Top 10 (Humorous) Ways to Redirect Non-Singers



Top 10 Ways
A Church Choir Director Tells You (indirectly)
That You Need a New Passion





10.   The St. Peter’s Choir voted to move weekly practice to 4:30 a.m. Wednesday. It's ok if you don't like to get up that early.


9.       When we ordered the sheet music for our upcoming cantata, they left out the section with your part.


8.       We’ve run out of chairs in the choir. We’ll let you know when we get another one. 


7.       We’re short an usher today; could you help? 


6.       We need strong singers like you in the pews.


5.       Did you know singing can aggravate sinus problems? 


4.       We still need good people for the handbell choir. 


3.       It is a shame composers do not write more songs in your style. 


2.       You have a unique range — you hit both notes very well. 


1.       Did you know there is a new study starting the same night the choir rehearses? You might really get a lot out of it.
A+++ (the all-time classic) – “Just move your lips!”

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Help me, my pastor is a Micro Manager!


Many times pastors are not the best managers of staff and have difficulty distinguishing between delegation and empowerment. How many times have you heard this when listening to your pastor share their philosophy on management: “I don’t micro-manage, I empower my team members to succeed.” However, upon further examination, we discover that there is no difference between delegation and empowerment in the mind of your pastor. It is not difficult to distinguish the difference. Simply stated - delegation is having someone else do what you could do just as well yourself.

In contrast, empowerment encourages you to function on a higher level of expectation, using your abilities and talents to do mundane and complicated tasks without close supervision or direction. Thus, allowing your pastor to focus their energy on much more important things such as preaching and teaching.  In the “Parable of the Talents” we read:                                            

Again, it will be like a man going on a journey, who called his servants and entrusted his property to them.  To one he gave five talents of money, to another two talents, and to another one talent, each according to his ability. Then he went on his journey. The man who had received the five talents went at once and put his money to work and gained five more. So also, the one with the two talents gained two more. But the man who had received the one talent went off, dug a hole in the ground and hid his master's money. After a long time the master of those servants returned and settled accounts with them. The man who had received the five talents brought the other five. 'Master,' he said, 'you entrusted me with five talents. See, I have gained five more.' His master replied, 'Well done, good and faithful servant! You have been faithful with a few things; I will put you in charge of many things. Come and share your master's happiness!'  The man with the two talents also came. 'Master,' he said, 'you entrusted me with two talents; see, I have gained two more.'  His master replied, 'Well done, good and faithful servant! You have been faithful with a few things; I will put you in charge of many things. Come and share your master's happiness!'  Then the man who had received the one talent came. 'Master,' he said, 'I knew that you are a hard man, harvesting where you have not sown and gathering where you have not scattered seed.   So I was afraid and went out and hid your talent in the ground. (Matthew 25:14-25a, NIV)

Thusly, your pastor is telling you what and how to do a task, virtually eliminating any sense of independence or accomplishment. Micro managing does not allow you to use your own creativity and talents for the advantage of the body. In retrospect, so-called delegation can often be seen as micro managing as it simply offends the employees acumen, and creates a sense of fear and lack of independence. With this in mind, if you think that you are being micro managed, talk with your pastor and ask him/her to consider talking through the following questions with you:

What is your leadership style? If you are unsure, would you be willing to discuss it?

Do you keep vital information from me?

Do you have difficulty sharing this vital information with me?

If you did share this with me, would you feel powerless?

If your pastor answer yes to any or all of these questions? It is a telltale sign that you are serving with a classic micro-manager.  A leader is only as good as the people around them, and how they do or do not empower people is a reflection of their trust or lack thereof.

This can be corrected by working together to create a way to assess you and your pastors’ leadership style. Many online assessment tools can help with this.  A few of these tools are listed at the end of this article. If you approach this as a way to discover how you relate to each other, greater success for the kingdom will result. This assessment should be an exercise so that you can evaluate each other and the environment in which you serve. This assessment will allow you to determine how your personalities relate or do not to each other.  This then, will allow each of you to be more effective in your respective roles and with each other.

