Creating a Culture of Grace and Eliminating the Scourge of Gossip, Slander, and Judgementalism in your Congregation.

 

The damage that gossip, slander, and judgementalism do to our congregations and those within them (perpetrators and victims) is incalculable. I outline some of these impacts in Gossip and Slander, the Scourage of many Churches. 

What many church leaders do not understand is that they can actually create a culture where these spiritually damaging behaviors are not practiced in their congregations. This is a roadmap for moving toward a healthier church culture.

First, a note about culture. Culture is what you create or allow. In other words, whatever you allow in your congregation will become part of your culture. The alternative is to intentionally create a God-honoring culture and disallow behaviors that are antithetical to God's character, the fruit of the Spirit, and His teaching. 

In many places, the New Testament makes distinctions between behaviors we are to eliminate from our lives and those we are to practice. For instance, in Ephesians 4 and 5, we are told to eliminate falsehood, stealing, unwholesome talk, bitterness, rage, anger, brawling, slander, malice, unforgiveness, sexual immorality, impurity, greed, foolish talk, coarse joking, and other behaviors that emanate from our lower nature. 

Rather than these, we are to put on truthfulness, forgiveness, love, kindness, and compassion, become imitators of God who live in love, wise living, speaking those things that build others up, unity, humility, gentleness, and peace. 

Paul wants us to declare certain behaviors illegal in the church because they don't reflect Christ and to focus on those that do. This is how you create culture. You call people to a higher standard and are clear on those things he wants us to eliminate and those he wants us to practice.

Disciplemaking churches are clear about behaviors that they will not tolerate. They are equally clear on a culture of grace and obedience. This takes ongoing attention, teaching, and explanation. For instance, when it comes to gossip, people need to understand:

• It does not please God
• It is a form of character assassination
• When we have an issue with someone else, we go to them directly and not to others
• Our words can heal, or they can hurt
• We don't do gossip and slander in our congregation
• We do use a Matthew 18 approach when we have differences
• We live in a culture of grace and extend that grace to others
• We allow the Holy Spirit to convict people of their sins (and ours)
• We will talk to those who traffic in gossip and slander within our congregation

The amazing thing is that you can dramatically eliminate divisive gossip and slander if you are intentional, remind people often, and are clear about how we live with one another. What happens is that you create an expectation of Jesus honoring behavior, and the public nature of your "culture creation" makes it difficult for those who traffic in gossip and slander to do so, as it violates everyone's understanding of who we are and how we love one another.

Think of what it would be like if you attended a church where:

• We accept one another and one another's shortcomings as Jesus does ours
• We are as patient with one another as Jesus is with us
• We speak words that build rather than words that tear down
• We love others as Jesus loves us
• We forgive others as Jesus forgives us
• We major on the Fruit of the Spirit rather than the fruit of our lower nature
• We do all that we can to live in peace and unity with one another

Those churches do exist, although not in the number they should. The reason is that we do not create culture but simply allow culture to happen. Don't do that. Remember that culture is what you create or allow, and the Scriptures give us great guidance on what we should not allow and what we should create. 

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. 

What should you know about a church if you are considering a pastoral or staff position?

I had an interesting call today from an old friend. He is interviewing for an associate pastoral position (in this case a campus pastor) and his question was a good one. How do I determine the health of the church since what is seen on the outside is often not what one finds on the inside. This last truth can become a source of real pain when one realizes the level of dysfunction that exists - in many churches.

The first thing I suggested is that he read A Church Called TOV which is the best book on what dysfunctional and healthy churches look like. In fact, if I were a potential candidate I would be interested in knowing whether the senior leader and the board had read this book, and if so, what their observations or learnings were.

In general, I would want to scope out the following information.

• What is the health of the board? Congregations and staff cultures rarely rise above the health of the church board. How would they describe their board health? Is the board unified and healthy in their relationships? Does the board have a written board covenant that delineates how they do their work and that hold board members accountable?

