A tale of the dwindling population of Christians in the Middle East (From The New York Times)

‘Now There Is No One’: The Lament of One of the Last Christians in a Syrian City

Michel Butros al-Jisri is among the few Christians left from a once-vibrant community in Idlib on the brink of disappearing. The city, in the only territory in Syria still controlled by rebels, is ruled by Islamists.

Fifteen behaviors that contribute to good leadership

 

There are some life-giving behaviors that good leaders engage in and live by. It sets them apart from other leaders, gives them great credibility, and earns them the loyalty of their staff. It is also what makes their ministry or team successful. I say life-giving because they give life to people and to the mission of the team or organization.

One: Good leaders never make it about themselves. They have the humility to understand that their leadership is about the mission they have been given and that they are stewards of that mission. Healthy leaders keep the focus on the mission rather than on themselves. While relationships are critical, the best glue is missional glue.

Two: Good leaders build a great team. Many leaders hire people who will do what they tell them. The best leaders hire people who they can empower within boundaries and release them. They empower instead of control and are not afraid of staff whose skills exceed their own. In fact, they intentionally look for better people than they are in the areas they lead.

Three: Good leaders do not take credit for success. They give it to the whole team rather than take it themselves. They know that without God's empowerment and the team they work with, success would not happen. It is not about me but about us together. Staff are not always out front; they appreciate it when their leader platforms them.

Four: Good leaders don't blame others for failures. Bad things happen, and leaders know that they need to take responsibility if it happens on their watch. This sends a strong message that "my leader has my back." There may be private conversations, but there is no blame in public.

Five: Good leaders don't fail to address known issues. One of the things that gives leaders credibility with their staff is that they deal with issues even when they are hard. Issues not dealt with hurt staff, and the ministry and staff need their leader to step into the challenging places.

Six: Good leaders build a healthy life-giving staff culture. Healthy cultures have an ethos of candid conversation, collegial relationships, trust, lack of turf wars, shared mission, cooperation, and humility. 

Seven: Good leaders don't ask others to do what they don't do. They model the values and commitments of the organization, don't take advantage of their position, and lead the way by example.

Eight: Good leaders pay significant attention to their staff. Making time for staff, being available to them, removing barriers they face, and staying relationally connected are all factors in a healthy staff culture.

Nine: Good leaders keep the mission central all the time. Few things are more demoralizing than mission drift because it robs the organization and staff of a cause worth giving their lives for. One of the first jobs of all leaders is to keep the mission front and central with great clarity.'

Ten: Good leaders continually clarify what is essential. There is nothing more helpful to any team or organization than clarity. Ambiguity creates all kinds of questions, while clarity answers those questions. Leaders clarify all the time.

Eleven: Good leaders foster candid dialogue and a non-defensive spirit. It is wonderfully refreshing to meet leaders who encourage honest dialogue and are non-defensive when their ideas are challenged.

Twelve: Good leaders lead collaboratively rather than autocratically. Collaborative leadership beats autocratic leadership every time because there is greater intellectual capital at the table and greater buy-in. Few truly good staff will stay long-term without having a voice at the table.

Thirteen: Good leaders require high accountability but exercise low control. They set appropriate boundaries but give a great deal of empowerment. Nor do they insist that staff do things their way but encourage them to use their creativity and gifts.

Fourteen: Good leaders develop their staff and the next generation of leaders. It is life-giving when leaders are proactive in helping their staff grow. The ministry must develop the next generation of leaders.

Fifteen: Good leaders don't stay beyond their usefulness. There comes a time for leaders to move on, and it is better to move on when people want you to stay than leave when people want you to go.

Top global countries for Christian persecution

 

Afghanistan tops Open Doors watch list of worst countries for Christians

Across the globe, Open Doors found that there has been a 24% increase in Christians killed because of their faith.

