Showing posts with label Pastors. Show all posts
Showing posts with label Pastors. Show all posts
Thursday, July 23, 2015
Sunday, May 3, 2015
Encouragement and leadership lessons from Winston Churchill for pastors
I am a huge fan of Winston Churchill and have read dozens of books on him. There a great number of leadership lessons that can be learned from his life, good and bad so I was captivated by the following article on the lessons of his life for ministry leaders. If you are a pastor (or any leader) this article will encourage you. From ChurchPastor.com.
5 Lessons Pastors Should Learn from Winston Churchill
Saturday, May 2, 2015
Ten ways pastors and congregations irritate one another in serious ways
Pastors and congregations always have issues with one another, at least among certain individuals. Having worked extensively with both sets (including church leaders as congregants) I would suggest that the following set of five irritants for each party are worth thinking through. It might also make for a robust board/pastor discussion. These irritants may be real or perceptions but either way they are real to those who experience them.
Five ways pastors irritate congregants:
One: Defensiveness. Many congregants or church leaders feel that when they address concerns with their pastor that the response is not a healthy open dialogue but defensiveness as the pastor may take the concern as an attack or criticism of him rather than a suggestion or observation for the ministry. I have seen long term members leave their church (with sadness) because they did not feel as if their senior pastor took their concerns seriously, or even cared they were there. We all know that not all concerns can be addressed but defensiveness or lack of concern causes great irritation on the part of congregants.
Two: Personal agendas. Congregants and church leaders all have a vested stake in what happens in the ministry of the church. When they sense that their senior leader has his own agenda which they feel he is imposing on the congregation without process, feedback or buy in it is deeply discouraging. Yet it is not an uncommon issue, especially as new pastors come in with their dreams and hopes and philosophy without taking into account the dreams, hopes and history of the congregation.
Three: Dismissiveness of the past. New pastors (especially) often talk and act as if all things good started with their tenure and ignore or dismiss the prior history of the congregation. All of us who lead stand on the shoulders of others and it is irritating and discouraging for congregations to hear from their senior leader all of the faults of the church and how he is going to make the church what it needs to be. Of course churches need to change and sometimes it is radical change that is needed but wisdom places diplomacy and graciousness at the top of the list rather than criticizing the past. Ignoring history is always disempowering because it ignores the very individuals who made the church what it is today.
Four: The inability to disagree with people and still stay connected to them. Way too many senior leaders see people as either "for them" or "against them" based on whether they agree or disagree with one another. This reflects bad Emotional Intelligence and poor relational skills. Once this happens, many good people find that they are no longer listened to or even appreciated. It is painful for a faithful leader to be marginalized simply because he/she has disagreed with the senior leader who cannot live with that disagreement and stay connected relationally.
Five: Introducing changes too quickly and without proper process. Most people are change resistant which means that if change is needed (and it often is) a process must be run with those impacted by the change to bring them along, answer their questions and calm their concerns. Many senior leaders are highly deficient at the change process and the lack of process produces anger and disenchantment in the congregation. Pastors often then demonize those who they feel are resistant when the resistance was actually a result of their own lack of process in the changes they brought.
Five ways congregations irritate pastors
One: Pettiness. When working with churches in conflict I am always amazed at how petty many of the issues people want to talk about are. Choices a pastor and their spouse make in their lifestyles or the fact that they don't do what the last pastor or spouse did or something said in the pulpit - there is no end to the pettiness that some parishioners can have and are willing to make their opinions known, sometimes widely.
Two: Unwillingness to change in the face of evidence that it is deeply needed. Admittedly, this is often a matter of the skill of a senior leader to negotiate needed changes but there are plenty of congregations who have resisted change leading to three or four pastors facing the same issues in the church and leaving in discouragement. Congregations that resist needed changes will eventually die and it can be deeply frustrating to healthy leaders who are doing their best to bring health to the congregation.
Three: An inward focus rather than an outward focus. Healthy leaders will never settle for an internal focus when the community around them is absent a relationship with Jesus. Yet many churches are inward focused and see few people coming to faith in Christ. There may well be growth but in many instances it is simply transfer growth. Healthy leaders want both new life in Christ and life transformation. When they are kept from moving in this direction it is disempowering and frustrating and I have to believe to God as well.
Four: A divided board that is unwilling to police its own members. Hardly a week goes by that I don't get a call or an email from a pastor (or board member) about a dysfunctional board that will not police its members. What is left is often a divided board that literally accomplishes nothing of significance. It's mission has been hijacked by its ongoing dysfunctionality and the pastor is often a hostage to that stagnant leadership group. Pastors are dependent on a healthy board for healthy leadership and ministry. When boards won't police their own there is little a pastor can do.
Five: A stingy congregation or board. Pastoring a local church is one of the most difficult jobs on the planet. You have as many bosses as you have congregants, you have people who feel free to say the most inappropriate things, you must accept all who come, there are constant crises in the lives of people and you get to preach each or almost every Sunday. No pastor goes into ministry for the material benefits but congregations show their appreciation by being generous and their lack of appreciation by being stingy. I have seen many examples of both but the latter sends a powerful message of a lack of appreciation to their pastor.
A great response to this blog would be a candid conversation between a board and their pastor. Both might learn something of significance.
Posted from Phoenix, AZ
All of T.J. Addington's books including his latest, Deep Influence, are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.
Five ways pastors irritate congregants:
One: Defensiveness. Many congregants or church leaders feel that when they address concerns with their pastor that the response is not a healthy open dialogue but defensiveness as the pastor may take the concern as an attack or criticism of him rather than a suggestion or observation for the ministry. I have seen long term members leave their church (with sadness) because they did not feel as if their senior pastor took their concerns seriously, or even cared they were there. We all know that not all concerns can be addressed but defensiveness or lack of concern causes great irritation on the part of congregants.
