Growing your ministry by developing new relationships

It is counter intuitive but a key way to grow your ministry is to focus on relationships outside of your ministry and normal relational circle. Relationships are the door openers to all kinds of opportunities, help, counsel and ideas. The wider our circle of relationships the richer our lives and leadership.

The reason it is sometimes counter intuitive is that we often feel like we don't have time to develop a wide set of relationships given the busyness of our lives and the demands of leading our own ministry. However, relationships are leverage for growth in our own lives and consequently growth in our own ministries. 

As a ministry leader, I intentionally take the time to develop relationships with other leaders. In doing so I am blessed by:

• Learning new things from new people
• Meeting a new circle of leaders who other leaders know
• Finding synergies where we can work together
• Gaining advocates or counsel when I need them
• Finding solutions for common issues
• Meeting people I can serve in various ways
• Enjoying the fellowship of individuals who have similar values and goals

Every new relationship widens my own world and the world of others. I am enriched and hopefully I enrich others. In fact, who I am today is directly connected to the number of people who have enriched my life and leadership. I owe many people many thanks and I would not be where I am today without those relationships.

Over the years I have grown a considerable library. Those books are my friends and I love to commune with them. But more significant is the group of friends that I have grown who in various ways contribute to my life and ministry and to whom I can contribute. It is a world wide group and each one is important to me.

Never underestimate the value of taking the time to develop relationships outside of your normal circle and from other ministries. You never know how those connections will enrich you, allow you to enrich them, open doors, provide counsel and or simply allow you or them to be connectors with others in ways that build God's kingdom. For those who say, "I don't have time," my response is that it is some of the best time you will invest.

A failure of nerve

Leaders are periodically faced with issues or situations that they know in their gut ought to be addressed because they are threats to the success of the ministry. It is amazing how often, however, that they choose not to act on what they know, somehow hoping that the situation will right itself and continue on as if the threat did not exist.


It is simply a failure of nerve and it is a leadership failure.


Ministry and church boards are guilty and leaders at all levels are guilty of this when they know there is a threat to the organization but fail to address it. And it happens far more often than we would like to admit.


Boards and leaders have a great capacity to gloss over, ignore, put off, or explain away threats because they do not have the willingness and courage to name what is and figure out how to deal with it. In fact, most crises when they occur do so because there is a history of not dealing with an issue long before it damaged the ministry. The crisis is not really a surprise and was probably inevitable because the factors leading up to it were know but not dealt with along the way. Someone did not want to face hard facts.


Why do boards and leaders ignore issues that later on often become a crisis? They simply lack the nerve to address what they know to be true. This is true of the mission leader who knows that if they do not make radical shifts in philosophy they will go into decline. 


It is true of church boards that don't deal with pastors who leave large numbers of bodies in their wake. It is true of ministries that don't deal with financial issues. It is true of ministries that are in organizational drift. There are many scenarios but the common element is that someone in leadership is not willing to deal with a threat that they know to be real. 


A failure of nerve is a leadership failure that often leads to organizational crisis that could and should have been avoided. The sad thing is that in not addressing a known issue, the leader(s) have set the organization up for great pain that will impact many people and derail the ministry's success for a long period of time if not permanently. 


Most ministry crisis can be traced back to current or prior leaders who chose not to address a known issue. The result is that someone else must now deal with an even greater issue and the mission of the organization has been compromised. Their choice to ignore what they knew to be true was the true cause of the crisis that eventually occurred. 


It takes courage to lead. What we do about issues we know should be addressed as leaders or boards has significant long term ramifications. Our inaction will most likely cause harm to the ministry in the long term, hurt people in the process, and cause a larger problem in the future. A failure of nerve is simply a failure of courage to address what we know to be true. It is a leadership failure!


Those who ignore known issues are just as guilty for a crisis as those who caused them. Both are part of the cause. Sometimes they are one and the same.

Unleashing our lay people and overcoming the dysfunction of professional ministry

I believe that one of the five dysfunctions of the church is that of professional ministry where we hire specialists to do the work of ministry rather than to equip others to do ministry. This professionalism is even more interesting in that the movement I am a part of (the EFCA) and sister denominations came out of lay led movements in the eighteen hundreds.


The free church movement came out of an environment in Europe where the state church (non free churches) had become liberal, were not preaching the Gospel and where parishioners were not encouraged to study scripture themselves. Because they were not being fed in church, many started to meet in homes to pray, worship and study scripture resulting in the pietistic movement which brought revival to a number of countries in Europe and with that revival the planting of non-state run churches (free churches) which then spilled over to the United States. It was Europeans out of the free church movement who planted the same kind of churches here in the eighteen and nineteen hundreds.


Fundamental to this movement was the belief that lay people who had not had formal theological education were qualified to teach, preach and lead the church. One did not have to be a "theologian" in the professional sense of the word or have had formal theological education. In fact, many of these lay leaders and pastors had a greater understanding of scripture and the Christian life than their "educated" counterparts. 


Today, however, it is very rare and often difficult for those in the EFCA and fellow free church movements to become ordained without a formal theological degree. The unwritten understanding is that you need to have a Bible school or seminary degree in order to pastor. And the ordination process is designed to enforce this.


As the leader of the EFCA international mission, ReachGlobal, I work in an environment that is much closer to the roots of our movement where it is informally trained leaders who lead and pastor churches internationally. Most of the world cannot afford the luxury of a formal theological education given the poverty of the majority world. That, however, does not keep them from growing churches that are often healthier from a Gospel perspective than many churches in the west with their formally educated clergy. 


I am not anti theological education. I have one of the best and it has informed all my work. What I do object to is the professionalization of ministry that requires a theological degree to be in full or part time ministry or to be ordained in many of our movements. Many large churches in the west are rejecting that paradigm, training their own leaders and releasing them to preach, teach and lead in their settings. 


In basically ruling out ordination for those not professionally trained we perpetuate the clergy/lay distinction and send the message that to really be effective in ministry one must have a theological education (read degree). It is a good thing this was not true in the early church. Or in the majority world. 


Rather than discourage lay people from leading, teaching and preaching we ought to encourage it. It would raise the level of biblical understanding in our churches and release new ministry personnel who are either part time (bi-vocational) or full time. And why would we not encourage these very people who are gifted to plant and pastor churches themselves regardless of whether they have a formal degree or not?