Grace Killers to Avoid

 A culture of grace is often missing among God's people. And it is a big disconnect for those of us who represent the King of Grace - Jesus. I am talking about the ability and willingness to give one another the benefit of the doubt, accept that others are not perfect and are in need of grace and extending it even as we desire it to be extended to us.  

Here are seven common grace killers:

Critical spirits and sharp comments. When we allow ourselves to have critical spirits toward others we set ourselves above them in our attitude and demeanor. When we make sharp comments we compound our error and in essence demean others. Even when it is necessary to have a difficult conversation one can speak graciously with truth and ever conscious of our own issues. All of us live under God's grace which He extends daily. To follow Him is to extend that same grace to others. 

Playing the role of the Holy Spirit in the lives of others. Needing to fix other people's issues is far more about us than it is about them. It is the job of the Holy Spirit to convict each of us about areas in our lives that need renovation. Sure there are times when we need to talk to others about issues in their lives but we ought to do it with great care. I have found that praying for others is often a far better approach than trying to fix others. God is perfectly capable of getting anyone's attention but He does it with amazing mercy and love.

Expecting others to live by our own convictions. Believers have a wide variety of convictions and practices that fall into the grey zone between what God commands and what He leaves to our conscience. Each of us makes lifestyle choices in those areas where God has not spoken clearly. When we are critical of those who make different choices than we do we are imposing legalism on them and moving from grace to control. We are also again playing the role of the Holy Spirit in their lives. 

This extends to our theology. There are many points of theology - beyond the pillars of what it means to be evangelical that Christians differ on. When I insist that others slice and dice their theology they way I do I am arrogantly suggesting that I have a corner on truth and they do not. What is it in me that does not allow others to come to their own conclusions on issues that are not clear in Scripture? One day we will all stand before God and realize how little we actually knew of Him. Yet we are unable to be flexible with the convictions and practices of others.

Gossip and talking to others about issues rather than to the one we have an issue with. This is a huge grace killer and ubiquitous among God's people. Gossip is no different than writing a critical email and copying it to the world. Its ripples continue on and is a way to lift ourselves up by demeaning others. At its heart it is pure judgement and is from the Evil One rather than the One who gives life (John 10:10). Untold harm is caused to reputations and relationships when we engage in this grace killing behavior.

Assuming ill motives on the part of others. This is a grace killer because we are usually wrong (the motives were not poor) but our assumption about motives (as if we can know the heart of another) causes us to think poorly of them. Grace says that I will not assume the motivation of others because I cannot know it unless they tell me. Giving others the benefit of the doubt is about grace. Only God knows the heart.

Holding on to bitterness and choosing not to forgive. Lack of forgiveness and bitterness is at the root of a great deal of relational dysfunction and critical spirits. It not only kills grace in the relationship but in our own spirits that are poisoned by our refusal to forgive and let go. We become a prisoner of our own bitterness and the poison of that bitterness spreads to others around us. It is our choice to forgive or not to forgive but it is God's command that we do.

Lack of empathy and understanding. It is easy to become impatient and critical of others because we don't understand what they are dealing with in their own lives and we have not taken the time to find out. All of us live with either public or private pain from time to time and our lack of empathy for the issues others struggle with often cause us to be impatient and critical. The truth is that if we had to walk in their shoes we would probably  be struggling with some of the same things.

The Fruit of the Spirit is all about grace in our relationships. The fruit of our lower nature is not about grace but about us. In every relationship we have the choice of extending and living out the Grace God extends to us or conversely, choosing the selfish route of judgement and critical spirits. 

I would sum up the attributes of grace this way:

I will be slow to judge and criticize

I will be patient and forbearing with others

In my words and attitudes I will seek to encourage and lift up rather than discourage and tear down

I will not judge motives

I will forgive easily

I will allow the Holy Spirit to convict others rather than playing that role myself

I will be empathetic and understanding

I will seek to display the Fruit of the Spirit in all of my relationships and interactions

I will choose to assume the best

I will refrain from gossip

How to kill the passion of your staff

 Why do some ministry staff have a high and contagious level of passion for what they do, and others have low and noncontagious levels of passion?