Two: Personal agendas. Congregants and church leaders all have a vested stake in what happens in the ministry of the church. When they sense that their senior leader has his own agenda which they feel he is imposing on the congregation without process, feedback or buy in it is deeply discouraging. Yet it is not an uncommon issue, especially as new pastors come in with their dreams and hopes and philosophy without taking into account the dreams, hopes and history of the congregation.
Three: Dismissiveness of the past. New pastors (especially) often talk and act as if all things good started with their tenure and ignore or dismiss the prior history of the congregation. All of us who lead stand on the shoulders of others and it is irritating and discouraging for congregations to hear from their senior leader all of the faults of the church and how he is going to make the church what it needs to be. Of course churches need to change and sometimes it is radical change that is needed but wisdom places diplomacy and graciousness at the top of the list rather than criticizing the past. Ignoring history is always disempowering because it ignores the very individuals who made the church what it is today.
Four: The inability to disagree with people and still stay connected to them. Way too many senior leaders see people as either "for them" or "against them" based on whether they agree or disagree with one another. This reflects bad Emotional Intelligence and poor relational skills. Once this happens, many good people find that they are no longer listened to or even appreciated. It is painful for a faithful leader to be marginalized simply because he/she has disagreed with the senior leader who cannot live with that disagreement and stay connected relationally.
Five: Introducing changes too quickly and without proper process. Most people are change resistant which means that if change is needed (and it often is) a process must be run with those impacted by the change to bring them along, answer their questions and calm their concerns. Many senior leaders are highly deficient at the change process and the lack of process produces anger and disenchantment in the congregation. Pastors often then demonize those who they feel are resistant when the resistance was actually a result of their own lack of process in the changes they brought.
Five ways congregations irritate pastors
One: Pettiness. When working with churches in conflict I am always amazed at how petty many of the issues people want to talk about are. Choices a pastor and their spouse make in their lifestyles or the fact that they don't do what the last pastor or spouse did or something said in the pulpit - there is no end to the pettiness that some parishioners can have and are willing to make their opinions known, sometimes widely.
Two: Unwillingness to change in the face of evidence that it is deeply needed. Admittedly, this is often a matter of the skill of a senior leader to negotiate needed changes but there are plenty of congregations who have resisted change leading to three or four pastors facing the same issues in the church and leaving in discouragement. Congregations that resist needed changes will eventually die and it can be deeply frustrating to healthy leaders who are doing their best to bring health to the congregation.
Three: An inward focus rather than an outward focus. Healthy leaders will never settle for an internal focus when the community around them is absent a relationship with Jesus. Yet many churches are inward focused and see few people coming to faith in Christ. There may well be growth but in many instances it is simply transfer growth. Healthy leaders want both new life in Christ and life transformation. When they are kept from moving in this direction it is disempowering and frustrating and I have to believe to God as well.
Four: A divided board that is unwilling to police its own members. Hardly a week goes by that I don't get a call or an email from a pastor (or board member) about a dysfunctional board that will not police its members. What is left is often a divided board that literally accomplishes nothing of significance. It's mission has been hijacked by its ongoing dysfunctionality and the pastor is often a hostage to that stagnant leadership group. Pastors are dependent on a healthy board for healthy leadership and ministry. When boards won't police their own there is little a pastor can do.
Five: A stingy congregation or board. Pastoring a local church is one of the most difficult jobs on the planet. You have as many bosses as you have congregants, you have people who feel free to say the most inappropriate things, you must accept all who come, there are constant crises in the lives of people and you get to preach each or almost every Sunday. No pastor goes into ministry for the material benefits but congregations show their appreciation by being generous and their lack of appreciation by being stingy. I have seen many examples of both but the latter sends a powerful message of a lack of appreciation to their pastor.
A great response to this blog would be a candid conversation between a board and their pastor. Both might learn something of significance.
Posted from Phoenix, AZ
All of T.J. Addington's books including his latest, Deep Influence, are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.
Thursday, April 16, 2015
Pastoral and leadership transitions are a precarious thing
Pastoral transitions are a precarious thing especially at the end of a career when pastors often don't want to let go and boards or congregations wish they would. And, nobody wants to talk about the elephant in the room so the issue simmers under the surface often causing conflict in subtle ways.
It is unfortunate and often hurts the congregation who may start to feel that the church is adrift losing its way and it seems that leaders do not have the courage to figure out a plan. These issues in themselves often cause other tensions to come to the surface that never would have caused problems if the underlying issue had been addressed.
Here are some observations.
First, there is a time to for everyone to leave a leadership position. That does not mean that ministry is over but leadership is a tough job and age does take its toll. Leadership in the church is one of the toughest leadership roles coupled with preaching regularly and all the issues churches face. When we start to lose our energy, enthusiasm or edge it is time to step aside from leading - perhaps into a less demanding position.
Two, most of us are not fully aware that it may be time. This is why discussions with our church board (or ministry board) is so important. It seems to me that this ought to be a conversation each year when we move into our sixties to ensure that we are receiving the feedback that we need. We may not like the feedback but it is better than being surprised at some point.
Third, if pastors don't raise the issues it is incumbent on the board to do so. Once we hit our sixties it is foolish to pretend that transition is not coming. The question is whether it will be a healthy one or not. This is not putting an age on when the transition should come but it is recognizing that it is coming and we need a plan. I have seen some great examples of a planned transition because pastors and boards worked together to make it healthy. All too often that is not the case.
Fourth, planned transitions allow the one leaving to be honored and the church to move through an emotionally hard time in a healthy manner. Conflictual transitions do not. Conflictual transitions are often the result of pastors not willing to let go and the board having to force the issue leaving both parties with a bitter taste. Sometimes this is because the two parties have not been talking candidly and sometimes because pastors are not listening. When leaders are hired they and the hiring party negotiate what is needed for the relationship to work. The same should be true in leaving. There needs to be give and take but most of all there must be a plan and a strategy.
