Seven evaluative statements for your board

 

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

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

1. We have an outward vision rather than internal preoccupation

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

2. We encourage a diversity of viewpoints

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

3. We do strategic leadership more than administrative details

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

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

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

5. We make collective rather than individual decisions

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

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

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

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

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

See also, 
Church board self assessment. 15 Questions

Twelve characteristics of healthy church leaders

 

If we desire healthy church boards, we need to ask: "What are the characteristics of an effective church leader?" The fact that 80% of churches are plateaued or in decline would indicate that this is an important issue. When I consult with troubled churches is it not unusual to find that those in leadership are poorly equipped to lead. Consider some of the ways churches have traditionally filled leadership roles:

• We look for Godly individuals.
• People who have 'power' in the church get the nod.
• We try to balance 'power blocks' in the church by making sure there is representation of the various blocks on the board. This is one of the most destructive strategies as it sets the board and the church up for ongoing conflict. 
• There is an unofficial system that rotates key leaders through the leadership spots.
• We choose those who have been in the church a long time.
• Congregations simply nominate people; if they have the votes, they end up on the board regardless of gifting or qualifications.
• Leadership slots are filled even when there is a lack of qualified candidates. Priority is given to filling slots rather than ensuring leadership 'fit.'
• In many instances there is no job description or list of competencies for prospective board members.

Clearly, none of these methods is likely to result in a board of great effectiveness or impact. Nor are these methods likely to be 'leadership friendly' - motivating those with true leadership skills to serve.

The way we choose leaders and our understanding of what good leadership looks like goes to the heart of church health and ministry impact. Who you choose to lead will determine the impact of your congregation.

I would suggest that the New Testament implicitly or explicitly describes the kind of individuals who we should place in church leadership.

Exhibits godly character and lifestyle
This is the most critical, non-negotiable characteristic of a church leader. We are called to lead on behalf of Jesus Christ, as shepherds accountable to the Chief Shepherd (1 Peter 5:4). Paul made it clear in First Timothy and Titus that, above all else, a leader's life must be in the process of being transformed into the likeness of Christ. Only those deeply committed to personal transformation and authenticity can lead others in that direction.

Has a deep passion for Jesus
The church is about Jesus! He is its leader. We serve as leaders under Him. Thus, only those with a passion for Him are qualified to lead His people. Those we lead will be influenced by whatever passions drive us. It is painfully obvious when church leaders are more interested in power, ego or their own agendas than in leading Christ's people where He wants them to go. Remember, few congregations rise above the spiritual level of their leaders.

Displays personal humility
Leadership in the church differs in two significant respects from how it is practiced in other arenas. First, it is a leadership of service rather than power. As Peter wrote, "Overseers should be 'eager to serve: not lording it over those entrusted to you.'" Second, this leadership already has its agenda set by the Lord of the church. Our agenda has been set, and our leadership priorities are Christ's not our own. Without humility people are unlikely to bow to the will of the majority and far more likely to push for their agenda rather than God's agenda. 

Genuinely loves people
Ego-driven individuals love themselves, not others. Humble godly individuals love others as Christ loves them, and their leadership is fueled by genuine spiritual concern. The driving characteristic of God's pursuit of us has been unexplainable, powerful, unrelenting love, bathed in mercy, compassion, forgiveness and grace.

Is a lifelong learner
Leaders are learners. They are hungry to understand the leadership task. They are driven to lead well to become more effective. Nowhere is it more important for leaders to be lifelong learners than in the context of the local church. Healthy leaders are learners of God, of effective ministry options and methods and of leadership. Once leaders give up learning as a high value, their effective leadership days are over. Learners are flexible and teachable. They are willing to change their methodology to meet their mission as long as it is healthy and Biblical.

Understands and agrees with God's leadership assignment
I often ask leadership boards if they can clearly articulate their responsibilities. Invariably the answer is no, apart from generalities. It is my belief that God has given leaders specific responsibilities and every leadership board should be able to define its responsibilities. If you cannot define those responsibilities for your board you have a problem as it becomes every leader's opinion against another's rather than a shared understanding of God's leadership assignment.