Indeed, some of it concerns how individuals are wired personally. But, much of it has to do with the ministry environment in which they work - for environments and culture will either fuel or kill passion in those who work in them.

Passion killers are those things that will diminish rather than fuel ministry passion.

There is the passion killer of ambiguous missional purpose. Organizations that do not have a compelling reason for existence that everyone understands and shares will diminish rather than fuel passion for ministry. General ministry purpose yields general ministry efforts with general ministry results. A lack of focus and clear definition of what we are all about will generate little passion. No wonder such a high percentage of churches exist without much excitement or energy around them.

There is the passion killer of control and micromanagement. Good people want to be developed, empowered, and released rather than controlled or micromanaged. Control diminishes passion by devaluing people and saying, "I can't trust you to do your job by yourself." It disempowers, discourages, and diminishes enthusiasm for one's work over time. Leaders who control or micromanage, by definition, kill passion.

There is the passion killer of poor leadership. Leaders set the pace for the missional focus, health, level of energy and commitment, and the synergistic working of a team. Passion begins to diminish when leaders don't provide that kind of directional leadership and cohesion. Poor leadership yields poor followership, and teams rarely rise above their leader's passion, commitment, and example. For passion to remain high, it must start with the team leader.

There is the passion killer of living with the status quo rather than being willing to take a risk for ministry leverage. Organizations that will not take a risk diminish the passion of those who long to do something different to get greater ministry results. When the answer is "no," we don't do that here; passion leads to discouragement! Trying new things always fuels passion, while living safely does not. Safety over innovation kills passion!

There is the passion killer of unresolved conflict and lack of team cohesion. Teams, congregations, and organizations often live with high levels of negative stuff that is not resolved. Everyone knows it is present, but no one dares to face and fix it. Over time, that diminishes the passion of good people whose desire to see something happen for Christ is discouraged by the dis health they are surrounded by.

Then there is the passion killer of leaders who are coasting toward the end of their ministry life, who don't really know where to go anymore but are determined to hang on till the end, leaving staff without direction or real purpose. This is a real problem among pastors who have lost their ability to lead but don't know what to do next and simply hang on. They may be great people, but they are no longer leading, and their lack of leadership diminishes passion among those they should be leading.

There is also the passion killer of leaders who are more about building their own success and legacy than working as a team. These leaders may have narcissistic tendencies, and it is all about them. Their narcissism diminishes passion in others quickly as team members realize they are simply being used rather than part of a cohesive, unified ministry team. It is about the leader and not about the mission. Some very large organizations and churches suffer from this passion killer.

There is the passion killer of politics and turf wars. Politics kills passion because the energy of turf wars takes away from team spirit and common direction and pits groups against one another. It also fuels cynicism as good people wonder why their leaders put up with such silliness. 

Organizational culture and its leadership will either fuel or diminish passion. I would love to hear from readers about passion killers they have observed in their ministries.

Three gifts every supervisor can give to their staff

 

Leaders come bearing gifts to their staff. They set the culture of the organization in positive and sometimes negative ways. The best leaders create a culture of clarity, development and optimism that we can accomplish our mission. All three of these are positive gifts to the staff they lead.

The gift of clarity is helping everyone be crystal clear as to what we are about and what our focus needs to be. The more sharply we can articulate our direction and focus, the more our staff can in turn focus their work! Focused clarity within organizations is not as common as one might think because it requires an enormous and ongoing effort  by leadership to clarify their mission and an equally enormous effort to keep the organization focused on that mission. However, that clarity is a great gift to staff as they know what the goal is and where their energies need to be focused.

The focus part of the equation is perhaps the hardest because staff and teams must figure out on a quarterly basis how they prioritize their work and what will constitute a "win" for that quarter. Not all activity is of equal value. The most important activity is what we ought to be focused on and that is the value of quarterly win cycles for everyone in the organization.

