There’s something special in a workplace when employees enjoy their jobs and are passionate about their work. If your employees are not happy, it will show in their work.

It doesn’t take long to walk into a place and get a feel of the environment. Is this a place of a bunch of stuffed shirts or is this a place you’d like to work?

Some might ask: if you’re having fun at work are you really working? All work and no play makes for _____ (you fill in the blank). The reality is, if everyone takes themselves too seriously, they could end up seriously ill. Proverbs 17:22 tells us “A cheerful heart is good medicine, but a crushed spirit dries up the bones.”

Is having fun at work a part of your culture? It doesn’t happen by accident, you need to be intentional about it.

So how do you create an atmosphere of fun in the workplace?

Develop a plan of having fun with your staff. Don’t just jump in one week and do something fun and then nothing for another six months. Start out slow, by doing something once a month. Find out what your staff would consider to be fun. If you have a large staff, break it down into teams of fun.

Lead by example. You’ve heard this said a hundred times. Then do it. If you’re not willing to participate, neither will your employees. If this is something that is not normal for you, it may take a little time to relax and let loose.

Creating a culture of fun can take time. Be patient. Things don’t just change because you say so or you have one fun day. Change takes time. Celebrate the opportunities as they present themselves.

I recently had new business cards printed. One that says Chief Operating Officer and another one that says Chief of Stuff. The reality is that the second one tells what I really do.

All work and no play, doesn’t work for me. I want to have fun at work. Really.

Mike Klockenbrink is chief of staff at Lakeside Church, Folsom, CA. www.lakesidechurch.com

By Mike Klockenbrink

It’s been two years since you were hired and your job has evolved. The original job description you were given no longer fits the job you’re doing. This raises several questions that need to be addressed. How can you be properly evaluated on your job performance if you’re not doing what your job description dictates? How did this happen?

I can tell you that it doesn’t happen overnight, but gradually over a period of time. We are in the process of evaluating all of our current job descriptions. Many of them are up to date and truly reflect the job description with the performance expectations. Several are outdated and need a lot of work.

Almost everyone likes the current role they’re in and the job they have. Of course they do. It’s changed or evolved over a period of time and they’ve had time to grow into it. The question is does it match their job description? We end up doing things we like to do or have a passion for. But these things may or may not have anything to do with the job we were hired for. If this goes on long enough, we start to believe that this is our job. It may or may not be.

On several occasions I’ve had to ask employees why they are doing a particular task. The answer is usually the same – it’s my job. I don’t ever remember this being a part of their job description when they were hired. Again, over time it has crept in and becomes a part of our routine.

As I reevaluate and update current job descriptions, I ask several questions. Does this change reflect the need for that position or department? Are we doing this because the employee has outgrown the position? Do we still have a need for the current job?

Sometimes we need to take tasks or responsibilities off of someone’s plate to be in line with their job description, while others need to actually have their job description changed. In order to succeed, people need to know what’s expected of them. An up-to-date job description can help to accomplish this. I recommend that you review your job descriptions every other year at a minimum. Even if it’s not your job.

Mike Klockenbrink is chief of staff at Lakeside Church, Folsom, CA. www.lakesidechurch.com

I’m sitting here trying to look ahead to next year and what it potentially holds. I go back to my “Popeye moment” (Holy Discontent by Bill Hybels) of supporting and growing the local church. It is not only my responsibility; it’s what I’ve been called to do.

My oldest son has joined me on our annual men’s retreat on several occasions. On our last retreat we had a great time together. On the way home I told him that at the age of 18, God had gifted me with total knowledge of everything, or so I thought. Since that day, He has slowly been taking that knowledge away. I know a lot less today than I did back then. It’s what we call wisdom.

As a chief operating officer for a local church, I am limited to what I know within these four walls. It is only when I step outside and tap into the vast resources of the local church that I believe I can do my job here. To know that I am not alone and that I don’t have to have all the answers lifts a tremendous burden off my shoulders.

