MODULE 502MANAGING YOUR STAFF

EFFECTIVELYContact Person

Dr. Mario Denton

Crown Financial Ministries Marketplace Programme Director for Africa

Africa Director for FCCI (The Fellowship for Companies for Christ International)

CEO STRONG MESSAGE BUSINESS CONSULTANT

Let's keep the good marketplace vibes alive. Let's network. Tel (w) + 27(0) 82 88 29903. E-mail address: mario@crown.org.za Website: www.crown.org.za and click on

marketplace

E-mail address: marden@mweb.co.za website: www. strongmessage.co.za

Skype: mario.denton

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Table of Contents1. Hiring your team God’s way

2. Keeping your talent

3. Effective staff development

4. Managing the procrastinator

5. Resolving on the job conflict

6. When managing friends get tough

7. Profitable probation

8. Biblical dismissal

Managing your staff effectively

Introduction—Benefits from reading this book!• Learn how to hire staff members with using a concrete, Biblical principles rather

than depending purely on gut instinct!

• Gain the wisdom to use on exactly what to search out and ask for in the hiring

process!

• Discover effective ways to evaluate your competency at retaining your best

workers by incubating the talent you have, and drawing out those who have room

to grow!

• Understand the importance of developing your staff!

• See the effectiveness of strong company morale and why to invest energy into

developing it!

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• Learn the value of promoting employees within the department to management

rather than only outsourcing or hiring outside the company!

• Understand how “sowing into” people can “reap a bountiful harvest”

• Learn how to hold accountable the procrastinating employee and manage the

three types of procrastinators

• Find achievement in successfully managing staff

• Master effective Biblical guidelines for resolving on-the-job conflict

• Manage friends at work

• Learn when probation should be used

• See how to use probation as an effective management tool

• Use clear guidelines for expectations in employee performance

• Know the benchmarks in employee dismissal

1.Hiring your team God’s way

Bookstore owners Penny and Michael were perplexed. “What are we doing

wrong?” they asked. “How can we hire so many seemingly nice people who just

don’t perform to the level of our expectations?”

Effective hiring and team building begins when you apply biblical principles to the

hiring process. The first step is to establish the necessary qualifications for each

position so that you can assess how well a prospective employee will fit the job.

Scripture tells us that “like the archer who wounds at random is he who hires a

fool or any passer by” (Proverbs 26:10 NIV) and Paul reminds us “there are

varieties of gifts” (1 Corinthians 12:4 NASB).

If you don’t know the kind of person you’re looking for, you run the risk of hiring a

“fool” or a “passer by.” But if you will take the time to clarify your workplace needs

by writing effective job descriptions, sorting out résumés efficiently, interviewing

successfully, and checking references thoroughly, you will increase your hiring

success and build an effective team.

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• Start With a Written Job Description

First, prepare a complete job description for each vacancy. This important step

will focus your attention on defining the essential skills for the position and help

you identify the right individual for the job. Every applicant should receive a copy

of the job description, which will ensure that they completely understand the

responsibilities and expectations of the job. The more complete the job

description, the easier it will be to find an employee that matches.

A job description for a sales clerk in a Christian bookstore might include

operating the cash register, accepting orders for out-of-stock books and music,

assisting customers in locating desired books, and working with customers from

many denominational backgrounds. It’s important to find someone who is

comfortable with a variety of doctrinal perspectives, because the job is to assist

customers whatever their background.

• Define Important Skills and Competencies

The job description will list the tasks and responsibilities of the job, but you also

need to determine the skills and competencies-the personality traits needed to

successfully perform the job. For example, an accounting position would require

knowledge of generally accepted accounting principles, accurate transcription of

numbers, and a working knowledge of computer systems. A bookstore manager

would need good communication skills, a thorough knowledge of Christian books

and music, good listening skills, and an understanding of retail merchandising

strategies.

Many managers and business owners rely on an intuitive sense of what is

needed in an employee, but taking the deliberate steps of preparing and

validating a job description-and writing down the necessary skills and

competencies-will help you become more successful at hiring the right person for

the right job.

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• Distinguish Your Requirements and PreferencesOnce you have established written requirements for the job, also make a short

list of your preferences before you begin soliciting résumés and job applications

from prospective employees. Preferences are those qualifications that you’d like

to find in an applicant, but which are not absolutely necessary to do the job.

Requirements, on the other hand, are “must have” prerequisites, without which

an applicant will not be considered.

An example of the difference between preferences and requirements would be

“previous bookstore experience” for a manager. If you make previous bookstore

experience a “requirement,” you might eliminate someone from consideration

who has other retail experience and is an avid reader of Christian books—in

other words, you might overlook an attractive candidate.

But if you limit your list of requirements to only those skills that are essential, and

treat everything else as a preference, you’ll increase your chances of finding a

great prospect for the job. As long as your requirements and preferences are

clear when you begin to receive applications, you will be able to quickly assess

the qualifications of each applicant.

• Interview by Phone FirstI almost always recommend that a hiring manager interview candidates by phone

first. A telephone interview saves everyone time, obtains basic information, and

may eliminate many candidates who don’t match your profile. The goal of your

call is twofold: to ascertain whether an applicant fits your basic needs, and to

determine whether a face-to-face interview is worth conducting. Key areas to

probe over the phone include verifying key items on the person’s résumé,

explaining the essential requirements of the job, and asking about past

experience that may be relevant to the job.