The gift of staff development is an indication of whether leaders are generous in seeking to help staff grow and develop or selfish in simply using staff for their own purposes. Think about the various work roles you have had over the years and ask the question, "did I leave that role with greater skill and success because someone intentionally developed me or was I simply left to my own devices?" Leaders have a stewardship responsibility to help staff grow, flourish and to give them opportunity to use their gifts fully. This is a truly significant gift and staff never forget the gift.

This gift is both selfish and unselfish. Selfish in the sense that the ongoing development of staff will come back to bless the organization and its work. It also creates a deep sense of loyalty to the organization because it signals a high commitment to staff. It takes time and effort to develop staff and they appreciate it. 

The unselfish part of the equation is that such development may mean that your actually develop someone out of the organization. Their capacity grows and there may not be a place for their additional capacity in your organization but they will flourish elsewhere. Regardless of whether they stay or move on to higher levels of responsibility, you have given them the gift of growth and development. It is an unusual organization or leader who makes this a priority.

The gift of optimism is an attitude that together we can get our job done and accomplish our mission. A leader's optimism with their staff is critical in today's uncertain and competitive marketplaces. Optimism creates momentum while pessimism creates discouragement. Optimism married to a culture of teamwork and cooperation allows organizations to see results that no one could accomplish on their own. Regardless of whether a leader feels optimistic on any certain day, they give a gift to their staff when they choose to convey a positive attitude.

This is especially critical in times of stress and uncertainty as we have been walking through in the past several years. The attitude of the leader cascades down through the team or organization. Leaders who exude hope and optimism in spite of the circumstances create a place of energy and encouragement. Never underestimate the power of this gift.

Every leader can give these three gifts to their staff - if they value their staff enough to do it. 

De-escalating conflict through normalizing conversations

 Many things can introduce conflict or awkwardness into relationships: disagreements; words spoken; actions or even second hand conversations that come back to us. It can cause us to back away from a relationship, suspect that others don't have our best interests in mind and create an invisible wall between two individuals. It happens in families, among friends and in the workplace - anywhere we have key relationships.

This is where normalizing conversations come in. Rather than live with our perceptions or assumptions about where the other individual is coming from, or the awkwardness that has been introduced into the relationship, normalizing conversations can clarify and remove relational walls that have been created. It is a courageous decision we make to seek peace, come to clarity and understanding by candidly talking to another about the events that have transpired.

Unaddressed issues between individuals create walls and distance while discussing those issues can remove those walls and bring parties closer together. These conversations can prevent years of suspicion and misunderstanding from robbing people of relationship.

A normalizing conversation is very simple. It is taking the step to initiate a conversation in order to understand one another and remove the invisible wall that has been created by words, actions or assumptions. Choosing to initiate a conversation with another to clarify issues and create understanding  is a courageous and peacemaking practice. And too rare.

A normalizing conversation is not a confrontation but a conversation. It may or may not result in agreement but it can result in understanding. Because you have invited the other individual to be candid with you as you are with them, it removes future awkwardness in the relationship even if you did not come to agreement. It is simply a conversation to "normalize" what has become problematic.

The major barrier to such conversations is our own fear. In my experience, our fear is usually unfounded and we find the other party relieved to be able to lower the walls and understand each other. Even if the conversation is hard, it opens up the ability to communicate and creates greater understanding and that by definition almost always lowers the relational walls. It is about calming the relational waters.

When we resist such conversations because we are convinced we are right and others are wrong (and I have done that), we rob ourselves and those around us of the synergy that can come from peace and cooperation rather than conflict and a broken relationship. In fact, it does not matter if we were right or wrong. What does matters is that we work to the best of our ability to resolve unresolved issues. Relational discord has no upside but relational peace always does.

