Annual reviews have the potential to be so clarifying, constructive and encouraging for ministry staff and volunteers. It’s a pity that so often the experience is lacklustre at best. When we are clear on what annual reviews actually are (and what they aren’t) we are more likely to make the annual review of our ministry workers really sing.
What Annual Reviews Aren’t
Firstly, annual reviews aren’t merely an administrative formality. If we think of them that way, it will show. They will be conducted in a hurried fashion and filed away afterwards. Our ministry leaders are crucial to our church or ministry. Investing in our leaders is one of the most important things we can do. We will all suffer if we treat appointing, reviewing, supporting, overseeing, training (and, sadly, disciplining) ministry leaders as a mere formality.
Some of the most unpleasant annual reviews are those that feel like you are being mugged. Criticisms get stored up all year and delivered in the formal setting. This should not be. Therefore, secondly, annual reviews aren’t a time for surprises, but a time for gathering together positive and negative feedback given across the whole year. If, as a supervisor, I haven’t had the courage to raise something in the flow of everyday ministry, I should not bring it up in the annual review. This error is most easily avoided if you have regular one-on-one meetings with your leaders.
Thirdly, annual reviews aren’t fundamentally a pastoral appointment. It’s not that you can’t raise personal and spiritual questions in the context of an annual review, but this is not their primary purpose. There is a time for general spiritual edification and personal concern; and there is a time for thinking about ministry goals and responsibilities. Some staff and leaders will welcome the opportunity to talk about personal matters in the context of a holistic review of the year. Others might prefer to stay more narrowly on task. The latter preference should be respected. The primary focus of an annual review should be clear: to evaluate and plan for ministry responsibilities. There can be something muddy and uncomfortable about alternating between one’s personal life and one’s ministry performance.
Fourthly, annual reviews aren’t the same as 360 surveys, either. A 360 survey invites input from a range of people: supervisor, peers, team members and other stakeholders. 360 surveys can be a very helpful development tool, but that is what they are: a development tool. It is the job of the supervisor to formally review their staff and team members, not the participants in a 360 survey. For this reason, in my opinion the two activities are best kept separate.
What Annual Reviews Are
Firstly, because annual reviews are about investing in our ministry staff and volunteers who work so hard for God’s people and his mission, because annual reviews are about learning from the past and planning for the future, they are worth preparing for well. It is worthwhile developing a good process and template for facilitating annual revies, for setting aside time to pray and think ahead of time, for giving an adequate amount of time for the actual discussion. In preparation for a staff review, I scan back through all our emails, through notes from one-to-one meetings and through our ministry calendar to make sure I have captured everything. I also make sure we capture a summary of all ministry goals and actual outcomes. It takes some time and attention, but it is worth the effort.
Secondly, annual reviews are an opportunity for thanksgiving and supplication. It’s true what they say: “You overestimate what you can do in a day and underestimate what you can do in a year.” There is so much to praise God for as you look back over a year with a ministry leader. As the review highlights areas for growth, change and improvement, they steer the direction of our prayers in Jesus’ name, as well.
Thirdly, reviews are an opportunity for recognition and advancement. Annual reviews afford the opportunity to be explicit about the way ministry staff and volunteers have worked hard in the Lord and to name the ways in which the Lord has gifted them. Arising from this can be plans for further advancement, where appropriate and desired. This could be theological or practical training of some kind; a learning trip to see how others do the same ministry in a different setting; or an increase or adjustment in responsibilities to capitalise on strengths and opportunities. Reviews also recognise what ministry programs are working well and trigger plans to ensure they continue to thrive.
Fourthly, reviews prompt evaluation and planning. Zooming out to look at a whole year can make it clear what adjustments are most needed, as patterns emerge and mid-term impacts are noticeable. Some of the changes needed are related to the leader themselves growing in competence and character. Sometimes they need more time or resources to turn things around. Sometimes the ministry organisation itself needs evaluation and evolution.
When you start to make your ministry work annual reviews sing, you end up with encouraged and engaged staff and volunteers with clear strategic ministry goals and personal development plans to work towards in the next twelve months. As a result, the annual review does not just get buried in some folder in the cloud, but becomes a meaningful step in future planning.