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Be sure to focus on the actual functions the person performed, not just on job

titles. Also ask about the most important aspects of the applicant’s current job

and what has been their most successful past work experience. By the end of the

call you should have enough information either to schedule a formal interview, or

thank the person for their time and explain that their qualifications do not meet

your exact needs.

• Face-to-Face InterviewingWhen candidates come in for an interview, be sure to present a professional

atmosphere to make your company attractive to your top prospects. When

interviews are scheduled, inform your receptionist, or members of your sales

staff, so that everyone will know to greet the applicants. Create a warm and

personal but private atmosphere and don’t allow any interruptions. Interruptions

cause both you and the prospect to lose focus and send the message that the

interview is not very important.

When conducting an interview, evaluate the candidate’s qualifications in five key

areas: ability, attitude, manageability, communication skills, and teamwork.

Prepare an outline in advance with penetrating questions to ensure that you

obtain the information needed to make the right choice.

To accurately assess an applicant’s ability, discuss their work history in detail.

Thoroughly explore claims by asking how a feat was accomplished, and verify

starting dates, promotions, and salary history. Careful questioning at this stage

will establish that you intend to be thorough with the interview and will expect

complete answers. Pay attention to how the applicant responds, because “the

naive believes everything but the prudent man considers his steps” (Proverbs

14:15 NASB).

Other questions that are useful in evaluating a candidate’s ability include the

following: What were the three most important aspects of your job? What were

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your overall achievements? What is your greatest strength? Your biggest

weakness? The answers you receive will likely lead to additional follow-up

questions. Your goal is to understand how a person’s past experience might

translate into future success working for you.

To probe an applicant’s attitude and manageability, ask the following types of

questions: What excited you most about your past work? What was your least

favorite part? Describe your current boss. What do you like most and least about

your boss? Tell me about a conflict with a past supervisor and how that conflict

was resolved. How could your past supervisors have done a better job? How

does your current boss get the most out of you? What have you learned from

your last three bosses? Explain how your past performance was rated, and was

that rating fair? If every past boss was a jerk, if the person’s performance was

always rated unfairly and little was learned, you will probably want to remove the

applicant from consideration.

Part of the purpose of interviewing applicants is to evaluate their communication

skills. To assess written communication skills, you might include an essay

question on your application form, such as, “Have you ever had a conflict with a

manager, and if so, how was that conflict resolved?”

During the formal interview, ask questions like the following: How has written and

oral communication been important in your past jobs? Do you prefer written or

oral communication? How have you been required to communicate with

customers in the past? I also like to ask prospective employees to define

customer service. Their answers are often very enlightening.

The ability to work well as part of a team is another important workplace

qualification. Explain to each applicant how your staff operates as a team and

ask, “Have you worked with a similar team? What was your experience? When

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working with new people, how do you get to know them? Tell me about a

colleague with whom you’ve gotten along well and one you haven’t.”

Another good question is this: “Have you ever placed another person’s work

before your own? Can you give an example?”

• Testing for InterestAt the end of the interview, if you are seriously interested in a particular

candidate, ask, Do you want this job? If offered, how long will you require to

make a decision? These questions will flush out anyone who is not really

interested and save you the time and trouble it would take to pursue them further.

• Checking ReferencesWhen you are ready to offer someone a position, the final step is to check

references. Don’t skip over this step! The best predictor of future performance is

past performance. Always insist on work-related references rather than personal

character references. Character is important, but your objective is to understand

how the person performs in the workplace. The purpose of checking references

is fourfold: to determine whether the applicant’s résumé is accurate; to verify the

truthfulness of answers given during the interview; to gain further insight into how

well the candidate will fit in your organization; and to obtain another perspective

of the applicant.

“Every matter must be established by the testimony of two or three witnesses” (2

Corinthians 13:1 NIV). Call more than one reference, and make a list of your

questions to ensure consistent feedback. Verify any important claims the

applicant made and then ask: How did he or she handle conflict? Did he follow

through on assignments? How did she accept criticism? How did he grow on the

job? What were her greatest strengths and weaknesses?

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Managers often fail to check references because they think they don’t have time,

they trust their own interviewing skills perhaps too much, or they just have trouble

asking penetrating questions. Don’t make the same mistakes. Check references.

The best way to avoid firing someone is by not hiring someone who doesn’t fit

your organization. Hiring and training new employees is a major expense in both

time and money for every business. But if you will follow an orderly procedure

when filling your staffing needs, you will hire the right person more often than not,

and you’ll avoid the time-consuming headache of having to dismiss and replace

employees who don’t work out.

2. Keeping your talent

In today’s ever-tightening labor market, businesses are struggling to hire and

keep key managers. Often, companies will recruit outside talent, paying

expensive agency fees in the process, while overlooking current staff members

who could have been groomed, developed and promoted. In a highly competitive

economy, businesses cannot afford not to develop and utilize every employee to

his or her maximum potential.

Despite all their talk about empowerment, most companies fail to offer

employees a clearly defined process for effective career development.