Now I don’t know where everyone else is, but I can only imagine that many of you have similar thoughts and feelings in your current role. So as I look to next year and what it holds, let me tell you what I envision. I see men and women working together to further the Kingdom, and coming together with authenticity to tap into the power we have to make a difference in the local church. Through humility and vulnerability we can take the necessary steps to put action plans into place to support and encourage one another. I am willing to go there, and I would like you to join me on this adventure.

Mike Klockenbrink is chief of staff at Lakeside Church, Folsom, CA. [www.lakesidechurch.com]

By Mike Klockenbrink

But whose basics should be followed?

You’ve just ended your two-week layover on Megalops 3. You’ve resupplied the ship, exchanged some crew members and you’re ready to venture into uncharted territory. The captain has set the course and handed down orders. He alerts everyone, “Warp speed ahead.”

The crew is filled with excitement on this new adventure.

A few weeks into the journey, you start to uncover some hiccups. As you look into the root cause of the issues, you find a common thread.

The problem appears to be with the majority of the new crew members. But these are all qualified people, you argue. Each one is tasked with a specific job. They know what to do, don’t they?

Everyone knows the basic standards. The question is do they have your standards down? After all, you would like to think that your ship is not a cookie cutout of every other ship. You have your specific mark on it. You do some things just a little bit different. Some would even say you’re unique.

Somewhere along the way your team has learned to streamline some processes or eliminate them completely. After all, you’ve empowered them to do their job and find ways to make things better. But now how do you bring everyone up to speed on how you do things “around here?”  And how can you hold someone accountable for doing the job as it was originally intended?

First and foremost, don’t assume that everyone does things your way. Next, check if your manuals, processes and policies are up to date. If not, I suggest you spend some time updating them. It could be a little task to do today or a major overhaul down the road.

The reality is, when you’re moving ahead at warp speed you’re going to experience some hiccups. So get your crew together once a year for a little lesson on getting back to the basics. As long as you let everyone know whose basics their dealing with, you and your crew are more likely to experience smoother sailing ahead. Enjoy your adventure this year.

Mike Klockenbrink is chief of staff at Lakeside Church, Folsom, CA. [www.lakesidechurch.com]

By Mike Klockenbrink

You’re called into a meeting to discuss a problem or situation. You are just one component somehow involved in a process that isn’t going the way it’s supposed to.

Even before you get to the meeting your brain is racing. What is my role in all of this? Am I doing everything I’m supposed to? Am I in trouble? It’s amazing to me how many times we instantly go on the defense. It’s that part of that lizard brain I hear author Seth Godin talk about so much. The lizard brain is known as the Limbic System. It’s the part of the brain takes over in a flight or fight situation, survive at all cost.

So you get to the meeting with several other people connected to this process. The process is laid out and you start to discuss the areas where it’s broken down. After a while everyone is heavily involved in the discussion. Together you realize that someone isn’t properly trained in part of the process. There are assumptions made, and you know where that leads. This person didn’t have particular rights. This person was waiting for this person and so on.

Now that we understand where the break down happened, areas of miscommunication and assumptions occurred, we can fix the process. We clarify who is going to do what, we give individuals the tools needed to complete the task and clearly define who, what, when, where and why of the process. Everyone agrees and you leaving the meeting feeling like you accomplished something together.

Somewhere during that process you realize, it’s not about you, it’s about the process. Once you realize that, you switch from defense to offense looking for solutions with the team. I have found that it is rarely about you and usually about the process.

If you’re the one calling the meeting on fixing the process, save the team unneeded anxiety by clearly stating what the meeting is about. You are looking to this group to help you solve a process problem. Let them know this meeting is not about them, it’s about the process.

Mike Klockenbrink is chief of staff at Lakeside Church, Folsom, CA. [www.lakesidechurch.com]

By Mike Klockenbrink

When was the last time you’ve shown appreciation for your employees or your co-worker? If you have to think about it, then it’s been way too long.

Have you created a culture of appreciation to show your staff that you appreciate them? Appreciation is shown in many different ways. No matter how you show it, it must be sincere.

Sometimes a simple, “Thank You,” is all that is needed. Show your appreciation for their hard work and contributions. And, don’t forget to say please often as well. Social manners do belong at work. A more gracious, polite workplace is appreciated by all.