• If you are applying for a senior pastoral position, what is the relationship of the board to their senior leader? Is it a permission granting leadership paradigm or a permission withholding paradigm? Is the senior leader a colleague on the board or simply an employee of the board? Are there any powerbrokers on the board who have the power to determine what does or does not happen? 

• What is the vision/preferred future of the ministry? What you want to learn here is whether the senior pastor and board have clarified what it is that they are chasing after. Or, if they are simply doing accidental ministry. If they have a picture of the preferred future, what is their plan for getting there and how would they evaluate their progress?

• How does the board, staff and congregation deal with conflict? Do they bury it or deal with it and if so how? Do they have healthy conflict resolution practices? Are there any elephants in the room, areas of conflict that exist but are not being addressed?

• What is the health of the staff. Often you need to talk to other staff people about this. I would want to know how the senior leader treats staff, whether he/she empowers or controls and whether there is an open and candid culture where any issue can be put on the table with the exception of hidden agendas or personal attacks. I would ask other staff if there are issues that one cannot put on the table. They will know. I would want to know from other staff the positive side of the culture and the negative side. I ask want permission to speak with a number of staff to understand the culture from their perspective. If a senior leader is unwilling to give you that permission it is a sign that not all is well.

• Regarding staff culture, is there significant alignment of staff around common values, ministry direction and priorities? Or, do individual leaders simply do what is right in their own eyes? 

• I would want to understand the vision of the leaders for disciplemaking, staff culture, local and world outreach, diversity, generosity, community impact and those things that I believe are important for a church to pursue. 

• What is the history of the church? What have the high points been and the low points? Where are they in the life cycle of an organization today? On the decline, plateaued or moving forward?

• What is the leadership style of the senior leader? Do they empower their staff to do their work or do they micromanage, change and control what staff does? Are they secure in themselves, generous in giving opportunity away and treating staff with dignity, respect and appreciation? Or, are they ego driven, insecure and threatened by other strong and competent individuals.

When you ask questions like this you quickly determine the level of clarity that the church has regarding its priorities, direction and alignment. Speaking with multiple individuals allows you to determine how reality compares to stated answers. When looking for a pastoral job it is way too easy to overlook issues that will impact you down the line. You want to go into the role with your eyes open. You may choose to take the role in spite of issues you discover but at least you are doing so with a healthy level of clarity.

The culture of your church staff directly impacts the culture of your congregation

How healthy is your church?

One of the leading indicators of that question's answer is the health of your staff culture. The culture of your staff is generally a microcosm of congregational culture, and whether good or bad, will ripple on the rest of the congregation. When I work with congregations who are struggling with significant issues, one of the first things I do is to get a handle on the culture of the staff. It will tell me a great deal.

The best way to understand the staff culture is to do a staff audit. These are 30 to 60-minute individual conversations with all staff with a carefully chosen series of open-ended questions - usually conducted by an independent third party that staff will feel free to open up with. Having completed many of these, I have learned that staff are willing to share honestly about the joys and challenges of working in their environment. The results of such an audit help senior leaders understand where they are doing well and where they could do better.

In this process, you can learn how empowered or controlled staff feel, whether they have what they need to do their jobs, whether there is alignment throughout the team regarding ministry direction if there is clarity around who the church is and where it is going if they are coached intentionally or left to their own devices if there is a collegial or competitive spirit and even the general happiness of staff in their work.

Here are some observations.

• Where staff are not empowered, volunteers in the congregation are not empowered either.
• Where there is openness among the team and the freedom to talk and share honest opinions and ideas, there is generally an open atmosphere in the congregation where people feel free to tell their stories without fear of censure. The opposite is also true. 
• A happy staff usually indicates a happy congregation.
• Leaders who control staff members often try to control people and ministries across the church.
• Where leaders allow unresolved issues to fester on staff, they also tend to allow the same in the congregation. 
• Leaders who don't shepherd and care for their staff often do not do so with the rest of the congregation.
• When there is a culture of grace on the team, you usually find that same culture within the congregation.