Employees need to see how they can grow with the company and be promoted

to greater responsibility, but by and large it isn’t happening. A common complaint

is one I heard recently from a staff member of a large organization: “Senior

management talks a lot about employee involvement, but they never follow

through. They spend time talking to each other, but never ask others for ideas.

When I offer ideas, nobody gets back to me, even if the idea is used.”

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Many company managers do a poor job of germinating ideas that come from

other staff members, and they are also weak in identifying promising assistants

who are capable of moving higher in the organization. The reasons for these

oversights fall into three main categories: busyness, stubbornness, and

selfishness.

1. Busyness. Many managers insist that their own workloads leave very little

time to mentor, coach, and interact closely with their subordinates.

2. Stubbornness. Despite all the books and seminars on the “upside down

organization,” many managers are still unwilling to share power with others.

3. Selfishness. Many managers would rather “hang on to” qualified staff

members, rather than see them “promoted out of my department.”

Unfortunately, all of these reasons why managers fail develop to develop their

subordinates are shortsighted and eventually backfire. Frustrated employees

lose energy and morale, and either leave for greener pastures or simply become

less productive. In the end, everyone loses—managers, employees, and

businesses.

3. Effective staff development

Like any important change in a business, effective staff development begins with

a heartfelt commitment by senior management. Ask your employees to identify

how and where they could and would like to contribute more to the organization.

Create a means by which individuals can identify special talents and interests

that apply either in their current department, or elsewhere in the company.

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Work one by one with each subordinate and write a plan to utilize their ideas,

skills, and interests to advance both the individual and the organization. Without

such a commitment, status quo will likely prevail. But once key managers are

committed to the goal, implementation is as simple as establishing a

straightforward process.

Taking a long-term perspective is essential to the success of any employee

development effort, because it will take time and persistence to make it work.

Regardless of time pressures and competing priorities, a commitment must be

made to interact with ambitious subordinates to understand their hopes, dreams

and aspirations.

One of my colleagues, an excellent staff member named Tom, shared with me

once that he would like to manage a branch office, and was open to any location.

Shortly thereafter, a branch manager’s position became available in a remote

location. Tom was offered the job and eagerly accepted. Without our interaction,

however, I never would have known that he was interested.

Include a “staff development” component in your management review process,

and reward your managers for their efforts in developing individuals for

promotion. Don’t overlook employees who transfer to other departments to

pursue more suitable employment. In other words, don’t fail to reward managers

who help their subordinates identify interests outside the department.

• Identifying Candidates for PromotionAsk your managers to prepare a list of candidates for promotion and establish an

action plan for staff development. Too often, employees express an interest in

being considered for promotion, and managers agree to assist them, but then

nothing happens. When management follow-through is weak, employees

become demoralized and eventually give up or seek other employment.

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“Now there are varieties of gifts, but the same Spirit. And there are varieties of

ministries, and the same Lord. And there are varieties of effects, but the same

God who works all things in all persons” (1 Corinthians 12:4-6). Wise managers

understand that talents and interests vary among employees, and they look for

ways to match up individual gifts with the needs of specific positions within the

organization.

Don’t miss the diamond in the rough. Require your managers to evaluate the

readiness for advancement of all of their subordinates. Create an interactive

process whereby the manager’s judgment is balanced by feedback from your

employees about their interests, hopes, dreams and aspirations.

Investing in staff development will pay rich dividends. Remember, “He who sows

sparingly shall also reap sparingly; and he who sows bountifully shall also reap

bountifully” (2 Corinthians 9:6).

• Preparing Employees for AdvancementKeep in mind that every applicant may not be suitable or qualified for

advancement. To avoid mistakes, test the water by increasing a worker’s

responsibility incrementally. If possible, start by revising the employee’s job

description to include 5-10% new or more advanced responsibilities. If difficulties

crop up, you can more easily make adjustments at this level before everything

gets out of hand.

Gradual training and development has the added benefit of maintaining

expectations at a reasonable level until the employee has had an opportunity to

demonstrate his or her ability to handle the increased responsibility. Raising the

prospect of promotion and then having to quickly backtrack can kill employee

morale faster than taking no action at all.

Despite the potential problems attendant with promoting from within, the benefits

far outweigh the risks. Knowing that the company is committed to employee

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development and advancement can raise morale across the board, even among

employees who do not take advantage of the program.

Furthermore, “home grown” managers have a deeper knowledge of and

commitment to your organization than any outsider you might bring in. Don’t

overlook the people closest to you when seeking to fill management and

supervisory positions. Promoting from within is truly a win/win situation.

4. Managing the procrastinator

“What do you mean the sales presentation isn’t ready? The customer is arriving

tomorrow morning!” screamed Bob.

“You just don’t understand,” shot back Tim. “It’s far more complex than you think.

You believe everything is simple, but it’s not.”

Late work as a result of procrastination is epidemic in the workplace. Learning to

effectively manage a procrastinator is important for any manager. Scripture tells

us, “Teach us to make the most of our time, so that we may grow in wisdom”

(Psalm 90:12 NLT).