I fully realize that boards are often very poor at handling transitions with their pastors but it cuts both ways. Often pastors don't want to leave even in the face of boards trying to get their attention. Both parties need to be able to talk like adults and come to a plan that protects the church and honors all parties involved.
It is the avoidance of these conversations that creates unhealthy transitions. All of us leave sometime. The question is whether we leave well or not. It is sad to see pastors or leaders leave poorly as that becomes part of their legacy. Healthy leadership includes a healthy leaving. Starting well, leading well and leaving well are all part of the healthy leadership package.
Posted from Santiago, Chile
All of T.J. Addington's books including his latest, Deep Influence, are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.
It is unfortunate and often hurts the congregation who may start to feel that the church is adrift losing its way and it seems that leaders do not have the courage to figure out a plan. These issues in themselves often cause other tensions to come to the surface that never would have caused problems if the underlying issue had been addressed.
Here are some observations.
First, there is a time to for everyone to leave a leadership position. That does not mean that ministry is over but leadership is a tough job and age does take its toll. Leadership in the church is one of the toughest leadership roles coupled with preaching regularly and all the issues churches face. When we start to lose our energy, enthusiasm or edge it is time to step aside from leading - perhaps into a less demanding position.
Two, most of us are not fully aware that it may be time. This is why discussions with our church board (or ministry board) is so important. It seems to me that this ought to be a conversation each year when we move into our sixties to ensure that we are receiving the feedback that we need. We may not like the feedback but it is better than being surprised at some point.
Third, if pastors don't raise the issues it is incumbent on the board to do so. Once we hit our sixties it is foolish to pretend that transition is not coming. The question is whether it will be a healthy one or not. This is not putting an age on when the transition should come but it is recognizing that it is coming and we need a plan. I have seen some great examples of a planned transition because pastors and boards worked together to make it healthy. All too often that is not the case.
Fourth, planned transitions allow the one leaving to be honored and the church to move through an emotionally hard time in a healthy manner. Conflictual transitions do not. Conflictual transitions are often the result of pastors not willing to let go and the board having to force the issue leaving both parties with a bitter taste. Sometimes this is because the two parties have not been talking candidly and sometimes because pastors are not listening. When leaders are hired they and the hiring party negotiate what is needed for the relationship to work. The same should be true in leaving. There needs to be give and take but most of all there must be a plan and a strategy.
I fully realize that boards are often very poor at handling transitions with their pastors but it cuts both ways. Often pastors don't want to leave even in the face of boards trying to get their attention. Both parties need to be able to talk like adults and come to a plan that protects the church and honors all parties involved.
It is the avoidance of these conversations that creates unhealthy transitions. All of us leave sometime. The question is whether we leave well or not. It is sad to see pastors or leaders leave poorly as that becomes part of their legacy. Healthy leadership includes a healthy leaving. Starting well, leading well and leaving well are all part of the healthy leadership package.
Posted from Santiago, Chile
All of T.J. Addington's books including his latest, Deep Influence, are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.
Sunday, October 12, 2014
Honoring the past while building for the future in the local church
I have a bone to pick with two groups in the local church. The first is with those who are so intent on preserving the past that they do not allow the church to move forward into the future. It is a recipe for a slow death and a slide into irrelevance. In fact, a focus on the past is one of the hallmarks of an institutional church that is inward looking and protective of anything that threatens the status quo. The past is the past and is not the path to the future.
The second is bone to pick is with those in the church (often pastors and leaders) who exclusively focus on the future to the marginalization of the past. Here are leaders who in their drive to be relevant to the next generation focus all energies and programming to the next generation at the expense of those who have come before - think older than 55. Just as the first group marginalizes the next generation, this group marginalizes the prior generation and have an attitude of, be flexible, get with it or find another place to worship.
Neither option is balanced and both marginalize people that God loves and are important to Him.
I believe that we ought to honor the past while building for the future. Honoring the past means that we listen to the older generations who built the church, listen to their perspectives, seek to meet their needs and actively work to engage them in mentoring and coaching the younger generations. Because they are not the future does not mean they are no longer relevant and all of us find ourselves in that category sooner than later as we age.
Building for the future is absolutely critical as our challenge in the church is always to reach the next generation. That will mean that our ministry needs to be relevant to those upcoming generations. But, not to the marginalization of those who have come before. It saddens me when in our pragmatic culture we are willing to marginalize whole segments of our churches because they don't meet our targeted audience. I just cannot see Jesus doing that.
I talk to many seniors in local congregations who feel marginalized and unimportant to the ministry of the church. And I am not talking about selfish people. They simply wish the church cared about all people rather than some people. They want the next generation reached for Jesus but also want to be valued and engaged. It is all about honoring the past while building for the future.
My new book, Deep Influence: Unseen Practices That Will Revolutionize Your Leadership, is now available for pre-order on Amazon.
The second is bone to pick is with those in the church (often pastors and leaders) who exclusively focus on the future to the marginalization of the past. Here are leaders who in their drive to be relevant to the next generation focus all energies and programming to the next generation at the expense of those who have come before - think older than 55. Just as the first group marginalizes the next generation, this group marginalizes the prior generation and have an attitude of, be flexible, get with it or find another place to worship.
Neither option is balanced and both marginalize people that God loves and are important to Him.
I believe that we ought to honor the past while building for the future. Honoring the past means that we listen to the older generations who built the church, listen to their perspectives, seek to meet their needs and actively work to engage them in mentoring and coaching the younger generations. Because they are not the future does not mean they are no longer relevant and all of us find ourselves in that category sooner than later as we age.
