Growing health and effectiveness

A blog centered around The Addington Method, leadership, culture, organizational clarity, faith issues, teams, Emotional Intelligence, personal growth, dysfunctional and healthy leaders, boards and governance, church boards, organizational and congregational cultures, staff alignment, intentional results and missions.

Saturday, September 30, 2023

The church stage, staff culture and leadership boardroom: Two of the three are indicators of culture in a church



The church stage on Sunday mornings often does not reflect the true nature of a church's culture. One wishes it always was because the stage is a put-together, friendly presentation of the church's persona. The only issue is that it is often not a true persona of who the church is. When it is, it is a beautiful thing. Sometimes it is not. The stage says this is who we are - please believe us.

The stage is a church at its best in many ways. But, the authentic culture of a church is not found on stage - that can be manufactured just like all the happy families who come in the doors after fighting with one another on the way to church. The true nature of a church's culture is found in the everyday relationships of staff: how they treat one another, speak about one another, support and cooperate with one another, resolve or don't resolve conflict, and the level of politics, silos, and turf wars (per Lencioni) that exist. 

How staff are treated by leaders and how they treat one another tells the story of church culture better than anything else. Healthy cultures have healthy relationships and are full of individuals with healthy EQ. The fruit of the Spirit is evident and easily found. Gossip and backbiting are rare. Conflict is resolved in healthy ways, and there is freedom on staff to speak one's mind, and candid dialogue is encouraged. This is a true sign of a healthy church culture. I don't assume anything from the stage presentation when working with a church. Instead, I press into staff relationships. And I don't rely on the word of the senior leader but instead, ask questions of the staff themselves. 

Staff retention speaks volumes, while a pattern of staff leaving - whether resigning or being let go - says something else. I once asked a church board who had retained me to determine why the senior pastor had just fired two beloved staff members if they had interviewed any of the many staff who had left in the past five years, and they all looked down sheepishly. So, I interviewed them myself and heard a familiar story. On the other hand, where staff stay long and remain engaged in their job with one another and others, you know that there is usually good DNA at work.

I often conduct staff audit interviews with all staff with open-ended questions. Very quickly, common themes emerge that speak to staff culture's health or dishealth. This is valuable information for churches desiring to improve the staff's health.

A third indicator of a healthy or unhealthy culture is the leadership board of a church. I often speak to individuals recruited to serve on a church board who entered that job with optimism and energy, only to be disillusioned by what they found. They often encounter boards that don't speak candidly, allowing elephants to exist in the boardroom that everyone knows are there. Still, it is not OK to talk about them, gloss over issues that ought to be examined and discussed, and a significant lack of clarity about who the church is and where it is headed. The closer you get to the core of leadership, the closer you are to a church's authentic culture. 

There are notable exceptions of healthy boards that operate in healthy ways. This is the exception rather than the rule, however. Boards are not trained in healthy governance, are reticent to address known issues, and are often either passive or ultra-involved depending on the season, with little in between. One thing is usually true: board health often reflects staff health. Where there is dysfunction on staff, there is usually dysfunction on the board, which is why the staff dysfunction is allowed to exist and flourish.

I long for church staff and boards to have the same joy, spiritual presence, and professionalism found on stage each Sunday morning. If that is true in your church, I congratulate you. Often, though, the authentic culture of a congregation is not found on stage. 




Friday, September 1, 2023

The Culture Series: Which of these descriptors describes your organization?

 


Does culture matter in an organization? Contrast the elements of good culture against dysfunctional culture below and ask yourself, which kind of culture do I want to be a part of? Then ask yourself how many elements of healthy culture are true of your organization.


Healthy Culture                                                   Dysfunctional Culture

I am appreciated                                           I feel used

I feel listened to                                            My views are dismissed or marginalized

I have a voice                                                I have no voice

I am empowered                                           I am micromanaged

I can engage in candid dialogue                   Candid dialogue has strict limits

Relationships are collegial                           Relationships are often unhealthy  

My boss knows how to apologize                My boss is always right

Company information is transparent           Company information is tightly controlled

My supervisor dialogues with me               My supervisor tells me

My supervisor shows he/she cares              My supervisor has little knowledge of me

I have input into important decisions          I have no voice in important decisions

My supervisor is patient and gracious        My supervisor is unkind and harsh

The company compensates fairly               The company is stingy in compensation

There is virtually no gossip                        The organization is full of gossip

Healthy teams are the norm                       There are a lot of dysfunctions on teams

There is clarity around our mission           There is ambiguity around our mission

We practice our defined values                 Our defined values are often violated

We have alignment on important things  There is little alignment

Conflict is rare and resolved                      Conflict is the norm and unresolved

Ethics and honesty are high                       Ethics and honesty are slippery