership Assessment/dearth:
Where have all the leaders gone?
Leadership Development Process:
◦ Recruitment
◦ Exploration
◦ Assessment
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Sustain the process by developing new and
current leaders through 4 training types:
◦ Learner-Driven
◦ Content-Driven
◦ Mentor-Driven
◦ Experience-Driven
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Some leadership quotes:
 “If the blind lead the blind, both shall fall in
the ditch.”- Jesus Christ.
 “Control is not leadership; management is not
leadership; leadership is leadership. If you
seek to lead, invest at least 50% of your time
in leading yourself – your own purpose,
ethics, principles, motivation, conduct. Invest
at least 20% leading those with authority over
you and 15% your peers.”- Dee Hock,
Founder - Visa
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“A Christian leader is defined as a servant
who uses his or her credibility and
capabilities to influence people in a particular
context to pursue God given direction”
(Malphurs, A., 2003)
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What does “leadership” mean to you?
Leadership Assessment/dearth:
Where have all the leaders gone?
Leadership Development Process:
Recruitment
Exploration
Assessment
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Pastor Bimpe Ishola
RLI Registrar
RLI Training Held @
RCCG Restoration Parish, TX6, Houston
March 12, 2011.
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Setting Up a church
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Role Of Administration
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Administrative Structures
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Policy Guidelines
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Controls framework
◦ Legal & Regulatory Framework
◦ Church Planting guidelines
◦ Fundamental Management Principles
◦ Church Office Personnel
◦ Role of Administration
◦ Behavioral Interviewing
◦ Formation & Execution
◦ The Parish Budget
◦ Statutory Controls
◦ Internal Controls
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Learn from each others’ experiences
◦ Don’t re-invent the wheel
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Understand ‘what’ needs to done
◦ Ignorance is expensive
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Provide feedback to RCCG Leadership
◦ Updates to procedures
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Course is recommended for all leaders
◦ Will become required for new Parish Pastors
Have FUN
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Parade or Pilgrimage
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Long line of people
In formation vs. clusters
Same speed vs. varying paces
Equal size units vs. varying bands
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RCCG Church Planting Manual
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The Role of Administration
◦ Our reference
◦ The first administrators
 Acts 6: 1-8
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Parish Name & Trustees registered with
Secretary of State
Register Constitution & Bye-Laws
Tax Exempt Approval (S501-C3)
Location of Church
◦ 10 minutes Drive from other parishes
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Standard Equipment for Ministry
◦ Keyboards, Speakers, Podium, Microphone, Audio
Recorder
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Standard Office Equipment
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Computer & Peripherals
Software: PowerChurch, Microsoft Office Tools
Internet Access & Dedicated Phone Lines
Preprinted Stationery Stock
Patented RCCG logo must be used on ALL
communication
Guidelines
◦ Function as “fellowship” for 3 months
◦ Meets at least Weekly
◦ Location should be warm & conducive
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Fundamental Management Principles
◦ Planning
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Determine present status of the church
Set objectives for the church
Forecast future as much as possible (Cast the vision)
Evaluate proposed actions
Revise plans, as required
Communicate throughout the process
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Establish standards
Review & compare results
Correct issues & adjust problems
Make Adjustments to “stay the course”
◦ Controlling
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Fundamental Management Principles
◦ Organizing
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Identify work/tasks to be performed
Group duties into job functions & assign
Establish responsibility & accountability
Assign extent of authority
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Determine Human Resource needs
Select Employees
Train employees
Control number and quality of staff
Communicate throughout staffing process
◦ Staffing
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Fundamental Management Principles
◦ Focus
 Organizations tend to focus on survival & service to
members rather than non-members
 Organizations redefine purpose in terms of
institutional maintenance & survival
 Highly visible, tangible, measurable & definable goals
keeps focus away from self-serving focus
 Primary focus on pushing ‘programs’ rather than
meeting peoples needs will lead to challenges
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Church Office Personnel (COP)
◦ Right people are critical for success
◦ Key Personnel roles
 Parish Pastor
 Church Administrator
 Accountant
◦ Can be volunteers in the early days
◦ Review Hiring Skills Inventory
◦ The Interview Process
 Behavioral Interviews
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Key Personnel
◦ The Pastor
 RCCG Church Planting Manual
Pastor is administrative head
Legal status must be verified
Administrative & organizational skills
Allowances/salaries recommended, each parish to
determine quantum
◦ Coach, Mentor & Reward staff
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Key Personnel
◦ The Administrator
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“Jack of All Trades” – Master of All
Often times an Ordained Minister
Extremely Versatile
Works with minimal supervision
Handle ambiguity and conflicting directions
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Reports to the Pastor
Responsible for Financial Management
Accountable to Board of Trustee
Statement of Financial Accounting Standards (SFAS 116)
Fund Accounting
◦ The Accountant
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Hiring Skills Inventory
◦ Define type of person that fits church
 Culture of the church
 Tasks to be performed
◦ Define clear employee policies
 How is selection performed? No favors
 Selection rules must be clear
◦ Is everyone informed
 Few people should select and screen applicants
 Fact of search should be made public
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Hiring Skills Inventory
