Staff Development Handbook

R I V E R VA L L E Y C H U R C H

S TA F F D EV E LO P M E N T HANDBOOK

S TA F F D E V E LO P M E N T H A N D B O O K

TA B L E O F CONTENTS

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ABOUT US

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LETTER FROM PASTOR ROB

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BUILDING A STAFF DEVELOPMENT STRATEGY | SUMMARY

1 0 BUILDING A STAFF DEVELOPMENT STRATEGY | RIVER VALLEY CHURCH’S JOURNEY 12

STAFF VALUES | THE RIVER VALLEY WAY

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STAFF VALUES | TIPS AND BEST PRACTICES

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STAFF COMPETENCIES

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STAFF COMPETENCIES | TIPS AND BEST PRACTICES

2 0 THE UPS STAFF DEVELOPMENT PROGRAM | SUMMARY 2 2 FIRST UP 2 3 FIRST UP SAMPLE SCHEDULE 2 4 NEXT UP 2 5 NEXT UP SAMPLE SCHEDULE 2 6 LEAD UP 2 7 LEAD UP SAMPLE SCHEDULE 3 0 COACH UP 3 4 ADDITIONAL LEARNING PATHS 3 6 RECOMMENDED EVENTS 32

ADDITIONAL RESOURCES

4 0 ADULT LEARNING OVERVIEW

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R I V E R VA L L E Y C H U R C H

ABOUT US Launched in 1995, River Valley is a multi-site church located in Minneapolis, MN with 11 physical locations across the Twin Cities, one location in Vancouver, Canada, one location in Eswantini, Africa, as well as a growing community online. Their mission is to lead people into an authentic, lifechanging relationship with Jesus Christ.

River Valley’s goal is to see lives changed through dozens of physical locations around the globe, millions of people influenced through their online community, 500 people sent out from their church as long term missionaries and a network of 10,000 churches that combined give one billion dollars to missions every single year.

R I V E R VA L L E Y C H U R C H ’ S V I S I O N

TO L EA D P EO P L E I NTO A N AUTH E NTI C, L I F EC H A N G I N G R E L A T I O N S H I P W I T H J E S U S C H R I S T.

R I V E R VA L L E Y N E T W O R K ’ S V I S I O N

TO TRA I N TH O U SA N D S O F C H U RC H ES TO C O L L E C T I V E LY G I V E $ 1 B I L L I O N A N N U A L LY A B O V E T H E TITHE.

WORDS OF LIFE’S MISSION

TO E N CO U RAG E, H E L P A N D G I V E W I S E A DV I C E – WORDS OF LIFE!

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R I V E R VA L L E Y N E T W O R K River Valley Network’s vision is to train thousands of churches to collectively give $1 billion annually above the tithe. They are passionate about generosity because they believe a generous church should be the only type of church. Join them at River Valley Conference, Accelerators (one day topical sprints), Roundtables (relational meetups) and on Talking Church podcast. Together we can plant more churches, send more missionaries and increase the Kingdom work God has called the church to do!

FOR MORE INFORMATION Visit rivervalleynetwork.org or email network@rivervalley.org

WORDS OF LIFE As teachers, facilitators and coaches, Keith and Kristin Peterson live for the moments when those that they’re working with “get it” and learn something new, grow in proficiency with a certain competency or step into victory and freedom. That’s why their mission is to encourage, help and give wise advice – WORDS OF LIFE! Words of Life helps churches build their people strategy and create a more engaged, productive and unified team. Their Bible-based human resource services are especially designed for the church world, and focus on defining, creating and building healthy cultures. Services include: strategic planning; vision, mission, and values creation; core competency identification; leadership and staff coaching; training and workshop sessions; and behavioral assessment facilitation.

FOR MORE INFORMATION Email keithhpeterson@gmail.com

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PA S T O R ROB Rob Ketterling is the founding and lead pastor of River Valley Church. His ministry journey over the last 30 years has equipped him to encourage leaders to take their influence to the next level. He is the author of several books including Change Before You Have To, Fix It!, Front-Row Leadership, Speed of Unity, Keep the Change and his latest book The Generous Life.

Rob currently serves on several organizational boards including the Executive Presbytery for the Assemblies of God USA, the Lead Team for the Church Multiplication Network (CMN) and the board of Regents for North Central University.