Further, why ordain only people who can give the definition of obscure theological terms rather than ordain those who know the bible, can explain it well and teach it diligently? Knowing what superlapsarianism and infralapsarianism means is far less important than simply knowing good biblical theology that comes from a knowledge of the bible and can be applied to everyday life. We ought to know the biblical terms. Why should one need to know the litany of theological terms dreamed up by two thousand years of theologians in order to be effective in ministry? Or for that matter, Greek and Hebrew in order to preach well? I have a hard time believing that those would be the standards that Jesus would have for those in ministry!


Why cannot we open real ministry up to those who are trained both formally and informally and encourage both to get into ministry either full or part time? The church might actually see significant growth in the United States if we again allowed it to be a movement of lay people, not just those who are professionally trained and can get through an ordination process that is designed to weed out those who are not. I wonder how many lay people were given gifts by Jesus to lead, teach and preach that we do not unleash in meaningful ways because they are lay and not professional clergy?

Increase collaboration and innovation by eliminating unnecessary silos

Recently I had a great day moderating a discussion with a ministry about how to increase collaboration and innovation. They had been a highly compartmentalized (think silos) ministry where it was almost impossible to cross departmental lines to work synergistically. 


The irony is that when one got the right people around the table ideas flowed quickly for a full day. And, individuals who had not been able to collaborate freely in the past actually had skills that complemented one another. They are in the process of removing the roadblocks that had kept them siloed and are very excited about the prospects.


In a world that ought to be flat it is unfortunate that there are still many organizations which do not encourage, or even mandate synergistic collaboration regardless of the department they reside in. There may well be good reasons for different departments but there is no good reason for a paradigm that prevents or does not encourage collaboration across those departmental lines.


Here is the rule. The more compartmentalized an organization is the less synergistic collaboration they will have and the less innovation they will experience. Neither are preferred outcomes.


This is especially important today in a day when financial resources are less available meaning that effeciencies are more critical. Those effeciencies are often found in finding ways to maximize the intellectual capital of the organization, regardless of where it resides.


Another factor is that departments and people get into ruts in their thinking. When you bring in new talent from the outside (another department) you bring in someone who can look at problems and options with new eyes. 


Innovation and solutions are always better when done with the best intellectual talent possible. But that means collaboration and every organization either affirms and encourages it or does not. Hint: when leaders model it, others often follow suit.

Running process

"We need to run a process" is a common phrase in our organization. Whether we are considering hiring, transitioning an individual to a new role, putting someone in leadership or believe that we need to transition an individual out of the organization, running a process is a non-negotiable part of the equation.

It is one thing to believe that you are making the right decision in any of these cases. It is another thing to know for sure, to understand the upsides and downsides, to know what training and coaching will be needed with a new hire or a transition, or in the case of helping someone transition out of the organization that we have done due process and have a plan for how to proceed. With new hires it is understanding the wiring and experience of the individual to ensure that they are placed in the right spot.

Many organizations do not pay enough attention to the process. Mainly because it is because it is time intensive and hard work. 

How well we run these processes is a measure of how much we value people in our organization. People matter. They are the most important asset we have. Proper process is what we owe our people because the consequences of how we deploy them impacts them directly as well as the organization.

Process is an investment in our people, our organization and mission. It is some of the most important work we do.

Is your heart restless?

The older I get the more restless I am. For something more, something deeper, something that will fill my soul. There is a reason for that restlessness.

God created men and women specifically to have a relationship with their creator. In fact, it says that in the cool of the evening God would physically stroll in the garden with Adam and Eve. He took great pleasure in their company. The popular view of God for many, including Christ followers is that we should be afraid of Him. Yet, the creation account would indicate that God delights in the fellowship of His created.

Remember that God is three in one: Father, Son and Holy Spirit. They, as One, experience perfect relational peace with one another. In the same way, God created Adam and Eve to experience that relational peace with Him. As the Father delights in fellowship with the Son and the Holy Spirit, so He delights in the fellowship of those He created. In fact, he created us for fellowship with Him. Until they disobeyed God and understood what sin was, Adam and Eve simply took it for granted that they could commune with Him. It was natural, unimpeded, and just as God created it to be.

Here is the mystery of God’s heart: That he would want to create us in order to have fellowship with us. In order to love us and be loved by us. He delights in our worship of Him and he delights in showing His love to us. It was to men and women that God gave the capacity through our souls to have a relationship with Him. Of the created order, only mankind has this great privilege! It is no mistake that Satan went for the juggler with Eve: he specifically tried to sever and destroy this relationship that they were made for with God. In doing so he went to the very core: the fellowship and relationship between the created and the creator.

We often think that we have an obligation to spend time with God. That somehow by doing so we gain God’s favor. Here is the truth: God delights in our presence with Him. It is hard to understand but He, complete as He is in Himself, loves to be in our presence. This is the lesson of Mary and Martha in the Gospels. Martha was full of doing (obligation) while Mary simply sat at the feet of Jesus to listen. Jesus said to Martha, “Mary has chosen what is better and it will not be taken away from her.”

It has been said that there is a hole in every human heart that only God can fill. It is why mankind seeks in all kinds of ways to discover the transcendent and relate to God even when looking in the wrong places. The reason for this is that our hearts were designed from the beginning for relationship with our creator. We were designed for Him! It is integral to being made in His image. That is why the longings of our hearts are never completely satisfied by anything else – or anyone else. As image bearers we are never complete until we are connected in heart relationship with the One who created us and the closer that relationship the more complete we become.

Positional and personal authority

Authority is an interesting concept. There are really two kinds of authority: positional and personal. Positional authority is based on one's position and responsibility in the workplace. Personal authority is the standing I have with others because of my behavior, values, treatment of others and morality. 

What is interesting is that it is possible to have positional authority without personal authority. Here, someone above us has title and position but does not have credibility or respect in our eyes. They think they have authority but it is actually a weak authority because they lack the trust of those they lead.

This is true of leaders at all levels whose personal lives, treatment of others, competencies, attitudes, or behaviors are not worthy of respect. Those under them may cooperate because they must but it is not a cooperation or followership based on respect or trust. And a leader who does not earn the respect and trust of those they lead is a leader who cannot truly lead. 

