Welcome!

1. Welcome!

2. Dr. Bill Egner Dr. Brad McKerly Assistant Professors

3. Terminations—Jon Wright. • Terminations, part 2—Daniel Rolfe. June 3 • Staffing Plans & MultiSite—Jim Tomberlin. June 10 • HR Policy—Eric Rojas. June 17 • HR Policy, part 2—Matt Anthony & David Middlebrook.  June 24

4. Operations 101—Staffing • Operations 102—Communications • Operations 103—Finances • Operations 104—Finances • Operations 105—Facilities Level 1Certificate in Operations

5. Strategy: The Culture of Your Church. July 1 • Strategy: Parsing the Preaching Pastor, July 9 • Web, July 15 • Hardware & IT, July 22 • Productivity Tools, July 29 • Multisite & Cutting Edge Issues, August 5 • Advertising, August 12 • Policy & Practice, August 19 • Policy & Practice, August 22 • Communications Team, August 26 Operations 102—Communications

6. Part 1—Introduction, 10 min. Part 2—Interactive Lecture with Daniel Rolfe (50 min.) Part 3—Q & A, 30 min. Today’s Class

7. Leading Through Launching Gracious Transitions Pt. II

8. Daniel Rolfe is the Lead Pastor at Mountain Springs Church in Colorado Springs, Colorado. As a pastor, leader and communicator, he is passionate about serving and releasing leaders into their arena. After fourteen years of influence at Mountain Springs, he is moved by the mission of calling people into an authentic relationship with Jesus Christ. During his personal time, Daniel loves to be outdoors reflecting by a fire, reading in a coffee shop, playing soccer, and, most importantly, redeeming his time with his seven children and wife of almost eighteen years, Laurie. Email Daniel: DMR@mountainsprings.org Twitter @danielmrolfe Daniel Rolfe

9. Mountain Springs is a Word-rooted, Spirit-alive and culturally-engaged church. We firmly hold to the authority of scripture and teach the Bible chapter by chapter and verse by verse. While teaching systematically through His Word, we passionately seek a move of the Spirit among our lives.  Our vision is to see people experiencing the adventure of an authentic relationship with Jesus Christ. As your pastors, we desire to serve a church where people are enjoying God, growing in truth, sharing life and living their mission. It is when our lives are involved with others and changed by the power of God, that we become strong and our city becomes great.  www.mountainsprings.org

10. Clarify Where You Are Going • Know Who You Are So You Can Know Who You Need • The Need to Raise From Within • How to Launch a Leadership Pipeline • Learning & Listing Your Leadership Competencies? • Top Reasons That Contribute To a Termination &/or Transition • Why We Delay A Transition? • Three-Strike Process of Correction • Best Practices for the ‘Conversation’ • Lessons from Leading A Reduction in Force (RIF) • Leading Through Launching – a Process to Follow Today’s Topics

11. Where Are You Going?

12. Values Create a Team Culture: • Worshippers • Servanthood • Winning • Structure • Unity • Excellence • Leadership What are your values?

13. 7 Keys of Launching a Leadership Development culture • Assess your Challenge • Recruit your Champion • Align your Core • Form your Competencies • Find your Content • Launch your Concept • Shape your Culture Build the future.

14. Mac Lake, Leadership Greenhouse

15. Form Your Leadership Competencies • Learn and cultivate gifts and strengths • Practice spiritual disciplines • Grow in godly character • Develop healthy marriage and family • Become a good steward of resources • Learn and model intentional rhythm of life • Refine ability to set and achieve personal goals • Share life in authentic and accountable ways Competency: An observable skill… Lead with a developmental bias!

16. Five Reasons for Termination& Transition • An exposed lack of CHARACTER • An absence of needed COMPETENCY • An emergence of a new CALLING • The reduction of financial CAPABILITY • The lack of trust and authentic COMMUNITY

17. Reasons We Delay A Departure • Affection – I really like this person, we connect. • Affinity – Can I really fire my Mom? • Aversion – I don’t want to have that conversation! • Activity– I’m already busy and cannot add more • Availability – Is there someone out there that can do this? • Allocation – Are we sure that we cannot find another seat for them? Where do you struggle?

