"If you do what you've always done, you'll get what you've always gotten."  - John Maxwell

I heard John say this over 30 years ago. His point was if something hasn't worked, you need to change what you are doing. Or conversely, if something is working, keep doing what you did and it will keep working. 

But what if you've done something right, over and over again, and it has worked in the past. Common sense would suggest it will work again, right? Not necessarily. I believe we can no longer assume this to be true--especially as it relates to building healthy teams. 

In fact, I believe the world is moving at such a fast pace that it now might be better said...

"If you do what you've always done, you probably won't get the same results in the future."

Things. Are. Changing. 

We live in an era of rapid metamorphosis where the only constant seems to be change itself. Just in the past five years we've lived through a global pandemic that has overhauled the way we live, work and interact with one another; we've navigated social movements such as #MeToo and Black Lives Matter that have awakened a desire in many for justice, equality and change; we've seen our younger generation pick up their bullhorns as it relates to climate change due to extreme weather events; and we've seen technological leaps forward from the advent of 5G to the rise of artificial intelligence.

These changes have impacted the teams we lead, and our very organizations. We can't continue leading the way we've led in the past. If you want to build healthy teams in the future, I believe there are four things you should start doing now:

1. Offer High Flexibility 

Remember 20 years ago when everyone was expected to show up at the office at the crack of dawn, all bright-eyed and bushy-tailed (I sound like a boomer, don't I?), ready to seize the day? Remember four years ago (before the global pandemic) when job descriptions would include the expected # of hours and days in the office? Well, check your calendar, it's 2023 and it's time to turn off the fax machine and turn in your flip phone. 

I'm not saying we should all start working in pajamas (although, from the waist down, who cares, right?). But in the future (which, psst, is already here), the concept of a rigid work schedule just doesn't cut it anymore. Our teams are diverse and juggling multiple responsibilities outside of their work. Whether it is 100% remote, hybrid, or undefined with a ton of flexibility, you will keep your staff longer if you recognize they have more going on in their lives than what lives on a job description.

Between working parents, staff who have side hustles to help pay the bills, those who are carrying the weight of a sick parent or child, the demands of getting kids to and from school and activities, doctors appointments and more -- everyone on your team is carrying a lot of weight.

If you can put your focus more fully on results, and less on when that work gets done, your employees will stay with you much longer. 

Here's what you can do: 

• Set clear expectations: Sure, flexibility sounds great, but without clear expectations, it's like trying to navigate a maze blindfolded. Painful and unproductive. So, ensure you're clearly communicating what's expected in terms of work output and deadlines, not office hours.

• Trust your team: Micromanagement does not work with today's workforce. Trust your team to get their work done, even if it's from the comfort of their couch. After all, results matter, not where they're achieved from.

• Keep some required staff time: In order to build a highly effective culture, you need some time when everyone is together to focus on your values, mission and future. Find a good rhythm and make sure everyone knows those gatherings are critical.

2. Pay Attention to Mental and Spiritual Health

As leaders, we often focus on the physical, financial, and logistical aspects of our organizations. However, the mental and spiritual health of our team members is equally crucial. In these challenging times, it's more important than ever to ensure our teams are functioning at their best, not just physically, but emotionally and spiritually as well. 

According to a recent survey by Barna Group, almost 30% of pastors have considered quitting full-time ministry in the past year alone.

If this is true for pastors, it's likely true for the same percentage or more of the rest of our team members.

Mental health is not merely the absence of mental illness, but also encompasses emotional, psychological, and social well-being. It affects how people think, feel, and act. It also helps determine how they handle stress, relate to others, and make choices. Ignoring this vital aspect can lead to decreased productivity, increased absenteeism, and an overall unhappy work environment. 

So, how can we as leaders promote mental and spiritual health among our team members? Here are some suggestions: 

• Foster an open conversation about mental health: Encourage your team to talk about their feelings and concerns. Make it clear that it's okay not to be okay, and that seeking help is not a sign of weakness. Remind them that they are not alone. In my recent role at Willow Creek, we brought in licensed therapists or counselors to train our staff in paying attention to their own mental health, and included discussions around the topics. 

• Provide resources for mental health: This could be as simple as sharing articles and videos about managing stress and anxiety, or as involved as providing access to professional counseling services as an employee benefit. 