Grapples with the future
To lead is to be out in front of others. True leadership is primarily about the future and secondarily about the present. While this may seem obvious, most leadership boards spend the majority of their time dealing with present-day rather than future issues. Healthy leaders are always looking toward the future. You can lead the status quo, you can lead crisis or you can lead into the future.

Focuses on the team
Warning: Never elect or appoint to leadership an individual who cannot graciously work in a team setting - and publicly and privately support decisions that the team has made. Leadership teams require team players. Those who cannot function as a healthy member of a team will destroy the unity necessary for a leadership team to lead (remember humility). Mature, healthy leaders choose to subordinate their egos to the will of the group and deeply value the perspectives and input of others and the collective decisions of the board.

Leads willingly
Good leaders are willing leaders (remember 1 Peter 5). Willing leaders are ready to make the sacrifices necessary to lead, without inner resentment and frustration. It is a mistake to coerce individuals to serve in leadership positions. When we push people to serve before they are mature enough to handle the difficulties of leadership (such as conflict), they often have experiences that cause them to avoid future leadership. In addition, unwilling leaders can often lead harshly without patience and grace. 

Positively influences others
Real leaders have influence over others, whether they are in positions of leadership or not. This is the key: When considering individuals for leadership, ask the following questions: "Do they already have a positive influence over others? Do people look to them for leadership? Do they lead people closer to Christ and in positive ministry directions?"

Has an action bias
Leaders do things. They have a bias toward action and away from the status quo. They don't always know what to do but they will try things and see what sticks, what works. Leaders are never content with how things are but dream of how they could be - continually looking for ways to accomplish mission more effectively. Their focus is not the status quo but the future.

Is a purveyor of hope
Leaders are optimistic about the future and convey that optimism and hope to those they lead. They believe that positive things can and will happen because they understand that it is God who empowers and it is He who has promised to be with the Church until the end of the age. Pessimists are not leaders! Pessimists telegraph caution and see all the reasons why things cannot happen. Just read the epistles of the Apostle Paul. Always optimistic based on the power of God. Always expecting the power of God to prevail.

Rarely will a church rise above the personal, spiritual and missional health of its leaders. Who you select is a key either to mediocrity or to health. No one has all of these characteristics in equal measure but they are key questions to ask about those whom you put into leadership.

15 things a church board should not do

 

In my years of working with church boards and teaching best practices, I have discovered a number of things that boards should not do. If you lead or serve on a church board, ask yourself if you are doing any of the following.

Church boards should not:

Manage staff beyond the senior leader. All staff should report to the senior leader, and the board's responsibility is the senior leader only

Require unanimity on decisions. This allows any board member to hold the board hostage.

Avoid conflict of ideas. Conflict of ideas is a good thing, and it helps the board get to the best decisions.

Manage the present at the expense of the future. There must be a significant future component to board meetings. Leadership is more about where you are going than managing the status quo

Ignore the spiritual. Boards can easily get trapped in the business of the church rather than the spiritual work the church has been called to do. Remember the words of Jesus. "Without me, you can do nothing." Don't ignore Him.

Fail to have a board covenant. Board covenants lay out the ground rules for how the board will operate, make decisions, work with one another, and a way to hold one another accountable. Operate without a board covenant at your own risk.

Fail to use an agenda. Meeting without a plan wastes a great deal of time. Have an agenda and keep your time parameters.

Fail to guard the gate to board service. Your board is only as good as the people you choose to put on it. Don't be careless about who you let into the boardroom.

Cave to loud voices. Boards can be easily dissuaded by loud voices in the congregation. Rather than respond in fear and back off, the responsibility of a board is to move the congregation forward regardless of a few loud voices.

Fail to police board members who don't operate by your board covenant. A board that cannot police itself becomes ineffective, and that impacts the whole church.

Lack transparency in their communications. Whatever you say to the congregation must be true, not spin. Being honest and upfront builds credibility.