Much of staff culture reflects the commitments of the senior leader. The best leaders pay careful attention to the culture they create on their staff, knowing that what they build there will become the culture of the congregation as a whole. Self-absorbed or controlling leaders are more concerned about themselves and the church's image than they are about the health of their staff. The result can be a ministry that looks great on the outside with a significant lack of health on the inside. Many congregations fit that bill. This is true of some of the largest congregations in the country.

Staff turnover reflects dysfunction within the staff environment and its leadership. Healthy churches have low staff turnover and, interestingly, greater retention in the congregation. Where turnover is high, someone needs to pay attention and ask why. There are always reasons. 

The lesson: As it goes on staff, it goes to the congregation. Pay attention to your staff culture. That culture will ripple on the rest of the community in good ways and bad. Problems within the staff culture may also indicate problems in the congregation. Your culture is your brand.

The churches frightful kodak moment

A very insightful article for those who are involved in ministry or are disillusioned with much of what happens in the American church.

Deconstructing the American church

We often do not realize how much the church in the United States is driven by the culture of our nation rather than by the culture of God's Kingdom. Let me share some examples!

Success
For many church leaders success is defined in the American church by numbers of people, size of budgets, wonderful facilities, large staff and excellent programming. All of those are societal definitions of success rather than New Testament definitions of success which are about God's people actually looking like Jesus and non believers crossing the line to belief. Within my own denomination there are pastors who are driven to have their congregations hit a thousand so that they can become a part of the "K club." Does Jesus value the large church over the small church? Does church size in itself have anything to do with success?

Transformation of lives where we understand and live out grace, where we think like Jesus, prioritize our lives around His priorities and see people and love people as Jesus sees them and loves them is a Kingdom definition of success. Size is not - except in our culture!

Consumerism
It is what drives our nation and often it is what drives our ministries. We are used to being served when we are called to serve. We are used to being comfortable when we are called to the often uncomfortable life of a pilgrim. 

We are used to being entertained and pity the pastor who cannot do so. So much of our nation is about me and we rather than about what I can do to serve others, serve God and enhance His Kingdom. Just as the quarterly reports drive our consumer society so our numbers and whatever we need to do to enhance them drive many ministries. Most church growth is simply the reshuffling of believers from one venue to a better venue - until an even better one comes along.

Consumers expect to be made comfortable, get what they paid for, be served and entertained. Think about Jesus and His expectations and life. It was not a consumer mentality but a God oriented mentality committed to the concerns of His Father and not even of Himself (notwithstanding that He was God). Yet we often feed the consumer side of the church!

Competition
I spoke to a pastor recently about why they had made changes in their ministry. He candidly admitted that he did so because another large church in the area had planted an venue in his neighborhood and they needed to differentiate themselves. We compete in all areas of life in our nation and it is usually no different in the church. Cooperation, a sign of unity, is of far less value to us regardless of the High Priestly Prayer of Jesus for the same (John 17) then winning - being better.

I could go on and I don't have all the answers. What I do believe is that we need to deconstruct the American church and reconstruct it on New Testament and Kingdom values: The making of disciples, calling people to a life of followership, serving others, caring deeply for the lost, loving on our communities, using our gifts for His purposes, a true stewardship of our resources, time, energy and abilities and lives that actually look like that of Jesus.

All of us live in a society that has its own set of values. Jesus made it clear that His Kingdom has a different set of values - hence for instance, The Sermon on the Mount. Discerning leaders are clear as to which values belong in His church and in our lives. The ability to discern the difference between the two sets of values is a critical skill of church leaders.

The church is often a place of lies rather than a place of truth

No, I am not talking theology, especially in the evangelical world. I am talking about how we pretend we are "all together," the struggles we hide and the huge lack of transparency about our lives because it is not safe to tell the truth: That we are broken, struggling, hurting people, deeply in need of grace and deeply in need of the support of other believers if we could only tell them our need.