Building for the future is absolutely critical as our challenge in the church is always to reach the next generation. That will mean that our ministry needs to be relevant to those upcoming generations. But, not to the marginalization of those who have come before. It saddens me when in our pragmatic culture we are willing to marginalize whole segments of our churches because they don't meet our targeted audience. I just cannot see Jesus doing that.
I talk to many seniors in local congregations who feel marginalized and unimportant to the ministry of the church. And I am not talking about selfish people. They simply wish the church cared about all people rather than some people. They want the next generation reached for Jesus but also want to be valued and engaged. It is all about honoring the past while building for the future.
My new book, Deep Influence: Unseen Practices That Will Revolutionize Your Leadership, is now available for pre-order on Amazon.
Thursday, September 18, 2014
Wise pastors always pay attention to these priorities
There are many things that can get a pastor into trouble but lets talk about some things that can help them stay out of trouble. Often when we do hit crisis points it is the lack of these investments that creates our largest problem.
Staying close to your board members. Healthy board relationships are all about spending enough time together (individually and corporately) that there is a reservoir of good will, understanding, empathy for one another and the ability to talk honestly with each other. All of that takes time. Wise leaders take the time to get to know their board members, listen carefully to them and develop a heart connection. This includes a pastoral component. A healthy senior leader is always a pastor to his board members.
Staying connected to your staff and support staff. Influence comes from relationship. I am surprised at how many senior leaders do not invest time with their staff, sometimes even key staff - yet they want the loyalty of those same staff. Every investment in relationship is an investment in better understanding, the willingness of staff to go the second mile and a common mission. Senior leaders ignore their staff at their peril because when push comes to shove those who don't have relationship will often not have the support of those staff.
Staying close to Jesus. That may seem obvious but it is not. Many Christian leaders have a professional relationship with Jesus - they serve Him rather than an intimate relationship with Him where they stay with Him. Our spiritual lives are only as good as the last time we spent with our Savior so living in His presence and living in His Scriptures are critical elements. The more time we spend with Him the more we start to look like Him. The less time we spend with Him the less we look like Him.
Missional clarity. People need to know who we are and where we are going and how we are going to get there. Simple - yet often not articulated by senior leaders. In the absence of ministry clarity there are many definitions of clarity which leads to conflict and misunderstanding. People on separate pages cannot be on the same page and end up going different directions. Unless a senior leader facilitates a clear and common direction in collaboration with his board and staff multiple directions emerge which eventually comes back to hurt the senior leader.
Loving people. While senior leaders cannot be the single shepherd, it must be known to the board, staff and congregation that they truly love those they serve. People will forgive a lot if they are loved. If they don't feel loved and cared for they are less likely to overlook those things that irritate them. Oh yes! Loving people reflects the heart of Jesus. The priority is not programs but people and their transformation into His image. That love and concern needs to extend to every generation in the congregation, not just our own generation.
Spiritual transformation.
What spells success? It is really pretty simple: More believes and better believers. It is the spiritual transformation of individuals from being a seeker, to a believer and from a believer to a Christ centered life. Pastors who take their eyes off of this central mission of the church allow the peripheral to cloud out the central.
Emotional and relational health. Poor EQ gets in the way of pastors more than anything else. Wise pastors pay a great deal of attention to their own emotional and relational growth so that they become skilled at negotiating relationships, resolving conflict, working synergistically with staff and board and living with transparency and non-defensiveness.
Wise pastors pay close attention to each of these priorities.
My new book, Deep Influence: Unseen Practices That Will Revolutionize Your Leadership, is now available for pre-order on Amazon.
Staying close to your board members. Healthy board relationships are all about spending enough time together (individually and corporately) that there is a reservoir of good will, understanding, empathy for one another and the ability to talk honestly with each other. All of that takes time. Wise leaders take the time to get to know their board members, listen carefully to them and develop a heart connection. This includes a pastoral component. A healthy senior leader is always a pastor to his board members.
Staying connected to your staff and support staff. Influence comes from relationship. I am surprised at how many senior leaders do not invest time with their staff, sometimes even key staff - yet they want the loyalty of those same staff. Every investment in relationship is an investment in better understanding, the willingness of staff to go the second mile and a common mission. Senior leaders ignore their staff at their peril because when push comes to shove those who don't have relationship will often not have the support of those staff.
Staying close to Jesus. That may seem obvious but it is not. Many Christian leaders have a professional relationship with Jesus - they serve Him rather than an intimate relationship with Him where they stay with Him. Our spiritual lives are only as good as the last time we spent with our Savior so living in His presence and living in His Scriptures are critical elements. The more time we spend with Him the more we start to look like Him. The less time we spend with Him the less we look like Him.
Missional clarity. People need to know who we are and where we are going and how we are going to get there. Simple - yet often not articulated by senior leaders. In the absence of ministry clarity there are many definitions of clarity which leads to conflict and misunderstanding. People on separate pages cannot be on the same page and end up going different directions. Unless a senior leader facilitates a clear and common direction in collaboration with his board and staff multiple directions emerge which eventually comes back to hurt the senior leader.
Loving people. While senior leaders cannot be the single shepherd, it must be known to the board, staff and congregation that they truly love those they serve. People will forgive a lot if they are loved. If they don't feel loved and cared for they are less likely to overlook those things that irritate them. Oh yes! Loving people reflects the heart of Jesus. The priority is not programs but people and their transformation into His image. That love and concern needs to extend to every generation in the congregation, not just our own generation.
Spiritual transformation.
What spells success? It is really pretty simple: More believes and better believers. It is the spiritual transformation of individuals from being a seeker, to a believer and from a believer to a Christ centered life. Pastors who take their eyes off of this central mission of the church allow the peripheral to cloud out the central.