It is precisely these leaders who often make it clear to those they lead that they have positional authority over them ("I am the boss"). This is a sign of a lack of personal authority, a result of their lack of personal influence. Because they lack personal influence they are forced to use the positional authority card. Interestingly, those who must lead from primarily positional authority usually see those they lead as serving them, rather than them serving those they lead. 

This raises the question of which kind of authority is the most powerful. Without a doubt it is personal authority where people listen, respect, follow and cooperate based on who we are rather than position or titles we have. It is a life that has authority based on its authenticity, care for others, moral fiber and consistency. There are many who have personal authority but not positional authority. Personal authority is all about the influence one has with others and it can be very powerful indeed. 

Through personal authority, anyone in any position in an organization can have significant influence. In fact, in many cases, people who are not in positions of positional authority have more influence than those who are.

Healthy leaders lead from personal authority first and positional authority second. They are truly servants of those they lead which gives them huge credibility. Their lives and commitments give them influence with others and the respect of others.

All of us can develop personal authority and influence regardless of the position we hold or the titles we have. In fact, in healthy organizations only those who have personal authority are put in roles of positional authority.

TJ Addington of Addington Consulting has a passion to help individuals and organizations maximize their impact and go to the next level of effectiveness in both the for profit and non profit sectors. He can be reached at tjaddington@gmail.com

Redefining what it means to be pro life

I would like to redefine the "life" issue from a one topic agenda to a holistic view of life from a broader theological framework. Being pro life for me is not being anti abortion (although I am) but about understanding the sacredness of all human life and what it means to be a life giver like Jesus (John 10:10) in all situations. 


Why is human life sacred? Because God imbued it with an eternal soul! This is part of what it means to be made in His image. This is why God was so angry when Cain killed Able in the worlds first homicide. He had taken the life of a living person with an eternal soul who was made in God’s image. That eternal soul is a reflection of God’s eternal being and to treat it without the greatest dignity is to demean God Himself.

How we treat other human beings matters because they are made in His image. Unlike the animal kingdom they have eternal souls. This is the foundation of the command, “Thou shall not kill.” This is why Able’s blood cried out to God when Cain killed him (Genesis 4:10). This is also why God demanded strong punishment for those who murdered others, "For in the image of God has God made mankind (Genesis 9:6)."

Based on this understanding of the sacredness of human life, it was the early Christians who fought against the infanticide of unwanted infants in the Roman empire. It was Christians who cared for those dying of the plague throughout the Middle Ages, at the risk of their own lives. It is why Christians established orphanages, hospitals and homes for the elderly. Human life is sacred. It possesses an eternal soul. It is to be honored, cared for, and treated with dignity and respect. Anything that detracts from the dignity of human life is to be resisted. It possesses an eternal, God given soul.


This is why we care about those that others often ignore: the sick, the elderly, the marginalized and the disabled. It is the "widows and orphans" that scripture talks so much about. This is why we care about issues like human trafficking, pornography, prostitution, racial discrimination, injustice, famine and the atrocities of war. Human life is sacred and anything that takes away from its dignity is an affront to God and the image He gave each one.


Being pro-life is caring about the dignity of all people, understanding the intrinsic value of all people based on their eternal soul and being made in the image of their creator. I want to be pro-life in every relationship I have by treating each individual with dignity and honor.

A common leadership trap: Adding without subtracting

As leaders grow they take on new responsibilities. Often however, they fall into a common leadership trap by not jettisoning other activities to make space for the new. You cannot add without also subtracting! If you do, margin disappears and the quality of what you do is not what it should be. 


Regardless of our abilities we all have a finite amount of time and energy. We choose what we place in that available time and energy. But once full it is full. To put something new in requires that we take something old out. For something new to grow, something old must die, or be passed on to others.


Why do we hold on when we should let go? We know how to do something and may be very good at it. We may not like to disappoint people who want our time or attention. We may not be good at saying no. Or we enjoy doing it. Whatever the reason, to put something new in requires that we take something old out. 


This is actually the price of personal growth. Without taking on something new we don't grow. So the price of growth is to let go of other things that we have already mastered. As we grow in new areas our effectiveness also grows. The cost is giving something else up. You cannot effectively add without also subtracting.


What do you need to subtract?

Five mistakes to avoid in negotiating conflict

Conflict between individuals and organizations can either bring out the best or the worst in us. Too often it is the latter but that does not need to be the case. While conflict is a fact of living in a fallen world, there are ways to negotiate conflict in an honorable and God honoring way. We cannot control the behavior of the other party but we can determine ours. 


Avoid demonizing the opposing party. One of the reasons that conflict becomes so acrimonious so fast and continues to degenerate is that parties demonize the other. In doing so, they paint the other party as all bad. Once we believe that the other party is totally wrong or bad it becomes a self fulfilling prophecy and rationale discussion is no longer possible. The other party may be displaying poor EQ, may be faulty in their thinking and may have poor motives but keep from making the conflict personal by demonizing them personally. 


Avoid sweeping statements. Facts matter in conflict. Stating provable and truthful facts is important. Sweeping statements that color the other party, their motives or their behaviors usually move beyond facts to our interpretation of those facts and it raises the level of conflict. If one cannot verify something, it is best not to raise the issue. Stick to what you know, can verify and avoid statements that are simply your assumptions, interpretations or exaggerations, or which go to the motives of the other party which you cannot know for certain.


Don't bring others into your conflict except to help resolve it. Involving others in conflict by rallying them to one's cause simply enlarges the conflict by enlarging the circle of individuals involved. It is like adding fuel to an existing fire and the likelihood is that additional people will be hurt. Keep the conflict between the principle parties and only bring others in to help resolve the issue.


Don't die on anthills. Choose carefully what issues really matter and must be resolved and what issues are trivial and in the end unimportant. Some people are obnoxious about needing to be right about everything. Don't be one of them. Some things just don't matter. 


Don't do it alone. Conflict, especially emotionally charged conflict, can significantly skew our own perspective. Emotions can get in the way of rationale thinking. Talk to someone you trust who can help you keep a proper perspective, counsel you on how to respond and help you avoid responses that will be unhelpful. This is not someone who will simply agree with you but someone who will give you wise counsel and who has no stake in the conflict.


Scripture talks a lot about wisdom, truth, discernment and peace. Conflict is inevitable in a fallen world. Seeking to deal with conflict in ways that honor Jesus and display the Fruit of the Spirit should be our goal. 

