Push or Pull – Which Is the Best Way to Solve Problems?
Every day your team is bombarded with new problems it must solve, both big and small. Solving problems is an important transition (like processing information) that each member of your team approaches in a unique way.
As a team conducts ministry, it passes through four inescapable transitions – movements or changes that take the team from one “place” to another. In this part 3 of 5 in our Transition Series, we examine how God provides specific ways your team can thrive through the transition of solving problems.
- Some team members will approach solving problems aggressively, charging forward with energy and determination.
- Some will approach solving problems reflectively, tending to be cautious and conservative. They prefer to make decisions deliberately after carefully weighing the facts.
Both aggressive problem-solvers and reflective problem-solvers bring strengths to your team. Just ask the church building committee that included Keith and Jennifer.
Two Approaches to Problem-Solving
Keith, a local real estate agent, was chairman of the congregation’s building committee – a crucial role because the church had outgrown its rental space in a local school and desperately needed to build its own facility. As an Aggressive problem-solver, Keith was often impatient and acted quickly, pushing a team to a solution. Those same traits meant he regularly got results.
Imagine the scene when Keith was joined by committee co-chair, Jennifer, to look at a 25-acre lot offered to the church prior to being placed on the market. Jennifer, a Reflective problem-solver, was a CPA with a methodical approach and vigilant attention to detail. As the duo viewed the property, Keith grew increasingly excited. The location, land contour, and price were ideal. The church would need to act quickly to secure a deal. Keith was ready to sign a contract before even consulting with the committee. But Jennifer was more cautious and pulled back. She wanted to study finance options before presenting the option to the committee.
Fortunately, both Keith and Jennifer used their unique problem-solving skills to work together for a solution.
The Turbulence of Push and Pull
These two approaches to problem solving can be described as “pushing” and “pulling.” Aggressive problem-solvers like Keith are eager to push through to achieve a solution. Their drive motivates others and can propel a team to move forward. Reflective problem-solvers like Jennifer may insist on studying the problem thoroughly before even thinking about potential solutions, pulling back to take time to consider all options.
Yet these same strengths can spell turbulence when not kept in balance. If Aggressives are not careful, their strengths can lead them to clash with other Aggressives who are equally forceful – or intimidate Reflectives and lose out on their valuable input. Conversely, a team’s forward motion can grind to a halt as the reflective Jennifers of the world pull back. But when team members understand the need to both push and pull – and even find value in the opposite approach – the team can become stronger.
Push and Pull Balance Each Other
Neither Keith and Jennifer insisted on solving the problem their own way. Instead, they recognized that each had strengths that could contribute to a good solution for their church. Keith used his authoritative manner to persuade the seller to postpone listing the property. His push bought some extra time for Jennifer to check out details. Meanwhile, Jennifer immersed herself in researching financing options and discovered a little-known source for funding. Her pullback ultimately saved the church thousands of dollars. The committee made an offer on the property which was immediately accepted.
When it comes to solving problems, both Aggressives and Reflectives are valuable. Pushing and pulling don’t need to compete with one another. Instead, they can balance one another – and complete your team.
Read more in our Transitions series
Transitions, Part 1: Constructive or Destructive?
Transitions, Part 2: Processing Information
Transitions, Part 4: Managing Change
Transitions, Part 5: Facing Risk
A Team’s Tone Can Be Constructive or Destructive!
I know which kind of team I prefer. I’m sure you do, too. If you’ve worked or volunteered at any level in a church, ministry, or organization, you have experienced one, the other, or both firsthand.
This is part 1 of a 5-part series where we will examine the four inescapable transitions a team faces … and the specific ways God has provided for your team to thrive through them, rather than merely survive.
Why are some teams a hotbed of discord and strife? Or a place in which conflict is not articulated but seems to simmer beneath the surface in a status quo environment … one in which the team appears to be unable to accomplish much of anything.
Yet other teams work in sync together and achieve more than individual members do separately, truly modeling the principle “the whole is greater than sum of its parts.”