Rob loves traveling, golf and enjoying time with his wife Becca, their two sons Connor and Logan, his daughters-in-law Alexia and Mikayla, and his grandson Beckham, son of Connor and Alexia.

FOR MORE INFORMATION Visit https://robketterling.com/

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L E T T E R F R O M PA S TO R R O B

HEALTHY ORGANIZATIONS GROW! They reach and serve more people, expand into new territories, and offer new programs, products or services. Of course this is true in the business world, but it’s also true in the church. Throughout River Valley’s history, we’ve been passionate about reaching the lost and leading people into an authentic, life-changing relationship with Jesus Christ. And like any church, we’ve had our share of growing pains – expanding into new buildings, adding new services to make room for more, pursuing excellence in spirit-led ministry, supporting operations with new technology and enhanced processes, and much more!

As a leader, I know that part of my responsibility is building and maintaining a healthy and thriving culture, both for the congregation and for our staff. In our early years, it was easier for me to be more “hands on” and personally involved with staff development (we were all in one building and there were only a handful of us). But as we grew, I realized that other leaders needed to be empowered to carry and build culture, and I needed to help facilitate “learning events” as a core part of the staff experience. These included all-staff meetings, staff retreats, participation in conferences and roundtables, development of our young pastors through book studies and personal connection and even on-the-spot coaching.

Part of our journey was engaging with experts from the learning and development and HR field about staff development strategies and options. It was obvious that many for– profit corporations were benefiting from this intentional and strategic approach. Why not us? What follows is a summary of our staff development strategy, process and programs.

We’re still enhancing and adjusting what we do, but we’ve come a long way! My prayer is that you’ll be inspired to take your personal next step, and benefit from what we’ve learned and implemented.

LET’S CONTINUE TO BUILD THE CHURCH!

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B U I L D I N G A S TA F F D E V E LO P M E N T S T R AT E G Y

S U M M A RY PROCESS

There is no one-size-fits-all staff development strategy. It is important to tailor your approach to your specific objectives. To do so, consider following these steps: Assess, Prioritize, Declare, Implement and Monitor. As you assess and prioritize, you will ensure you focus on your top learning needs. As you declare and implement, you will align content and learning programs. Finally, as you monitor you will determine how to improve learning experiences.

USE THE QUESTIONS PROVIDED IN THE PROCESS SUMMARY CHART AS A GUIDE AS YOU WORK THROUGH EACH STEP

These questions prompt key decisions that need to be made and can serve as a guide for team discussions and planning.

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STEP

SUMMARY

KEY QUESTIONS What organizational culture components exist (e.g., staff values)?

ASSESS

IDENTIFY NEEDS AND SKILL GAPS TO A D D R ESS

Are they still valid? Do they need to be refined?

What performance challenges are we having?

What staff skills are required to achieve our vision/strategy?

What skills are missing?

PRIORITIZE

CLARIFY AND FOCUS ON TO P L EA R N I N G PRIORITIES

Based on input from key stakeholders, what needs to be addressed right away?

What learning content and experiences will create the greatest wins?

What can we do right away?

What’s important to address, but may take more time to implement?

What content will we refine or build in phase one? Phase two? Phase three?

DECLARE

DETERMINE CONTENT REQUIRED AND DELIVERY MECHANISMS

What existing delivery mechanisms will be utilized?

What new delivery mechanisms need to be built?

What resources do we have to support this effort (staff experts, partners, members of the congregation)?

Who will create the learning materials?

What format(s) will be utilized?

IMPLEMENT

DESIGN AND DELIVER PROGRAM COMPONENTS

When will the learning experience(s) take place?

Will all of the content be built internally, or will we utilize partners?

Have we incorporated adult learning principles in the program design?

M O N ITO R

E VA LU AT E PROGRAM EFFECTIVENESS AND MAKE NECESSARY ENHANCEMENTS

Will we conduct a pilot program? If so, how will we incorporate the feedback?

Will we utilize program evaluations to gather real-time feedback? If so, how will it be incorporated into future delivery?

How will we gather feedback from key stakeholders? What is our plan to incorporate the feedback?