Retaining great staff and dealing with their leaving

The quality of the staff we lead is everything in terms of the success of the organization. Two questions regularly present themselves with great staff. How do we retain them and how do we deal with them should they choose to leave. 

I believe that one of our primary responsibilities with staff is to help them develop all the God given potential they have. This means mentoring and coaching, giving them opportunities to grow, ensuring that they are in their "lane" and are using all of their potential. I regularly ask my key staff, "what is your happiness factor?" I am looking for a number on a scale of 1 to 10 and if it is a seven or less I will ask follow up questions to clarify what it is that is causing them to be lower than I would want on the scale. 

This can open up conversations about personal or home issues, or issues on the job: boredom, needing a new challenge, needing a larger platter, desiring to go to the next level and so on. It gives me the opportunity to evaluate options with an individual to re-motivate and sometimes reposition. 

But developing staff comes with another price. When we do the right thing, we may actually develop them out of the organization when their growth leaves them ready for a greater challenge. Perhaps a challenge that we cannot offer. This is where our commitment to wanting our staff to use all their gifts in the greatest possible way meets the real world.

Selfishly we desire that they stay. Unselfishly we must hold them with an open hand - they are not ours - but God's and ultimately we must want what is best for them and be willing to trust them and the Holy Spirit to sort that out. I actually ask my staff members to let me know if they are looking at something else. Some do and some don't but if they do, it allows me to explore their reasons for thinking of leaving, to affirm their gifts, explore options but most of all communicate that we want the best for them and if that is leaving us we will bless them and help them in the process. It can be personally painful but I am convinced that it is the Jesus attitude and that in blessing them, we do the Jesus thing.

We are stewards of our staff on a temporary basis. I desire former staff to look back at their experience with ReachGlobal and say, they cared for me, they developed me, they encouraged me and they held me with an open hand. If they can say that, I am a happy leader.

This is about a spirit of generosity. Selfish leaders want to control staff. Unselfish and generous leaders want the very best for staff and are willing to trust them and the Holy Spirit's leading when it is time to leave.

When I need to grow my EQ

Healthy emotional intelligence is one of the most critical factors in healthy relationships, leadership and marriages. There is a simple way that we can regularly increase our health in this area. It is watching for when we get into trouble with our emotions, reactions, actions or words (all EQ issues) and taking the time to analyze what got us into trouble and what we will do next time to avoid the reactions that troubled us.

Recently I suggested something to my spouse that did not go over very well (not the first time). Obviously my approach was not helpful even if I thought the subject was relevant. But, knowing that I did not successfully communicate, and having thought through the conversation, I will work on a different tact next time. There is no use paying the same dumb tax twice. 

All of us have people, situations or topics that trigger emotions in us and often reactions that we wish afterwards had been different. The good news is that those triggers are signals to us that we need to pay attention to whatever it was that triggered the reaction, ask why we responded the way we did and then come up with a game plan to handle the situation next time.

This is all about managing our shadow side. Managing our emotions and reactions so that they work for us and not against us.  

Emotional triggers are normal. Mature individuals, however, learn to pay attention to them and work to modify those reactions so they do not embarrass themselves, cause additional relational disconnect or respond with the same lack of EQ that the other individual probably used in triggering their emotions.

Each time we experience a reaction on our part that we don't like, it is an opportunity to grow in our ability to handle that situation next time. Usually the more nonreactive we become, learning to manage our outward emotions, the less likely we are to either escalate the situation or say or do something we will later regret.

For leaders, this is especially important because unregulated emotion and reactions can cause serious loss of trust to a leader. The more we pay attention to needed areas of EQ growth the better off we are.

Email and conflict are a bad combination

Email and conflict are a bad combination. Nine times out of ten, email fuels conflict when it is present rather than defuses it. We write things we would not say in person and there is no opportunity for the one we are writing to too see our face, hear our tone or read our body language. Email and conflict are incompatible. It is the shadow side of technology! Somehow it is easier to judge motives and make assumptions when we are not face to face than when we are. 


I confess to being reactive at times on email in a way that I didn't like and was not helpful to the situation. I have a personal saying that I remind myself of often, KMS (Keep Mouth Shut) which has served me well. I add to that DHS (Don't Hit Send) when it comes to email in conflictual situations. I know from experience it will not help and will probably hurt. Like you I have paid dumb tax on this one.


When tempted to send an email in a conflictual situation my advice is  to first wait 24 hours before writing and then to have a trusted friend or colleague read it before hitting send. My best advice is to not engage in conflict via email at all but to send a short reply that says, "Thanks for sharing your concerns, lets find a time to talk by phone or in person." 


For some reason, we are all more reasonable in person than in email. And emails don't go away. In fact they are often passed on to others who we would not want them shared with. Don't put in writing what you don't want others to see. Emails escalate while face to face conversations with reasonable people generally deescalate.   


In conflict, DHS. Instead pick up the phone and talk. Things will go much better. 

Moral freedom and what it tells us about God's love for us

An amazing aspect of being made in the image of God is the gift we were given of moral freedom. It is amazing given the cost God knew He would pay for that gift.

Because mankind was created for relationship with God, it was imperative that they be given the choice of whether to choose or reject Him. To force someone to love another is not love but coercion. God would not coerce His creation. Rather He created Adam and Eve with pure hearts, unmarred by any sin, but still He gave them a choice: They could eat from any tree in the garden except one and if they ate of that one tree they would die.

The fact that God created mankind with moral freedom to choose right or wrong tells us a great deal about Him. Choosing Him and righteousness had to be a free choice if it was to be a true relationship and followership. Adam and Eve had a great advantage that we do not have, they were without a sin nature, so like Jesus who lived a sinless life, they could choose to reject sin. And they did, until that fateful day in the garden when they discovered the awful ramifications of their choice to rebel.

There is another facet to giving mankind this choice to follow or not. God is omniscient, which means that He knows all things, from beginning to end. Thus He knew that in giving mankind moral freedom that they would choose to rebel. He also knew that He would initiate a divine rescue operation that would cost His Son His life on the cross to pay for our sin. Knowing all this, He still chose to create mankind – knowing full well the cost it would require to redeem men and women from their sin.

What this tells us is the value that God places on men and women created in His image. Not only was He willing to create them knowing the outcome but in spite of their rebellion and the cost of reconciling men and women to God, he still desires our love, followership and fellowship.