But in most churches, telling others our need can be dangerous. People talk, people can subtly condemn and in truth, being transparent is a threat to the system as most churches are not transparent. After all, as believers we must have our lives together.

We forget what drew people to Jesus: His indescribable grace and acceptance and love. That is also what draws people to us (if they are drawn to us) and should be the biggest magnet in the church. But that means we must major on God's grace and that those who walk through our doors will feel that grace no matter what their background or their struggles.

And this is what we cannot forget. I can know Jesus for many years and still desperately need His grace and forgiveness. The fact that I have known him does not exempt me from my need of Him. If we all understood that in the church it would be a far more transparent and grace filled place. 

Ironically, our struggles are common struggles so pretending they are not there is silly. It is also a lie. And it keeps us from supporting one another, praying for one another and doing what God does so well, extending grace to one another. 

What would it be like if our churches were the safest place on the face of the earth to be transparent rather than the most unsafe? What would it be like if rather than lying to one another (by not admitting the truth of our need) we were truthful with one another? I suspect we would be healthier people because through the grace and support of others many would get whole. And I suspect many would be drawn to us because they see in us a transparent honesty, grace and the truth that brings healing.

And it is healing that we all need.  

Church boards and church culture

From the archives

I do not believe that most church boards understand the direct correlation between the health of their relationships and practices as a board and the health of relationships and practices within the congregation. Generally speaking, there is an almost one to one correlation between how a board does relationships and behaves and what happens in the congregation itself. To put it directly: The congregation takes its cues as to what is acceptable behavior from its leadership.

I once worked with a board that was not unified over an important decision – even though the board had made a decision. Because this board did not have a covenant of behavior, several board members who didn't agree with the decision continued to bring their issues up at the board level. And, they shared their views outside the board meeting so the lack of unity on the board spilled over to a lack of unity as a congregation – a situation that could caused the congregation great pain in days that followed.

Here are some issues for boards to consider that directly impact the congregation as a whole.

• Do we encourage candid discussion in board meetings but once a decision is made all support that decision in all settings?

• Do we keep board discussions confidential?

• Do we resolve personal differences quickly and biblically? 
• Do we have a covenant of how we work and relate to one another and deal with board members who violate the terms of that board covenant?

• Are we able to set personal agenda’s aside for the health of the church and are we able to set our pride aside and support the decision of the group even when it is not the one we would have made?

• Do we have a culture of spiritual dependence in our deliberations?

Boards must understand that their commitments and behaviors will be mirrored in the congregation as a whole. To the extent that they are healthy they are likely to have a healthy congregation – or the opposite if unhealthy. The health of your church is directly related to the health of your board.

If you serve on an unhealthy church board I would encourage you to speak up and name the elephant in the room. Don't simply accept poor board behavior because in doing so you are hurting the very church that you are called to lead. There is too much silence in too many church boards over too much problematic behavior that directly impacts the spiritual health of the congregation.

Is your church introverted or extroverted?

It is an interesting question but one that goes to the heart of whether a congregation is friendly to outsiders or not. 

Introverted churches are inward focused and people find it hard to break into the close knit "family." To outsiders they can feel very unfriendly. Usually they are full of programs for their own people and often keep their congregation busy through that programming. They also have few conversions and tend to be wary of too much relationship with the "world."

Extroverted churches on the other hand are easy for new people to break into. In fact they are immediately welcomed and embraced. Their programming is aimed at both current attenders and the community. They are intentional at encouraging friendships with unbelievers in the community and welcoming them into groups of believers in the church. They tend to see a high level of conversions.

As members of a congregation we are so comfortable with our church family that we don't even think about how outsiders experience our congregation. It is worth asking folks who are new how they felt as they visited. I don't know if Jesus was an introvert or extrovert but I do know that almost everyone felt comfortable in His presence. What about your church?

