Because Hiring Diverse Strengths Is Not Enough

Every leader knows that a well-rounded staff makes for a better organization. As a leader, you desire to have a diversity of skills, capabilities, and even personalities on the team. You want a leadership team to provide different perspectives. You want a leadership team to contain unique individual abilities. You want an overall staff built upon a healthy diversity of talent.

You want people with financial strengths, administrative strengths, people strengths, and creative strengths. You want leaders around you who are feelers, doers, thinkers, strategist, contemplative, and decisive. You need this as a leader. And your organization needs this to be successful.

That should be easy to accomplish, right? I mean, all you really need to do is hire for strength and personality diversity. Not diversity of chemistry — we all need to love the people we work along side — but diversity of talent. Diversity of abilities. Diversity of personality.

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Does Your Team Really Believe They Belong?

Have you ever felt you needed to prove yourself? Prove your worth? Prove you deserved to be at your company, church, or organization?

I guess that’s more of a rhetorical question, right?

We’ve all felt the sense of performance-based acceptance at play in our heart. It’s part of the human condition. We’ve all wondered if we really belong. If we are worthy of our role.

As leaders, we have to look outside of our own experience to see the bigger problem: The internal battle to belong isn’t isolated to us. If we have felt it, most likely everyone in our organization has felt it — or is currently feeling it. And it’s a problem on several fronts. I know, because like you, I’ve been there.

The Internal Battle to Belong Creates:

1. Sideways energy: When people are trying to prove their worth, their misapplied motivation moves their energy away from the good work and toward a good pat on the back. When people are focused on being noticed, their efforts cannot be fully dedicated to something bigger than themselves.

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Hiring Part-Time or Full-Time, That Is The Question.

If you could hire a new employee, would you bring on a full-time or part-time staff member?

Until recently, I would have laughed at that question: Full-Time! Who in their right mind would prefer hiring part-time staff if full-time was an option?

  • Full-time staff members provide full-time attention.
  • Full-time staff members work until the job is done, not until their hours are up.
  • Full-time staff members are available when you are available.

While all that is true, when I began evaluating staff options against FTEs (Full-Time Equivalents), I began to see staffing through a new lens. At Watermarke, we hire to attendance ratios and revenue allocations. I’m ultimately not as concerned with total staff members as I am with FTEs. That creates a different perspective, which provides for some new considerations.

For me and our church, organizationally speaking, our primary staff needs revolve around executing Sunday programming. It goes without saying the more bodies on Sunday the better. But, there is a lot of work that happens throughout the week, and more bodies doesn’t necessarily equate to more progress.

So how do you decide between hiring part-time and full-time staff? Here are 5 clarifying questions I use to help our church decide:

1. Do we need more people or more focus?

This might be the most critical question (Although you should read the others, too! Especially number 5). If you need more bodies, hiring two part-time employees over one full-time employee is the best solution. We have done this in many departments at Watermarke to help cover Sunday responsibilities.

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