What is needed is a spirit of humility by both parties to seek to understand and be understood. In the end, it is usually our pride that keeps us from pressing in and seeking to resolve these matters. If you have a conflict that has resulted in a broken relationship, take the risk of a normalizing conversation. 

Leadership lessons from the life of Moses

 

Moses is one of the greatest Old Testament leaders, but too little attention is paid to how he got to the point where God could use him to do great things. If one looks at his life from age 40 to 80, there are ten instructive lessons that ought to inform our own lives as we think about leadership.

1. God is always on time but is never in a hurry. Think about this. When Moses was 40, he thought that he was something and God could not use him. When he was eighty, he thought he was not much, and God was ready to use him. It took forty years to perfect what God needed to do in Moses's heart before he took on his God assignment. God is always on time, but He is never in a hurry. He wants us to be ready above all things.

2. In God's work, the heart always comes before leadership. At forty, Moses' heart was not ready for his God assignment. At eighty, it was. What do you suppose God did in Moses's heart for the forty years he was a shepherd for his father-in-law? He had forty years to spend time with his father, to live in his presence, and the proof of this is the humility that Moses exhibited at eighty that was absent at forty. It took that time for Moses to have the heart material that God could use.

3. Hardship is inherent in the process. Our growth as leadership material does not come easily. It comes hard. It came in Moses' life by needing to run from his adopted father, give up a life of privilege, and take up the humble life of a shepherd - as an alien in a foreign land for forty years. It is the humbling process that strips us of the dross that will keep us from being successful for God. It is not easy, but it is necessary.

4. God's callings are holy callings. When God appeared to Moses at the burning bush, the first thing He said was that Moses should take off his shoes, for he was standing on holy ground. Holy because God was present and Holy because the assignment God was giving was a Holy assignment. All God's assignments are Holy assignments wherever He places us. That is why we should take our calling and our vocation seriously, whatever it is.

5. God does not call us to do things we can do without Him. We should never be so cavalier as to think that we can do what God calls us to do on our own. Why would He call us to do anything we can do by ourselves? His assignments require His presence, His power, and His wisdom. Moses got this, which is why he repeatedly said, "I am not qualified for the job." Of course, he was not qualified, and neither were we. God calls us to do those things that require His divine power and wisdom.

6. God reveals Himself to us as we answer His call. The first thing Moses had to do was to accept the fact that God was calling him and to say "yes" to that call. It was as he took a step of obedience that God continued to reveal himself and give Moses the resources he needed to lead the people out of Egypt. It was a "one step of obedience at a time leadership," which is what ours is as well. God did not show Moses the whole plan, but He did prove Himself faithful as Moses chose to say yes.

7. False starts are often not failures. Moses had a massive false start. Was it a failure? I choose to think not. I believe it was simply one of the learning Moments that would prepare Moses for his big assignment. We should not be afraid of false starts in our leadership roles. God may simply be teaching us what we need to learn for the ultimate leadership role He wants us to play. Moses probably thought his false start was a failure. God probably saw it much differently.

8. God infuses what is in our hands for His divine purposes. It is a comical conversation that Moses had with God - especially because it mirrors our own inner conversations with God all too often. Moses says to God, how will the people know that I am from you when I go before Pharaoh? God says, "What is in your hand?" Moses says a staff, the most ordinary of instruments. God says throw it down, and it became a snake, and Moses ran from it....and the story goes on. God takes the most ordinary stuff that is in our hands or skill set and uses it for His divine purposes. We worry about what we have to carry out God's assignments. He does not. He simply takes what is in our hands and uses it for His purposes.

9. He does not call us to do it alone! Moses did not have all the skills that were necessary to carry out God's call, and he knew it. Thus, God provided Aaron to join his team and his father-in-law along the way to give him leadership advice. When God calls us, he usually calls us to do things with others who have the skills we do not possess.