Emotional and relational health. Poor EQ gets in the way of pastors more than anything else. Wise pastors pay a great deal of attention to their own emotional and relational growth so that they become skilled at negotiating relationships, resolving conflict, working synergistically with staff and board and living with transparency and non-defensiveness.
Wise pastors pay close attention to each of these priorities.
My new book, Deep Influence: Unseen Practices That Will Revolutionize Your Leadership, is now available for pre-order on Amazon.
Thursday, June 5, 2014
Pastors and their dreams
Most pastors have dreams for their congregation and ministry. After all, they are leaders, they have a vision of what the church should or could be and they have a powerful platform from which to share those dreams - the pulpit.
The question, is not whether we have dreams for our ministry but whether we have a shared vision of what God wants to do in and through us. When my dream is only my dream, it is about me. When we are able to develop a shared dream and vision it is about us - together. As leaders we can use our leadership capital to build something for ourselves or we can build something together and which comes from a group of leaders seeking God's agenda together.
Corporate dreams have far more lasting power than individual dreams. God may well use a leader (think Nehemiah) to spark a vision of what could be but that then needs to be shared by those who must make it happen. Good leaders inspire others to action but they also help others gain ownership of a common vision.
And ultimately it should be God's vision for what He wants from our ministries. God calls us to things that are on His heart and when we discern that together, the conviction of the Holy Spirit binds good leaders together to move in a common direction.
All leaders have dreams. Ask yourself this question if you are a leader. Is this my agenda and vision or a shared agenda and vision. And, does that agenda and vision come from me, us or from God?
The question, is not whether we have dreams for our ministry but whether we have a shared vision of what God wants to do in and through us. When my dream is only my dream, it is about me. When we are able to develop a shared dream and vision it is about us - together. As leaders we can use our leadership capital to build something for ourselves or we can build something together and which comes from a group of leaders seeking God's agenda together.
Corporate dreams have far more lasting power than individual dreams. God may well use a leader (think Nehemiah) to spark a vision of what could be but that then needs to be shared by those who must make it happen. Good leaders inspire others to action but they also help others gain ownership of a common vision.
And ultimately it should be God's vision for what He wants from our ministries. God calls us to things that are on His heart and when we discern that together, the conviction of the Holy Spirit binds good leaders together to move in a common direction.
All leaders have dreams. Ask yourself this question if you are a leader. Is this my agenda and vision or a shared agenda and vision. And, does that agenda and vision come from me, us or from God?
Tuesday, June 3, 2014
Vital statistics on pastors that all pastors and church board members should know
How healthy are pastors today? What is their spiritual life like? What do they struggle with? Who are their friends? What is their drop out rate. The following article is sobering for pastors and their congregants alike and calls for some serious discussion.
Monday, May 19, 2014
Healthy board/pastor relationships in the church
A key factor in leadership health in the church is the relationship between the senior pastor and the board. When this relationship becomes conflictual, dysfunctional or unhealthy it hurts the ministry of the congregation. Here are some things to consider in that equation.
While senior pastors are accountable to their board and an employee they are also members of the board and should be full participants of that board. Senior leaders should have significant influence in the crafting of the ministry in a collegial board atmosphere. When boards treat their senior leader merely as an employee in an employee/employer relationship they have moved from ministry to business and away from the model we see in the New Testament. In my experience, where this happens, leaders also tend to lead the church/ministry as a business rather than as a ministry (acknowledging that good business practices are always important).
Where boards seek to control their leader or the leader seeks to control the board and ministry it becomes about power rather than a healthy team under the lordship of Christ. Mutual respect, humility, deference for one another and a willingness to submit to the will of the majority after prayerful consideration of issues is the sign of board health. The desire to control is not healthy, nor is it in any way biblical.
Boards and pastors have many common ministry issues but they may also have issues of special concern to one party or the other. The ability to appreciate those concerns and the ability to speak candidly and respectfully about them is a sign of good relationship. The marginalization by pastors of concerns of the board, or of boards of the concern of the senior pastor is the sign of dishealth. I have met pastors who will not listen to their board and boards who marginalize the concerns of the senior pastor. Neither are healthy.
We all operate under authority and in most churches the accountability of the senior leader is the board. Accountability matters and when senior pastors are unwilling to be accountable to their board or resist it, they have stepped away from being under authority.
Clarity between the roles of the senior pastor and his staff and the role of the board is critical to a good relationship. Management and governance are two separate responsibilities. Staff designs and board refines! Too many boards get into management responsibilities that should be the purview of staff. Clarifying what each group is responsible for removes ambiguity and potential conflict.
If there is tension between the senior leader and the board, don't let it fester. Bring in someone you trust who can speak to the relationship, help clarify the issues and chart a way forward. The relationship between a senior pastor and board must remain healthy for the church to remain healthy. Don't allow it to deteriorate. Often tensions can be resolved if attended to early.
Never stop developing the health of the board. Candid discussion and growing the board is always a best practice. Talk about how the board is doing, read some good books on leadership together, study the Scriptures and pray together. Bring Jesus into the equation all the time. Jesus is reason that we serve in church leadership and we are simply His undershepherds.
Every board ought to have a board covenant that spells out acceptable behaviors and how the members relate to one another! Poor behavior without the will of the board to police itself is one of the major causes of dysfunction in the church. It is also a major discouragement to pastors. See my blog: Operate without a board covenant at your own risk.
While senior pastors are accountable to their board and an employee they are also members of the board and should be full participants of that board. Senior leaders should have significant influence in the crafting of the ministry in a collegial board atmosphere. When boards treat their senior leader merely as an employee in an employee/employer relationship they have moved from ministry to business and away from the model we see in the New Testament. In my experience, where this happens, leaders also tend to lead the church/ministry as a business rather than as a ministry (acknowledging that good business practices are always important).