Allow a person of influence on the board or in the church to hold informal veto power over board decisions. Yes, it happens. Don't let it happen in your church.

Fail to have a common job description for all board members that spells out their roles. If you don't have a job description, each member will make their own, which leads to confusion.

Make the same decision multiple times. Make decisions and move on. Don't make partial decisions and need to come back to the same issue again.

Neglect personal relationships or fail to build a strong, unified team. God calls the congregation to unity, and it starts with the board. Neglect it there, and it will not be found in the congregation.

The Celebrity Pastor Problem Is Every Church's Struggle - From Christianity Today

 

The Celebrity Pastor Problem Is Every Church’s Struggle

How our ministry policies and practices can push back against entitlement.

RICH VILLODAS

Evaluate the board you serve on. You may be surprised!

One of the most frequent conversations among evangelicals is the sad state of society today. Truth is that we are good complainers and there is plenty to complain about as there is in any society. What is less common are active efforts by the church to change those things that we are concerned about on a local level. Evidently that is someone else's business - maybe the politicians we elect or the judges they appoint.

There are many churches who love on those around them and that is both laudable and God honoring. However, no one church can make a significant dent a city or a region. For that you need the Big C Church - God's people working together to made a difference across denominational lines. God's people don't belong to my church, they belong to all Bible teaching churches in our city. It is The Church that can make the biggest difference. It is only then that we move from building our many little kingdoms to building His Kingdom.

In Jesus' powerful prayer in John 17:20-23, Jesus prays this for those who believe in Him. "My prayer is not for them alone. I pray also for those who will believe in me through their message, that all of them may be one, Father, just as you are in me and I am in you. May they also be in us so that the world may believe that you have sent me. I have given them the glory that you gave me, that they may be one as we are one - I in them and you in me - so that they may be brought to complete unity. Then the world will know that you sent me and have loved them even as you have loved me."

Jesus envisioned a Church characterized by oneness and unity and it was in this oneness and unity that the world will recognize that Christ  was sent by God. Our oneness was a sign of Christ's divinity. Our division would likewise be a sign that Christ was not divine - to a watching world. 

The big C Church is a powerful entity to be reckoned with but only when they are speaking with one voice to issues within our society. This is why there is a growing movement around the world to form City Transformation Movements where the Big C Church can put aside their differences and work as one in unity to influence the city for Christ.

One such movement is 4Tucson that in a broad coalition with churches across the spectrum is seeking to see Biblical transformation come to their city.

There are some impediments to such ministries which is why they are too few. First, you have to believe that God wants to transform your city and that He has the power to do so. Second, you have to commit to working with the Big C Church, setting aside minor differences for the unity of the Gospel. Third, one has to stop building one's little kingdom for the opportunity to build Christ's Kingdom. And finally we must give up our small and insignificant dreams for a large God sized dream worthy of our attention.

The dangers of "representative" church leadership

It sounds like a good idea. The church has six or seven major ministries so why not have the leader of each of those ministries on the church leadership team - whether it is a council or board of elders or some other name. After all, we don't want any of these ministries not represented at the leadership level!

What sounds like a good idea can actually be a bad idea and in this case cause negative consequences that can linger for years. Let me explain.

Let's start with the mission and vision thing. In representative church government there are by definition multiple missions and visions - each ministry has one. It is challenging enough to drive one central mission in any church and to stay focused on that. It is impossible to focus on multiple missions and visions. What you end up with is an incoherent mission that is being pulled in various directions as each leader and team seek to exert their authority and advocate for their piece of the pie. 

Healthy and effective churches have one central mission that every ministry contributes to. In representative governance the situation is reversed as the church is to serve multiple missions. In healthy church governance the leadership group puts the mission of the church first, sees the whole rather than the parts and makes decisions that are best for the church as a whole.

There are politics in the church just as there are in other organizations. Representative governance will by its very nature become political. If you doubt this, try to change your governance to a healthier paradigm and you face the difficulty of trying to convince those who represent a ministry, have power in their sphere to give that power and fiefdom up. 