So what else can you do to show your appreciation?

Be interested in them not just as an employee, but as an individual. Ask your employees or co-workers about their family, their hobby, their weekend or a special event they attended. Your genuine interest will help people to feel valued and cared about.

Introduce them to guests as you pass through the office. Don’t blow by employees as if they are insignificant. They’re important – so show it!

Give them an important project; show you trust in their capabilities.

Praise something your coworker has done well. Identify the specific actions that you found admirable.

Offer staff members flexible scheduling for the holidays if feasible. If work coverage is critical, post a calendar so people can balance their time off with that of their coworkers.

Know your coworker’s interests well enough to present a small gift occasionally. An appreciated gift, and the gesture of providing it, will light up your coworker’s day.

Almost everyone appreciates food. Bring in bagels or bakery goods to treat your staff and coworkers. Offerings such as cookies or cupcakes, that you’ve baked personally, are a huge hit. Another hit? Bring chocolate – chocolate anything.

Create a fun tradition for a seasonal holiday. This past Christmas our entire staff helped with an on-site work project together. Afterwards we had a potluck lunch where people were divided into cooking teams. Each team prepared a meal to share, and people got to vote on the best overall meal. Team winners got a gift card.

Last, but not least, provide opportunity. People want to participate on a special group or team where their talents are noticed. Invite them in to participate and not just sit on the sidelines like a spectator.

Show your appreciation, and they will appreciate you for it.

Mike Klockenbrink is chief of staff at Lakeside Church, Folsom, CA. [ www.lakesidechurch.com]

By Mike Klockenbrink

I’ve always dreamed of playing a guitar up on the stage rocking it out. I tried trombone and bass guitar in high school but it didn’t stick.

A dream without action will always be a dream. Flash forward 30 plus years and the dream won’t go away. So, in 2009 I got a guitar for Christmas. I thought this was going to be easy. After all, I’ve played air guitar all my life, and recently, Guitar Hero. How difficult could this possibly be? Okay, several months have gone by, and all I can do is strum. Not quite the rock star I envisioned. So for my birthday my wife bought me guitar lessons.

When I headed to my first lesson at Graham Music Pros with Scott Graham, I was a little nervous, but I thought I would have it nailed within a few lessons. After my first lesson, reality set in and I realized it wasn’t going to be as easy as I thought.

Sitting in my office I asked myself how many employees have dreams to be something more. Maybe not a rock star (I don’t really want to be a rock star, but it sounds cool) but having more responsibility or move into an area they’ve never been before. How can I make those dreams come true? This comes back to getting to know your employees and what it is that they want to do. You can provide for them the opportunities as they become available. You can give them the necessary tools (guitar). You can even give them the training they need (music lessons). However, if they don’t practice on a regular basis they will never get better. They may become frustrated and give up, because it’s too difficult.

This is where a simple nudge or word of encouragement can go a long way. Know that they will have some highs and lows along the way. Celebrate the little successes.

As for me and my guitar, it goes the same way. The more I practice the better I sound. I still have more than my share of sour notes, but I’m having fun along the way. I’m tired of just dreaming, I want to play. So practice, practice, practice and let the music play.

Mike Klockenbrink is chief of staff at Lakeside Church, Folsom, CA. [ www.lakesidechurch.com]

By Mike Klockenbrink

Excuse me, did you just tell me NO?

“Hey Matt, could you take care of this for me?”
“No I can’t at this time. I’m really buried in this project at the moment.”

Did he just tell me no?

Congratulations! As a leader you’ve done your job. When an employee can tell their supervisor no, you have helped to eliminate the fear factor. The fear factor of I’m too busy to take on anything else at this time. Too many times we hand off projects or assign tasks to people who are overburdened and would never say no to their supervisor. That’s an unhealthy spot to be in. I’ve heard it too many times, “I’m drowning here and nobody seems to care.”

