<h2>Mission and Vision for the Intern Experience</h2>Our overarching Vision for the Intern Experience is to provide a profound season of vocational ministry to the next generation of leaders. We believe in nurturing emerging talent within a supportive, growth-oriented environment, preparing them for future impact.The core Mission is to develop young leaders at the beginning of their careers. This involves guiding them as they identify their unique calling and fostering their personal, professional, and spiritual growth through their valuable contributions to North Point Ministries. We aim to equip them with the skills and self-awareness necessary to thrive.Our strategic approach involves creating a robust framework where each intern experiences a full ministry season. Crucially, this strategy also emphasizes providing dedicated supervisors who are deeply committed to their interns' development, overall growth, and vocational calling. We see this mentorship as a cornerstone of the experience.The ultimate Measure of Success for this program is when your intern gains undeniable clarity around ministry as a potential vocation and has significantly grown in self-awareness by the end of their immersive experience. This clarity and personal insight are the true indicators of a successful internship.

INTERN DEVELOPMENT STRUCTURE

Supervisor: The supervisor is the primary developer of an intern during the Intern Experience. They have the closest proximity, clearest visibility, and greatest opportunity for feedback and encouragement.&nbsp;Intern Development Team: The intern development team is responsible for monthly development trainings and content for the interns of a campus. There is a bank of intern development content here that each development team should use to guide these times.&nbsp;Residents: Residents are resources to interns during the Intern Experience. Residents will make themselves available to help interns process this season if an intern desires. This is not an NPM structured relationship but is highly encouraged.

Intern Experience Overview

THE ROLE OF A SUPERVISOR

Your intern will tell a story about this season and you as a supervisor. What is the story you would like them to tell? 


3 ELEMENTS OF SUPERVISING WELL

1. Supervising is a hands on process designed to enable people to learn and develop and ultimately improve performance through greater competence and greater confidence.&nbsp;<ul><li>Give your intern opportunities to try new things, and permission to fail. When they do something wrong, be quick to give feedback. When they do something right, be quick to praise.&nbsp;</li><li>Provide your intern with a clear set of expectations for their responsibilities. The earlier you do this, the easier their adjustment to your team will be!&nbsp;</li><li>Be available to your intern through short weekly touch points outside of your monthly 1 on 1 meetings.&nbsp;</li><li>Treat your intern as a team member. In many ways you as the supervisor are writing the script for how an intern is viewed and treated on your team.&nbsp;</li></ul>2. Supervising requires you to bring awareness of a personal gap or goal to the individual and involve them in a mutual commitment towards personal development.&nbsp;<ul><li>Every intern entering this program has a personal gaps. Your job is to help them come to acknowledge those gaps. One way you can set yourself up well in this is by promising to your intern that you always have their best interest in mind, and that you are FOR them.&nbsp;</li><li>Ask for feedback regularly and model for your intern what it looks like to engage with it in a healthy way.&nbsp;</li></ul>3. A supervisor is a developer.&nbsp;<ul><li>It is imperative that you think of yourself as a developer of people. Believe that you know what your intern needs to be developed in, create a process to ensure development happens, and lead your intern to be a better version of themselves.&nbsp;</li><li>In order to develop effectively you must first have an attitude of learning. Be sure that your desire to see your intern grow doesn't cause you to assume. Conversely if you are not seeing the growth you hoped for, don't allow your frustration to cause you to abdicate your influence. Continue to lean in and learn.&nbsp;</li></ul>

Based on your current responsibilities, what concerns do you have about your capacity to invest meaningfully into the life of your intern?