Where boards seek to control their leader or the leader seeks to control the board and ministry it becomes about power rather than a healthy team under the lordship of Christ. Mutual respect, humility, deference for one another and a willingness to submit to the will of the majority after prayerful consideration of issues is the sign of board health. The desire to control is not healthy, nor is it in any way biblical.
Boards and pastors have many common ministry issues but they may also have issues of special concern to one party or the other. The ability to appreciate those concerns and the ability to speak candidly and respectfully about them is a sign of good relationship. The marginalization by pastors of concerns of the board, or of boards of the concern of the senior pastor is the sign of dishealth. I have met pastors who will not listen to their board and boards who marginalize the concerns of the senior pastor. Neither are healthy.
We all operate under authority and in most churches the accountability of the senior leader is the board. Accountability matters and when senior pastors are unwilling to be accountable to their board or resist it, they have stepped away from being under authority.
Clarity between the roles of the senior pastor and his staff and the role of the board is critical to a good relationship. Management and governance are two separate responsibilities. Staff designs and board refines! Too many boards get into management responsibilities that should be the purview of staff. Clarifying what each group is responsible for removes ambiguity and potential conflict.
If there is tension between the senior leader and the board, don't let it fester. Bring in someone you trust who can speak to the relationship, help clarify the issues and chart a way forward. The relationship between a senior pastor and board must remain healthy for the church to remain healthy. Don't allow it to deteriorate. Often tensions can be resolved if attended to early.
Never stop developing the health of the board. Candid discussion and growing the board is always a best practice. Talk about how the board is doing, read some good books on leadership together, study the Scriptures and pray together. Bring Jesus into the equation all the time. Jesus is reason that we serve in church leadership and we are simply His undershepherds.
Every board ought to have a board covenant that spells out acceptable behaviors and how the members relate to one another! Poor behavior without the will of the board to police itself is one of the major causes of dysfunction in the church. It is also a major discouragement to pastors. See my blog: Operate without a board covenant at your own risk.
Friday, May 9, 2014
Pastors who see leadership as an anti value
From time to time I come across senior pastors who either don't like to lead and so they choose not to or, who believe that leadership apart from preaching is not necessary and largely ignore it. In either case, this is a problematic posture and one that hurts the church.
For context, the issue of leadership in the church has not always even been a value in the seminary context. A whole generation of pastors was taught that all you really needed to do was to preach the word and everything else would take care of itself. My own father pretty much believed this and I remember our conversations on the necessity of a pastor leading in his church of 1,000 plus. I have watched over the years as some good preachers built significantly sized churches due to their preaching and then lost those churches when they did not provide the requisite leadership.
The larger the church the more important the quality of its leadership because large congregations need missional glue - a common and relevant ministry direction - to remain healthy. When that is absent, the church loses its way, staff wonder what they are to do and people become restless.
The metaphore of a shepherd for a pastor is instructive. Shepherds feed their flock, protect their flock, care for their flock and lead their flock. If a shepherd is not leading his/her flock to the next place of healthy grazing the flock dies. Shepherds are in fact leaders of their sheep. The sheep don't simply wander around themselves to find good grass and left to their own devises they often get lost.
I understand pastors who are not wired naturally to lead. Unfortunately those same pastors often don't want anyone else to lead for them. If one is not going to lead, then someone must be empowered to lead for them. It is not an option to say, "I don't like to lead." Left without leadership long enough, the congregation will flounder and prescient individuals will find another church because they understand the necessity of missional leadership and direction and are unwilling to settle for less.
A more difficult situation arises when a pastor has an anti leadership bias: They don't think leadership is that important, do not do it themselves and resist giving away any authority to someone who could. This leaves the congregation in a bind. Not only will their leader not lead but resists allowing someone else to lead. Their pastor simply wants to preach the text assuming that this is all that matters. Well and good for them but not for others!
When this occurs the first place that dysfunction shows up is usually in the staff who need a leader in order to function as a healthy team. Eventually staff become frustrated: some leave, some try to fill in the leadership void and all live in ministry silos because there is not a leader to integrate a common philosophy, direction or ensure cooperation. It is a no win situation for staff.
Eventually the issue will get to the board level and the board must figure out how to deal with the lack of leadership. It is now their leadership wisdom that is necessary to find a solution that does not hurt the church but rather strengthens it. When boards are not able or willing to deal with the leadership dysfunction the issues eventually spill over into the congregation and become more serious to the church.
If a pastor has an anti leadership value, boards must initiate a conversation to find a way for the church to be led by someone. If the senior leader is unwilling to provide that leadership in a satisfactory way, they must be willing to allow another the authority and empowerment to lead and themselves stay out of the way. No organization will remain healthy in the absence of leadership.
(Posted from Oakdale, MN)
For context, the issue of leadership in the church has not always even been a value in the seminary context. A whole generation of pastors was taught that all you really needed to do was to preach the word and everything else would take care of itself. My own father pretty much believed this and I remember our conversations on the necessity of a pastor leading in his church of 1,000 plus. I have watched over the years as some good preachers built significantly sized churches due to their preaching and then lost those churches when they did not provide the requisite leadership.
The larger the church the more important the quality of its leadership because large congregations need missional glue - a common and relevant ministry direction - to remain healthy. When that is absent, the church loses its way, staff wonder what they are to do and people become restless.
The metaphore of a shepherd for a pastor is instructive. Shepherds feed their flock, protect their flock, care for their flock and lead their flock. If a shepherd is not leading his/her flock to the next place of healthy grazing the flock dies. Shepherds are in fact leaders of their sheep. The sheep don't simply wander around themselves to find good grass and left to their own devises they often get lost.
I understand pastors who are not wired naturally to lead. Unfortunately those same pastors often don't want anyone else to lead for them. If one is not going to lead, then someone must be empowered to lead for them. It is not an option to say, "I don't like to lead." Left without leadership long enough, the congregation will flounder and prescient individuals will find another church because they understand the necessity of missional leadership and direction and are unwilling to settle for less.
