← City Light Church Las Vegas | Jabin Chavez
City Light Church Las Vegas | Jabin Chavez
These 3 Conversations Will Change Your Organization | Jabin Chavez Leadership Podcast
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These 3 Conversations Will Change Your Organizati…
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As I look back over my life, I realize that basically every good thing that has happened in my life, in my ministry, in our organization, began with the right conversation. Today, I want to talk about three critical conversations that you need to be constantly having as a leader to make sure that your organization is moving forward. Well, hey, welcome to another Jabyn Chavez leadership podcast. I pray these are a blessing to you. We're dropping a new one every Wednesday and just trying to help you get bigger and better. I believe that as you grow, as you get healthier, as you get stronger, as your mind, your will, your emotions, your soul, your spirit, your body, as every part of you gets better, your organization will get better. Why? Because Genesis chapter one tells us that we are reproducing after our own kind. I don't get to reproduce what I want. I reproduce who I am. And so praying that this is a blessing to you. Today, I want to talk about conversations that every leader needs to be having with their organization, with their team. Three critical conversations to the health of your organization, and the first one is the direction. Conversation. Do we truly know where we are going? Where are you going? Where are you going as an organization? Where are you going as a leadership team? Where are you going as a church? Where are we going? You must know the direction of the organization. Now, I say direction because we're not creating a fantasy about ever arriving somewhere, but we are going in the direction of what is in our heart. Most organizations don't struggle from a lack of effort. A lot of times they struggle from a lack of alignment. And I would even say that if you feel a lack of effort from your team, a lot of times now, it could be someone lazy, it could be someone toxic, but. But a lot of times it's actually because there's a lack of alignment, there's a lack of clarity. And so is the vision clear? Is the mission clear? Is the direction clear? Does everybody know what the win is? Does everybody know where we're going? Does everybody know how to get there? So for us, City Light Church, we're building a house for the next generation. Building a house for the next generation. We are doing all things next gen and next in line. What that means for us is a super high value on children's ministry, youth ministry, young adult ministry, but it also is about the next generation of leaders. Who's coming up, who do we need to release, who do we need to empower, who is ready to take that next step, or maybe isn't ready, but has the potential and is the next Person in line. Next, next, next. We're doing all of our ministry from that vision. Now, what that looks like practically for our staff is here is the mission statement of our staff. So now the vision build a house for the next generation. The mission statement of our staff is to equip and empower the serve team to do the work of the ministry. The job of the staff is not scheduling that we have to schedule. It's not sending that email that we have to send that email. It's not being on time and leaving on time, though. We need to do all that. The mission of the staff is to equip, empower the serve team. Because the art serve team is a church. Your serve team is a church within the church. It's really the real church. And in our case, our serve team is a mega church. So our goal as a staff, our mission as a staff, our vision as a staff isn't really to reach the thousands who are coming every weekend, really to equip and empower the serve team to do the work of the ministry so that success. And I want you to ask that, does my team know what success looks like? Why? I just described what success is for us. If the serve team is equipped and empowered and if the serve team is doing the work of the ministry, that's success. And our focus should be around that. Our energy should be around that. Are we intentionally doing that? And by the way, what are we intentionally not doing? Because it doesn't align with that. That's the direction. Conversation. Do we know where we're going? Leader, you got to define that and then redefine that and then define that and then redefine and then over and over and over and over and over again. Number two is the standard conversation. Are we doing a good job of protecting our culture? You are either protecting, defining and enforcing culture or you're avoiding the tension of it. And I just want to say, fight for a healthy culture. Fight for a healthy culture. A healthy culture can't fix all your problems and not all of your problems go back to culture. But without a healthy culture, any other issue in the organization that you need to work on and you need to fix, it'll never thrive because the culture is the ecosystem. So, yes. Do plants need water? Yes. But they also need soil. They also need. There's