A Guide To Supervising Well

"Spend your life coaching people who some day will be greater than you, that will make an impact on a generation that you would have been glad that you associated yourself with." - Howard Hendricks&nbsp;

THE JOURNEY OF AN INTERN

Months 1-3 (May - July)&nbsp;The first stage of the Intern Experience is designed for acclimation. During this time an intern should be welcomed, have regular meetings scheduled, begin to understand their work responsibilities, be introduced to and given the opportunity to provide feedback, and ultimately feel like a member of the team. At the end of the third month, a survey will be sent to both the intern and the supervisor about how the experience has begun.&nbsp;Months 4-8 (August - December)&nbsp;The second stage of the Intern Experience is designed for performing. Interns should feel comfortable and competent with their responsibilities. Ideally they will be in a place where they can begin taking on more work and can contribute in a more&nbsp;meaningful way. During this stage it is a good idea to encourage your intern to meet with other staff members to learn about their life and ministry.&nbsp;Months 9-11 (January - April)&nbsp;The final stage of the Intern Experience is designed for peak performance, and self reflection. In this stage it will be difficult to remember what it was like before your intern was on your team. They will be active contributors and your team will experience the benefit of that. In this final stage we encourage you to help them reflect more intentionally on this season and how this season influences their future. Inspire them towards their future and help them see how God could use this season to empower others.&nbsp;

Which stage of the Intern Experience will be the most difficult for you to lead through? Why?

The Journey of an Intern

STEPS FOR SUCCESSFUL INTERVIEWING

1. Define the need: A successful interview starts with a defined need. The person you are interviewing will only end up being successful if you have an understanding of what you are hiring them to do.&nbsp;2. Start Early: Applications are open from January - March. Please begin interviewing as you receive applications. This ensures other departments have the highest chance of finding the right intern.&nbsp;3. Trust the Process: The process for coordinating 150+ applications with 8 campuses and 65+ departments is complicated. We try to make it simple for you. Check out this link to learn more about the process.&nbsp;

HIRING TRAPS

<ul><li>The "Somebody is better than nobody" trap - While the prospect of help is enticing, make sure your intern is the right person to join your team. The least successful intern experiences are the result of teams taking a specific intern&nbsp;because it was their only option, but wind up regretting it down the road. When this happens, the result is a loss of trust and influence with someone who was once a bought-in attendee. Often times, if you don't feel like it's a good fit, you're better off saying no even if you are feeling the pressures of your responsibilities as a team.&nbsp;</li><li>The "I need as much help as I can get" trap - Some departments are approved for more than 1 intern. In these cases, please outline specific job responsibilities you will have your interns manager. You are just as responsible for providing a valuable experience for these interns as they are responsible for providing value to your team. If you have several great candidates, take a hard look at the work you have to delegate to an intern, and if it isn't enough to justify multiple interns, consider passing some along to other departments.&nbsp;</li><li>The "Interns Are Cheap Labor" trap - The intern to campus relationship is reciprocal. The intern is excited about what we do and wants to be involved. They may love our church, they may love the environment they discovered our church through, they may have loved the church they grew up in, or they may know they want to go into ministry. Whatever the reasoning is, they are passionate about what we are doing and they are trading their passion and energy for 11 months for two things: $12/hour, and your intentional focus and development. As you can guess, $12/hour doesn't go very far, but your intentional focus on them and the development you will provide will influence them for the rest of their life. If you approach the idea of an intern with the mindset that they are cheap labor, then you have already forfeited half of their compensation because with that mindset, it will be impossible for you to value them in they way they need to be valued.&nbsp;</li></ul>

Monday.com Training

STEPS FOR HIRING

All steps for hiring are laid out <a target="_blank" rel="noopener noreferrer nofollow" href="https://docs.google.com/document/d/1JlQgp0tDsqMLde_sK4ZppOVa2BGndbmdFOdU9zv-Sog/edit?tab=t.0">here</a>. Please review the 2 sections of this document carefully and reach out to Ryan Flora (ryan.flora@npm.net) if you have any questions.&nbsp;When you have selected your intern, please fill out take the following steps:<ul><li>Obtain a copy of their ID</li><li>Have them <a target="_blank" rel="noopener noreferrer nofollow" href="https://npm-rock.s3.us-east-1.amazonaws.com/Production/Media/i-9.pdf">complete an I9</a></li><li>Have them sign the <a target="_blank" rel="noopener noreferrer nofollow" href="https://npm-rock.s3.us-east-1.amazonaws.com/Production/Media/23b-Hiring%20Statement%20-%20Interns.pdf">hiring statement</a></li><li>Have them sign the <a target="_blank" rel="noopener noreferrer nofollow" href="https://docs.google.com/document/d/1H2nne08xAY_6HGLrln7j7AP812nV21Vs-chw79MLtOA/edit?usp=sharing">Internship Agreement</a></li><li>Have them complete a <a target="_blank" rel="noopener noreferrer nofollow" href="https://npm-rock.s3.amazonaws.com/Production/Media/NPMI/Background%20Check%20Manual_%20Checkr-%20updated%208.2.24.pdf">background check</a></li></ul>