Every procrastinator has his or her own justification, but King Solomon nailed it

on the head when he said, “The lazy person is full of excuses, saying, if I go

outside, I might meet a lion in the street and be killed” (Proverbs 22:13 NLT). But

each type of procrastinator needs to be effectively managed and required to

make the most of company time.

Most procrastinators fall into one of the following three groups

1. The 11th-Hour Scrambler

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Those who put things off until the last minute usually underestimate the time

needed to complete the task, overestimate their own productivity, or just don’t

want to tackle the task. Jesus said, “For which of you, when he wants to build a

tower, does not first sit down and calculate the cost…” (Luke 14:28 NASB).

Planning the time, energy, and work needed to complete a project is part of

counting the cost.

To manage 11th-Hour Scramblers, ask them to tell you in advance when they

plan to complete the work. Establish benchmarks to validate everything along the

way so that you remain on schedule. In the example above, Bob could have

asked Tim what key information was needed in the sales presentation, what

resources were needed, and how the material would be presented. If Bob had

asked for a draft presentation one week before the client arrived, he would have

known that Tim had fumbled a full week before the deadline. Instead, Bob

discovered the fumble at the last minute when his options were severely limited.

2. The Easily-SidetrackedLack of focus gets many procrastinators sidetracked. Unexpected emergencies

and pressing needs will always emerge and keep important work from getting

done. The Easily-Sidetracked believe that “as soon as this monkey gets off my

back, I’ll get everything done.” King Solomon noted, “The way of the sluggard is

blocked with thorns…” (Proverbs 15:19 NIV).

For these procrastinators, something will always happen to keep the promised

work from being done on time. That’s because as soon as one monkey is

removed, another quickly takes its place.

To manage the Easily-Sidetracked, use the technique of establishing

benchmarks and then follow up to ensure those benchmarks are reached. In

addition, establish a clear policy that you are to be notified immediately if and

when something comes up that will impede a promised project. You will be able

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to intervene and decide to adjust the work schedule or explain that the

“emergency” is not an emergency.

3. The PerfectionistFor the perfectionist, nothing is ever good enough, so they keep putting things

off. Deadlines come and go because things are just not “ready.” King Solomon

wrote, “If you wait for perfect conditions, you will never get anything done”

(Ecclesiastes 11:4 NLT).

To manage the Perfectionist, establish expectations in advance and help them

with any anxieties. Make certain that they work toward those standards, not

toward perfection. Additionally, encourage your procrastinators to share any

feelings of possible failure and then help build confidence.

Ultimately, procrastinators must be held accountable to perform.

5. Resolving on the job conflict

Tom was a sales manager for an electrical supply company. Because he wanted

to set a good example for his sales force, he was quite aggressive in obtaining

new business. Unfortunately, he often promised special services that the

company couldn’t deliver, and other times he would set prices below the

company’s cost just to get the business.

This didn’t go unnoticed and, over time, the Operations Vice-President and the

Comptroller became angry. While they both agreed something should be done,

neither of them was willing to confront Tom about his business practices.

Finally, after nearly a year, the company President himself got involved. As he

investigated the increasing number of customer complaints and the reduced

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profit margins, the picture became clear. Ultimately, the only “solution” was to

dismiss Tom.

Too often, this is a realistic workplace scenario. Issues which should be dealt

with at the supervisory level become middle management problems. And when

middle management won’t “face the music” and resolve the situation, the

company’s owner or CEO has to get involved. In the end, failure to resolve such

conflicts affects everyone from co-workers to supervisors to management.

Handling a situation like Tom’s may never be easy. On-the-job confrontations

seldom are. However, if a style of conflict resolution patterned after biblical

principles had been followed, the company would not have encountered such

severe difficulties—and the sales manager could have remained a productive

team member.

Conflict in any business is inevitable. Each of us has our own perspective on the

events and people that make up our work area. These different perspectives

don’t always mesh will. The key to growth and progress, in spite of conflict, is to

insure that whatever the conflict is, it is resolved in a positive way. What is critical

to note is that the process is just as important as the end result. Even if the

ultimate solution is not pleasant, the process of resolving the conflict can be a

positive one.

There are three biblical principles you can adopt to work through conflict. When

you do, your company will prosper, and your management and employees will

avoid long-term conflict.

• Deal with any conflict quickly.Jesus was attacked many times by the Pharisees. Each time, His strategy was to

confront the issue immediately. He never let anything slide for the sake of

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“keeping the peace.” With wisdom and enviable precision, He faced each

confrontation when it occurred.

Act quickly while the memory of an incident is fresh, because time has a way of

rewriting the “facts.” When we hold an offense or delay in confronting

wrongdoing, our minds build on the foundation of frustration until the whole

situation becomes distorted. If we fail to act quickly when we have been

wronged, we give our anger an opportunity to grow. Delay also increases the

chance of acting inappropriately when we finally do act.

Most importantly, when we fail to act quickly we lose the opportunity for

immediate improvement in the circumstances. The company’s bottom line would

have improved measurably had either the Vice-President or the Comptroller

acted quickly to resolve the conflict.

• Deal directly with the person who has offended you.Jesus instructed us in Scripture, “...if your brother sins, go and reprove him in

private” (Matthew 18:15 NASB). We must develop the biblical habit of going to

the person who has erred or wronged us. Who else can immediately change the

situation?

