Sermon Tone Analysis
Overall tone of the sermon
This automated analysis scores the text on the likely presence of emotional, language, and social tones. There are no right or wrong scores; this is just an indication of tones readers or listeners may pick up from the text.
A score of 0.5 or higher indicates the tone is likely present.
Emotion Tone
Anger
0.11UNLIKELY
Disgust
0.11UNLIKELY
Fear
0.08UNLIKELY
Joy
0.53LIKELY
Sadness
0.53LIKELY
Language Tone
Analytical
0.76LIKELY
Confident
0UNLIKELY
Tentative
0.24UNLIKELY
Social Tone
Openness
0.49UNLIKELY
Conscientiousness
0.87LIKELY
Extraversion
0.27UNLIKELY
Agreeableness
0.53LIKELY
Emotional Range
0.74LIKELY
Tone of specific sentences
Tones
Emotion
Language
Social Tendencies
Anger
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Principles for Getting it Done
Organizational Insights:
The goal for our organization is for the interior to reflect exterior.
The goal is to produce fruit and reproduce.
Activity does not always equal accomplishment.
3. Leadership is the ability to get things done through others.
a. Which means as leaders we must equip and empower.
b.
Leaders must have the ability to touch the heart before they ask for the hand.
Principles and Practices for the getting the job done.
What gets talked about gets done.
Excellent leaders create an environment through words that sends “the message” to their people.
The message is the mission and vision of an organization.
The more vision is explained the more it gets accomplish.
How to help people remember what we say.
a. Relationship - Who says it?
(Communication means “common ground.”)
b.
Repetition - How often is it said?
(Marketers know people must hear something eight times.)
c.
Relevance - Does it apply?
(People listen to messages that directly relate to them.)
d.
Response - Am I practicing what is said?
(People remember 10% of what is said and 70% of what is modeled.)
2. What gets trained for gets done.
People need to be equipped in order to perform a task well.
Most people fear getting involved in a ministry because they lack confidence and the lack confidence because they lack training.
Reasons why people fail to perform effectively.
a.
They don’t know what they are supposed to do.
b.
They don’t know how to do it.
c.
They don’t know why they should do it.
d.
There are obstacles beyond their control.
The ideal trainer is someone who has done the task and knows “what” and “how” to do it.
The trainer also understands the “why” behind the task.
3. What gets measured gets done.
a. Select well.
b.
Relate well.
“We judge ourselves by what we feel capable of doing; others judge us by what we have done.”
- Henry Longfellow
c. Give them the tools they need.
Our goals should be smart:
d.
Show them how to use the tools.
Specific
e.
Let them know your expectations.
Measurable
Achievable
Relevant
f.
Watch them and give them specific feedback.
Transferable
g.
Stay with them until they experience success.
Biblical
4. What gets confronted gets done.
h.
Check on them systematically.
Many times we hold back for our personal comfort and not the good of the organization.
Withholding for personal comfort is embezzlement.
Checklist for confrontation.
Did I confront as soon as possible?
Did I separate the person from the wrong action?
Did I confront only what the person can change?
Was I specific?
Did I avoid sarcasm?
Did I avoid words like always and never?
Did I tell them how I felt about what they did wrong?
Did I offer a plan to help remedy the problem?
5. What gets rewarded gets done.
People respond to feedback and reward.
Remember to reward results and not the effort.
Pointers for praising people.
i. Affirm and encourage them
Be genuine.
Look for opportunities.
Say it first.
Do it privately.
Do it publicly.
Be specific.
Remember to back up your words with actions.
Put it in writing.
Keys to Excellence in your organization:
Value Excellence - Value going beyond what is average.
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