The exciting news is that a team dynamic can be realigned, moving from destructive to constructive. The answer lies in understanding some key elements at work in any transition.
What are Transitions?
Transitions are movements in ministry. They involve the passage from one “place” to another. And they involve both process and people. This is where things start to break down.
Transitions Create Turbulence
Each transition must pass through the following grid, no matter how big or small.
1. Processing information
2. Problem solving
3. Managing change
4. Facing risk
In this series, we will call these the “Four Inescapable Areas of Transitions.” Yet while this list may look like a simple four-step process, the reality is that each person on the team will approach these areas differently.
- Some people will look at the information through the lens of optimism, think the problem is simple, and believe that a quick fix is in order. Their approach: “Let’s make the change now!”
- Some will want to validate and analyze the information more thoroughly, concluding that the problem might be more complicated than it appears. Their approach: “Let’s consider this carefully and create a well thought out plan before making a change.”
Teams face transition even when they don’t choose to do so. Consider a traditional congregation. Attendance has remained consistent over a couple of decades. So has its worship style and humanitarian work in the community.
No change, right? Wrong. The average parishioner age is now 15 years older than two decades ago. The congregation has aged. The needs for that population are different than they used to be. Further, some members are eager to reach out to younger people in the community, while other members want to continue their ministry as is saying, “It’s always worked this way – we don’t need to change anything.” This church is in the midst of transition – and cannot escape the need to face it.
Turbulence Creates Team Work
It is God’s design for each team member to approach the transition in a unique way. Naturally, a team is a combination of these individual approaches. Members can be most effective when they’re aware of the strengths they offer the group. But each member’s self-awareness is just the first step in building an effective team. What if each member clearly understood what strengths others brought to the team – and truly valued their contributions? This is where a team moves from destructive to constructive.
In 1 Corinthians 12 the Apostle Paul likens a team to the human body. He explains that each person plays a unique role in allowing the team to function well. “The body is a unit, though it is made up of many parts; and though all its parts are many, they form one body. So it is with Christ” (1 Corinthians 12:12, NIV).
Together, the parts of the Body – and the members of your team – are stronger together than they are separately. The whole, in actual fact, becomes greater than the sum of its parts. And God has uniquely arranged them to work together to face any transition.
More articles in our Transitions series
Transitions, Part 2: Processing Information
Transitions, Part 3: Solving Problems
Transitions, Part 4: Managing Change
Transitions, Part 5: Facing Risk
Understanding Others’ Strengths: Do You Have a Good View?
Learning to value differences in others is a lot like looking at skyscrapers in the city. Imagine you can only view buildings from the sidewalks, looking up. But one day you are able to stand on the twentieth story of a skyscraper and look out the window. You now see the city from a completely new view.
That’s one of the benefits of learning to identify and value strengths in others: you gain a whole different perspective in addition to your own.
Developing this skill takes a little practice, but can be learned. In the process, check these sight lines to get a good view. Use them as you learn to understand and value strengths in others.
Sightline #1: Expectations
It can be tempting to expect others around you (your team members, your spouse, your family members) to see the world through the same prism you do. But they don’t. Their view, while different, can enrich your own, not detract from it. At the heart of understanding others’ strengths lies a simple principle: expect people to view life differently than you.
Sightline #2: Insecurity
Lack of self-confidence may prevent you from understanding others’ strengths. “How will I measure up? How will I fit in? What if there is not a special role for me?” You may even see others’ strengths as a threat. “If I avoid learning about others’ special gifts,” the thinking goes, “Then I don’t need to acknowledge them.” Some people may even take great lengths to deny or change others so they feel more comfortable with their uniqueness. Don’t be one of them.
Sightline #3: Exclusivity
You may be so convinced that your approach is the “right” way that you discount any other point of view, wrongly thinking your strengths are “best.” Exclusivity automatically assumes that others who don’t share your makeup have a deficiency. (They probably think the same thing about you!) Don’t miss out on what others have to offer.