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B U I L D I N G A S TA F F D E V E LO P M E N T S T R AT E G Y

RIVER VA L L E Y ’ S S U M M A RY PROCESS

HERE IS A SUMMARY OF RIVER VALLEY’S JOURNEY. During our assessment phase, we determined that our staff values needed to be updated. The previous ones focused on leadership and not the entire staff. In addition, we determined that we had competencies identified for specific roles (e.g., worship pastor, accounting, etc.) but lacked competencies for the entire staff and various levels of influence and leadership. Finally, we determined that management skills were a gap that needed to be addressed.

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The summary chart highlights our approach as we worked the Assess, Prioritize, Declare, Implement and Monitor steps of the process.

ASSESS PRIORITIZE DECLARE IMPLEMENT M O N ITO R Determined that our staff leadership values needed to be replaced.

Formed a small project team to identify and define new staff values.

Incorporated new staff values and competencies into appropriate existing learning experiences (e.g. all-staff meetings, weekly team meetings).

Reviewed annual programs across “track owners” (the Ups).

Determined that we had clear role-based competencies but lacked organizationwide competencies.

Formed a cross-functional project team to identify staff competencies at four levels.

Enhanced an existing program for new pastors and re-branded it to First Up (extended program to all staff roles and incorporated new staff values as key content).

Evaluated staff development as part of annual engagement survey.

Learned from exit interviews and employee input that management skills was a gap.

Identified existing learning experiences and staff/partner subject-matter experts.

Expanded “Up” as a development brand and built out three additional learning paths: Next Up (for emerging leaders), Lead Up (for people managers), and Coach Up (individualized development opportunities).

Built out quarterly manager training with four core themes based on grouped competencies.

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S TA F F VA LU E S

THE R I V E R VA L L E Y W AY

WHAT ARE STAFF VALUES? Values can be thought of as the deeply ingrained principles that guide actions. They serve as cultural cornerstones.

They are generally the same for all employees regardless of tenure, role, seniority, location, experience and personal relationships.

For River Valley, we intentionally incorporated language used by our Lead Pastor, Rob Ketterling.

For example, he often talks about “having a plan, vision and a dream.” By using common and understood language, you can increase adoption and buy-in. We also summarized our values by themes so they would be “balanced” and not just focus on one area.

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R i v e r Va l l e y ’s s ta f f c u l t u re i s b u i l t o n s e v e n v a l u e s .

We ca l l t h e m t h e R i v e r Va l l e y Wa y. T h e y d e f i n e h o w w e w o r k fo r, w i t h a n d a l o n g s i d e o n e a n o t h e r.

AT RIVER VALLEY, WE...

THEME

PEOPLE WHO THRIVE HERE…

Speak life and bring lift

Encouragement

Share wins and shout outs

Bring solutions, not problems

Ownership

Are front row leaders

Run at the speed of unity

Hustle

Prioritize speed and connection

Work for the ultimate well done

Purpose

Know their why

Have faith for more

Faith

Have a plan, vision and dream

Go after the win, win, win

Excellence

Value relationships and results

Honor in all directions

Honor

Cheer for others’ success

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S TA F F VA LU E S

TIPS & BEST PRACTICES STAFF VALUES

AT T H E C O R E , VA LU E S H I G H L I G H T A N O R G A N I Z AT I O N ’ S C O R E P R I N C I P L E S A N D P H I LO S O P H I C A L I D E A L S

V A L U E S S H A P E D A I LY C U LT U R E A N D E S T A B L I S H S TA N D A R D S O F C O N D U C T A G A I N S T W H I C H A C T I O N S AND DECISIONS CAN BE ASSESSED

T H E Y S H O U L D B E T H E S A M E F O R A L L E M P LOY E E S R E G A R D L E S S O F T E N U R E , R O L E , S E N I O R I T Y, LO C AT I O N , E X P E R I E N C E , P E R S O N A L R E L AT I O N S H I P S , ETC.

THE BEST ONES ARE ACTIONABLE, TIMELESS AND MEMORABLE

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The final list may include different types of values such as core values, aspirational values and baseline values.

CORE VALUES

BASELINE VALUES

The deeply ingrained principles that guide all of an organization’s actions. They serve as cultural cornerstones and often reflect the values of the founder(s).

Those that simply reflect the minimum behavioral and social standards required of any employee. They tend not to vary much across organizations, particularly those working in the same region or industry.