The easiest way to begin to assist your pastor to break away from the micro-manager style, if in fact your pastor is a micro-manager, is for you and your pastor to start asking questions of each other opposed you just answering your pastors’ questions. This will empower both of you, and allow you to openly communicate rather than follow through with your pastors directives.

Start by finding projects or tasks that you could do without directions from your pastor and form ways in which you can help your pastor empower you, which will allow your pastor to focus on the big picture. Empower, empower, empower, will allow you to solve and create ways to do area related jobs and tasks yourself. Unless the roof is caving in, your pastor can give you some space to do what you were hired to do.  Your pastor will be pleasantly surprised by the results.

It is also very important for them to let you fail, “pick yourself up and start all over again.” Unless life and limb, or thousands of dollars is at risk, this should not be a problem for your pastor. You will succeed because your pastor will WANT you to do your best for God and the church. Results will vary; but if you get the job done, all concerned have succeeded and may have discovered a new way of doing things. If the job is being done, the results your pastor desire are being achieved, your pastor will most likely let you know that you have done a great job. Possibly you pastor will concede that their way of doing things may not have been the only way to do something. However, don’t count on it. The freedom alone should be reward enough.   


Micro managing in reality does NOT put anyone in control, but rather creates disharmony through undue stress, it ties your hands, and may affect your overall effectiveness as a leader within the body.  There will be no winner or loser, but rather an unhealthy working relationship.  Whereas, being allowed to fly on your own creates and produces successes that you both can celebrate.

They will build houses and dwell in them; they will plant vineyards and eat their fruit.  No longer will they build houses and others live in them, or plant and others eat. For as the days of a tree, so will be the days of my people; my chosen ones will long enjoy the works of their hands.  They will not toil in vain or bear children doomed to misfortune; for they will be a people blessed by the Lord...  (Isaiah 65:21-23a, NIV)

Assessment resources: These resources are only offered for reference (some serious, some fun), but does not constitute an endorsement of these sites.



Team Player Play Book


The term "Team Player" has been bantered around for years. Some even think they have cornered the market on developing a team of players who will work well together. Amazon alone has over three thousand references to books, listening and video guides on the subject ready for purchase. What is the fascination with this philosophy? It seems as though those that use this phrase have a misconception of its true meaning. This article will explore this most perplexing phrase; the humorous, its usage and a definition, of sorts.

Who has never heard this term? Who has never had this term applied to them? How many have had it used as a reason for termination? If none of the above applies, then you have been emptied in the proverbial trash can. Employment ads frequently contain this phrase:“The successful candidate will be a team player.” Employers are interested in employees who are at ease working as part of a team so that the apple cart of the establishment doesn’t get turned inside out. Fitting in and being likable is a key to the success of the group, so we have been told. However, some are not likeable and the new employee may not appreciate everyone already on the team. Some see this as a problem and seek to remove the sour grape. A truer definition of a team player would be one who can be trusted to do his or her portion of the work load, be relied on to do their part and work cooperatively with the other members of the team, putting aside personal preferences.

Let’s remember that a social group and a business team are not similar. This is what can be perplexing at times as it is a thin line between friendships with co-workers and the employee/employer relationship. Because of the exorbitant amount of time spent with others at work, it is natural to confide in a colleague. Even to trust them with problems you may be having with another member of the team, and discuss this outside of the team, hoping for assistance from this disclosure. This is known as “triangulation,” another no-no in the business world. That topic is best left for another article. Be assured that strong relationships will develop on the team as they do in marriages and families; the team is wed to each other. Because of this, it will be necessary to guard these relationships as at some point they may affect how you deal with an employee/employer difficulty.