Paul puts it this way in Romans 5:6-8. "You see, at just the right time, when we were still powerless, Christ died for the ungodly. Very rarely will anyone die for a righteous person, though for a good person someone might possibly dare to die. But God demonstrates his own love for us in this: While we were still sinners, Christ died for us."

 If you ever wonder how much God loves you or desires your love and followership just think of the price he knew he would pay in order to make that love and followership possible.  He created us for fellowship with Him. In order to make that fellowship a free choice on our part he gave us the gift of moral freedom in spite of the cost to Him. That is how much He desires our freely given love and worship.

Three questions regarding your mission

Every good organization has a mission statement. In a really good organization everyone knows the mission statement. It's like a law of the Medes and Persians, you have to have one so we all do. I have helped many organizations develop theirs. So here are three questions regarding the mission statement of your ministry.


First, do you believe in your mission statement? I mean passionately believe that what your mission states is what your organization is called to do. 


Second, how would you honestly evaluate how your ministry is doing in fulfilling that mission? My observation is that there are often massive disconnects between many mission statements and real results. I realize that mission statements are by definition long view statements but nonetheless, what grade would you honestly give the organization you are a part of for results on that mission? Often, the organization is not even configured to actually fulfill the mission except in very general or tangential ways. 


Third, what would it take in organizational realignment to actually deliver well on your mission? Think of a mission as a big arrow pointing in a specific direction. Then think about every part of your organization or ministry and ask whether all the subsidiary arrows are pointed in the same direction as the mission or whether there are many arrows pointed in other directions - doing nice things but not directly contributing to the big arrow.


Now let me go back to question one. Many organizations that have a mission are not really passionate about that mission even when they say they are. How do I know? They are not willing to align all parts of the organization so that all the arrows go in the same direction as the mission. That is when you know the organization - and leadership is passionate. Multi directional arrows are not about mission alignment or fulfillment. 


Missions are meaningless unless the whole organization is truly aligned around that mission. 

Giving up the need to be right

I like to be right. I'll bet you do to! And that need is the cause of many relational breakdowns, especially when two people both need to be right and neither will back down. If you are or have been married, you know exactly what I'm talking about.


Sometimes being right is important, when the issue at stake is high and will impact organizations and lives. Most of the time (95%?) the only issue at stake is our own ego and personal "needs."

Why do we need to be right? What would change if we didn't care if others acknowledged whether we were right or not? If we gave up that right what would happen? 


Many conflicts would be shorter or even non-existent. We would let go of issues quicker. We would probably be healthier and happier without the baggage of needing to be right. It may have something to do with not letting the sun go down on our wrath and forgiving one another as God in Christ forgave us. If we wait till others acknowledge we are right and in consequence they are wrong it can be a long ugly wait.


I'm just thinking of giving up the need to be right. It would solve a lot of problems. If you don't agree, don't tell me because then I need to decide if I'm serious or not.

The Five Dysfunctions of Ministry Organizations

1. Ambiguity. 

Lacking clarity around who we are, what we are about and how we are going to get there. Job one of leaders is to provide maximum clarity to those they lead. Job two of leaders is to ensure that there is alignment throughout the organization around that clarity and job three is to ensure that there are results based on that clarity. Lack of clarity (ambiguity) is at the heart of much ministry dysfunction since in the absence of clarity, people will fill the hole with their own individual clarity withe the end result of competing agendas.

2. Control

Permission withholding organizations (you cannot do it without my permission) are dysfunctional organizations. Healthy organizations have great clarity and empower people within certain parameters. In unhealthy organizations leaders or boards feel they must control what happens. Of course if you don't have clarity, you don't know what you can and cannot do without permission. So lack of clarity feeds the need to control and control feeds the next dysfunction of bureaucracy. 

3. Bureaucracy

Bureaucracy is control gone amuk where permission, assent or funding must be negotiated with multiple individuals or groups (committees, boards) in order to get something done. This is the way many churches operate. And staffs, where there are endless reports to be made, forms to be filled out, permission to be gotten or forgiveness to be asked for (when the prior requirements were not kept). Bureaucracy is a means to control when one has not clearly defined the boundaries for a permission granting structure, or when a leader or group of leaders (boards) feel they need to control through creating multiple toll booths.  Bureaucracy is not to be confused with structure which every ministry needs. Bureaucracy is control gone amuk where order is kept by creating many checks on what can or cannot be done in a permission withholding culture.

4. Mistrust

It should come as no surprise that mistrust is the result of the first three dysfunctions. In fact, the need to control and put in place bureaucracies has at its core a mistrust of staff to make their own wise decisions (based on clarity and boundaries). Lack of clarity creates mistrust because the end result becomes competing agendas. Control breeds mistrust because it is obnoxious. Bureaucracy breeds mistrust because it is onerous. Dysfunctional organizations have a great deal of mistrust - the very system creates mistrust. Permission withholding cultures create mistrust. And, lack of trust, destroys healthy team dynamics. 

5. Professional Ministry

Professional ministry is the result of a failure to develop, empower and release others in ministry. Rather than hiring staff to develop others, we hire staff to do ministry for others. It is the subtle or not too subtle message that God has an A team and a B team, those called into full time ministry and the rest who are not. Qualifications for real ministry reside in theological education (never confuse education with ability). The dysfunction of  professional ministry is largely the reason that the church has so little influence in the community at large. 

If your team or organization suffers from any of these five, or all of  these five, two of my books, Leading From the Sandbox and High Impact Church Boards will help you escape from the dysfunction trap.

One of the greatest hiring mistakes in ministry

Too often we don't think about it, ask if they can do it or put it in a job description. We have a need, create a position, fill it and never address the most important question.


Can this individual multiply themselves by raising up others to do what they do? It is the "develop, empower and release" commitment and ability of your staff. If they cannot do it, or don't do it or won't do it and are in ministry positions, your ministry is not scaled for growth and one either plateaus or must hire additional staff as one grows. 


And it violates a basic Scriptural principle that those in full time ministry are primarily there to raise up others for ministry - Ephesians 4:12. 


The development of people is one of the highest responsibilities of every individual in full time ministry but it usually does not even show up on a job description. Nor, on annual reviews (where they are done). 


What would happen if 20% of your staff's time were spent in developing others? You would, over time, gain new staff, whether volunteer, or part time because you made the investment. 