Explain your issues clearly and calmly. Stick to the facts when you state the

situation, and explain the consequences that have caused the problem.

Recommend a solution if you are confident in your advice. Keep positive by

focusing the conversation on solutions, not by attacking the person or the

problem you believe they have created. Avoid stating how you feel and how you

are personally affected, or you and your colleague could easily digress into a

personal conflict.

If you are unsuccessful in dealing with the person, continue to follow Scripture

and, “take one or two more with you...” (Matthew 18:16 NASB) Talk to your

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immediate superior or the other person’s supervisor, and request a meeting so

the issues can be openly discussed.

Remember, the only people who can effectively change the person’s behavior

are the person himself, their boss, or your boss, by exerting pressure. Discussing

the issues with anyone else is gossip; you are adding gasoline to the fire, and will

only make the situation worse. Do not fall into the temptation to gossip just to let

off steam or to make your feel better.

How much faster and easier the resolution of Tom’s conflict could have been if

Tom had been confronted directly!

• Deal completely with an issue. Don’t leave loose ends or wiggle room. Make sure the issue is understood by each person involved.

Ask them to “play back” their understanding of the issues. When a solution is

determined, ask each person to clarify their understanding. Have everyone

verbalize agreement with the next steps to be taken, and then set thetimeframe

for their response.

If future actions are to be different to avoid problems, clearly confirm the future

change. It is a good idea to document the conversation in a memo to avoid future

misunderstandings. Often a great meeting is ruined by failure to follow through.

When you are determined to deal completely with your challenge, so it will not

resurface, a deeper issue may emerge. Only when the real issue is addressed

can conflict be fully resolved, so be alert to the possibility of a deeper issue.

Tom’s desire to set a good example was admirable, but his methodology wasn’t.

Setting limits early on, through appropriate confrontation, might have averted the

year-long problem Tom caused. Sadly, someone like Tom can drive your

business into the ground, if left to himself.

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The workplace may never be the perfect place, but your efforts to resolve on-the-

job conflict can make it a better place for everyone. The next time difficult issues

arise, remember: deal with the issue quickly; speak only with the people directly

involved; and make sure the situation is resolved completely. Then sit back and

watch your business prosper.

6. When managing friends gets tough

When we work closely with our employees—no matter how large or small the

business—over time we form friendships and create a “family atmosphere” in the

workplace. Developing close-knit relationships enriches our time at work, but that

same closeness may make it difficult to confront tough, work-related issues

squarely. However, by following sound management practices, we can ease the

challenge of supervising employees who have become our friends.

The cornerstone of effective staff management—and this is true regardless if we

are overseeing friends or not—is maintaining our objectivity. As managers, our

first responsibility to the company is to lead effectively, not to be everybody’s

personal friend. Start by establishing objective and measurable standards for

quality, quantity of work, and dependability, and then enforce those standards

consistently and fairly with everybody. Scripture warns us, “to show partiality is

not good” (Proverbs 28:21 NASB). Objective standards help us avoid showing

undue favor or partiality

to anyone at work.

The second key is to confront performance issues quickly. Allowing time to pass

will only ingrain bad habits and make future confrontation more difficult. Most

employees will assume their performance is satisfactory unless they hear

otherwise, so it’s important to speak up right away when you notice a decrease in

productivity, quality, or customer service. If you allow issues to fester, you’re

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more likely to receive a surprised and angry response when you finally intervene.

“Well, you never said anything before.”

Many managers seek to avoid conflict by dealing with problems indirectly. For

example, instead of sitting a chronically late employee down and establishing

that tardiness is not acceptable, they might say “Good afternoon” when the

person walks in the door, hoping the employee will “take the hint.”

When we are personally close to our colleagues, dealing with performance

issues will become more difficult. It can be tempting to gloss over problems and

avoid confrontation, but improvement will only happen when issues are

appropriately confronted. When correcting an employee, focus objectively on the

issue and avoid stating how you feel. Be direct, and clarify your expectations.

“Through presumption comes nothing but strife” (Proverbs 13:10 NASB).

If the problem continues after corrective action, the next step is to establish future

consequences. Promptly meet with the person again, review your expectations,

clearly state where the shortfall is occurring, and explain what work must be

improved. Set a deadline for improvement, and define the consequences for

noncompliance, like reduced job rating, no salary increase, or other action. “A

servant cannot be corrected by mere words; though he understands, he will not

respond” (Proverbs 29:19 NIV). Ultimately, even with friends, we must be willing

to establish and adhere to firm boundaries and standards.

Don’t let friendship be used against you as a manager. Allowing an employee to

wriggle off the hook based on relationship will destroy your ability to manage that

person in the future. The key to preserving objectivity and keeping friendship out

of the discussion is to move the conversation away from the employee’s

circumstances and back to the issue or problem that needs to be addressed.

Start by confirming the situation with a direct question: “Was the shipment made

on time?” Ask for a yes or no. Next, ask the employee how the situation can be

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corrected to satisfy your customer, and how can future problems be avoided.

Insist on permanent solutions and consistent follow-through.

