CONTACT ADDRESSES: The Registrar 2860 E. 5th Avenue, Columbus Ohio 43219

1

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

2

You are here to learn to live.

3

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.

4

Round Table – Introductions About RLI Objectives Lecture Topics Lunch Break Conclusion Presentations Certificate of completion Course evaluation form

5

RLI was the vision of Pastor James Fadele, RCCGNA Chairman, Board of Coordinators

Need: to develop effective spiritual leaders in RCCGNAQualities: Integrity & excellent spirit within the context of North America

RLI was incorporated in 2007 & started operation in 2008

6

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/Coordinator7

Pastor Nosayaba Evbuomwan (Ph.D) Pastor Abiodun Bada (Ph.D) Pastor Wale Akinosun Pastor Nimi Wariboko (Ph.D) Pastor Enefaa Korubo Pastor Bola Idowu (Ph.D) Pastor Bimpe Ishola - Registrar

8

Leadership, Motivation and Team Building

Church Financial Planning, Management & Control

Personal Financial Planning, Management & Control.

Effective Church Administration

9

Ministerial Ethics & Responsibilities

Leadership & Authority in the Church

Strategic Leadership- A Systems Thinking Approach

Servanthood Leadership & Discipleship

10

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.

11

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.

12

What does “leadership” mean to you? Leadership Assessment/dearth: Where have all the leaders gone? Leadership Development Process:

◦ Recruitment◦ Exploration◦ Assessment

13

Sustain the process by developing new and current leaders through 4 training types:◦ Learner-Driven

◦ Content-Driven

◦ Mentor-Driven

◦ Experience-Driven

14

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

15

“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)

16

What does “leadership” mean to you? Leadership Assessment/dearth: Where have all the leaders gone? Leadership Development Process: Recruitment Exploration Assessment

17

Pastor Bimpe IsholaRLI Registrar

RLI Training Held @ RCCG Restoration Parish, TX6, Houston

March 12, 2011.

18

Setting Up a church◦ Legal & Regulatory Framework◦ Church Planting guidelines

Role Of Administration◦ Fundamental Management Principles

Administrative Structures◦ Church Office Personnel◦ Role of Administration◦ Behavioral Interviewing

Policy Guidelines◦ Formation & Execution◦ The Parish Budget

Controls framework◦ Statutory Controls◦ Internal Controls

19

Learn from each others’ experiences◦ Don’t re-invent the wheel

Understand ‘what’ needs to done◦ Ignorance is expensive

Provide feedback to RCCG Leadership◦ Updates to procedures

Course is recommended for all leaders◦ Will become required for new Parish Pastors

20

Have FUN

Parade or Pilgrimage◦ Long line of people◦ In formation vs. clusters◦ Same speed vs. varying paces◦ Equal size units vs. varying bands

RCCG Church Planting Manual◦ Our reference

The Role of Administration◦ The first administrators

Acts 6: 1-8

21

22

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 Standard Equipment for Ministry

◦ Keyboards, Speakers, Podium, Microphone, Audio Recorder

23

Standard Office Equipment◦ 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

24

Fundamental Management Principles◦ Planning

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

◦ Controlling Establish standards Review & compare results Correct issues & adjust problems Make Adjustments to “stay the course”

25

Fundamental Management Principles◦ Organizing

Identify work/tasks to be performed Group duties into job functions & assign Establish responsibility & accountability Assign extent of authority

◦ Staffing Determine Human Resource needs Select Employees Train employees Control number and quality of staff Communicate throughout staffing process

26

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

27

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

28

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

29

Key Personnel◦ The Administrator

“Jack of All Trades” – Master of All Often times an Ordained Minister Extremely Versatile Works with minimal supervision Handle ambiguity and conflicting directions

◦ The Accountant Reports to the Pastor Responsible for Financial Management Accountable to Board of Trustee Statement of Financial Accounting Standards (SFAS 116)

Fund Accounting

30

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

31

Hiring Skills Inventory◦ Sources of applicants

Understand sources of applicants Adverts

Church, Newspapers, other churches Word of mouth

◦ Versatility of Candidates End up with more tasks than defined jobs Hire with emphasis on multi-tasking Willing to retrain Hire for the future

32

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

33

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

34

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

35

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

Some critical policies include;◦ Method of assimilating new comers◦ Expenditure policies◦ Rotating leaders out of office◦ Others; Discuss

Policy GuidelinesPolicy Guidelines

36

A good place to begin A Theological document

◦ Identifies the ‘gods’ in the house A statement of purpose

◦ A plan that ranks priorities◦ Specifies goals & price tags

A diagram of expectations◦ Future oriented document◦ What portion finances current programs◦ What portion increases future capability

Communication network◦ Garbage in, Garbage out (GIGO)

37

Basis of evaluation against key values An administrative instrument

◦ Eliminates indefinite procrastination◦ Creates deadlines◦ Basis for accountability

Precedent for future decisions◦ Budget techniques

Zero based Percentage distribution

Question of Accountability◦ Intent vs. Action◦ Honesty vs. responsibility

38

Did Board of Trustees sign & file conflicts of interest agreement

Have church activities been directed solely to charitable purposes◦ Not Private or Individual Interests

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

39

How often does the Board of Trustees meet?

Are State Returns filed promptly? Withholding, reporting & remitting taxes

from guest Ministers

40

Cash Receipts Policy◦ How cash is handled

Check Exchanges◦ Unrelated Persons responsible◦ Periodic Statement to members (Qrtly)◦ Cash Journal maintained

Disbursements◦ Checks except petty expenditure◦ Clear approval policy◦ Checks paid to “Named Persons”

No “Cash” checks◦ Original Invoices & Duplicate Payments

41

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 Bank Account Reconciliation

◦ Primary tool to assure proper records◦ Performed by person not involved in Cash

Receipts or Disbursements

42

Bank Account Reconciliation◦ Compare dates & amounts of deposits on

Statement with Cash Journal◦ Review checks outstanding over 90days

Petty Cash◦ Only one person responsible◦ Adequate review before replenishment◦ Cashing of checks prohibited◦ Loans to employees prohibited◦ Protected from theft or misplacement

43

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

44

45

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

46

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

47

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

48

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?

49

“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…”

50

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.

51

“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?”

52

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?

53

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

54

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?

55

56

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?

57

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?