Understanding your congregation's genetic code

Every congregation has a unique genetic code. It is a complex combination of how the church began, its history, philosophy of ministry, pastors and leaders who have served and are serving, make-up of the congregation ethnically, socially and economically, its record of conflict and results, and a host of other factors.


All of these factors combine to explain why a congregation is what it is and why it operates the way it does. Churches are immensely complex organisms and organizations. The better that leaders understand the genetic code of their church, the better they are able to capitalize on its strengths and deal with its weaknesses.

Here are a number of important questions to explore as you try to understand your congregation's genetic code:

-What do you know about the founding of your church? How do you think the motives and attitudes in the church's founding - positive or negative - affect the church today?

-What was the philosophy of those who started your congregation? Is it the same philosophy the church has today, or has there been a significant shift in mission, vision or ministry philosophy? How did this shift happen?

-When there is conflict between people in the church, how do they handle their disagreements? Would you give your congregation high marks or low marks in the handling of conflict? Do you see patterns here?

-Are you aware of any significant unresolved issues within your congregation that lie beneath the surface? What are these issues, and why do you think they have not been resolved?

-How would you evaluate the unity of your board? Does your leadership board have a history of unity and love, even when faced with differences, or is there a history of conflict and broken relationships?

-If your congregation has faced significant periods of conflict in its past, what do you know about these periods? Is it possible to see trends in either the causes of these conflicts or how the conflict was handled?

-When you consider leadership, now or historically, who in your congregation has the major influence? Does the church board allow any individual (elected leaders or non-elected persons of influence) veto power over decisions of the board or the congregation? How has the power and influence structure of the church changed over the years?

-Think about major changes the congregation has made, whether related to ministry philosophy, location, ministries or staff members. Does the congregation respond to suggested changes easily, with great resistance or somewhere in between?

-Are there any subjects, people or situations related to the ministry of your church that are "off limits" for discussion? If so, why do you think these "elephants in the room" cannot be named.

Healthy characteristics of your congregation should be celebrated and affirmed regularly. We cannot do enough to affirm God's people, as He would, where they are living in His will.

Leaders should specialize in understanding the strengths of their congregations, both so they can affirm them and so they can leverage areas of strength into even greater ministry strength.

Church leadership and trust

Inherent in the American system of government is a basic mistrust of people who hold authority or responsibility. This mistrust runs deep through our psyche as a people. Once, I did a consultation for a church of 2,000 in Madison, Wisconsin that was changing its bylaws. The senior pastor offered some perspective on the culture surrounding his church: "What you have to understand is that in this community, there is huge mistrust of anyone in authority. Everyone here wants to be in on decisions because they don't trust leaders."

Unfortunately, those attitudes often carry over into our churches. But the church is not the local government, and healthy leaders in the church are to be trustworthy and followed. The writer of Hebrews goes so far as to say, "Obey your leaders and submit to their authority. They keep watch over you as men who must give an account. Obey them so that their work will be a joy, not a burden, for that would be of no advantage to you (Hebrews 13:17)."

The New Testament clearly vests the senior leadership of the church with authority and responsibility in the context of a leadership for which they are ultimately accountable to God.

Ironically, when church governance is established as a checks-and-balances system, mistrust is not only built-in but is also actively fostered. The very basis of the governance system of checks and balances implies that we should question and limit one another. When authority is meted out to different groups, in the best-case scenario there is the opportunity for misunderstanding; in the worst-case scenario there is outright conflict. Here, you not only have tollbooths that decisions must pass through, but you also have the added frustration of dealing with mistrusting tollkeepers!

The church needs to see a new renaissance of trust among its people. Trust between paid staff members and boards, between boards and congregations, and between congregations and staff teams. We need to teach our people that trust is a biblical concept unless it has been violated. When violated, we need to work hard to restore it.

A mistrust of each other may reflect our society, but it does not reflect our theology.

The one thing that can change everything in ministry impact

We are always looking for ways to change the equation in local church ministry. While there are many things we can do to increase our impact there are a handful of things that the New Testament tells us are essential to do. 