◦ Sources of applicants
 Understand sources of applicants
 Adverts
 Church, Newspapers, other churches
 Word of mouth
◦ Versatility of Candidates
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End up with more tasks than defined jobs
Hire with emphasis on multi-tasking
Willing to retrain
Hire for the future
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Behavioral Interview evaluation
◦ Interviewing method that allows candidates to
talk about experiences from their past and
describe how they dealt with them
◦ When conducted well, they seem more like a free
flowing conversation
◦ When not conducted well, they can feel like an
interrogation
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The Employee Process
◦ Keep proper file for employee on Payroll
◦ Employee file to contain
 Job Description, Application Form, Employment
Authorization
◦ Detailed background check on all employees
◦ Detailed reference check on people working in
Children & youth departments
◦ Conflict resolution process be defined
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Formation and Execution
◦ Guideline statements designed to assist decision
makers
◦ Guides actions of people within the organization
 “Fly by seat of pants”
◦ Directs outsiders to anticipate how the church will
respond to situations
◦ Tends to produce consistent, coherent and
compatible decisions
 Beware of exceptions
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Policy Guidelines
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Policy formation (Cont’d)
◦ Permits delegation of responsibility for many minor
decisions
◦ Reduces chances of the “Boss Rule”
 Certain individuals can “flood the debate floor”
◦ Don’t vote on decisions
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Some critical policies include;
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Method of assimilating new comers
Expenditure policies
Rotating leaders out of office
Others; Discuss
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A good place to begin
A Theological document
◦ Identifies the ‘gods’ in the house
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A statement of purpose
◦ A plan that ranks priorities
◦ Specifies goals & price tags
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A diagram of expectations
◦ Future oriented document
◦ What portion finances current programs
◦ What portion increases future capability
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Communication network
◦ Garbage in, Garbage out (GIGO)
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Basis of evaluation against key values
An administrative instrument
◦ Eliminates indefinite procrastination
◦ Creates deadlines
◦ Basis for accountability
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Precedent for future decisions
◦ Budget techniques
 Zero based
 Percentage distribution
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Question of Accountability
◦ Intent vs. Action
◦ Honesty vs. responsibility
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Did Board of Trustees sign & file conflicts of
interest agreement
Have church activities been directed solely
to charitable purposes
◦ Not Private or Individual Interests
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No substantial lobbying activities
No participation in political campaign
activities
Is Board of Trustees (BOT) controlled and
dominated by the Pastor
Is Pastor’s remuneration determined by
independent BOT
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How often does the Board of Trustees meet?
Are State Returns filed promptly?
Withholding, reporting & remitting taxes from
guest Ministers
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Cash Receipts Policy
◦ How cash is handled
 Check Exchanges
◦ Unrelated Persons responsible
◦ Periodic Statement to members (Qrtly)
◦ Cash Journal maintained
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Disbursements
◦ Checks except petty expenditure
◦ Clear approval policy
◦ Checks paid to “Named Persons”
 No “Cash” checks
◦ Original Invoices & Duplicate Payments
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Check Signing
◦ Signing “Blank Checks” prohibited
 Not a matter of “Trust”
◦ Signature Stamps & Printed Signatures
◦ More than One signature for any check
◦ Supporting documents accompany checks
presented for signature
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Bank Account Reconciliation
◦ Primary tool to assure proper records
◦ Performed by person not involved in Cash Receipts
or Disbursements
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Bank Account Reconciliation
◦ Compare dates & amounts of deposits on Statement
with Cash Journal
◦ Review checks outstanding over 90days
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Petty Cash
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Only one person responsible
Adequate review before replenishment
Cashing of checks prohibited
Loans to employees prohibited
Protected from theft or misplacement
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Computer Systems
◦ Current or duplicate copies of operating system
maintained off site
◦ Are files backed up periodically
◦ Access to computer programs restricted to
authorized persons
◦ Adequate documentation available in the church for
computer programs
◦ Printed copies of journals and other computerized
records
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Interviewing method that allows candidates
to talk about experiences from their past
and describe how they dealt with them
When conducted well, they seem more like
a free flowing conversation
When not conducted well, they can feel like
an interrogation
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Past performance is the single best
predictor of future performance
Companies look at what attributes /
competencies make their employees
successful and then look for those same
attributes in new candidates that they
interview
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Provides objective criteria for assessing
candidates
Allows collection of specific details about a
candidate’s work and school experiences
Focuses the interview
Reveals thought processes
Shows patterns and tendencies
Forces the candidate to provide more than
vague or “canned” answers
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Take Copious Notes
◦ Need to remember the specific examples and
remember candidates at the end of the day
◦ RMD’s and others review your notes before making
hiring decisions
◦ Give yourself time at the end of each interview to
summarize notes before next candidate arrives
Interrupt
◦ You only have a few minutes with candidates
◦ Make sure that you get the information you need in
order to make an informed hiring recommendation
Ask Probing Questions
◦ We want specific details around a specific example or
event
◦ What was the individual’s role?