Sightline #4: Awareness
You may not even be aware of your personal strengths and differences – or uncertain about how to use them. Your perspective is shaped by a unique combination of environment, experiences, and natural strengths. So is the view of everyone around you.
Tap into theirs. By understanding others’ strengths, you’ll see more than just skyscrapers from the sidewalk. You’ll get a good view of the whole city.
More devotionals …
Devotional: Is Your Eyesight Fuzzy or Clear?
Devotional: Pen in Hand – Embracing Your Strengths
Devotional: Individuality or Conformity – Must You Choose?
Devotional: Interdependence: How to Avoid “The Unimportance Trap”
Why God’s Appointments Are “A Good Fit”
This three-part series looks at what the Bible has to say about placing people on your team or joining a team yourself.
In this series, we have seen that positions on God’s organizational chart are not only needed (Part 1) but also indispensable to building the Body of Christ (Part 2).
But when it comes to the staffing process and placing personnel in various roles, how does God ensure a good fit … especially when the human factor is part of the equation?
God’s Appointments are Directed
Paul explains that God “appoints” different positions in the church to different people. 1 Corinthians 12:28 says, “In the church, God appointed first of all apostles, second prophets, third teachers …” (NIV, emphasis added.) The word “appoint” in scripture also translates as “sets,” “puts,” and “places.”
God is not passive, watching the staffing procedures from the sidelines. Nor is the process automated, working by default in the background. Rather, God “sets” and “puts” people into position. Leaders choose people to fill those roles, but God directs the process. “The king’s heart is in the hand of the Lord; he directs it like a watercourse wherever he pleases” (Proverbs 21:1).
God’s Appointments are Deliberate
Further, God’s choice of a position for each person in the Body is not a haphazard afterthought as in, “Oh, no one else is doing this right now, so I’ll stick so-and-so with it.” Rather, God’s choices are deliberate. He intentionally chooses and matches people to fill certain positions because of their strengths … or the opportunity to build those strengths.
God’s Appointments are Purposeful
1 Peter 4:10 says, “Each of you should use whatever gift you have received to serve others, as faithful stewards of God’s grace in its various forms.” The principle of strengths applies to both the business world and to ministry.
The purpose of finding a good fit in a commercial firm is to grow the company, matching the position’s requirements with a candidate’s abilities, education, previous experience, and behavioral skills. Likewise, a good fit in the Body of Christ allows each of us to lead from our strengths so His Kingdom grows.
But there’s a subtle difference between the two in the kind of growth that takes place. In business, the goal is a healthy balance sheet. In God’s economy, while growth can be numeric, it can (and should) also be spiritual.
That’s why God’s appointments are so purposeful. God no doubt considers each person’s abilities when setting them in a position in the Kingdom – whether it’s public speaking, teaching, organizational skills, or serving others – as a means to benefit the Body. But He goes even further.
“A good fit” for God may also be defined in a position that is a stretch for you. You may need to develop the ability to share your story with others. You may need to grow in humility to serve others more graciously. You may need to learn to ask God what to say before you speak. God may be so anxious for you to grow that He creates a position just for you. And as you exercise your gifts, and discover abilities you didn’t know you had, you grow … and so does the ministry.
God deems a good fit for a position when two things happen: we grow and the Body grows. The two are inexorably intertwined.
Will you let Him make a good fit for you?
Read the rest of the series:
Position Series, Part 1: God’s Most-Needed List
Position Series, Part 2: God’s Assignments Have Worth
God’s Assignments Have Worth
This three-part series looks at what the Bible has to say about placing people on your team or joining a team yourself.
In the previous article we saw in Ephesians 4:12, that God graciously provided an explanation for the roles on His “Most Needed” List: “for the equipping of the saints, for the work of ministry, for the edifying of the body of Christ.” Each role strengthens the body.
Our performance-driven culture can lead any organization to create a ranking order of importance or value for roles … unless you intentionally choose otherwise.
If team members believe (even unconsciously) that some positions have more value than others, the ministry itself — let alone relationships on the team — can suffer.