Having a work relationship with someone won’t necessarily enhance your

friendship. In fact, confronting performance issues as a business leader will often

strain, or even destroy weak personal friendships. Effective business owners and

managers know that leadership must come first. Realistically, not every

friendship can be preserved. Before you hire a friend, consider whether you both

are willing and able to change your friendship into a working relationship. With

wisdom, objectivity, and consistency, you can successfully navigate the tricky

waters of managing friends and close associates.

7. Profitable Probation

Tracy was the best-liked employee Steve had ever hired for his insurance

agency. She was efficient in her work and Steve was glad he had hired her. She

seemed to get along well with the rest of the staff and fit into their operation like

an old pro.

But as the second month of her employment rolled by, Steve began hearing

disturbing comments about Tracy’s temper. It seemed that this “old pro” had a

definite way she thought things ought to be done, not only in her job but in

others. She started using her anger as a weapon to get her way, and it was

creating strife in the office.

Steve had no easy way out of the situation, but had he hired Tracy on probation,

things would have been different.

Probation for new workers is one of the most effective tools for many managers

and human resource departments. It is also one of the most infrequently used

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tools. A time of probation allows the company to determine if a person

demonstrates the skills, competencies and attitude thought to be present during

the interview process.

The best time to dismiss an employee is by not hiring the wrong person in the

first place, and the next best time to dismiss a worker is during probation.

Probation puts responsibilities on both the manager and the employee. Accept

your responsibility as an employer to establish clear work standards, including

quality and quantity of work expected, and work related behaviors. Standards

should be in writing and include benchmarks to be reached by a given time.

For example, an accounting clerk may be expected to process and post one

hundred checks per hour with 99.8% accuracy. Her Week One standard might be

30 checks with 95% accuracy, and by week four she should be up to 65 checks

with 98.5% accuracy.

Give daily or weekly feedback to each new employee praising good work, and

confronting or correcting poor performance. If the productivity or quality does not

improve at a required pace, you can be kind, but do not mince words; be direct

and honest. State what must change and by when, and that the consequence of

not meeting the standard will be dismissal.

Staffers deserve to know where they stand.

Determine the work related behaviors that are important and monitor those

behaviors as well. Does the person accept instruction and correction in a

pleasant manner, or are they defensive? Do they gossip about other colleagues?

Is a positive customer perspective demonstrated, or at times are customer

demands treated as an inconvenience?

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Do they display a positive, “can-do” attitude, or is every day a challenge, and

fault found with most things and most people? Is inappropriate anger displayed to

you, or customers, or colleagues?

Remember, yellow flags will become red flags after probation is ended!

Develop a checklist of work standards including behaviors, and set minimum

standards for each. Then objectively work through the list. If instructions were

ignored several times, or management was gossiped about, write that down.

Weigh and measure the total performance carefully. Avoid the temptation to be

subjective, or to proceed based on your feelings.

Psychologist Dr. James Dobson accurately teaches that our emotions will fool us

every time. Passing a person through probation who fails to meet basic

productivity and attitude standards will blow up in your face every time. It is

important to keep a file wherein you document your findings and observations

factually.

Two key factors may keep us from dismissing a poor performer. First, we may

lack the personal courage to be direct and fire a person. We may also feel sorry

for someone, and choose not to act. Remember, your loyalty and duty is to the

organization and failure to demonstrate courage is a breech of trust and

responsibility.

Further, keeping a person in place who is failing will condemn them to struggle in

a position ill-suited to their talents or temperament; you do them no long-term

favors by maintaining employment. A better, albeit more difficult step, is to

dismiss them and state the reasons. Then offer constructive suggestions to help

them with their next opportunity.

Effective use of probation time will enhance your leadership, improve staff quality

and generate long-term success. Do not be tempted to bypass a period of

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probation for a new employee because you feel they might interpret being on

probation as your lack of confidence in their abilities. It is not their abilities that

are in question, but their performance.

Emotion will fail, so be objective.

8. Biblical dismissal

Firing an employee is one of the more gut-wrenching, painful, and distasteful

management tasks. However, by embracing a biblical model for managing

employee performance, you can reduce the number of terminations and ensure

that every dismissal is necessary.

When an employee’s performance is sub-par, first look at your leadership before

you resort to employee discipline. Ask yourself two key questions: Are the job

expectations clear? Have I provided the necessary training, instruction, and

support?

If the answer to either question is no, start by apologizing to your employee for

not providing clear expectations or providing the needed training, and then solve

the underlying problem. Only after you have properly trained your employees and

established clear expectations can you reasonably hold them accountable for

their performance. If employees still fail to perform work as instructed, or refuse

to conform to company policies, or are dishonest, take immediate steps to

terminate their employment.

Once you have established clear expectations and have provided the necessary

training, give regular feedback to your staff, praising their positive

accomplishments and identifying opportunities for improvement. When

improvement is noted, comment favorably and move on. When serious offenses

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occur or smaller problems are repeated, stronger action will be required. Start by

talking to the employee privately, outlining the problem and clearly identifying the

necessary changes. Make a note to yourself, identifying the issue and what was

said, and place it in a file.