Why do we wonder why we don't have enough volunteers for our ministries? Often it is because we didn't make the investment in them. We did not develop (mentor and train), empower (give real responsibility) and release (let them fly on their own).


When we make real investments in people, serious investments, the return is huge. It is what Jesus did with His disciples and what Paul did with the likes of Timothy and Titus. They multiplied themselves in real ways. 

Power and information

How candid leaders are with the sharing of information is a measure of their desire to empower or need to control. Information is power. Withholding information from those who either need it or desire it is a means of control while sharing it freely with those who should have access to it is a measure of our desire to empower others. The issue comes down to whether we desire retain power or empower.


What some leaders do not understand is that in withholding information they actually lose the trust of those they lead. Take a ministry that is in financial distress. The leader does not want to divulge the issues while the staff know the issues are there. By not being candid about the actual situation the leader loses the trust of those he/she leads because the staff suspect that the leader is hiding something. If the leader had simply been candid and honest the opposite reaction would occur: trust and a desire to help solve the dilemma. Information, even difficult information builds trust while withholding information undermines trust.


Leaders who control or withhold information are really saying, "I can't trust you with this information." And, that is exactly what their staff hears and that message undermines their ability to lead and leads to cynicism and mistrust on the part of those they lead. In an attempt to control, leaders actually lose the very thing they need the most with their staff, trust. 


Good information is the foundation of good dialogue and decision making. Secretive leaders therefore undermine the ability of other leaders to make informed decisions while candid leaders who share what they know readily are able to build collaborative teams that get to good solutions. 


I often ask staff in churches or ministries for certain statistics or information when working with them. When I hear them say, "We are never told that" or "We are not able to get that information" I know that there is a senior leader who is either controlling, secretive, or threatened by others knowing what they know. None of these are good signs of healthy leadership.


Related to this is the ability to have "real" information. Ministries are notorious for using hyperbole in talking about their ministry results. A pastor might say from the pulpit, "Eighty percent of our adults are in small groups" as he seeks to convince new people to join a group. When a staff member raises an eyebrow (knowing it is like 40%), the response is "that is our pastor's math." Not accurate or helpful information.


There is power in information. Power to control or empower. Which are you using it for?

Don't complicate the Gospel

The Gospel is Good News and it is also very simple.


Think of the simplicity of John 3:16-17. "For God so loved the world that he game his one and only Son, that whoever believes in him shall not perish but have eternal life. For God did not send his Son into the world to condemn the world, but to save the world through him."


It's simplicity is often what keeps people from receiving it. But its simplicity often gives us a need to complicate it. 


The Apostle Paul did not complicate the gospel but kept it simple for it is simple. He knew the power inherent in the gospel - "For I am not ashamed of the gospel, because it is the power of God that brings salvation to everyone who believes: first to the Jew, then to the Gentile. For in the gospel the righteousness of God is revealed - a righteousness that is by faith from first to last, just as it is written: 'The righteous will live by faith' (Romans 1:16-17)."

• We have a problem with sin which has separated us from God.
• Jesus died for our sin so that we could be reconciled to Him.
• If we believe in Him, He gives us eternal life.
• And that changes everything in this life and in the life to come.

Don't be embarrassed with the simplicity of the gospel. And don't complicate its simplicity. The Holy Spirit is perfectly capable of bringing great understanding over time as to the ongoing implications of putting our faith in Jesus. The power of the gospel resides in the God behind the gospel, not in our ability to make it sound intellectually acceptable. It is so simple that the simplest man or woman or child can understand it. Our job is to share it. His job is to penetrate the hearts of those we share it with.


In fact, its very simplicity is the reason that many do not accept it according to Paul in 1 Corinthians 1. He writes, "For the message of the cross is foolishness to those who are perishing, but to us who are being saved it is the power of God. For it is written: I will destroy the wisdom of the wise; the intelligence of the intelligent I will frustrate...For the foolishness of God is wiser than human wisdom and the weakness of God is stronger than human strength (1 Corinthians 1:18-25)."


The gospel is simple. It is so simple that many consider it foolish. But it is the power of God for those who believe. And it is the God behind the gospel who gives people the ability to understand and respond to it. Our job is to share it in all of its simplicity and let the Holy Spirit work in the hearts of those we share it with. Don't complicate the gospel.

Are you on God's A team or B team?

I remember a conversation with my son Jon when he was very young. We were driving in the car (where all important conversations take place) and he waxed eloquent on how important his mom was because she was a nurse who saved lives. I asked him when he was done, "and what does your dad do?" He replied quickly, "Oh you're just an ordinary worker."

It is difficult for me to believe after two thousand years of reflection on the gospels and New Testament that there remains in the minds of many that there is an A team in God's Kingdom and a B team. The A team - those who are truly qualified to do ministry are those with seminary education and who work full time in ministry (like pastors and missionaries). The B team is everyone else who can "help" and "use their gifts" but are not really critical to God's work because they are....well....B team.

This is a grand lie of Satan (effectively designed to keep the majority of God's people from significant ministry) and the result of arrogance of ministry professionals who don't fight this paradigm with everything they have. Professional ministry is one of the dysfunctions of the church where we see our job as primarily to do ministry rather than primarily to equip the members of the body to do ministry (Ephesians 4:12). 

God has only one team - His A team and each of us decides whether we want to play on it or sit on the sidelines. 

Image Bearers

Before the universe was, there was nothing: a vast dark infinity without time, beginning, light or sound. Except, in that place known as heaven where God resided, One in Three, Father, Son and Holy Spirit in perfect fellowship, surrounded by multitudes of angelic beings worshipping their God day and night. Here there was the light and joy of God, the music of the heavenly hosts and perfect peace.

But the heart of God was restless. And a restless heart is not easily satisfied. God had the worship of the heavenly hosts but they were created to worship. God had the perfect fellowship of the triune Godhead but His heart was restless still. We cannot know what was in the mind of God except by what He has revealed to us in His word and echoes of His creation.

We exist because of God’s restless heart. It is a heart made for fellowship and worship. Why God would crave the fellowship of others is hard to fathom but that is His heart, to give and to receive love. The very fact that we exist is testimony to the loving heart of God who chose to give us life. He did not need mankind but he chose to bless us with life so that we could live in fellowship with Him. Without His love we would not be.