• Lead by example: Show your team by your actions that you prioritize your own mental and spiritual health. This can encourage them to do the same. Last year I took a week to attend a group intensive therapy retreat, and I didn't hide this from my team. I wanted them to see this was a priority for me. 

When your staff knows you value their mental and spiritual health, they will be more focused, more engaged, less anxious, and more authentic. Your staff will get healthier, and so will your culture. 

3. Embrace Vulnerability and Transparency at the Highest Levels

It is counter-intuitive, but there are few things that build trust more quickly with a team than an authentically vulnerable leader.

This is the leader who sometimes says, "I don't have the answer." This is the leader quick to own their own mistakes and apologize. This is the leader who asks questions, listens to feedback, and then admits, "We can do better...and we will." This is the leader who doesn't try to keep everything super-confidential, but will be selectively transparent.

"Transparency is not about revealing all the secrets of your organization. It is about being honest, clear, and forthright in your dealings, and demonstrating to your team that you have nothing to hide."

- Simon Sinek, Leadership Expert and Author

One year ago we began hosting monthly "ask anything" sessions. These were optional, bring your lunch and hang out with the senior leadership. No question was off-the-table. To take the transparency up another level, we took detailed notes and published them so anyone on staff could read what was asked and answered in a previous session. We got the most feedback when we'd answer, "Great question, we don't have a good answer for that right now" or "We haven't thought about that." They loved the brutal honesty.

4. Find Ways to Get More People in the Room Where It's Happening

I've interviewed hundreds of people who are thinking about leaving their church or organization. One of the most often repeated reasons I hear...

"I just want a seat at the table. And all those seats are full."

Lin-Manuel Miranda penned it differently: I just want to be in the room where it happens.

They want influence. They want to make a difference. They want to contribute. They want to be a part of the conversation when the decision is being made. 

I get it -- you don't have enough chairs or tables for everyone to be in the room. You also don't have enough time, as every decision takes longer the more people who are in the room.

But today's employee is begging for ownership. They want to be part of a collaborative organization. They want to feel as though they've been heard and represented. They can more easily own a decision, even if they don't like it, if they were able to contribute to the discussion. 

Getting your team a seat at the table isn't about buying more chairs, it's about finding ways to increase their influence. When team members feel their ideas and input are valued, they are more likely to engage, contribute and invest in the collective goal. But how do we put this into practice? Here are a few strategies: 

• Encourage Participation: Create an environment where team members feel comfortable sharing their thoughts and ideas. This can be achieved by having regular brainstorming sessions, open-door policies, and ensuring that everyone's opinions are heard and respected. One example: two times a year, we hold an open-meeting where anyone on staff can bring their ideas about future sermon series. As people feel heard and valued, this increases trust and the health of our culture.

• Delegate Responsibility: Push every decision down as far as you possible can. During every leadership meeting as you are setting the agenda, ask yourself, "Can this decision be made at a lower level?" As you trust your team members with more responsibility and decision-making authroity, this not only shows your faith in their capabilities but also gives them a chance to prove themselves and make a tangible impact on the organization.

• Begin Using Subject-Matter-Experts (SME): You may not be able to have more people on your executive team, but bring key staff in when the topic is relevant. If you have a SME that can help contribute to a decision, rather than gain their input outside of the meeting, bring them into the room for that portion of the agenda. It helps build their influence and confidence as a leader. 

• Ask "Whose Voice are We Missing?": At Willow, there was a 50-year difference between our oldest staff and youngest staff. We had an equal mix of men and women. There were married and single staff. Our ethnic diversity grew from 16% to 23% while I was on staff. Our team is more diverse than ever. I'm guessing that is true for you as well. We will make our best decisions if as many people groups are able to speak into it. Always ask yourself, "Whose voice are we missing as we make this decision?" Do we have women speaking into this? What about those representing our Asian brothers and sisters? Are there only 50+ years olds in the conversation? Finding ways to have more people speak into a conversation not only results in a better decision -- it builds culture.

The landscape of leading healthy teams is shifting. The teams of the past, with rigid schedules and closed-door policies, are fading away. The healthy team of the future is one that embraces flexibility, collaboration, vulnerability, transparency, and inclusivity. As leaders, we must be willing to adapt, to learn, and to change. It is our responsibility to build teams that not only work well now, but that are prepared for the future. Remember, if you are doing something that worked in the past, it is probably time to change it.