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“Old School” Traditional Style: “Tell me how
you feel you are qualified for the job…”
“New School” Behavioral Style: “Tell me
about a difficult decision you had to make.
Walk me through your thinking…”
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For each question, the candidate should cover 3 things:
 Context
◦ Briefly tell the context in which they exercised a
desired skill.
◦ What was the problem, need or concern? What
obstacles did they have to overcome?
 Action(s)
◦ What actions did THEY take? (This does not mean
what the group did, but what the individual did.)
◦ We want to hear “I…” instead of “We…” statements.
 Result
◦ Describe the results and positive benefits they
achieved.
◦ Quantify the results whenever possible.
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“We” vs. “I”
◦ Ex: “We were able to finish the project ahead of schedule and under
budget.”
◦ Probe: “What was your role in this? What did you do personally?”
Summaries Instead of Specifics
◦ Ex: “My team had numerous discussions to determine who would be
the team leader.”
◦ Probe: “Give me an example of one of those discussions.”
Usual or Typical Behavior
◦ Ex: “I prepare for these types of presentations weeks in advance.”
◦ Probe: “What did you do first in this particular case?”
Abstract Descriptions
◦ Ex: “I convinced him that it was the right thing to do.”
◦ Probe: “What did you actually say to him?”
Theories
◦ Ex: “I have a hands-off management style, empowering my employees.”
◦ Probe: “Can you give me an example of when you empowered one of
your employees?”
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Can you give me an example?
What was your role?
What did you do?
What did you think?
What did you say?
What were you feeling?
Can you lead me through your decision-making
process?
What happened next?
What was the outcome?
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Non-verbal cues
◦ Strong hand shake? Good eye contact?
◦ Poise and professionalism?
Communication Skills
◦ Organized thoughts and responses?
◦ Rambling? Easily flustered?
Specificity
◦ Picked a specific event or example and talk about their
role?
◦ Left a C.A.R. (Context, Actions, Result)?
Insightful Questions from Candidate
◦ Prepared with questions?
◦ Were they interested in the answers?
Genuine Interest and Fit
◦ Sincere interest in our church
- Can they fit our culture
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What will you do if someone asked you to do
something unethical
Tell me about a situation that bothered you ?
Have you ever had to resolve a conflict with a
coworker or client? How was it resolved ?
What do you think sets you apart from other
applicants?
What are some of the reasons that you are interested
in this position?
Why do you want to leave your current job?
Is money a strong incentive for you
Would you recommend your last/current place of
employment to others?
What interests you the most about the available
position?
How do you save time when working on tasks?
Tell me about yourself?
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In your previous/current job how much work was done on
your own & how much as part of a team?
Are you innovative? Give me an example
Do you really think you can do this job? Explain why
Why do you want to switch careers at this stage of your
professional life?
What was one of your greatest challenges on your present
job?
Can you give an example of your leadership ability?
What do you expect from a supervisor?
Will your previous employer be a good reference?
In your performance appraisals what strength/weakness
were discussed?
What causes you to perform poorly?
What are some of the things your supervisor did that you
disliked?
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When is it not appropriate to tell the truth?
Have you ever received awards or
commendations?
Would you be in a position to work overtime if
required?
Describe your decision taking responsibilities at
your last job?
What motivates you?
Why do you want to work here?
Has your training and education prepared you for
the job you are applying for?
What are your strengths in relation to the job you
are applying for?
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