Every story has a beginning and this one does as well. In fact, this beginning reveals the amazing heart of God for He chose to not only bring creation into being but to create the master work of His creation, mankind, in His image. Everything in this story, everything important to you goes back to these amazing and incomprehensible words:

“Then God said, ‘Let us make mankind in our likeness, so that they may rule over the fish in the sea and the birds in the sky, over the livestock and all the wild animals, and over all the creatures that move along the ground.’

So God created mankind in his own image, in the image of God he created them; male and female he created them (Genesis 1:26-27).”

These simple words contain within them the amazing heart of God. In creating the universe and fashioning our planet, in setting the stars in place with its billions of numbers, in carving out the seas and forming the mountain heights, God showed his creativity.

Into that setting he brought the life of flora and fauna that brings beauty to our days and food for our bodies. The animals of the land, the birds of the sky and the fish of the sea reflect not only His creativity but His sense of humor. What child is not delighted to go to the zoo and marvel at the amazing faces that stare back at them and laugh at the antics of chimpanzees or the impossibly long necks of giraffes!

This is no Darwinian saga but the creativity of our amazing God. What do you think He was thinking when He created the kangaroo? Or the peacock? Or playful dolphins and funny looking penguins? Or what about dinosaurs? Anyone who thinks God does not have a sense of humor has not looked carefully at His creation!

But the last of His creation was different in every way. The words, “Let us make mankind in our likeness” or “image” puts a great distance between all other creation and the creation of man and woman. Here was not an expression of His humor but His heart. For here the creator endows His created with nobility, a precious and unprecedented gift – something of Him, something that reflects His majesty, something that no other creature has: His Image! Not only did God personally form the first man but He breathed His breath into him, “the breath of life, and the man became a living being (Genesis 2:7).”

You and I and every human who has ever walked this earth are image bearers of our creator! Think about that. You are made in God’s image. You were deliberately created by God in His image. In some way you bear His likeness. He is the God of the universe and you are imaged after Him. Even after the fall when Adam and Eve fell into sin remnants of that image remain.

Strategic missions strategy: Leveraging your investment

I am frequently asked by local churches for a more strategic paradigm for supporting missions than they currently have. The old model was a long list of missionaries supported at modest levels. In that model the focus is supporting many missionaries but there is not a strategic focus on what the church is trying to accomplish in missions beyond that. 


It is a problematic model for two reasons. First, there is not a clear focus for the congregation to grab on to and second, it is almost impossible to maintain any kind of true relationship with a long list of missionaries. And the younger generations want connection with those who are supported and the work they are doing.


My suggestion is that mission committees or leaders in the local church focus the bulk of their dollars in four areas of missions which will help them both focus and be holistic in their approach.


One: Get involved in an Acts 19 location where the goal is to see the gospel penetrate an entire city or region rather than simply a neighborhood. Simply put, this is an effort to see significant gospel penetration, often with multiple partners and across denominational or mission lines to see the gospel penetrate a significant area. There is great leverage in seeing the gospel come to a larger area than a "one off" church.


This effort, holistic in its approach must be tied to the planting and multiplication of the local church. Doing evangelism without leaving behind a healthy church to disciple believers is usually a poor investment. The church is the Bride of Christ through which He wants to impact our world. 


Two: Be involved in Biblical Compassion. I call this Biblical compassion to differentiate it from the western tendency to give a lot of money and create unhealthy dependencies. Biblical compassion is not primarily about handouts but about creating dignity, giving people a means of making a living and providing the training that will help people get out of the cycle of poverty and hopelessness they are in. An important book on this subject is When Helping Hurts. 


Jesus had a great heart for the poor, disadvantaged, marginalized and sick and so should we. But, this concern should never be divorced from the proclamation of the gospel as He is ultimately the only eternal hope we have. Tying Biblical compassion to church movements allows one to be the hands of Jesus as well as become the family of Jesus. The best compassion is tied to local church movements.


Three: Come alongside an indigenous movement leader. There are amazing leaders of church movements across our globe who need encouragement, training, mentoring or help in their strategic vision. I personally mentor such a leader who has planted some 5000 churches of various sizes in the past decade. I also mentor a movement leader of a much smaller movement that has great potential. 


My investment in these leaders and the movements they lead is a two way street. I am deeply blessed to be a part of what God is doing in their ministries and I can contribute something of value to them allowing me to ripple on all of their efforts. There is great kingdom leverage when we ripple on an entire movement because we come alongside a movement leader.


Four: export the DNA of your church in all of your missions efforts. Every church has a unique fingerprint with areas where they shine. Take those strengths, whatever they are, and apply them to all of your missions efforts. It might be prayer, teaching, hearts of compassion, generosity or something else but weave it into all that you do in missions so that you multiply your unique influence. 


It is often said that "less is more" and that certainly applies in missions. The more focused you are the more involvement you will have from your congregation. Their ability to be personally involved will change their world view and give them God's heart for the world. Using your missions dollars for maximum return on mission (and investment) also allows you to leverage the opportunities you have for the gospel. 


Key blogs on missions


TED talk on the nine critical shifts that must take place in missions today

Changing antiquated local church missions strategies


Missions in the 21st Century: Two circles, one goal

From leader to partner in global missions

What kind of churches should we be planting around the world?

Western vs. indigenous missionaries

Determining what missionaries to support

Missions today is about...

Empowered Structures

We pay far too little attention to the structures that we have in our churches and organizations for decision making. No matter how good our organizational clarity and  how competent our leaders and people, when the structures that one must negotiate to make decisions - or to organize staff - or work with a board get clunky, they hold up ministry, waste precious time and energy and demotivate otherwise good leaders.


Eventually, unfriendly structures can actually kill a ministry or company as GM found out prior to filing bankruptcy. I have watched churches that were shining lights at one time go into slow decline because their staff and governance structures were not brought into alignment with new realities. 


Let's consider staff structures. One church I am watching from a distance has a considerably large staff which has never been unified around common goals or direction. Led by fairly competent individuals, they have simply done their own ministries for decades. The end result is a staff with zero alignment, turf wars, confusion over who is responsible for what, lack of a common voice and when the church got into crisis, chaos. And this is a church that many would recognize by name in our country. 


Yesterday I did a church consultation in Europe and staff were begging for greater clarity about reporting relationships, who was setting direction and how to achieve alignment. The lack of these things in a growing and effective ministry is causing frustration for staff who in the process feel under appreciated and unempowered.