18. Three-Strike Plan (Correction)

19. The employee will be told in a face-to-face conversation that their performance is sub-standard in one or more requirements. • The specific problem areas and issues will be detailed and the corrective measures outlined with due dates. • An email will be sent to the employee outlining the verbal warning with dated corrective measures listed. • Immediate and sustained attention to such measures will be required and measured in order for a subsequent written warning to not follow. Action Step #1: Verbal Warning

20. If the employee does not respond to the verbal warning in an acceptable manner, as judged by the supervisor, the supervisor and their direct overseer (Pastor or Director) will meet face-to-face with the staff member to issue a written warning. • All specific concerns and corrective measures from the previous warning will be read aloud by the supervisor for the overseer to hear in the presence of the employee. • The ongoing concerns will be focused with new firmer corrective action steps documented using the MSC/MSEC employment form. All parties involved will sign the form. • The form will be placed in the employee file and the employee will receive a copy for their own records. Action Step #2: Written Warning

21. If the previous two warnings are not satisfactorily acted upon, the employee will have a face-to-face meeting with their supervisor, overseer and/or Executive Pastor (or Lead Pastor). • The specific concerns and corrective actions from the first two warnings will be recited aloud in the meeting. • Depending upon the severity of the situation, the employee will either be released at this meeting and receive final due payment or, the employee will be placed immediately on a 45-day probation. Action Step #3: Dismissal or Probation

22. The opportunity of probation is entirely at the discretion of the supervisor, overseer and/or Executive Pastor (or Lead Pastor). • If probation is offered, the 45-day probation plan will be reviewed as often as the supervisor desires in order to guarantee immediate and sustained improvement. • The employee will be told clearly that this dysfunctional behavioral pattern will not be tolerated during probation and an immediate termination without severance could result at any time during the probation period. • All applicable documentation will be placed in employee file and the staff member will receive a copy of all documentation added. Action Step #3: Verbal Warning (Continued)

23. If an employee violates any form of probation, the staff member will be dismissed immediately and receive no severance. • The dismissal will be communicated directly to the employee face-to-face by the supervisor following a private conversation between the supervisor and their overseer where the employee is not present. Dismissal As Needed

24. If the employee exhibits sustained and significant improvement, they will be released from their probation status and placed back into the requirements of action step #2. • If the employee continues to improve, after 12 months of consistent and great performance, the employee will have all of their employee corrections reset. Dramatic Improvement As Observed

25. 5 Best Practices for the ‘Conversation’ • Look at Them in the Heart • Be Concise With your Reason/s • Be Kind in Words & Tone • Be Self-Controlled • Involve Other Leaders As Appropriate People: a gift that you treasure

26. Communicateyour vision and live according to your values • Simplify your programs and determine your outcomes • Encourage your culture and form your competencies • Leadyour leaders and coach their callings • Tackleyour difficulties and embrace your discomfort • Follow your plan and consider your audience • Build the Kingdom while monitoring your heart Leading Through Launching

27. Identify mission critical roles in your church and why they’re critical • Identify bottom 10%/ Who are your A&B players? / Determine your criteria for such • Ensure you understand the total financial savings that you need in order to secure your needed cash-flow margin • Pick decision date and give yourself 14 days to feel the weight of your decision with a handful of select exec pastoral level leaders • Think through the communication plan – who needs to know and when • Notify team through staff meeting of needed cuts • Email the people the morning of and let them know that you need to have a conversation about their employment • When face to face, lead them through the process and apologize for your lack of planning and foresight (when budget related) • Hold afternoon debrief with staff notifying them of what happened and who lost their jobs • Share elevator speech for needed RIF (2 minute thought on why it needed to happen) Process Ideas for A Reduction in Force

28. Pastor Daniel Rolfe • Lead Pastor • Mountain Springs Church. 7345 Adventure Way, Colorado Springs, CO. 80923 • www.mountainsprings.org • DRolfe@mountainsprings.org • (719) 243-1784 (Cell) • @DanielMRolfe Contact Information

29. Bring issues and accounts from your own terminations Q & A Send Questions via Chat to Tami