On the other hand, if each person considers each position to have intrinsic value to the mission, members are more apt to value each other and the strengths each one brings to the ministry.
Positions in the Body: What’s Their Worth?
Ephesians 4:11 says, “It was he [Christ] who gave some to be apostles, some to be prophets, some to be evangelists, and some to be pastors and teachers.”
At first glance, it might look like God has placed these in order of importance or value.
Look a little more closely at the word “gave” in Ephesians 4:11. The Greek verb, didoomi, appears 415 times in the New Testament in various forms. Each form of the verb has a slightly different meaning – meanings that may not surface in the simpler English translation.
The verb used here does not stand alone. It is defined by the object that follows it. In this case, it is specifically linked with nouns denoting strength, worth, or virtue.
How Does He Assign Positions?
Further, God confers these positions in a particular manner and with a specific approach. The verb “gave” (didoomi) is translated directly as “bestow,” such as when a monarch bestows a title elevating an individual to aristocracy or a university president bestows degrees. Jesus bestows positions with dignity, honor, and purpose. His respect demonstrates how valuable each one is.
God is purposeful in His design. Each position on His list is needed – but also significant. And, as each part does its work we see the body grow and build itself up in love. (Ephesians 4:16)
What a powerful way to look at each of the assignments on a team! If the God of the universe thinks position A, B, and C each fill roles that are of immense worth … well, shouldn’t our attitude be the same?
A position (no matter what it may be) is not just a job. Moreover, it is not just a needed job. To God, it is indispensable.
Read the rest of the series:
Position Series, Part 1: God’s Most-Needed List
Position Series, Part 3: God’s Appointments Are “A Good Fit”
What Positions Are on God’s Most-Needed List?
This three-part series looks at what the Bible has to say about placing people on your team or joining a team yourself.
Three valid questions any organization or church should ask before hiring staff or inviting volunteers to serve are:
- Is this position really necessary?
- How does the position advance the mission?
- Who is the right person for the position?
Scripture tells us God created and gifted each person to good works. “For we are God’s workmanship, created in Christ Jesus to do good works, which God prepared in advance for us to do.” (Ephesians 2:10)
God’s work through us administrates His grace to a broken and hurting world. With that in mind, shouldn’t we discover what is needed in a position to advance the mission … before we start looking for people God created to fill the position?
Each of us is to purposely use our strengths to build the Body, not simply fill a slot or be consumed by pointless busy work. Likewise, God ordains each role in the Body with meaning and purpose. He does not “invent” tasks to fill our days.
God Wrote the List
In the commercial world, a job must meet a well-defined need. Otherwise, the company does not incur the expense of hiring, training, and employing an individual to fill it.
The same principle holds true in Kingdom work, not because we wish it so or because we think it would be a good idea for appearances’ sake, but because of this powerful twist: God wrote the “Most Needed” list.
1 Corinthians 12:28 says, “And in the church, God has appointed first of all apostles, second prophets, third teachers, then workers of miracles, also those having gifts of healing, those able to help others, those with gifts of administration, and those speaking in different kinds of tongues.”
Is all of that really necessary?
3 Reasons for So Many Roles
In Ephesians 4:12, God graciously provided an explanation for the roles on His “Most Needed” List: “for the equipping of the saints, for the work of ministry, for the edifying of the body of Christ.” Each role strengthens the body.
- Equipping: Like in-service training or continuing education in the commercial world, equipping in the Body is not a one-time experience but an ongoing proposition.All God’s people (not just a few leaders only) are to be prepared to serve. The training is to be continual. More than a few someones need to equip the saints – those whose strengths are in leadership and teaching and speaking.
- Ministering: How tempting it can be to see only leadership and teaching roles as important in the body of Christ. Yet other positions are vital, serving hearts one-on-one with spiritual support, encouragement, healing from hurts, and helps by those whose strengths are in serving, mercy, and relationships.