ASPIRATIONAL VALUES Those that an organization needs to succeed in the future but currently lacks. They need to be carefully managed to ensure that they do not dilute the core values.

TIPS & BEST PRACTICES K E E P T H E L I S T S H O R T | 4 OR MORE BUT LESS THAN 10 T H E I D E A L M I X W I L L H AV E C O R E , A S P I R AT I O N A L A N D B A S E L I N E VA LU E S U S E D E S C R I P T I V E L A N G U A G E | FOR EXAMPLE, DON’T SIMPLY SAY “INTEGRITY” I N C O R P O R AT E VA LU E S T H AT E M P O W E R E M P LO Y E E S U T I L I Z E VA LU E S U M M A RY P H R A S E S W I T H B E H AV I O R E X A M P L E S

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R I V E R VA L L E Y C H U R C H

S TA F F COMPETENCIES

R I V E R VA L L E Y ’ S D E V E LO P M E N T A P P R O A C H U T I L I Z E S S TA F F C O M P E T E N C I E S A S A B A S E L I N E FOR PERSONAL AND PROFESSIONAL GROWTH

WE BUILT THEM FOR FOUR STAFF LEVELS: everyone (all employees), emerging leaders (employees who carry influence in the organization regardless of title or level), leaders of others (those who have direct reports) and leaders of leaders (leaders who lead other leaders).

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WHAT ARE COMPETENCIES? Competencies can be best thought of as the combination of the skills, abilities, knowledge and traits possessed by individuals. Some competencies are specific to the level of influence and role. Proficiency and mastery of competencies can increase with coaching, training and experience.

These competencies help us define pathways for greater ownership and influence in the ministry of R i v e r Va l l e y C h u rc h .

EVERYONE

EMERGING LEADERS

LEADERS OF OTHERS

LEADERS OF LEADERS

Functional Skills

Includer

Conflict Management

Organizational Vision

Self Development

Teachable

Coaching Skills

Courageous & Decisive

Buoyant

Problem Solver

Team Development

Spirit-Led Shepherd

Personal Accountability

Communication Skills

Approachability

Influential Presence

Time Management Skills

Organizational Knowledge

Delegation

Business & Financial Acumen

Strong Work Ethic

Capacity to Carry More

General Management Skills

Culture Champion

Biblical Ethics & Integrity

Emotional Intelligence

Performance Management

Grounded & Steady

Mission-focused

Finisher

Collaboration

Consistent & Congruent

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S TA F F C O M P E T E N C I E S

TIPS & BEST PRACTICES

B E G I N B Y A G R E E I N G U P O N “ S I M P L E ” S TA F F L E V E L S E.G., EVERYONE, EMERGING LEADERS, LEADERS OF OTHERS, LEADERS OF LEADERS

A I M F O R N O M O R E T H A N 8 -1 0 C O M P E T E N C I E S P E R S TA F F L E V E L YOU SHOULD END UP WITH A MIX OF CURRENT AND FUTURE COMPETENCIES B E S U R E T O C R E AT E D E F I N I T I O N S F O R E A C H C O M P E T E N C Y B U I L D A P L A N T O I N C O R P O R AT E T H E M I N T O Y O U R O R G A N I Z AT I O N JOB DESCRIPTIONS, INTERVIEWS, PERFORMANCE REVIEWS, PROMOTIONS AND CAREER PATHING

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STAFF COMPETENCIES

COMPETENCIES ARE THE CHARACTERISTICS AN O R G A N I Z AT I O N W A N T S I T S S TA F F T O E X H I B I T O N A D A Y-T O - D A Y B A S I S T O I N C R E A S E T H E O R G A N I Z A T I O N ’ S A B I L I T Y T O A C H I E V E I T S V I S I O N / S T R AT E G Y

CO M P E T E N C I E S I N C LU D E : B E H AV I O R S , S K I L L S A N D A B I L I T I E S , K N O W L E D G E , T R A I T S A N D M O T I VAT O R S

C O M P E T E N C I E S A R E G E N E R A L LY O B S E R V A B L E , M EAS U RA B L E TO S O M E D EG R E E, A B L E TO B E D E V E LO P E D , A C O M B I N AT I O N O F P R A C T I C A L A N D T H E O R E T I C A L AT T R I B U T E S , R O L E O R O R G A N I Z AT I O N B A S E D

