How to Create Fully Engaged Teams that are Ready for Change

In the life of church leaders, Sunday is always coming. There are sermons to prepare, volunteers to be trained, worship to plan, and dozens of other tasks repeated weekly.

Yet in the midst of it all, life sometimes throws us a curve, and we are faced with a crisis of minor or major proportions. Or, maybe the opposite is true: an unbelievable opportunity for ministry presents itself out of the blue.

What do you need to do to be both resolved in planning yet responsive to changes, as you lead toward vision?

THE QUICK SUMMARY – Agile Engagement, by Santiago Jaramillo and Todd Richardson

Many organizations fail to realize and harness the power of their most valuable asset—their employees. Though they can be developed into a true competitive advantage, engagement isn’t attainable if the employee isn’t invested in the company’s overall success.

Agile Engagement offers leaders a concrete strategy for building, maintaining, and utilizing team engagement to achieve the highest level of success. The key? Team members must feel like they are a part of their organization’s culture instead of having it handed down to them.

Stories of failed engagement initiatives abound, and they all have one thing in common: they begin from the premise of “initiative” rather than the person. True engagement occurs when a team member’s heart and mind are activated in a way that leads to their motivation and commitment to positively impact the organization’s goals and vision.

Agile Engagement provides a deeper look into real engagement, helping you foster an environment that’s rewarded with unsurpassed productivity, innovation, and competitive advantage, as well as team members who feel valued, respected, and heard.


In the rapidly changing environment of ministry, it would be easy for team members to have the feeling of being left behind, or becoming less and less engaged with their work.

All people – and therefore the people who make up your team – are extremely complex. Additionally, people can change over time and with circumstances. How can leaders expect to keep their teams engaged in the constant of change?

It takes a focus on people over process, real engagement over cookie-cutter programs, consistent intentionality over passive manipulation, and healthy change over rigid planning.

In other words, your team engagement has to be agile.

We define employee engagement as an employees emotional and intellectual connections with an employer, as demonstrated by his or her motivation and commitment to positively impact the companys vision and goals,

Defining Employment Engagement

Strategic Alignment – Employees can both verbalize and actualize the core business strategies.

Understanding of Success – Employees understand their organizational, departmental, and personal success metrics and tangibly grasp their contribution to the company’s overall success.

Clear Communication – Employees trust the company because of coherent and frequent contact, timely feedback, and clear expectations.

Workplace Vibe – The overall environment fosters effective work in everything from the physical workspace to interactions between employees.

Growth Path – Employees have the opportunity to grow their skills through new work challenges and positions over time, in both managerial and independent contractor roles.

Santiago Jaramillo and Todd Richardson, Agile Engagement


Take an assessment of your organization’s current state of team engagement using the five measures outlined above.

Write each measure above on a separate chart tablet, and draw a horizontal line underneath, with a 1 on the left side and a 5 on the right. Using a scale of 1 (what’s team engagement?) to 5 (our team is fully engaged in our culture), come to a group consensus on a rating for each of the measures.

Under the left side of each chart tablet, list actions or events that define your engagement as poor or low.

Under the right side of each chart tablet, list actions or events that define your engagement as good or great.

Brainstorm a path needed to move those actions and events on the left side of each page to the right side of each page. Assign responsibilities and dates, and evaluate the progress of each on a regular basis.

It’s hard to make decisions about future possibilities when you are overwhelmed with the present, but that is exactly the time when the foresight of being an agile organization can propel you into exciting opportunities that you would otherwise miss out on.

Excerpt taken from SUMS Remix 62-2, issues March 2017.


Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. Each Wednesday I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt here.


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