A more difficult situation arises when a pastor has an anti leadership bias: They don't think leadership is that important, do not do it themselves and resist giving away any authority to someone who could. This leaves the congregation in a bind. Not only will their leader not lead but resists allowing someone else to lead. Their pastor simply wants to preach the text assuming that this is all that matters. Well and good for them but not for others!
When this occurs the first place that dysfunction shows up is usually in the staff who need a leader in order to function as a healthy team. Eventually staff become frustrated: some leave, some try to fill in the leadership void and all live in ministry silos because there is not a leader to integrate a common philosophy, direction or ensure cooperation. It is a no win situation for staff.
Eventually the issue will get to the board level and the board must figure out how to deal with the lack of leadership. It is now their leadership wisdom that is necessary to find a solution that does not hurt the church but rather strengthens it. When boards are not able or willing to deal with the leadership dysfunction the issues eventually spill over into the congregation and become more serious to the church.
If a pastor has an anti leadership value, boards must initiate a conversation to find a way for the church to be led by someone. If the senior leader is unwilling to provide that leadership in a satisfactory way, they must be willing to allow another the authority and empowerment to lead and themselves stay out of the way. No organization will remain healthy in the absence of leadership.
(Posted from Oakdale, MN)
Friday, April 11, 2014
Saturday, March 1, 2014
When people leave your church
OK lets face it. It hurts when people leave the church we pastor. We take it personally and in most cases should not. We forget that individual circumstances and needs vary and we cannot meet them all no matter how hard we try. In fact, if we were in the pew, rather than in the pulpit, we might leave too - depending on our circumstances.
I am not advocating a culture of moving from church to church. And frankly it is not the movers that cause us angst but those who have been with us for a long season. It is their leaving that hurts. But think about this:
If they leave because they are unhappy with us as the pastor, why did we assume that we could please all those who come? If we have had an influence in their lives that is good and will pay off for the rest of their lives. If their needs change or their stage of life changes, how can we be unhappy that they need a change? Often the issue is more about us than it is about them.
If they leave because because of unresolved issues with us then we need to do all we can to resolve those issues. It may be painful but it can be redemptive and instructional for us. If our actions, attitudes or words have caused pain it is good for us to hear that and to learn from it. It is not about trying to convince them to come back but rather making peace and learning from it.
I think the most painful situations are when many people leave and it is then that we need to sit up and take notice. Why are they leaving and what have we missed, if anything that has caused their leaving? Sometimes it is because we and the leaders have made intentional changes that we are committed to and we will be sad but realistic with the leaving. Other times, it is because we have been unwise in our actions and it is a reaction to our decisions.
Understanding the reasons is the important thing. If we need to learn from them we should. If we and our leaders are committed to a course of action that is right in the long run we need to take the hit in the short run. This is all about understanding the reasons and being willing to incur the cost when renovation or change is necessary.
Sometimes it is necessary for disaffected people to leave a church so that the church can move forward with greater health and missionality. Sometimes we push people out for unhealthy reasons.
When people leave, understand the reasons!
I am not advocating a culture of moving from church to church. And frankly it is not the movers that cause us angst but those who have been with us for a long season. It is their leaving that hurts. But think about this:
If they leave because they are unhappy with us as the pastor, why did we assume that we could please all those who come? If we have had an influence in their lives that is good and will pay off for the rest of their lives. If their needs change or their stage of life changes, how can we be unhappy that they need a change? Often the issue is more about us than it is about them.
If they leave because because of unresolved issues with us then we need to do all we can to resolve those issues. It may be painful but it can be redemptive and instructional for us. If our actions, attitudes or words have caused pain it is good for us to hear that and to learn from it. It is not about trying to convince them to come back but rather making peace and learning from it.
I think the most painful situations are when many people leave and it is then that we need to sit up and take notice. Why are they leaving and what have we missed, if anything that has caused their leaving? Sometimes it is because we and the leaders have made intentional changes that we are committed to and we will be sad but realistic with the leaving. Other times, it is because we have been unwise in our actions and it is a reaction to our decisions.
Understanding the reasons is the important thing. If we need to learn from them we should. If we and our leaders are committed to a course of action that is right in the long run we need to take the hit in the short run. This is all about understanding the reasons and being willing to incur the cost when renovation or change is necessary.
Sometimes it is necessary for disaffected people to leave a church so that the church can move forward with greater health and missionality. Sometimes we push people out for unhealthy reasons.
When people leave, understand the reasons!
Saturday, January 5, 2013
Empowering pastors
One of the most disempowering issues for senior pastors are boards that want to second guess much of what they do - or require them to ask permission before they can act. Frequently, churches are permission withholding rather than permission granting and many senior pastors chafe under controlling boards.
It need not be the case and in fact controlling boards actually slow down and hinder ministry rather than facilitate it. So how does a board empower their senior leader - and therefore their staff - and still ensure that adequate safeguards are in place for the organization?
One simple solution is for boards and their senior leader to sit down and delineate those thing that the leader must do and those things that the leader cannot do without board assent. In policy governance used by many boards these are called executive limitations - the limits put on the senior leader by the board. Aside from those limitations, the senior leader is free to act with "reasonable interpretation" and make decisions as they see fit.
By putting these into policies the senior leader knows what his or her limits are and are free to make decisions consistent with the ministry vision of the church without needing to run all of those decisions by the board - a redundancy that makes for inefficient ministry. Policies that make sense in one stage of a church's life may not make sense in another and these limitations can be either relaxed or tightened depending on the need. It also clarifies which issues are management issues delegated to the senior leader and which issues are board issues so that there is no longer confusion around responsibility and authority - a common issue in church governance.