I was asked to meet with the leaders of a church in the Midwest who had this kind of a system. They called because the pastor and several leaders of the church were experiencing huge frustration in getting decisions made and moving the church to a healthier place. The church was stuck in a rut and getting anything done was frustrating.

In or conversation two things became clear. No one thought the current system worked well and no one was willing to give up their respective authority in their area to make it work better. Even though they would have denied it, this was church politics and personal power at its worst - but not uncommon.

In representative government:

• There is not a true central missional focus
• Decisions are hard to make because they need to be negotiated with too many parties
• Politics and turf wars are built into the system
• The health of the church as a whole suffers
• Pastors cannot lead as there are multiple leaders doing their own thing
• Meetings are long and unproductive
• No one truly gets served well in the end
• Your best volunteers see the above and often opt out after experiencing the system that provides inertia rather than progress.

I am available to meet with church boards and dialogue with them on the challenges they face and possible solutions. With zoom technology, this can be done easily at low cost to you. If interested, you may contact me at tjaddington@gmail.com.

High Impact Church Boards and Leading From The Sandbox are both back in print

I am pleased to announce that High Impact Church Boards and Leading From the Sandbox are back in print and available. 

The books are available at AddingtonConsulting.org

I am available to meet with church boards and dialogue with them on the challenges they face and possible solutions. With zoom technology, this can be done easily at low cost to you. If interested, you may contact me at tjaddington@gmail.com.

Church boards and their interminable meetings! Eleven tips

One of the most frustrating aspects of church leadership is the tendency of boards to deal with minutia and present-day details rather than the genuinely significant issues that drive the ministry forward. Leadership boards are not supposed to handle all rocks and pebbles, only the big rocks.

Big rocks are values, mission, vision, ministry initiatives, the spiritual leadership of the congregation, policies, and church health. What characterizes the big rocks is that they affect the whole church, have to do with the spiritual health of the organization, and are more related to how we can do ministry more effectively (future-focused) than they are to day-to-day management.

Pebbles and sand are day-to-day management issues, staff management, the development of specific ministry plans or strategies, and details of church life that can be delegated to others. These are important, but they are not the responsibility of the leadership board. 

When boards think of their work, there are always more rocks than they can effectively handle in the time available. But here is the good news. Leadership boards are not supposed to take all stones and pebbles, only the big rocks. The greatest gift to a board is a leader who will differentiate between the rocks, gravel, and sand and plan board meetings around the critical issues that the board is responsible for cutting through the minutia and focusing on the important ones!

Some principles for effective board work include:

Build agendas around significant issues, not small ones.
Some issues are board issues; many issues that come to boards are not. When building agendas for board meetings, it is essential to ask, "Is this a big rock or a small rock? Is this an issue that others can deal with, or does it need to be a discussion of the board?"

Concentrate on direction, spiritual health, and policies - not management.
Boards do not exist to manage but to exercise broad leadership for the congregation. Full-time staff members or volunteers address day-to-day issues of church life - not the board. When management issues arise, before they become board issues, ask, "Is this a management decision? Who should be empowered to deal with these kinds of questions? And do we need to develop a policy so that others can decide in the future?"

Spend more time on future plans than on present issues.
Leadership is about the future and leading your congregation into greater ministry effectiveness. Leaders think ahead of the congregation. Suppose you are spending the majority of your board time on day-to-day issues. In that case, you are probably deep into management rather than directional issues, spiritual health, values, mission, vision, or ministry initiatives. Keep track of the time you spend in a month on current issues compared to future plans and opportunities.

Delegate regularly
Here is a general rule: Don't do as a board what others could do. We give staff members and volunteers far too little credit for what they can do. If an issue arises that others can figure out, either delegate it outright or, if necessary, ask someone to come up with a proposal and bring it back to the board.

Boards don't design, they refine.
Boards don't design proposals but respond and refine them. If an issue needs thought and work, delegate that to those gifted in that area and ask them to bring a recommendation to the board for consideration. Starting from a proposal will save you more time than starting from scratch. Boards are not meant to design but to refine.