10.  We never arrive, so our hearts need constant attention. Moses learned this in the journey of leading the people out of bondage and ultimately to the promised land. His own heart was tested time and again by those he led and the circumstances he found himself in. But he continued to nurture his heart and cry out to God for his presence and His power. It is all too easy to become complacent and careless, thinking we have arrived. That does not happen until we see Jesus face to face.

A Nation of Christians Is Not Necessarily a Christian Nation - David French

 

THE FRENCH PRESS

A Nation of Christians Is Not Necessarily a Christian Nation

We cannot equate Christian power with Christian justice.

If you lead others, evaluate yourself against these 12 traits of a good supervisor

 

The best supervisors practice behaviors that build healthy staff and healthy teams. Consider these twelve characteristics of a good supervisor and evaluate how you do in these areas.

I Provide clear expectations to those who report to me

I provide clear expectations to those I supervise so they are never surprised.

I am accessible

My most important priority is the success of those who are part of my team. They get the best of me rather than the leftovers of my time and energy.

I am proactive in coaching.

Coaching and mentoring are always on my mind. How can I help my staff become more successful and develop them as people personally and professionally?

I provide the resources to get the job done.

When I give an assignment, I ensure that staff have what they need to accomplish the work.

I give candid and helpful feedback.

I am honest, candid, and gracious in providing feedback to direct reports. My goal is to help them grow and be the best that they can be. I don't shy away from hard conversations but am kind in my feedback.

I model what I espouse.

I walk the walk and live the talk. What I expect from others I model in my own work and practice. I don't ask of others what I am unwilling to do.

I am collegial in my relationships.

My staff are colleagues and not simply my employees. We are a team, and we will only be successful with one another. I treat them as valued team members and am always respectful.

I do not micromanage.

People need the freedom to figure things out and use their skills and creativity to accomplish their goals. I do not try to micromanage their work.

I craft a healthy team.

Everyone's happiness factor is affected by the health or dishealth of our team. I do all I can to ensure the healthiest team possible and deal with individuals who create dissonance on a team through relational issues or incompetence.

I insist on healthy practices.

Believing that culture is what is created or allowed, I seek to intentionally create a healthy culture while being clear that unhealthy practices, attitudes, or words are not part of that culture.

I listen well.

Knowing that all good relationships are based on healthy communication, I listen more than I speak and engage my staff in dialogue rather than defaulting to simply telling them what to do.

I care about each individual as a person.

My concern for staff is more than that they get a job done. I care about them, their health, growth, and personal circumstances in a holistic way.

Eight reasons that supervisors don't lead as well as they could

 

I suspect that many staff would not give their boss or supervisor high marks for their supervisory skills or stewardship. It is true in ministry settings as well as secular settings. I expect that in smaller organizations there might not be as much expertise in this area but poor supervision is found in organizations of all sizes.

Before I share the reasons why I believe this is the case, let me remind you of how I describe the kind of teams that supervisors ought to aspire to. A good team is a group of missionally aligned and healthy individuals working synergistically together under good leadership with accountability for results. When you consider how rare these elements are on teams one has to conclude that there is a problem with the good leadership piece of the equation.

My own work with organizations around these issues has led me to conclude that there are eight principle reasons why leadership and supervision of others is lacking the quality it ought to have. 

First, we often put supervisors in their positions without giving them the training in how to build teams, empower people, lead others and resolve conflict to name just a few of the necessary skills. It is foolish to believe that anyone can take the leadership of others without some kind of training as it is a skill to lead. Moving from being an independent producer to an organizational leader is no easy step and without coaching and mentoring many never make the transition.

Second, there is rarely a specific set of expectations that are given supervisors other than the fact that others now report to them. In my book there are at least ten critical issues that leaders of others must pay attention to but how often is the case that no one has clearly laid out what it means to lead other people?