Another hurdle for colleagues is being yourself, the taming of shrew, the natural you and what is expected of you in the work environment. This can be very daunting and overwhelming at times. This can be another area to guard, as some are natural born leaders, pied pipers, and others are followers. The natural born leader will always struggle with the act of being a follower when he or she is in a manager/employee relationship. When this line is crossed, even in a non-threatening way, both parties will feel as though they have been tread upon, put out by the other. The difficulty here lies in the fact that one is the boss and one is the employee. In addition, when a follower is put in a role of leadership, being assertive enough to get the job done may be difficult for a follower.

When everyone clearly knows their role, defined either by a job description, employment agreement, contract and/or policy all will run smoothly. If you do not have any of the above, you are in a world of hurt. If you do not have a formal, written understanding of your position, ask for one immediately or ask if you can create one. If you create your own, make sure you and your supervisor agree on all therein, and email it to him/her and ask for confirmation of its acceptance. Whether it is signed or not, it is written down and you do not have to go scrambling to create/find one when things go awry. Also, never leave it open ended, as found in many agreements, “and whatever else is asked of me by my immediate supervisor.” Aside from the confines of the position, get the job done, you will be standing on a firm footing with clear understanding of how the team "plays well with each other." 

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Palace of Versailles Chapel Organ


The current chapel of Versailles, a two-story chapel, is the fifth at the palace. Construction began in 1689 and was completed around 1710. It features a tribune on the same level as the royal apartments, overlooking the nave, where the kings would sit when they attended mass; with a side gallery for the ladies of the Court, and the ground floor for the rest of the attendees.
The Palace of Versailles organ was built by François-Henri Cliquot (1710), and inaugurated by François Couperin on Easter Day 1711.  The organ case is made by Philippe Bertrand (1708). During the French revolution the organ was vandalized.
During the ensuing years, 1871-1873, Cavaillé-Coll built a 2 manual instrument. In 1936, The Cavaillé-Coll was sold to the Séminaire de Châteaugiron (and later to the Saint Martin church in Rennes). In 1936, Victor Gonzalez made a reproduction of the Clicquot-instrument of 1710. In 1995, a completely new instrument was built by Jean-Loup Boisseau of Bertrand Cattiaux, based on the Francois-Henri Clicquot organ of 1710.


Titulaire Organists
:

Michel Bouvard, Francois Epinasse, Frédéric Desenclos, Jean-Baptiste Robin

Titulair-honoraire Organist:
Michel Chapius


Famous organists in the past:
Nivers, Lebègue, Couperin, Marchand, D'Aquin, Balbastre

  

L'orgue de BOISSEAU & CATTIAUX 1995 
Positif, 50 notes, ut1 à ré5, sans premier ut#:
Montre 8' 
Prestant 4'
Doublette 2'
Plein-Jeu VI
Bourdon 8'
Flûte 4'
Nasard 2 2/3'
Tierce 1 3/5'
Larigot 1 1/3
Trompette 8'
Cromorne 8'
Grand Orgue, 50 notes, ut1 à ré5, sans premier ut#:
Montre 8'
Prestant 4'
Doublette 2'
Fourniture IV
Cymbale IV 
Bourdon 16'
Bourdon 8'
Dessus de flûte 8' au ut3
Grande Tierce 3 1/5'
Nasard 2 2/3'
Quarte 2'
Tierce 1 3/'5'
Cornet V
Trompette 8'
Clairon 4'
Voix humaine 
Récit, sol2 à ré5
Cornet V
Trompette
Hautbois  
Echo, sol2 à ré5
Bourdon 8'/Flûte 4'
Cornet III
Voix Humaine 8'  
Pédale, ut1 à fa3 avec la0 sur premier ut#

Flûte 8'
Flûte 4'
Trompette 8'
Clairon 4'  
Copula à tiroir: Pos/GO; & GO/RécitTirasses: GO Tremblant fort et doux




François-Henri Cliquot (1710)


Cavaillé-Coll (1871-1873)


Victor Gonzalez (1936)






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Basics of Salary Negotiation


You find a great position. It might even be a position you have dreamed of being offered. Because you are overwhelmed with excitement, as soon as you are offered the position, you say yes without regard to the salary and benefit package. How many have taken a job because of the adrenalin rush of being offered a position. If you say never, you are not being honest with yourself.