Important Dates

Application's Due: March 1, 2026Intern Supervisor Confirmation: April 1, 2026HR Paperwork Due: April 1, 2026Technology Ticket Due: April 1, 2026Intern Start Date (Launch): May 18, 2026Intern End Date: April 18, 2027*See "Steps for Hiring" for more details.

Interviewing and Hiring

ONBOARDING CHECKLIST

<ul><li>Name Tag: Please request a campus-specific name tag through your LPA.&nbsp;</li><li>Computer: Your intern will receive their computer during the Leadership Experience Orientation. Please submit a request to Technology Services by April 1.&nbsp;</li><li>Key Fob: Please request your interns key fob through your LPA. They will receive it at the Leadership Experience Orientation&nbsp;</li><li>Workspace: Designate a place for your intern to sit, and then stock it with basic office supplies.&nbsp;</li><li>Weekly Schedule: Determine a 20-hour weekly schedule.&nbsp;</li><li>Recurring Meetings: Share the dates of any recurring team meetings and set up a monthly 1-on-1 schedule.&nbsp;</li><li>Team Onboarding: What would you want to know if you were new to your team? Help your intern understand how your team communicates and functions. Note: an organizational chart is a useful tool to walk through with your intern.&nbsp;</li><li>Welcome gift/outing: We encourage you to welcome your intern to your team with a small gift. Ideas include a T-shirt or swag from your specific ministry area, snacks, workspace décor, or a restaurant gift card. Also we encourage you to plan a&nbsp;welcome outing with your team during your intern’s first week. Get creative and make it fun! Go to a movie, play games at Top Golf, get manicures, etc. Workspace: Designate or create a workspace for your intern.&nbsp;</li><li>Rock Training: Please use the sign up link listed on the Rock homepage.&nbsp;</li><li>Concur Training: Please sit down with your intern and show them how to submit a reimbursement through Concur.&nbsp;</li></ul>*See the <a target="_blank" rel="noopener noreferrer nofollow" href="https://culture.npmstaff.org/onboard">Staff Development</a> website for more tips on starting your intern of well!&nbsp;

EXPECTATIONS

<ul><li>One-On-One Meetings: Your intern is expecting a monthly one-on-one meeting with their supervisor. These checkpoints are an integral part of confirming they are functioning as a healthy and effective member of your team while benefiting from the development we’ve promised them in this experience. Failure to meet this expectation may impact your opportunity to serve as a future intern supervisor.&nbsp;</li><li>Ministry Experience: During monthly one-on-ones, ask your intern for specific feedback on what they are learning about ministry. We hope that at the end of their experience, they will be one step closer to determining if a career in ministry is something they will pursue.&nbsp;</li><li>Self-awareness: Throughout the program, you are responsible for cultivating conversations with your intern about self-awareness. Provide feedback using your observations as well as assessments like Right-Path, Temperaments, Enneagram, etc.&nbsp;</li><li>Provide Role Clarity: Your intern is the newest member of your team. Just as any new member of your team has a job description and specific tasks that they own, empower your intern in the same manner; clarifying schedule, tasks, set expectations for communication, and clarify the win.&nbsp;</li><li>No Job Guarantee: Clearly explain that participation in the Intern Experience does not guarantee a job with NPM at the completion of the program.&nbsp;</li><li>Open-Door Policy: Provide an open-door policy to encourage communication. Make an effort to have face-to-face conversations. Your intern should feel they can always come to you with questions, concerns, feedback, or ideas.&nbsp;</li><li>Dress Code: Ensure your intern is familiar with the dress code (available <a target="_blank" rel="noopener noreferrer nofollow" href="https://npm-rock.s3.amazonaws.com/Production/Media/NPM-Staff/Personnel-Manual-updated-09282020.pdf">HERE</a>, search "dress code")&nbsp;</li><li>Vacation Days: Interns are paid for 48 weeks of work. Their pay is not disrupted when they take vacation days, however they are expected to make up the hours they missed.</li></ul>