Always use a written agenda for board business meetings
Boards use agendas as a tool to prioritize their work. A carefully written agenda provides a road map for board work and requires the discipline to place big rocks first and pebbles later. Agendas are the key to focusing on the important rather than the trivial.

Stay within agreed-upon time parameters.
Church board meetings can proceed endlessly. When you ask leaders to serve, you ask them for their most precious commodity: their time. If your meetings regularly run longer than 2 1/2 hours, you probably need to exercise discipline in the conduct of your meetings or the size of the rocks you are dealing with.

Meet twice a month - once for business and once for prayer.
One of your gatherings should be a business meeting where decisions are made and the church's business can be conducted. With rare exceptions, the company of a church should be able to be done in 12 scheduled meetings per year. Because the spiritual level of the congregation will rarely rise above the level of its leaders, wise leaders invest half of their time in praying for one another and for the church, studying Scripture together, and dreaming about the future. 

Agree on principles of decision-making.
Healthy boards are made up of individuals who can engage in robust dialogue, resulting in creative solutions. Boards often make one of three mistakes: (1) They don't honestly engage in creative conflict due to conflict avoidance; (2) they engage in healthy conflict but don't seem able to resolve that conflict, leading to difficulty in decision-making; or (3) they allow one or two board members to create and perpetuate conflict that holds the rest of the board hostage from moving forward. I recommend the adoption of a board covenant that clarifies how the board will work together.

Communicate board work to your congregation.
The trust of a congregation in its leadership is essential for a healthy church. Too often, the work of a church board is shrouded in secrecy or mystery. While some issues must remain confidential, most work should be regularly communicated to the congregation, especially general directional issues.

Evaluate every board meeting on a one to five scale
At the end of each meeting, take five minutes and have each individual answer three questions. How would they rate the meeting on a scale of one to five, with five being high and one being low? What do they think could have been done better? What was done well? It is a way to continuous improvement of your meetings.

Creating cultures of excellence
AddingtonConsulting.org

12 characteristics of a healthy church leader

If we desire healthy church boards, we must ask: "What are the characteristics of an effective church leader?" The fact that 80% of churches are plateaued or in decline indicates this is an important issue. When I consult with troubled churches, it is not unusual to find that those in leadership are poorly equipped to lead. Consider some of the ways churches have traditionally filled leadership roles:

• We look for Godly individuals.
• People who have 'power' in the Church get the nod.
• We try to balance 'power blocks' in the Church by making sure the various blocks are represented on the board. This is one of the most destructive strategies, setting the board and the Church up for ongoing conflict. 
• There is an unofficial system that rotates critical leaders through the leadership spots.
• We choose those who have been in the Church a long time.
• Congregations simply nominate people; if they have the votes, they end up on the board regardless of gifting or qualifications.
• Leadership slots are filled even when there is a lack of qualified candidates. Priority is given to filling spaces rather than ensuring leadership is 'fit.'
• There is often no job description or list of competencies for prospective board members.

None of these methods is likely to result in a board of great effectiveness or impact. Nor are these methods likely to be 'leadership friendly' - motivating those with proper leadership skills to serve.

How we choose leaders and our understanding of good leadership goes to the heart of church health and ministry impact. Who you choose to lead will determine the effect on your congregation.

I would suggest that the New Testament implicitly or explicitly describes the kind of individuals whom we should place in church leadership.

Exhibits godly character and lifestyle
This is the most critical, non-negotiable characteristic of a church leader. We are called to lead on behalf of Jesus Christ, as shepherds accountable to the Chief Shepherd (1 Peter 5:4). Paul made it clear in First Timothy and Titus that, above all else, a leader's life must be in the process of being transformed into the likeness of Christ. Only those deeply committed to personal transformation and authenticity can lead others in that direction.

Has a deep passion for Jesus
The Church is about Jesus! He is its leader. We serve as leaders under Him. Thus, only those passionate about Him are qualified to lead His people. Those we lead will be influenced by whatever passions drive us. It is painfully apparent when church leaders are more interested in power, ego, or their own agendas than in leading Christ's people where He wants them to go. Remember, only some congregations rise above the spiritual level of their leaders.