If the problem persists, give the employee a written warning, again explaining the

problem and the changes that must occur. Jesus said, “If your brother sins,

rebuke him; and if he repents, forgive him” (Luke 17:3). Some employees will try

to talk their way out of the situation, but don’t allow this to happen. Keep the

discussion focused on the point and remember the words of Job: “Shall... a

talkative man be acquitted?” (Job 11:2). Allowing employees to explain their

perspective is fine, but don’t allow yourself to be snowed under by empty words.

Sometimes, employees will apologize repeatedly but fail to change their

behavior. King Solomon wrote, “He who conceals his transgressions will not

prosper, but he who confesses and forsakes them will find compassion”

(Proverbs 28:13). The two key words in this passage are confesses and

forsakes. Confessing without forsaking wrong behavior is worthless. Scripture

clearly states, “If we go on sinning willfully after receiving the knowledge of the

truth, there no longer remains a sacrifice for sins” (Hebrews 10:26).

True repentance is a two-step process: confession and change of behavior

(forsaking). When discussing problems with your employees, ask them to

acknowledge what they did wrong (confession) and state clearly what corrective

action they will take (change). Some employees will never be willing to change.

According to a proverb quoted by the apostle Peter, “A sow, after washing,

returns to wallowing in the mire” (2 Peter 2:22).

At times, an offense may be so serious that dismissal is the only option,

regardless of how genuine a confession may be—even if you know they will

never make the same mistake again. For example, an employee left a

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warehouse door unlocked overnight, with the alarm off, contrary to company

policy. That night, a large amount of merchandise was stolen. Dismissal was the

only option, regardless of how well the lesson was learned.

Dishonesty, stealing, or lying is grounds for immediate discharge. Scripture is

clear, “You shall not bear a false report” (Exodus 23:1), and “You shall not steal”

(Deuteronomy 5:19). Corruption in any form is not acceptable. If allowed, it will

become a cancer that eats away at your organization.

Firing employees is always difficult, but the lessons they learn through it may

help them become more successful in the long run. “A worker’s appetite works

for him, for his hunger urges him on” (Proverbs 16:26).

One final point: We have considered a biblical basis for terminating someone’s

employment. You should also be certain to understand and comply with the

employment laws in your state.

9. Dig deeper and learn more (Optional)

This section includes various support material for further inspiration and

encouragement and relates to the material covered in this section

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Nr Name Date of completion502 A Discipling principles

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502 B People who are not going to heaven

502 C Anxiety

502 D The Daunting Experience Of Aging

502 E Case study interview questions

502 F The “one thing

502 G The Worth of the Individual

502 H: The learning ministry

502 I: Interpersonal

Progress Report

James 1:22-25 “Do not merely listen to the word, and so deceive yourselves. Do what it says. Anyone who listens to the word but does not do what it says is like a man who looks at his face in a mirror and, after looking at himself, goes away and immediately forgets what he looks like. But the man who looks intently into the perfect law that gives freedom, and continues to do this, not forgetting what he has heard, but doing it-- he will be blessed in what he does.” (NIV)

Name and Number of Module ________________________________________

Participant’s Name: ________________________________________

The Biblical Truths (Principles) I learned from this module:

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I intend to apply this Truth (Principle) in my business by:

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Participant Date

Acknowledgement

Steve Marr consults with business and organizations bringing a national and

international perspective to achieve improved vision, focus, quality, and

management effectiveness in today’s competitive environment. Effective practical

assistance is provided to the business person or ministry leader. Steve’s radio

feature “Business Proverbs is heard on worldwide, including armed Forces

Service radio

For more information visit www.stevemarr.org

Material adapted by Dr. Mario DentonMario is the International Field Continental Programme Director – Market-place

for Crown Africa, the Africa Director for FCCI (The Fellowship for Companies for

Christ International) and the CEO of Strong Message Business Consultancy. He

is an international teacher and industrial psychologist and uses his strong

academic and corporate background and his uniquely effective coaching to help

people tap into their inner being; to utilise their strengths and expand their skills

28

to make a difference in the workplace. He and his wife, Mariene, are based in

Cape Town, South Africa, and are blessed with three grown sons.

ServantCopyright. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by an information storage and retrieval system without permission. Regarding permission to reprint material from this material, please write to Dr Mario Denton:

Unless otherwise noted, Scripture quotations are from The Holy Bible, English Standard Version, copyright © 2001 by Crossway Bibles, a division of Good News Publishers. Used by permission. All rights reserved.

Crown Companies Legacy Leaders

Providing mature business leaders an opportunity to continue to use their skills

productively for the Glory of God.

Do you desire to pass on the baton to business leaders to transform their

business?

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Legacy leaders are business leaders who have a desire to continue to use their

skills productively to mentor and coach and train the other business leaders as

well as training the next generation of business leaders for the glory of God

Crown Companies exists to equip and encourage business leaders to operate

their business and conduct their personal lives according to Biblical principles

Legacy leaders Are experienced in business

Understand and are committed to the vision of CROWN Companies

Have implemented biblical principles in his or her own personal life and

business

Are mature in the Christian faith and are of proven character

Have a passion to see other business leaders succeed as determined by

God’s standards

Legacy leaders may possess: The capability to be an encourager, coach, mentor and discipler.

The ability to provide wise business counsel to other business leaders

The time and or resources to come alongside other business leaders

Teach us to number our days that we may present to you a heart of wisdom.”