Third, supervisors often treat the supervisory role they have as a distraction from their own work without realizing that it is the focus of their new work. Leading others is never ancillary, it must be central. In fact, this is one of the expectations that is often never communicated. When supervisors or team leaders treat this as a necessary evil, their staff read it quickly and it does not encourage them.

Fourth, most supervisors or team leaders do not know how to create clarity for those they lead as to what they are going after, what the non-negotiables are and how they will interact with one another. Lack of clarity creates conflict, confusion, lack of common direction and lack of accountability. Yet many supervisors are not taught these important skills.

Fifth, many supervisors do not empower but tend to control. Empowerment within clear boundaries creates health while control without clarity creates disempowerment. Whether because of a lack of training or a controlling nature this deficit creates dysfunctional teams.

Sixth, when team is not central, supervisors do not develop their staff. After all, that takes time and energy and the team is not their highest priority anyway. Any leader who does not develop those they lead is neglecting the leadership stewardship they have. 

Seventh, many supervisors are not held accountable for the quality of their leadership of others. That means that many supervisors have no real incentive to pay attention to building the kinds of teams I mentioned above. Especially in the Christian arena (but not only) where senior leaders don't want to confront substandard work in the name of grace or niceness this situation continues to exist. 

Eight and perhaps at the crux of the whole matter, senior leaders are not themselves committed to leading others with health or taking the time to build the kinds of healthy teams we are talking about. When the example and direction does not come from the very top, it is not going to be a priority for the rest of the organization. Unless seniors leaders care about the issue, it will never become an important issue in the organization.

I know individuals with great talent and potential who are leaving their organizations for all of the reasons above. They have not been led well and they are disillusioned by it and want their lives and energy to count. The organization ultimately loses and I hold their leaders accountable for the loss. Don't let it happen in your ministry or organization. It is a net loss for all.

4 Bold and Courageous Prayers for 2022 - Dan Reiland

 

Way beyond leadership techniques and ministry strategies, the following bold and courageous prayers will impact your ministry 

results. From the blog of Dan Reiland, The Pastor's Coach.

Seven evaluative statements for your board

 

Church boards (and other boards) often forget what good governance looks like. Not because they don't care but because, in the press of ministry life, they forget. 

A simple way to evaluate your board work is to have everyone on the board assign a number from 1 to 10 for each of the statements below. Ten signifies we do this well and consistently, and one signifies we do it poorly or inconsistently. Average out the scores for each statement and have a board conversation around it.

1. We have an outward vision rather than internal preoccupation

Churches with an outward vision do so because their boards are more occupied with thinking about how to impact the community and world rather than spending the majority of their time discussing what happens inside the church.

2. We encourage a diversity of viewpoints

Healthy boards do not do "group think" but encourage each member to think for themselves, share their thoughts, and, through the diversity of viewpoints, come to better decisions.

3. We do strategic leadership more than administrative details

Boards are not designed to spend their time on administrative details that others can do. They are designed to provide strategic leadership to the organization and grapple with the BIG rocks.

4. We have a clear distinction between the board and lead pastor roles

A lack of clarity between the responsibilities of a church board and that of a lead pastor creates either confusion or conflict. Clear distinctions between the board and lead pastor roles foster healthy relationships between the two and smoother leadership.

5. We make collective rather than individual decisions

Healthy boards make collective rather than individual decisions. They also have an understanding that once the decision is made, each member will be supportive of the decision. No individual can force their will on the board or choose not to support its decisions.

6. We are more future-focused than we are present or past-focused

The best boards have a clear focus on the future rather than on the past or present. While they may need to deal with current crises or some administrative details, their primary focus is on the future and how they can help the organization meet the needs of the future.

7. We are committed to being proactive in our leadership rather than reactive

The vast majority of church boards live in a reactive world - dealing with crises or day-to-day issues. The best boards are proactive in their leadership by setting appropriate policies and thinking about the future rather than doing reactive leadership that is focused on the present and second guessing the decisions of others.

See also, 
Church board self assessment. 15 Questions