- Edifying: Just as physical construction builds or strengthens a physical structure, different positions add to, reinforce, build up, or strengthen the Body. A well-ordered administrative structure and support team allow a ministry to grow, especially when staffed by those with methodical thinking, attention to detail, and organizational strengths.
God is purposeful in his design. Each position on His “Most Needed” List is essential.
So when God calls with the good news, “I’ve got a job for you!” the question is not, “Is this position really needed?”
The question is this: is this what God created me to do?
Read the rest of the series:
Position Series, Part 2: God’s Assignments Have Worth
Position Series, Part 3: God’s Appointments Are “A Good Fit”
A Practical Way to Build Unity in Your Staff
Conflict, Part 4
As I travel the country and world speaking to leaders, my heart breaks hearing their stories. Division in churches has become so commonplace that those of us in ministry have either experienced a split or know someone who has. It may shock you to learn that in the U.S., 1,600 pastors are terminated or forced to resign their pulpits each month and each year 3,500 – 4,000 churches close their doors.1 It’s true – and please do not think you are exempt.
On a more positive note, I’ve also seen hundreds of churches and staffs transform in miraculous ways, moving from the brink to become effective and vibrant.
That’s what eventually happened with Don and Mark, two pastors, placed together by God to serve His people. Over time, aggressive, dynamic Don struggled to accept Mark’s methodical, systematic approach to problem-solving and managing change. Differences threatened to terminate the relationship and create deep division in the staff. Before things came to a head, Don recognized how Mark was wired differently from him. But could he value the differences Mark offered – and even take a step further, intentionally seeking out ways to help Mark excel in his strengths?
A Practical Way to Build Unity
First Corinthians 12:12-27 explains a very practical way to build unity: “There should be no division in the body, but its parts should have equal concern for each other” (NIV). The same idea is expanded in Romans 12:3 “For by the grace given me I say to every one of you: Do not think of yourself more highly than you ought, but rather think of yourself with sober judgment, in accordance with the faith God has distributed to each of you” (NIV).
This tells me that division is rooted in self-centeredness, favoritism or elitism – an elevated concern, value, or focus on one member. Division is avoided, God says, when every member has an equal concern and sober judgment for every member of the team.
The opposite of division is unity, which is built when each member places a high value on every other member. Each one’s strengths are valued and understood, combining to make a blended whole. Building unity rarely just “happens,” but requires intentionality. Leaders make the choice to operate as God’s instrument to help members find their place and lead from their strengths.
What Happened to Don and Mark?
Don chose to intentionally build unity in his staff. He led them through a simple Leading From Your Strengths team-building process – a positive experience that emphasizes each individual’s unique strengths and helps them understand why God strategically placed them together in the ministry. Each staff member completed the strengths profile, and then shared openly about how God had uniquely wired them. Members sought to understand each other. As they processed the information, the group soon realized how God had brought them together to complement each other’s strengths in an amazing way.
The Mystery of Differences asks, “How is God able to take a curious collection of people and make them into a well-functioning unit?” God solves the mystery of differences by combining our different strengths to make us more together than apart.
The only remaining mystery is this: will you submit to His plan to bring about that wonderful transformation in your staff?
— Editorial Staff
Materials Need For this Exercise
- Two tables or flat surfaces
- Four unopened packages of 3×5 index cards (lined or unlined, any color). With a felt tip marker, write on two of the packages “DO NOT OPEN”
- Timing device: stopwatch, timer, or watch with seconds measurement
Instructions
The point of the first exercise is to break the ice and to vividly demonstrate the power available to teams that work together. The first part of the exercise is designed to draw out participants’ natural tendencies and reactions under stress. Be careful NOT to give too much information or instruction—you want them to be a little uncomfortable with the small amount of direction given.
Place one package of unopened 3×5 cards on each of the two tables. Use the packages you have labeled “DO NOT OPEN.” When the participants have arrived, divide them into two teams, assigning each team to a table. Begin by saying something like this: We’re here to build an even closer team, and to begin that process, we’re going to do a quick exercise. Your instructions are simple. You have a minute and a half to build the tallest freestanding structure, using only these 3×5 cards on your table. Ready, Set, Go!