Now does this mean that “no” would be acceptable all the time? Of course not; each situation must be looked at independently. You may ask Matt to take this on because he’s the only one capable of doing it or because it’s time sensitive. In any case, if you’re going to put more on his plate you have to take something off or change your expectations.

What if everyone isn’t like Matt and they don’t say no? Then it’s your responsibility to ask questions before you just add something on their plate. What are you working on at this time? Is it possible for you to add this to your already full plate? Is there something I can do to alleviate some of this workload for you? Reassure them that it’s okay to say no.

If you’ve hired the right people in the first place, they’re going to work hard. Believe in them, encourage them, push their comfort zone from time to time, and let them know that it’s okay to say no. Don’t let fear get in the way.

Mike Klockenbrink is chief of staff at Lakeside Church, Folsom, CA. [ www.lakesidechurch.com]

By Mike Klockenbrink

Direction, not intention, determines destination.

It doesn’t get much clearer than that.  Throughout my life I have had the best of intentions, but at times I have arrived at the wrong destination.  I remember throwing a surprise birthday party for my wife.  I thought it was  going to be great; she’s going to love it; I’ll be a hero.  I made the necessary plans, picked my wife up from work and told her we needed to run by the house to pick up my wallet.  We walked through the door and everyone yelled surprise.  My wife does not like surprises.  Ooops!

I had the best intentions in mind.  I like surprises, but I didn’t take the time to consider if she did.  Unfortunately, throughout my life I’ve had many good intentions both at home and work that didn’t end up where I intended.

Many times we have loved ones, friends and employees who may have gone the wrong direction, even with the best of intentions.  While I may appreciate their effort, I sometimes ask “Help me to understand what you were trying to accomplish?”

I found that there are usually a few reasons we get off track.

You’re happy overachiever.
If a little is good, more must be better.  Sometimes more comes with a cost.  You spent how much? How much time did this take? This is all I was looking for.

They do everything but …
Look at all of the things I got done.  That’s great, except the only thing I wanted to see completed didn’t get done.

I thought, therefore you should know.
So with little or no understanding your employees will do something and arrive at a destination.  In the words of the famous Dr.  Phil:  “What were you thinking?”

So what do we need to do to make sure we arrive where we’re supposed to? Know who you’re talking to. Everyone is wired just a little bit differently and will respond differently. Don’t assume.  Everyone knows this one.  Be clear with your direction and what your expectations are.

If you are not clear with your direction, nobody will ever end up at the destination regardless of your intention.

Direction, not intention determines destination.

Mike Klockenbrink is chief of staff at Lakeside Church, Folsom, CA. [ www.lakesidechurch.com]

By Mike Klockenbrink

There’s nothing like driving on an open road that has just recently been paved or taking a boat out on a lake. You know what that’s like, right? That smooth feeling of gliding along is awesome. Then all of the sudden BUMP. What was that? Hands grip the wheel a little tighter; we sit up straighter and our eyes focus straight ahead.

When things are running smoothly, we relax. Don’t get me wrong, everyone should have a little rest and relaxation. After all, we’ve worked really hard to get here. But you should be aware that there will be bumps in the road as you cruise along.

Sure it’s easy to steer around the bumps when you see them coming, but that’s not always the case. What if you’re on a bumpy road, then you’ve got a few choices to make. You can take the first side street or exit and look for a smoother road to travel. It may take you a little bit longer, but you readjust your GPS and eventually arrive at your destination.

Sometimes there is no exit and you have to ride it out. That’s when you grip the wheel a little tighter; sit up and focus straight ahead. You’ll eventually arrive at your destination, you maybe a little shook up and worn, but you’ll get there.

We try to keep the roads that are highly travelled in good shape. We fill the potholes and resurface every so many years. This is great for the majority of people getting from here to there. However, if you want to lead, sometimes you have to take the road that is a little less traveled. Maybe even create your own road. If that’s the road you choose to take, know that there will be bumps, potholes and even some detours. This is what will make your trip an adventure.

So grab hold of the wheel, keep your eyes on the road and enjoy the ride.

Mike Klockenbrink is chief of staff at Lakeside Church, Folsom, CA. [ www.lakesidechurch.com]