CO M P E T E N C I E S W I L L VA RY BY F U N C T I O N , L E V E L A N D OT H E R FAC TO R S

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SUMMARY

THE UPS S TA F F D EV E LO P M E N T PROGRAM A KEY COMPONENT OF RIVER VALLEY’S STAFF DEVELOPMENT PROGRAM IS CALLED “THE UPS.” The Ups are four distinct development paths. These include First Up, Next Up, Lead Up and Coach Up. Through The Ups development program, River Valley is making a concerted effort to develop and raise up staff in key areas: those who are new/ onboarding (First Up), those who are emerging leaders (Next Up), those who carry people management responsibilities (Lead Up) and those who are pursuing further development, coaching or intervention (Coach Up). The Ups Summary Chart highlights the areas of focus for each learning path, including targeted participants and meeting cadence.

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TRACK FIRST UP

SUMMARY

Extended onboarding to ensure that staff learn and experience the River Valley Way staff culture and key competencies.

Provides exposure and connection to the Lead Pastor and other key leaders.

PA RT I C I PA N TS

ALL NEW STAFF Includes pastors and operational staff.

NEXT UP

Designed as a “rolling” 12-month program; new participants join upon hire and others leave after 12 months.

COACH UP

People-manager training and connection designed for: Cohort model of development designed to prepare staff for the potential of increased leadership responsibilities and influence within the organization.

DEVELOPMENT grow proficiency in targeted competencies and the River Valley Way. INNOVATION share, prioritize and build out new ideas.

Individualized coaching to grow in targeted competencies, elements of River Valley culture or other development targets.

ENHANCEMENT improve, fix and clarify core processes and update ministry playbook.

EMERGING LEADERS Staff recognized by leadership who are on track to be future leaders within the organization.

Meets before the All-Staff meeting every month.

MEETING CADENCE

LEAD UP

LEADERS OF OTHERS Staff who directly supervise others and/or lead a department.

Meets once a month.

Meets once a month for nine months.

Ongoing training and connection for peoplemanagers.

SELECTED STAFF Staff identified by leadership who would benefit from one-onone coaching; includes proactive, future-focused developmental focus and corrective efforts.

Engagements vary in length and cadence based on individual development plans.

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SUMMARY

FIRST UP PURPOSE First Up provides an extended onboarding experience for all staff (regardless of position). It is designed for staff to learn and experience River Valley staff values, competencies and other core ministry and operational elements. It also provides exposure and connection to the lead pastor and other key leaders.

ELIGIBILITY All new staff are eligible, including pastors and operational staff.

S U M M A R Y/ P R O C E S S First Up is designed as a “rolling” 12-month program and generally meets before All-Staff meetings. Each gathering has a theme, a summary learning objective as well as a note about which staff value will be highlighted.

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FIRST UP | SAMPLE SCHEDULE

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SUMMARY

NEXT UP

PURPOSE We have a genuine belief there is capacity for more in all of us, so we developed Next Up to steward, cultivate and invest in our growing team of leaders, culture carriers and influencers.

ELIGIBILITY This is for any River Valley Staff, regardless of position, who exhibit River Valley culture and are ready to grow to a new level.

S U M M A R Y/ P R O C E S S Next Up is a nine-month practical development program designed to accelerate the leadership potential of our team. We see this as a space to personally invest in a select group of staff spiritually and emotionally, while also allowing space for them to take practical and guided steps forward in their influence and development.

This nine-month program starts in September and runs for nine months. Next Up uses a simple nomination process. We ask our campus pastors and our department heads to nominate people from their teams who already exhibit our culture at a high level and would benefit from further development and opportunities to grow in their leadership and influence. Once nominations are received our leadership team reviews and selects up to 10 people to join.

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NEXT UP | SAMPLE SCHEDULE

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SUMMARY

LEAD UP PURPOSE Create a learning environment for people managers that provides training and connection for personal and professional development, innovation, and enhancement of various ministry processes.

ELIGIBILITY Lead Up is for staff who directly supervise others and/or lead a department.

S U M M A R Y/ P R O C E S S LEAD UP IS ABOUT 1 . B U I L D I N G R E L AT I O N S H I P

- The purpose is to help build the relationship between Central and Campuses.