Often in working with boards, someone will ask the question, "But what if we don't trust that our senior leader will make the right decision." The question is either about trust or about competency and if the question needs to be asked there are other issues that the board and senior leader need to work on. Often a board member is simply not willing to allow the senior leader the latitude to do their job as they want to control not empower.
It is always amusing to me to see the competencies that churches look for when hiring a senior pastor and then the lack of empowerment they give this individual who they believe matches those competencies. Pastoral work is hard enough without a board second guessing everything that one does. Clarifying what the expectations are and then giving maximum freedom outside those limitations is one of the greatest gifts a board can give their leader.
It need not be the case and in fact controlling boards actually slow down and hinder ministry rather than facilitate it. So how does a board empower their senior leader - and therefore their staff - and still ensure that adequate safeguards are in place for the organization?
One simple solution is for boards and their senior leader to sit down and delineate those thing that the leader must do and those things that the leader cannot do without board assent. In policy governance used by many boards these are called executive limitations - the limits put on the senior leader by the board. Aside from those limitations, the senior leader is free to act with "reasonable interpretation" and make decisions as they see fit.
By putting these into policies the senior leader knows what his or her limits are and are free to make decisions consistent with the ministry vision of the church without needing to run all of those decisions by the board - a redundancy that makes for inefficient ministry. Policies that make sense in one stage of a church's life may not make sense in another and these limitations can be either relaxed or tightened depending on the need. It also clarifies which issues are management issues delegated to the senior leader and which issues are board issues so that there is no longer confusion around responsibility and authority - a common issue in church governance.
Often in working with boards, someone will ask the question, "But what if we don't trust that our senior leader will make the right decision." The question is either about trust or about competency and if the question needs to be asked there are other issues that the board and senior leader need to work on. Often a board member is simply not willing to allow the senior leader the latitude to do their job as they want to control not empower.
It is always amusing to me to see the competencies that churches look for when hiring a senior pastor and then the lack of empowerment they give this individual who they believe matches those competencies. Pastoral work is hard enough without a board second guessing everything that one does. Clarifying what the expectations are and then giving maximum freedom outside those limitations is one of the greatest gifts a board can give their leader.
Wednesday, November 7, 2012
What leaders wish their staff understood about their role
There are many things leaders wish their staff understood about what they do. While there may be a mystique about leadership, the realities are very different. So on behalf of many leaders, this is what I wish my staff understood (and many do) about what my life looks like as a leader. I am sure many other leaders have similar thoughts - if they could share them.
- On most days I love what I do. It is how God wired me.
- My greatest discouragements are not from the outside but from what people do or say within the organization.
- Criticism is easy. Real solutions are not! I don't have the luxury of criticizing. I must find solutions.
- I respond poorly to cynicism toward leaders and leadership. My calling is a calling just as yours is.
- My work never goes away, not even on vacation. Not Ever! Ask my children and my wife!
- Part of my job is to clean up messes that others make - quietly.
- I don't mind criticism but I do have a heart (really) and how it is conveyed is important.
- It can be a lonely job as I cannot share everything that I am dealing with.
- Even leaders need encouragement when it is sincere.
- If you wonder what I do with my time it is all on my calendar and you may see it. I share my daily schedule with those who pray for me on a monthly basis.
- I desire the same respect from my staff as I give to them.
- I need your prayer daily. I pray daily for wisdom, favor and empowerment. I know how frail I and needy I am.
- If I sometimes seem distracted, please don't take it personally. I have a lot on my mind seeking to integrate all that our ministry does rather than simply one facet of the ministry.
- When I travel I take all my work with me including the hundred fifty plus emails I get daily. While others can disconnect, leaders cannot. Mornings start early and evenings end late. Sleeping in hotel beds 150+ nights a year is not a perk but a challenge!
- I have the joy and responsibility of sharing the blessings of success with our staff (who make great things happen) and taking responsibility for failures (no matter who made it happen) when they occur.
- When I make a mistake it is more visible than when you do. I may require a lot more grace as well because of it. Some notice when you blow it. Everyone notices when I do.
- While I wish I could, I cannot meet all the expectations that people have for me and must focus on those things that God clearly wired and gifted me for. It is hard but necessary to say a gracious no. By the way, like you, I am only good at a few things and those are the ones I need to focus on.
- Because of my leadership visibility I will be misunderstood for things I do and say no matter what. I wish for the same grace and benefit of the doubt that I give to others.
- When I do create questions I would prefer you ask me what I meant rather than talk to others. They don't know my heart, I do. I am always willing to talk.
- As a leader I can be a friend to staff (and want a highly collegial ethos) but there are boundaries because of my leadership role. Not all understand this.
- I am not the leader who came before me and not the one who will come after me. I am me!
- Like you, I am accountable. All of us are including me. Like you, I answer for my decisions and work. If anything, my accountability is higher because my responsibility is higher.
- There are many things I don't have answers for and will not pretend that I do. I do a lot of thinking and pondering and dialogue and learning. I have learned that answers to complexity does not come easily.
- I am deeply appreciative of the staff I work with. Whatever we accomplish is a team effort. I thank God daily for every one of them.
- As I said, on most days (including today - so far) I love my job!
Tuesday, August 21, 2012
Refreshment for pastors
In all the discussion on leadership in the local church - which I often write on - we sometimes forget the goal of all that we do - the care of souls that Jesus has put in our charge.
My friend of many years Lee Eclov is the quintessential pastor who loves the day to day care of his congregants. He has written a refreshing book on the Pastoral Graces: Reflections on the Care of Souls.
It will encourage you, refresh you, remind you of our ultimate calling and challenge you. We need to be reminded often of what ministry is all about. This book will do that.
If you are not a pastor, consider gifting this book to your staff as a thank you for the care they provide you and the flock.
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