As the facilitator, don’t answer any questions at this point, just smile and urge them to start building. If someone presses you for more information, just say things like, Let’s go; there’s not much time or I can’t answer any questions right now. At several points during the next minute, spur them onward with time announcements like, Just one minute left! Hurry up! Only thirty seconds! After one and a half minutes, call time and stop the game; ask teams to step away from the tables. Say something like this: Look around and take a few mental notes about what you just experienced: how you felt, what role you played, and what you observed.
Now tell them this: For the next three minutes, I want your team to talk about and to plan building as high a structure as you possibly can, using only these 3×5 cards. I’ve been told that the world record is four feet, six inches. However, for the next three minutes you can’t touch a card or the table; you can only talk about what you can do to break the world record and the opposing team. At the end of the three minutes, I’ll give you another minute and a half to build a taller freestanding structure than the opposing team. Do you have any questions? Time their planning window of three minutes, and stop them by saying: Before we start building, please knock any structure down that is currently half stop the teams by saying: Step away from the tables. Look around and take a few mental notes again about what you see and what you just experienced. This too will be discussed later in this session. standing on your table. Here is a new set of cards that you can add to the existing cards. You now have a minute and a half to build the tallest freestanding structure. Go! There should be significant pressure on the teams and a certain amount of chaos present during both exercises. At a minute and a half stop the teams by saying: Step away from the tables. Look around and take a few mental notes again about what you see and what you just experienced.
Explore the following question with the team.
- During the first round of the “3×5 Card Game,” how did each team member react?
- What was different the second time your team built the tower of index cards? Why?
- Did you see any differences in the way team members approached the problem?
- Did you see any differences in how they dealt with other team members?
- Did you see any differences in how they responded to limited information? Time pressures? The “DO NOT OPEN” labels?
- What are some specific ways you will use the information you learned in this exercise to strengthen the team?
What To Expect
No matter what size the group, the amazing thing is the consistency of what happens during the second attempt. After just three minutes of planning, almost any group will double the height they reached on their first try. The difference will amaze people! Some team members with high Structure strengths will argue that no one should open the package of cards because of your written instruction “Do Not Open.” That team will use up most of their time during the first round discussing or arguing over that issue. Others will begin to fold the cards in half and stack them on top of each other to build a tower. The more aggressive team members will take over; some will be shy. Some will cheer on those taking charge. Remember that there is not a wrong way to conduct the exercise. It is merely a game to demonstrate the great variety of approaches and behaviors among team members. As a facilitator, try not to give too much direction, but observe the different behaviors to help them see the value of each team member.
God plants clues about others directly in our path. But understanding others requires intentionality. If you’re serious about solving the mystery of differences, you can collect those clues about others and study them. That’s what happened between Megan and Tim.
Differences between Megan and Tim
The staff meeting had not officially begun, but chatter filled the room as Megan entered, placed her file on the table, and sat down.
Maybe we can start right away and finish quickly, thought Megan. She had a lot to get done today, but the rest of the team seemed content to chat. Inwardly Megan sighed. Her colleagues had a fantastic ministry, but Megan wondered how they did it. It seemed as if Matt, Brenda, and Tim were constantly cutting up with one another. Staff meetings, like this one, were regularly interrupted when Tim needed to take an important phone call or answer an urgent email from a congregation member. Part of Megan was irritated. Didn’t he see how much more he could get done if he worked in an orderly, systematic way? But part of Megan was envious. She wanted to have a more relaxed approach to ministry like Tim, who seemed to be able to talk to anyone about anything at any time.
“Megan,” said Tim, leaning across the table and interrupting her thoughts, “I just want you to know how much I appreciate your concentration.” Megan looked up, startled. “We were just talking about how focused you are. You help the rest of us stay on task. It’s something that’s taken me awhile to get used to because I’m so relational. But now, there are days when I wish I were more like you.”