- Meet once a month 2 . L E A D E R S H I P D E V E LO P M E N T

- Campus pastors, associate campus pastors and department heads need to be carrying River Valley culture.

- Leaders need to care about every department no matter which department you oversee.

Ex: Creative caring about what goes on with Care Ministry.

3 . O R G A N I Z AT I O N A L C O M M U N I C AT I O N

- Clarify best practices - Hiring practices, how do Departments/Campuses/Central communicate and talk through ideas and systems?

- Empower department heads to communicate with campuses and allow campuses to speak into that.

Ex: Change up employee moves - how are employee moves sought out and communicated?

- Have a culture of continual improvement.

4 . M A I N TA I N I N G T H E “ R I V E R VA L L E Y W AY ”

- What is the “way” of how we do things?

- Clarify right and wrong, good and bad, bullseye and boundaries

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LEAD UP |

SAMPLE SYLLABUS YEAR 1

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YEAR TWO

LEAD UP The purpose of year two of Lead Up is to focus on each division of ministry within the organization. Often we can become too focused on our area and cross-departmental training does not occur. IN YEAR TWO, THE PARTICIPANTS OF LEAD UP WILL WALK AWAY UNDERSTANDING:

H OW EAC H D I V I S I O N O F M I N I STRY F ITS I NTO THE WHOLE OF THE CHURCH

H AV E T H E A B I L I T Y TO S P E A K I N TO E AC H M I N I S T RY A S P R OJ E C T S A R E D E V E LO P E D

F E E L F U L LY E Q U I P P E D A N D R E S P O N S I B L E F O R E V E R Y A R E A O F M I N I S T R Y AT T H E C A M P U S TH EY ’V E B E E N AS KE D TO L EA D

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LEAD UP |

SAMPLE SYLLABUS YEAR 2

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SUMMARY

COACH UP

PURPOSE Coach Up is a process used to address individually identified needs, specific to an employee’s development while on the River Valley team. This process is designed to infuse additional focus on one or more areas of growth, often of a more pressing matter than in the normal course and scope of the employment process.

ELIGIBILITY All River Valley employees are eligible to go through the Coach Up process at any time, however, participation is determined by identified need. Needs are most commonly identified through performance evaluations, self-assessments and discussions with the employee’s manager, secondary manager, HR and/or Executive Leadership. Participation in the process is determined on a case-by-case basis and is decided based on the urgency of the need, availability of time and resources and personal commitment by all parties.

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S U M M A R Y/ P R O C E S S Due to its individualized nature, the process utilized for each plan varies from person to person.

It can include everything from enhancing an employee’s competencies for their current or future growth to addressing performance or cultural fit gaps.

SOME COMMON EXPRESSIONS OF A COACH UP PLAN INCLUDE: COMPETENCY ASSESSMENT (SELF, MANAGER AND PEER) AND TRAINING

SHORT-TERM COACHING ASSIGNMENT (UTILIZING INTERNAL OR EXTERNAL COACHES)

ON-GOING COUNSELING SERVICES (EXTERNAL)

WRITTEN EMPLOYEE DEVELOPMENT PLAN

Regardless of the expression used, the Coach Up process should identify specific objectives and milestones, to accurately and, as objectively as possible, assess success in the process. In most instances, there is also a clear timeline for completion of the Coach Up process, typically 60 days up to 6 months. Coach Up activities may include personal studies, book discussions, skill development through training and modeling, assessments with facilitated discussions and many other learning opportunities. The process should also include regular “check-ins” with the initiating leader to assess progress and address any gaps that may exist.

At the end of the designated timeline, the initiating leader, the employee’s primary and secondary managers (as applicable and if not the initiating leader) and HR review the identified objectives and milestones agreed upon at the start of the process to determine success. Employees who successfully complete the process are celebrated, as appropriate, and return to their current role, as agreed upon.

For any employee who did not successfully complete the process in the timeline established, further conversations occur to identify obstacles to success, what the employee and River Valley can do to improve chances of success and if that is feasible in the current scope of time, availability and cost.

This also includes an assessment of the employee’s perceived longevity on their team and what we as River Valley Church can do to help them succeed, regardless if they remain on the River Valley team or if they find another opportunity more suitable to the employee.