Psalm 90: 1

Legacy leaders serve in a wide variety of capacities, including:

Mentoring individual business leaders

Working with groups of business leaders

Serving as a ambassador for CROWN Companies your church and

community

Traveling abroad to assist in business leaders in other countries

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Do you want to make a difference in the lives of others for eternity?

How can you serve the Lord as a legacy leader and begin sharing all that the

Lord has entrusted to you?

1. Pray now where the Lord will use you in the lives of other business

leaders to impact the Kingdom of God for His glory

2. Contact Crown Companies at mario@crown.org.za or the Crown

companies office at

3. Visit our website at www.crown.org.za for more information, tools and

resources and become a member to enjoy the support, counsel, fellowship

of other members and extensive material that are available

Crown Companies: Reclaim the workplace for Christ

Is the vision of your church also to bring the people of your community into a life -

transforming encounter with the Kingdom of God?

The workplace is a key battle ground for achieving the above vision. Mature and

equipped believers should live their faith in the workplace. But many need help in

understanding what that means as well as support in carrying it out If you want to

live your faith in the workplace, we helping to make it more effective of God’s

Kingdom on earth, then we at Crown Companies want to come alongside you

with support and equipping you.

Our mission and intention is to develop flexible training programmes and

processes to assist you in this regard

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Imagine a workplace where ….. There were biblically-based, explicitly defined values Ethics and integrity are paramount Love and servant leadership governed relationships Pursuit of excellence was the norm Collaboration was sought but obedience and commitment to final

decisions wee followed Selfish ambition was nonexistent Accountability was enforced – in a supportive manner

START WITH A WORKPLACE MINISTRY IN YOUR CHURCHEquip your workplace leaders to become ministers

Helping them to become sensitive to the lost

Help the workplace leaders of your church get a vision for joining God in the

workplace ministry

Crown Companies: Become the business leaders God intended

you to be

Sometimes it is a matter of survival but you have to become the business leaders

God intended you to be.

The purpose of Crown Companies is to help business leaders:

Draw closer to God

Establish a committed and vibrant relationship with the Lord

Develop deep, meaningful relationships with like-minded peers

Learn what it means to run a company for Christ

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Help other workplace leaders to do the same

This is accomplished through

Monthly leadership groups

Workplace conference

Materials and resources and Training on our website

Love the Lord your God with all your heart and with all your soul and with all your

mind and with all your strength.’ The second is this: Love your neighbour as

yourself. There is no commandment greater than these. Mark 12:30-31

Search the untold riches of the Bible to find scriptural perspective for operating a

company as a steward of Christ with like-minded peers and colleagues. Join a

small group facilitated discussions relevant to

Sales and marketing strategies

Effective time management

Cash flow and profit

Planning goals and implementation

Motivating people

Problems solving

For my thought are not your thoughts, neither are your ways my ways, declares

the LORD. As the heavens are higher than the earth, so are my ways higher than

your ways and my thoughts than your thoughts Isaiah 55: 8-9

START WITH A SMALL GROUP DISCUSSION IN YOU AREADo you need someone to pray with you – someone who understands the pressures of running a company, someone who cares?

Do you desire to integrate your Christian faith into the daily operations of the business God has entrusted you?

33

For more information on a small group in you area contact Dr Mario Denton at mario@crown.org.za

And I say unto you, “ Ask , and it shall be given to you; seek and ye shall find;

knock, and it shall be opened unto you. For every one that asketh receiveth; and

he that seeketh findeth; and to him that knocketh it shall be opened. ‘. Luke 11:

9-10

and a lot of it.

We can help you through:

Educating your leaders. Assisting with small groups in establishing direction for your

organisation. Doing workshops on your purpose for being in business,

ownership, avoiding financial bondage and integrity in the workplace.

Delivering seminars on improving performance and achieving higher levels of significance.

Biblical teaching and prayer support.

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Starting and sustaining a High Performance organisation

requires time and money …

But … serving as the Leader of God’s business requires much more

Let's keep the good marketplace vibes alive. Let's network. Contact Dr Mario Denton today to become a member of the

Crown Companies Marketplace Coaching TEAM.

 

Crown Companies: Every believer a minister in the

workplace

Common dilemmas in the workplace Isolation: Feeling the pressure of being responsible for many people

Need encouragement but rarely received it

Need people that they can honestly communicate

Equipping the workplaceYou have an opportunity to make a difference in the workplace God has called

you. Meet monthly with other business leaders to receive instruction and training

from other top business speakers on how to integrate your Christian life into your

business

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Form a small group of leaders who serve one another in a well-informed, support

group where burning issues like the following can be discussed

Develop a strategic plan tailored for each member’s business Developing an action plan for ministry Developing your company’s mission and vision Product and service excellence Giving back to the Lord Long term financial planning Building a high performance team Hiring smart Sharing your faith in the workplace Problem solving Customer service

START WITH A LIFE-CHAINGING SMALL GROUP DISCUSSION IN YOU AREA

Do you desire to integrate your Christian faith into the daily operations of the business God has entrusted you?

For more information on a small group in you area contact Dr Mario Denton at mario@crown.org.za

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