One of them can change everything: helping God's people reclaim their God given call and potential in ministry: To develop, empower and release people to use their skills and gifts to advance His kingdom in their circles of influence.

The heart of our call as church leaders is to see all of God's people join Him in meaningful ministry. "So Christ himself gave the apostles, the prophets, the evangelists, the pastors and teachers, to equip his people for works of service, so that the body of Christ may be built up (Ephesians 4:11-12)." It is my conviction and I believe the New Testament teaching and example that our congregations will have impact for the Gospel to the extent that God's people are using their gifts and skills on His behalf.

Here are several ways to help make this a reality in the local church.

First, we need to create an expectation in line with Ephesians 2:10 that we were created by God for specific works and He wants us to join Him in His work to "destroy the devils work" (1 John 3:8) on our planet and bring the hope and restoration of the Gospel (Romans 1:16-17) that changes lives in God's power. None of God's people are exempt from that expectation and call.

Second, we need to reclaim the priesthood of all believers as the theology behind the expectation. One of the dysfunctions of the church is professional ministry where we hire staff to do the work of ministry and ask for people to assist. How would life look different if we understood that we are all called, all given specific gifts by the Holy Spirit and all of us God's staff! Practice follows a proper understanding of theology and this is a theology that needs to be understood by God's people.

Third, it is powerful to tell stories of how God is using regular people in significant but ordinary ways to share the Good News, be agents of compassion and help, infuse their workplaces and neighborhoods with His love and live out the good works Jesus created us for. Stories make the theology practical and doable. They encourage others that God can use them in significant ways by simply living out God's call on their lives.

Fourth, we need to make it practical in our teaching and preaching. God changes the world by ordinary people doing ordinary things in the power of God's Spirit in their circles of influence. We need to communicate this theology that God can and does use ordinary people to accomplish His work: "Brothers and sisters, think of what you were when you were called. Not many of you were wise by human standards; not many were influential; not many were of noble birth. But God chose the weak things of the world to shame the strong (1 Corinthians 1:26-27)."

Fifth we must redefine ministry. Ministry is not simply what happens in the church but it is living out God's call in each of our unique places and circles of influence. For some, most of their ministry will be outside of the church. Keeping it inside the church is the reason we have so little impact in our communities.

Finally we need to tell God's meta story of a world undone which God intents to make whole again through His death and resurrection and his return with a new heavens and new earth. In the meantime we are His agents of heaven to bring the hope and truth and love of Jesus to all places where we intersect. It is the fulfillment of the Lord's prayer, "Our Father in heaven, hallowed be your name, your kingdom come, your will be done on earth as it is in heaven (Matthew 6:9-10)." We are His agents to bring bits of heaven to earth as we live out our followership faithfully.

Our passion ought to be to see all of God's people find fulfillment in their lives and work as they become His ambassadors in ordinary places, in ordinary ways with results that are extraordinary because the Holy Spirit has infused our efforts with His power.

Choosing the right leaders in your church: You get what you choose!

This is the time of the year that many congregations choose leaders for their congregation. Whether it is called the Leadership Board, Church Council, Deacons or by some other name the quality of those you choose will in large part determine the health of your church and ministry in the years to come. 

This is not an area to take lightly or to compromise. Churches get what they deserve when it comes to choosing leaders - for better or for worse. In fact it takes only one bad choice to poison a whole board - or to keep the board tied up in trying to deal with the individual rather than on missional issues.

I believe that he New Testament spells out six core responsibilities of leaders for the church and these responsibilities have a significant bearing on who we choose to lead. If they are not qualified to do these things you need to think again. 

The six responsibilities of church leaders are:

1. To keep the spiritual temperature high
2. To ensure the congregation is well taught
3. To ensure that the congregation is protected from heresy, division and ongoing serious and unrepentant sin
4. To ensure the congregation is cared for
5. To ensure that people are developed, empowered and released in meaningful ministry (inside and outside of the church)
6. To ensure that the congregation is led well in missional ministry

If those are the six key responsibilities of church leaders what are the personal profile of a good church leader. If we look at the New Testament for its explicit and implicit statements on the matter we see 13 non-negotiable characteristics of a good church leader.