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SUMMARY

ADDITIONAL LEARNING P AT H S

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S TA F F M E E T I N G S Each department and campus will hold a weekly staff meeting. Typically these are held on Tuesday mornings and open with thirty minutes to one hour of prayer for needs in the church and over the church. After, from a campus perspective, campuses will share wins from the weekend services and share feedback. Then the campus pastor will share updates and provide a calendar overview of what is coming up for that week/month. Finally, there is a teaching on one of the staff values or competencies. Overall this takes place within a 90-minute to two-hour time-frame.

A L L S TA F F Quarterly, all River Valley staff will gather from 9:00 AM-12:30 PM for a time of worship, teaching, and fellowship.

OUR TYPICAL SCHEDULE ON AN ALL STAFF DAY LOOKS LIKE THIS 8:30 AM - 9:00 AM Light breakfast and coffee served 9:00 AM - 10:00 AM Worship and prayer 10:00 AM ­- 10:15 AM Break 10:15 AM ­- 10:30 AM Global 5-Spot (missionary or global project highlight) 10:30 AM - 11:10 AM Teaching (typically by the lead pastor) 11:15 AM - 12:00 PM Catered Lunch 12:00 PM - 2:15 PM Shoutouts 12:15 PM ­- 12:30 PM Trophy Presentation (staff of the quarter)

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A D D I T I O N A L L E A R N I N G PAT H S

MANAGER TRAINING S U M M A RY R I V E R V A L L E Y A L S O P R O V I D E S Q U A R T E R LY T R A I N I N G FO R A L L P EO P L E M A N AG E RS TO A D O PT TH E S KI L LS, B E H AV I O R S , A N D K N O W L E D G E N E E D E D F O R E F F E C T I V E , S U C C E S S F U L P E O P L E L E A D E R S H I P.

These trainings are delivered as half-day in-person events for each module. For smaller groups, the modules will be delivered via Zoom.

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OBJECTIVES

COMPETENCIES

MODULE 1 MANAGEMENT, LEADERSHIP & STAFFING Understand the differences between leading and managing Learn the critical role managers play when adding new staff to the team Identify and practice legal and effective interview techniques

General management skills Problem solver Finisher Team development Delegation

Explore a model for effective delegation

MODULE 2 CLEAR COMMUNICATIONS Learn how to adapt communication styles to others, hone listening skills and deliver effective feedback without raising defensiveness

Communication skills Collaboration Organizational knowledge

MODULE 3 PERFORMANCE MANAGEMENT Learn how to effectively set goals, give feedback, and delegate in effective, efficient, and ethical ways

Performance management

Identify how to get to the heart of performance issues and recognize the vital steps when discipline is required

Teachable

Capacity to carry more

MODULE 4 HEALTHY WAYS Understand the importance of building trust and influence to get the best result Learn how to minimize unproductive conflict Explore how coaching builds morale and motivates employees to greater productivity and increased engagement

Emotional intelligence Conflict management Coaching skills Includer Approachability

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A D D I T I O N A L L E A R N I N G PAT H S

RECOMMENDED EVENTS

W E I N V I T E YO U TO J O I N A N Y O F T H E F O L LO W I N G E V E N TS H O S T E D BY R I V E R VA L L E Y N E T W O R K TO L E A R N M O R E A B O U T S T A F F D E V E L O P M E N T, P R O V I D E S PAC E F O R YO U R T E A M TO G R O W A N D L E A R N M O R E A B O U T B U I L D I N G A H E A LT H Y C H U R C H .

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R I V E R VA L L E Y CO N F E R E N C E River Valley Conference is a time for pastors, church leaders and creatives to be refreshed and encouraged without the weight of leading others. Whether you are a lead pastor, nextgen pastor or creative, River Valley Conference is for you!

FOR MORE INFORMATION RiverValleyConference.com

G E N E R O S I T Y A C C E L E R AT O R Led by Pastor Rob Ketterling, at a Generosity Accelerator, you will learn how to grow your current tithe and increase over-and-above giving. You will learn ways to cultivate generosity in the hearts of your congregation and understand how to help your church take the next step in generosity.

C A M P U S PA S TO R / E X E C U T I V E PA S T O R A C C E L E R AT O R Typically held each fall, this Accelerator focuses on campus pastors and executive pastors. This is a one to two-day event led by our executive pastor of local ministry and our executive pastor of operations.