__________________
SIDE BAR

If you are a Facebook user, you have read numerous disparaging posts by colleagues and friends regarding their position, their supervisor, their budgets, or lack thereof, difficulty with parents, and more.

Although this piece is not about Facebook and public postings, it does deserve a quick recommendation by this author: Do not post anything “ever” that would damage your present position, current relationships, and/or future positions. Follow the adage, if you do not have anything good to say, don’t say anything at all – what you say now, may come back to bite you later.
___________________    
Now, back to the topic at hand…this piece is only focused on salary and benefits. It should be noted that the position description is also vital. However, much of that is not negotiable. 
When entering into an employment agreement, not including union and/or professional employment policies and recommendations, both salary and benefits, take time before you sign the contract. This isn’t Shark Tank, although it may feel that way. Ask, if offered the position you applied for, for a day or two to consider the position, read over the employment policies, benefits, etc. When you have your follow-up conversation to talk final numbers and benefits, it is important to know all you can about the employment policies. These policies, including but are not limited to, guidelines on vacation time, sick days, personal days, continuing education, prep periods, retirement, etc.
In terms of making the position, aside from artistic reward (which is why you applied for the position in the first place), financially beneficial the following common steps will serve as a guide to negotiate your salary and benefits :
1.Do not discuss salary until the employer offers you the position-Refrain from mentioning your salary desires in your resume, including past and present. Obviously, if asked for in the ad you are responding to, you will need to supply a salary expectation.
2.“Those who speak first, lose.” Allow the interviewer to make the offer. Remember, the first figure given by the employer is a starting place. The employer has a range in which they can negotiate.
3.Do as much research as you can – Negotiate through knowledge. Research the employer, and the salary range for your position and experience. A useful starting point can be found on the U.S. Department of Labor Statistics website.
4.Let negotiations begin – Know your worth, because of your experience and education. You should strive for the highest salary possible. Yet, be fair, as the employer has a bottom line. You can however, negotiate a salary review date in your contract.
5.There’s more than pay? – Salary, is only one component of the negotiating process. You can also negotiate vacation time, sick days, personal days, continuing education, prep periods, retirement, etc.
Know your field, and your prospective employer. With this knowledge the “world is your oyster”. So, negotiate.

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The“STP” Treatment

Ever wonder why church choirs, or any kind of ensemble seem non-committal? Is it that they “are” non-committal, or we, as conductors, have forgotten the “STP” treatment – Share the Plan, as I like to call it.


Think back to our college days when we received a syllabus from the professor stating “when, where and how” for the entire semester. Additionally, major concerts and away events, for two semesters, were supplied at the start of each new academic year. With this in mind, could church choirs benefit from the “STP” treatment?


There are approximately 119 definitions for the acronym “STP.” Now there are 120. Whether in full-time or part-time church positions, everyone needs to Share the Plan. At the least, give our church choirs a schedule of the major music presentations and rehearsals involved for the year; this will increase their commitment level.


Around twenty years ago, I started to Share the Plan, and have never had an instance where a choir member has come to me and said – “I am sorry, but I can’t be there. I wish I had known sooner that we were going to present the Rutter Requiem in two weeks.” Obviously, this is really reaching…nonetheless, it does happen if we do not Share the Plan.


Think about it. Do people really say “yes,” if they do not know why they are saying yes – no, not by any stretch of the imagination. So, why would we expect our church choirs to be any different. Give them the “STP” treatment; you will be glad you did!



This is the first page of schedule sketch. This should give a pretty good start to “STP."





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