1. They exhibit a Godly Character and lifestyle
2. They have a deep passion for Jesus
3. They exhibit personal humility
4. They love people
5. They are life long learners
6. They agree with God's leadership assignment for church leaders
7. They are able or willing to grapple with the future
8. They are team focused
9. They are a willing leader
10. They have positive influence on others
11. They are purveyors of hope
12. They have a action bias
13. They have good Emotional Intelligence

In case you wonder where #13 comes from in the New Testament - it is implied as you cannot fulfill many of the other characteristics without good Emotional Intelligence.

Remember, it takes only one bad apple on a board to destroy a board's effectiveness. Every board should have a job description including qualifications and a board covenant that spells out how the board operates. The health of the board will be directly reflected in the health of the church. Be clear about what you want in board members and focus a great deal of attention on building a healthy board team.

See these articles as well:

Operate without a board covenant at your risk

Signs of a dysfunctional church board

Rethinking leadership selection for the church

Church culture trumps everything!

I had an interesting conversation with a pastor recently who said to me, "Church culture trumps everything including Scripture and my preaching." He pastors a church that has been around for many years and his comment reflects the truth that the longer a church is in existence, the stronger its culture - for good or bad.

Most church cultures are not intentional but rather the influence of its founders, pastors, history, power dynamics, and a host of other factors. The culture usually includes some deeply held values (not the ones written down) that dictate how it operates. In one church I attended, for instance, one of the deeply held values and practices was not to resolve conflict but rather to ignore issues and hope they went away. It was part of the culture and didn't work out too well!

Church cultures can be exegeted and understood. In my book, High Impact Church Boards I suggest a number of questions to explore that can help you understand your congregation's genetic code.

• What do you know about the founding of your church? How do you think the motives and attitudes present in the church's founding - positive or negative - affect the church today?
• What was the philosophy of those who started your congregation? Is it the same today, or has there been a significant shift in mission, vision, or ministry philosophy? How did this shift happen?
• How do people in the church navigate disagreements? Would you give your congregation high or low marks for handling conflict? Do you see patterns here?
• Are you aware of any significant unresolved issues within your congregation? What are they, and why do you think they have not been resolved?
• How would you evaluate the unity of your leadership board? Does your board have a history of unity and love, even when faced with differences, or is there a history of conflict and broken relationships?
• If your congregation faced significant periods of conflict in the past, what do you know about these periods? Is it possible to see trends in either the causes or how the conflict was handled?
• When you consider leadership, now or historically, who has the major influence? Does the church board allow any individual (elected leaders or nonelected persons of influence) veto power over decisions made by the board or congregation? How has the power and influence structure of the church changed over the years?
• Think about the major changes the congregation has made, whether related to ministry philosophy, location, ministries or staff. Does the congregation respond to suggested changes easily, with great resistance - or somewhere in between?
• Are there any subjects, people or situations related to the ministry of your church that are off-limits for discussion? If so, why do you think these "elephants in the room" cannot be named? (High Impact Church Boards, pp. 81-82).

Once one understands the dynamics that made the church what it is in terms of culture, it is possible to craft a preferred culture that is intentional, rather than accidental. Every organization has a culture. The question is whether it was intentionally designed or "just is" as an aggregate of many factors in the past. If you are a church leader, are you able to define the culture of your church and the influences behind that culture? 

Chapters 2, 3 and 4 of the companion book, Leading From the Sandbox describe a paradigm for designing an intentional, healthy, God honoring church or organizational culture and how to make it a reality. While existing cultures are deeply embedded, as my pastor friend suggested, it is possible to change and modify church cultures with intentionality in the process. Not only is it possible but necessary if the church is going to be everything God designed it to be.