AT T H E C A M P U S PA S T O R A C C E L E R AT O R , Y O U W I L L L E A R N

– How to embody the vision of your lead pastor – What a successful Sunday morning looks like – How campus pastors actually manage their teams AT T H E E X E C U T I V E PA S T O R A C C E L E R AT O R , Y O U W I L L L E A R N A B O U T

– Financing/budgeting – Developing your staff – How to plan strategically for the vision of your church

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A D D I T I O N A L L E A R N I N G PAT H S

A D U LT LEARNING OVERVIEW

A D U LT L E A R N I N G C O N S I D E R S LEARNING PREFERENCES AS W E L L A S T H E VA R I O U S W AY S A D U LT S O B T A I N K N O W L E D G E , SKILLS AND ABILITIES.

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W H A T I S A D U LT L E A R N I N G ?

Adult learning is the idea that adults come to the learning process with experience and outside responsibilities and approach learning situations with their strengths and challenges. It’s based on the idea that adults are able and willing to take responsibility for their learning, and that the learning itself should respond to their needs.

Adult learning considers learning preferences as well as the various ways adults obtain knowledge, skills and abilities.

INDIVIDUALS TEND TO HAVE PREFERRED LEARNING PREFERENCES. One way to think of this is VARK (Visual, Aural/Auditory, Read/Write, and Kinesthetic).

L E A R N I N G P R E F E R E N C E S ( VA R K ) :

– Visual (maps, graphs, diagrams, charts) – Aural/auditory (hearing and speaking) – Read/write (words, text) – Kinesthetic (hands-on, learn by doing)

INDIVIDUALS OBTAIN KNOWLEDGE, SKILLS AND ABILITIES IN THEIR JOBS THROUGH A MIXTURE OF SOURCES. One way to think of this is the 70-20-10 Framework. It’s also known as the OSF Ratio (On-the job, Social sources and Formal education).

7 0 -2 0 -1 0 F R A M E W O R K / O S F R AT I O

– 70% from on-the-job experiences – 20% from social sources (others) – 10% from formal educational events

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A D D I T I O N A L L E A R N I N G PAT H S

PRACTICAL A D U LT LEARNING TIPS D O N ’ T T R E AT A L L L E A R N E R S T H E S A M E S T U D Y Y O U R T E A M | WHAT WORKS AND WHAT STICKS? EXPERIMENT WITH DIFFERENT TYPES OF LEARNING ACTIVITIES U S E T H E 3 P R I M A R Y L E A R N I N G D O M A I N S | COGNITIVE, AFFECTIVE, BEHAVIORAL

COGNITIVE Lectures, Discussions

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AFFECTIVE Consensus-Seeking Activities, Brainstorms

B E H AV I O R A L Role Plays, Simulations

DO YOUR BEST TO ACCOUNT FOR DIFFERENT LEARNING PREFERENCES ASSIGN PRE-WORK TO READ OFFER WORKSHOP EXPERIENCES AND DISCUSSIONS U T I L I Z E R O L E - P L AY A N D S I M U L AT I O N S D E V E LO P G R O U P P R OJ E C T S U S E VA R I O U S F O R M S O F V I S U A L S ( F L I P C H A RTS , V I D E O S )

KEEP THESE IDEAS IN MIND WHEN PLANNING YOUR LEARNING EXPERIENCES Adults come to learning experiences with histories – Create opportunities for people to tell stories and share experiences – Facilitate discussions about previous teams and projects; guard against biases Adults need to know why they have to learn something – Draw a connection from an activity to goals, mission, etc. Explain how it will help – Connect the learning to previous questions and challenges; make the why clear Adults want a voice and input in their learning – Ask participants to reflect and share how they lear best; offer choices – Ask for input and feedback in person and anonymously Adults need practice to internalize learning – Use structures such as role-plays where participants provide feedback – Ask participants to name their key takeaways and next steps Adults have a problem-centered orientation to learning – Engage participants in naming their challenges and areas for growth; identify tasks – Incorporate relevant examples; use both immediate application and reflection Adults need a safe environment to learn – Create the best environment possible; if possible, make learning fun – Invite participation in discussions

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