Onboarding and Expectations

TIPS

Come Prepared&nbsp;<ul><li>Before the One-On-One, write down what you want your intern to leave knowing.&nbsp;</li><li>Write down 4-5 questions that will help you get there from the initiation of your conversation.&nbsp;</li><li>Read through your notes from your previous one-on-one and write questions based around those items to ask more intentional questions.&nbsp;</li></ul>Stay Focused&nbsp;<ul><li>Taking notes is a great way to communicate that what your intern is saying is important.&nbsp;</li><li>Stay off your phone, if it rings silence it, if it is face up and rings apologize and flip it over.&nbsp;</li><li>Maintain eye contact and body language that shows your focus (nodding your head, facial expressions and cues, etc.&nbsp;</li><li>Make it a point to be thinking about questions to guide the conversation further rather than statements to make in response to what your intern is saying.</li></ul>

ONE-ON-ONE OUTLINE

1. Catch Up&nbsp;This is a great time to check in on them personally and see in the short term how they are doing&nbsp;Questions to ask:&nbsp;<ul><li>How are you doing today?&nbsp;</li><li>What did you think about last Sunday?&nbsp;</li><li>What do you think could have been better?&nbsp;</li><li>What are you doing this weekend?&nbsp;</li></ul>2. Ask more intentional questions that help guide your conversation.&nbsp;This is where you start strategically guiding your conversation. If there is something specific that you want to address, start asking questions that will naturally guide the conversation there, otherwise take the opportunity to ask more intentional questions about their experiences or thoughts and allow the conversation to flow.&nbsp;Questions to ask:&nbsp;<ul><li>What are you most excited about right now?&nbsp;</li><li>What's challenging or frustrating you?&nbsp;</li><li>What do you enjoy doing the most?&nbsp;</li><li>What ideas do you have that would improve our team or ministry area? 5. What do you need from me?&nbsp;</li></ul>3. Provide feedback&nbsp;This is the place where in a typical one-on-one where there is nothing major that needs to be addressed, one might provide little insights as to what it's like to be on the other side of them&nbsp;Feedback examples&nbsp;<ul><li>I've noticed that you aren't speaking up in meetings, why is that? You have great insight and we would love to hear it.&nbsp;</li><li>Sometimes you tend to dominate the conversation during our meetings, I would love for you to take a posture of learning more that contributing&nbsp;</li><li>Hey the other day you said this "_____" and this is how it came off, even if it wasn't your intention.&nbsp;</li><li>You have really great ideas, and I love hearing them, but this season of life is supposed to be a season of learning. I'd love for you to ask more questions.&nbsp;</li><li>This is also a great time to recap on progress from feedback you may have given in your last one-on-one.&nbsp;</li></ul>Examples:&nbsp;<ul><li>Last time we met we talked about you asking more questions, I haven't really seen that, have you been trying to keep that at the forefront of your mind?&nbsp;</li><li>Last time we talked about you asking more questions, I have really noticed you doing that over the past month. Thank you for being so intentional, that really conveys that you care.&nbsp;</li></ul>4. Make a plan&nbsp;Based off of the feedback that you are providing for that month, give some tangible next steps that you can follow up on at your next one-on-one. This will give you substance to pull from in your next conversation, and it allows you to have direct input into their development. These plans are the pieces of their development that they will remember for years to come.&nbsp;Examples:<ul><li>I know you are interested in getting more groups director insight, over the next month I want you to go to coffee with three groups directors and just ask them questions about their jobs and how they have gotten to where they are today.&nbsp;</li><li>You seem to be really interested in speaking, why don't you ask for an old outline for a talk, practice it, and present it to some staff members this month?&nbsp;</li></ul>