many things to it. It's the right temperature, it's the right water, it's the right soil, it's the right oxygen, it's the right sun. It's all of it. Well, the culture is that ecosystem, where that thing can thrive. There are certain trees that I love, but that we can't have in Vegas in our backyard because we don't have the right ecosystem for it. There are some things that you really want, but without the right culture, it's never going to work. So we got to have the right culture, got to have the right standards. So much of culture just comes back to standards. Every organization says it values excellence, but few are willing to enforce it. That's the, that's the thing about culture. It's just. It's the enforcement of the values and of the excellence that's in the heart of the leader. It's tough to do. Tough to do. Great culture requires hard conversations. Great culture requires quick feedback. Not delayed feedback, quick feedback. Great culture requires constant tweaking. Great culture requires a standard that applies to everyone, not just to some. Like if you're, if you're letting certain people get away with certain things, that's an unhealthy culture. So I've got to be constantly having the standard conversation, protecting the culture and enforcing the values of our culture. I've said this before. It is so taxing to do that. It's just. It's taxing. But you've got to do it. And you've got to get some team with you who care about it and will help you fight for that. And then thirdly is the ownership conversation. Does the team feel like employees or partners? Does the team feel like employees or family? I'm in a journey right now of trying to make our team feel more like family so that they feel like owners and partners and not just employees. They are employees. Yeah. There's a whole HR side to this. Right. And a payment side to this and a money side to this. I get it. But I'm working hard right now at this because when the team starts to feel like a partner and the team starts feeling like family, it's unstoppable. It's impossible to stop that organization. They become unstoppable. I was thinking about Costco and Sam's Club. I just read an article about that, about the difference. Costco pays super well. Give great benefits. There's a clear line of promotion. There's a clear line to make more money and to do more in the organization. And Costco is bringing in $275 billion a year. Sam's Club is big on part time. Sam's Club doesn't guarantee hours. Sam's Club does not have a clear line of promotion. Sam Club is terrible with benefits. Sam's club brings in 5 billion a year. Employee or partner, employee or family, employee or team. Costco's crushing it now does. Obviously, Sam's Club has Walmart and has that whole other side. And so they've just decided that Sam's Club is going to be this kind of trashy Walmart on steroids, where Costco is an. Is an entirely different brand, an entirely different experience. And it all starts with the team. They're paid well. They're communicated too well. They feel loved, they feel celebrated, they feel empowered. They feel communicated to, like, they understand the full picture. So ownership, what ownership does and what partnership does is it creates scale. I'm no longer insecure about my role and empowering others and releasing others to do things because I know I'm a part of this family and I know I'm a part of this team. So I'm no longer fighting for mine. I'm actually giving away. And in giving away, I actually go higher in the organization. The more I empower, the higher I go in the organization. This is the power of the ownership conversation. So I just want to encourage leaders. What hard conversation do you need to have this week, whether it be staff wide or with an individual team member to level up your organization? I think for a lot of you, you are just a few hard conversations away from going to the next level. It's tough, it's not easy, but you, you cannot go where you want to go without these conversations. All right, I love you so much. Hey, if you're a senior pastor, mark it on your calendars. We're about to release all the information. November 2nd and 3rd. November 2nd and 3. Las Vegas, Nevada City Light Church. We are having a senior pastor's roundtable. And y', all, it's gonna be awesome. Can't wait. Can't wait. Can't wait. If you're a golfer, fly in on the second. Play golf with me. Fly in on the first. Excuse me. Sunday night the first. Play golf with me Monday the second, and then the roundtable will start Monday night the second, and then the third. We're gonna go all day with incredible sessions. And then for many of you, I want you to stay because we're gonna have a team night on November 3rd with an incredible guest speaker. And I want you to see our team night. I want you to see what we do as a church church and as an organization with our volunteers. It'll be awesome. And I don't want you to miss that as well. So I love you guys. Make sure to like and subscribe and do all the things that would really help us and leave a comment if you can. All of those things go a long way to help us get the word out. I love you. We'll see you next week.