Displays personal humility
Leadership in the Church differs in two significant respects from how it is practiced in other arenas. First, it is a leadership of service rather than power. As Peter wrote, "Overseers should be 'eager to serve: not lording it over those entrusted to you.'" Second, this leadership already has its agenda set by the Lord of the Church. Our agenda has been established, and our leadership priorities are Christ's, not ours. Without humility, people are unlikely to bow to the will of the majority and far more likely to push for their agenda rather than God's. 

Genuinely loves people
Ego-driven individuals love themselves, not others. Humble, godly individuals love others as Christ loves them, and their leadership is fueled by genuine spiritual concern. The driving characteristic of God's pursuit of us has been unexplainable, powerful, unrelenting love, bathed in mercy, compassion, forgiveness, and grace.

Is a lifelong learner
Leaders are learners. They are hungry to understand the leadership task. They are driven to lead well to become more effective. Nowhere is it more critical for leaders to be lifelong learners than in the context of the local Church. Healthy leaders are learners of God, effective ministry options and methods, and leadership. Once leaders give up learning as a high value, their effective leadership days are over. Learners are flexible and teachable. They are willing to change their methodology to meet their mission as long as it is healthy and Biblical.

Understands and agrees with God's leadership assignment
I often ask leadership boards if they can clearly articulate their responsibilities. Invariably, the answer is no, apart from generalities. I believe God has given leaders specific duties, and every leadership board should be able to define its responsibilities. Suppose you cannot explain those responsibilities to your board. In that case, you have a problem as it becomes every leader's opinion against another's rather than a shared understanding of God's leadership assignment.

Grapples with the future
To lead is to be out in front of others. Authentic leadership is primarily about the future and secondarily about the present. While this may seem obvious, most leadership boards spend most of their time dealing with present-day rather than future issues. Healthy leaders are always looking toward the future. You can lead the status quo, you can lead crisis, or you can lead into the future.

Focuses on the team
Warning: Never elect or appoint to leadership an individual who cannot graciously work in a team setting - and publicly and privately support the team's decisions. Leadership teams require team players. Those who cannot function as healthy team members will destroy the unity necessary for a leadership team to lead (remember humility). Mature, healthy leaders choose to subordinate their egos to the will of the group and deeply value the perspectives and input of others and the collective decisions of the board.

Leads willingly
Good leaders are willing leaders (remember 1 Peter 5). Willing leaders are ready to make the sacrifices necessary to lead without inner resentment and frustration. It is a mistake to coerce individuals to serve in leadership positions. When we push people to serve before they are mature enough to handle leadership difficulties (such as conflict), they often have experiences that cause them to avoid future leadership. In addition, unwilling leaders can often lead harshly without patience and grace. 

Positively influences others
Authentic leaders have influence over others, whether they are in leadership positions or not. This is the key: When considering individuals for leadership, ask the following questions: "Do they already have a positive influence over others? Do people look to them for leadership? Do they lead people closer to Christ and in positive ministry directions?"

Has an action bias
Leaders do things. They have a bias toward action and away from the status quo. They sometimes need help figuring out what to do, but they will try things and see what sticks and what works. Leaders are never content with things but dream of how they could be - continually looking for ways to accomplish their mission more effectively. Their focus is not on the status quo but on the future.

Is a purveyor of hope
Leaders are optimistic about the future and convey that optimism and hope to those they lead. They believe that positive things can and will happen because they understand that it is God who empowers and He who has promised to be with the Church until the end of the age. Pessimists are not leaders! Pessimists telegraph caution and see all the reasons why things cannot happen. Just read the epistles of the Apostle Paul. Always optimistic based on the power of God. Always expecting the power of God to prevail.

Rarely will a church rise above the personal, spiritual, and missional health of its leaders. Who you select is a key either to mediocrity or to health. No one has all these characteristics equally, but they are vital questions to ask about those you put into leadership.

Creating cultures of excellence
AddingtonConsulting.org