Understanding others around you – and valuing them
Both Megan and Tim had recognized clues about each other – clues that God had placed in their path. But before letting their differences cause friction on their team, Megan and Tim went further. They realized it was not enough to understand that God wired each of them individually. Rather than raging against the other person, they had sought to understand the other better.
Megan identified Tim’s ability to manage many trains of thought at one time. As she pondered Tim’s style, she saw the value to handling distractions simultaneously as an important skill in ministry. On the other hand, Tim admitted that Megan’s sequential approach felt foreign to him. He’d rarely been in ministry with someone who sought to maintain a laser-sharp focus. As Tim worked with Megan, however, he understood that her approach allowed the team to stay on task and accomplish more together.
Those around you are not supposed to be just like you. God deliberately wired them in a different way and then strategically placed them in your path. Will you seek to understand and embrace them?
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Growth Point
Understanding others requires intentionality.
Scripture
God has arranged the parts in the body, every one of them, just as he wanted them to be. (1 Corinthians 12:18)
Prayer Points
- Why can it be tempting to want others to be just like us?
- List clues God has given you about a team member. What do those clues reveal to you about that person’s strengths?
- In what ways do you and the team member complement one another?
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Read the rest of series on the Mystery of Differences
The Mystery of Differences Part 1: Uncovering the Facts
The Mystery of Differences Part 2: Understand Yourself First
The Mystery of Differences Part 4: Understanding How to Blend
You and your team can do more than just survive. You can thrive. At Ministry Insights, we help Christian leaders like you understand your God-given strengths, use them, and show you how to equip your team do the same.
We use a process and provide tools in this powerful strengths movement.
We use a process
We use a three-step process to equip Christian leaders to build strong teams.
- We equip Christians to discover their unique strengths.
- We equip Christians to understand and value the unique strengths in others.
- We equip Christians to blend their differences to develop unity.
We provide tools
We provide tools that help Christian leaders and their team members understand their strengths, blend their differences, and build strong teams. Our tools include three critical elements necessary to transform relationships.
- They are rooted in the truth of God’s Word.
- They provide objective data about and for the individual.
- They outline purposeful, personalized application.
What happens when leaders and teams use the process and tools?
The process and the tools work together to achieve three powerful results.
Result #1. Leaders and teams understand the principle of differences
People readily accept that division among Christians is the norm. They are not aware of evidence that points to the ability to blend with those different than themselves. We provide foundational materials in our products that explain why differences between people are God’s design and how differences can be a powerful tool used for good. By casting a vision of what can be a strong, powerful force for the kingdom in blending, we are able to demonstrate that blindly accepting division among Christians as inevitable is not OK. Our profiles, articles, books, and DVDs delve into this principle and provide the backbone of information upon which equipping and coaching rests. Educating people about the truth of scripture lays the foundation for allowing them to apply that truth to their lives.
Result #2. Leaders and teams understand their differences
Ministry Insights Profiles are comprised of two elements – a questionnaire to be completed by the individual and the subsequent profile report. The questionnaire is conducted online in 10 minutes or less. Results are delivered in a comprehensive, 20-page report immediately via email. The report provides objective data, individualized for each user, derived from our proprietary behavioral questionnaire. The inventory has been constructed and tested repeatedly using a combination of technology and solid behavioral research, and re-purposed for the Christian market. It measures human behavior into four quadrants, each represented in every person in varying degrees. Ministry Insights Profiles are considered to be more comprehensive, accurate, and user-friendly than other behavioral profiles available. Ministry Insights profile perceived accuracy by users is 92.1%.
Result #3. Leaders and teams to blend their differences
Profile data includes practical application in the form of action steps for leaders, teams, and staffs. Ministry Insights also provide workbooks that guide users through the practical application process. Certified trainers (available world-wide) further provide one-on-one coaching and support. Additional products (curriculum, books, articles, and conferences) and support equip users to delve deeper into relationship-building based on differences.
Teams can pursue understanding the truth about differences between themselves and others, learn to value the differences in others, and work to blend those differences.