QUESTIONS TO ACCOMPANY THE 3 STAGES

Stage 1: Months 1-3 (May - July)&nbsp;1. What are you most excited about right now?&nbsp;2. What’s most challenging for you?&nbsp;3. What’s frustrating you?&nbsp;4. What do you wish you could spend more time on?&nbsp;5. What can I do to help?&nbsp;Stage 2: Months 4-8 (August - December)&nbsp;1. What has surprised you about our team or ministry?&nbsp;2. If you were in charge, what would you change about our ministry area or church? 3.Do you feel ready for more responsibility or challenge? If so, what type?&nbsp;&nbsp;4. What changes in areas outside of your control could be made to improve your experience?&nbsp;5. In what ways is this experience meeting, not meeting, or exceeding your expectations?&nbsp;Stage 3: Months 9-11 (January - April)&nbsp;1. What changes would you suggest to help our team or ministry function better? What are your plans after this experience is over? What is your ideal next step?&nbsp;2. What have you learned about your strengths and weaknesses? 3. What was your favorite part of this experience? Least favorite? 4. Where do you feel God is leading you next?&nbsp;5. How can we help you take a next step?&nbsp;

What positive and negative components of 1:1s have you experienced in the past? 


One-On-One Overview

INTRODUCTION

Whenever someone is added or removed from a team, team dynamics change and culture is shifted. The same is true when an intern is added to your team. This is not inherently bad, however it is a reality that you as a supervisor need to be aware of. This is nobody's fault, it simply happens as the result of the components of your team's chemistry changing. Since you are now aware of it you can accept it, engage with it, and help to shape and guide that change into something you want it to be. On the other side of the discomfort this change is bringing to your team, is a more efficient and effective version of your team. You get the privilege of guiding that process, and it is a privilege! If you are actively involved in the way your team culture will change then where you are right now is the foundation, the starting block, for what is to come. Imagine how great it could be.&nbsp;

Above you see a graph of the 5 stages of team development. On some level (the severity of each of these stages is dependent on many factors) every team goes through these stages. In fact, from your knowledge you can probably pick out where your team currently is on this development curve. You should think about this formation curve as a road map for how healthy teams mature and grow while working together.&nbsp;Stage 1 - Forming&nbsp;<ul><li>The forming stage involves a period of orientation and getting acquainted. Uncertainty is high during this stage, and people are looking for leadership and authority. Team members are asking such questions as “What does the team offer me?” “What is expected of me?” “Will I fit in?” Most interactions are social as members get to know each other.&nbsp;</li></ul>Stage 2 - Storming&nbsp;<ul><li>The storming stage is the most difficult and critical stage to pass through (and where we see the most tension with new residents). It is a period marked by conflict and competition as individual personalities emerge. Team performance may actually decrease in this stage because energy is put into unproductive activities. Members may disagree on team goals, and subgroups and cliques may form around strong personalities or areas of agreement. To get through this stage, members must work to overcome obstacles, to accept individual differences, and to work through conflicting ideas on team tasks and goals. Teams can get bogged down in this stage. Failure to address conflicts may result in long-term problems.&nbsp;</li><li>Stage 3 - Norming&nbsp;</li></ul>If teams get through the storming stage, conflict is resolved and some degree of unity emerges. In the norming stage, consensus develops around individual member’s roles. Interpersonal differences begin to be resolved, and a sense of cohesion and unity emerges. Team performance increases during this stage as members learn to cooperate and begin to focus on team goals. However, the harmony is precarious, and if disagreements re-emerge the team can slide back into storming.&nbsp;<ul><li>Stage 4 - Performing&nbsp;</li></ul>In the performing stage, consensus and cooperation have been well-established and the team is mature, organized, and well-functioning. There is a clear and stable structure, and members are committed to the team’s mission. Problems and conflicts still emerge, but they are dealt with constructively. The team is focused on problem solving and meeting team goals.&nbsp;<ul><li>Stage 5 - Adjourning&nbsp;</li></ul>The adjourning stage occurs whenever someone transitions off of the team. In the adjourning stage, the emphasis is on wrapping up final tasks and documenting the effort and results. As the team ends, a ceremonial acknowledgement of the work and success of the team can be helpful. Since your team is a standing team with ongoing responsibility, members that are replaced by new people cause the team can go back to a forming or storming stage and repeat the development process.<pre><code>Citationhttps://courses.lumenlearning.com/suny principlesmanagement/chapter/reading-the-five-stages-of team-development/</code></pre>

Changing Team Dynamics

5 GREAT COACHING QUESTIONS TO ASK

“Every endeavor of importance in life, whether it is creative, athletic, interpersonal, or academic, brings with it a measure of discomfort.” -Patrick Lencioni&nbsp;1. Is your personal life right now worth exporting to the people you serve?&nbsp;Where are you struggling personally to maintain the kind of integrity or discipline that you’d encourage those you lead/serve to have?&nbsp;2. Has anything made you defensive lately?&nbsp;Sometimes when it’s hard to see where our personal gaps are, we need to look at the clues that our emotions are signaling. Defensiveness should be a red flag to us to slow down and examine the truth behind what someone may be trying to tell us.&nbsp;3. Where have you failed lately and what can you learn from that?&nbsp;Failure can be one of our best teachers, but only when carefully evaluated. The coach can be a safe place for the resident to process a failure and self-evaluate the learning.&nbsp;4. In what area of your work have you made a specific plan to improve? How can I help you follow through on that plan?&nbsp;It’s important to model taking a process-oriented approach to .&nbsp;5. What is one skill that you need more practice in? Who do you know who’s good at that skill now? How do you plan to get reps in that area?&nbsp;It’s not necessarily the coach’s responsibility to provide every opportunity for skills-based learning. Allow the resident to identify the skill gap and the person who can teach them. Then follow-up to make sure they’re pursuing practice in that area.&nbsp;

5 COMMON COACH MISTAKES

“The leader’s job is to lead in ways such that people can do what they are best at doing: using their gifts and their brains to get great results.”&nbsp; ― Henry Cloud&nbsp;1. “I waited until our one on one to let you know about this mistake.”&nbsp;A good coach takes the time to stop mid-game and instruct, redirect, and encourage their players.&nbsp;2. “I don’t want you to just be doing intern work. You should be leading.”&nbsp;A good coach allows their resident to struggle through all kinds of work. The kind of work that demands humility and patience is often the best teacher, especially when it’s paired with vision for the larger mission along the way.&nbsp;3. “You’ll do great on the talk/planning the event/pulling off the meeting. I don’t need to see the plans first. Go for it and we’ll evaluate on the back end.”&nbsp;A good coach doesn’t give all of the answers, but is a part of the process of learning. Clear, realistic direction on projects, along with timely feedback along the way will prevent frustration at the end of the project.&nbsp;4. “It’s really hard to lead pastorally without life experience, so I’m not going to involve you in those leader conversations.”&nbsp;The best way for someone to learn how to handle hard conversations is to be in them consistently over time. Even to make mistakes in them. Challenge your resident to be wise, compassionate, and clear - then give them the opportunity to walk with you through hard conversations.&nbsp;5. “I don’t have a specific example of where you’ve dropped the ball, but I have a sense that you’re struggling to be a productive part of the team.”&nbsp;A good coach observes the resident in formal and informal settings. They gather facts and make observations that drive their conversations. The more data-driven your feedback, the less likely it is to be received as judgemental, and the more productive the improvement plan can be.

Intern Supervisor Training