Structures at the leadership level are no less important. Here is the question: How easy is it for you as a leader to make timely ministry decisions and how many groups do you need to go to in order to do so? When the decision making process becomes frustrating you know it is time to tune up the process. This involves getting your board structure in sync, eliminating additional boards or committees that you need to negotiate with and simplifying your governance system. For those of you who have ever been through the Chicago area with its toll roads, it is moving from toll booths to easy pass. 


Staff and ministry structures matter because their either impede or help effective ministry. If you have issues with either one, take the time to address it. The positive impact of doing so will be significant.

The power of unselfish relationships in ministry

It has been said, "There are no innocent conversations," meaning that there is always an agenda in every conversation. I agree that there is often an agenda, and those agendas can be healthy and intentional in growing ministry or effectiveness. However, not all relationships have or should have an agenda apart from giving ourselves away in unselfish ways.

I am a great believer in unselfish relationships in ministry. Relationships that are intentionally developed where I have nothing to gain through the relationship and where there is no quid pro quo! Unselfish relationships are relationships where I am able to give, encourage and share expertise or tools without expecting anything in return. It is a Kingdom mentality rather than a selfish mentality.

A philosophy of generous living includes thinking beyond ourselves or our ministries. When I lead the organization I am responsible for I carry out my responsibilities and have something to gain as an organizational leader. All good. However, when I give myself away to other organizations or leaders where I have nothing to gain I more fully reflect the generous heart of God. I want to intentionally live beyond the self interest that drives us all to varying degrees. The best way for me to do that is to give myself away where I have nothing to gain. Each time I do, I experience the joy of God in new ways.

It also reminds me that it is not about the brand but about the Bride.  A great goal for every congregation would be to give themselves away to another congregation, even of another denomination that needs their help. That unselfish gift would change the heart of both congregations. It is in giving ourselves away unselfishly that we grow Kingdom hearts. Congregations that are committed to Kingdom Projects in their communities are doing the same thing and experiencing the transformation that unselfish living brings.

Another way to give ourselves away is to quietly mentor and coach others who come behind us. I try to be involved in ten mentoring relationships at any one time. It is a quiet but powerful way to leave a legacy and influence the next generation of Christian leaders. 

I find that as I develop relationships for the sake of encouraging others that when the time comes where there may be synergies, they emerge out of genuine relationship. Unselfish investments in relationships bless both us and our friends and it results in ministry synergies. And we reflect the amazingly generous heart of God.

Weak staff members and their impact on others

One of the responsibilities of team or ministry leaders is to deal with weak staff members (I am referring to paid staff). These are staff who do not have the capacity of the rest of the team and therefore pull down the level of dialogue and ministry results. Many leaders do not understand how this situation disempowers and creates issues for other team members. 

Healthy, synergistic teams are made up of individuals with different gifts and skills but with a common level of professional acumen. This means that they can play at the same level. In team meetings the common level allows for easy dialogue and synergistic ideas. In execution it makes for a common ability to deliver on ministry.

When, however, one has a staff member who operates at a significantly lower level of competency there is a negative impact to the whole team. At team meetings, the level of dialogue and discourse is pulled down and other members often shut down or become irritated. In ministry execution the fact that one of their team cannot deliver at the required level which puts additional pressure on other team members either to pick up the slack or unhappiness that the over level of ministry is being compromised.

Overall, this has a negative impact on the rest of the team as a whole and other team members look to their team or organizational leader to solve the problem. They cannot solve it but he/she can and they expect that they will. When they do not, the leader loses credibility in the eyes of the team.

Sometimes that solution is to find another role for the individual where their skills meet the standards of that role. It may mean moving them out of the organization. It could mean coaching to see if they can up their game. The relevant issue is not the particular solution, if there is one, but that the leader deals with the situation.

No leader relishes dealing with staff who cannot play at the required level. But it is one of the responsibilities of leadership. When they address the issue they gain credibility and protect their team. When they don't address the issue they lose credibility and hurt the rest of the team. It matters!

Church board self assessment: Fifteen Questions

If you are a church board member, how would you rate the quality of your board's work? As one who consults with church boards I am encouraged by the concern of many board members to raise the bar when it comes to the leadership and governance of their board. For many boards there is still much to do and for all boards, honest self evaluation is a critical factor in leading at a higher level.

Here are some basic questions that can help a board rate its current work and look for areas where they can do better. What I suggest is that each board member answers these questions with one of three colors: Red, yellow or green. 

Red means that the board is not performing well at all in an area. Yellow means that improvements could be made. Green means that things are going well. Remember, you are looking for areas where you can improve so yellow and red are not bad colors in themselves. What you do with the yellows and reds is the critical question. Visual management is helpful so I would actually encourage you to use colors in answering these questions.

These fifteen questions should spark some good, candid and robust dialogue among board members. Be honest, listen to one another and ask the hard questions of yourselves so that you can go to the next level.

1. Our board meetings start and end on time and there is always a clearly defined agenda. Red/Yellow/Green

2. Our board is able to engage in robust dialogue around any issue as long as there are no personal attacks or hidden agendas. There are no elephants we cannot discuss. Red/Yellow/Green

3. We have a written board covenant that defines how we operate together and we keep that covenant. Red/Yellow/Green

4. We spend more time thinking about the future than we spend on current issues. Red/Yellow/Green

5. We delegate management to staff and stay focused on the big rocks of direction and health. Red/Yellow/Green

6. We insist that our staff operate with a clear annual ministry plan. Red/Yellow/Green

7. Our senior pastor has a clear annual plan which forms the basis of an annual review. Red/Yellow/Green

8. Our board itself has an annual plan in how they will grow in their leadership and governance. Red/Yellow/Green

9. Our board has a clear job description as to its responsibilities and role and all new board members are clearly trained in those responsibilities. Red/Yellow/Green

10. Our board has a clear picture of what they desire the church to become and has clearly articulated this vision to the congregation. Red/Yellow/Green

11. We candidly evaluates the health of the church based on that clearly articulated vision. Red/Yellow/Green

12. We do not ignore real issues that exist on staff or in the congregation because of conflict or issue avoidance. Red/Yellow/Green

13. The leadership structures of our church are designed to help leaders lead easily and make decisions quickly. Red/Yellow/Green

14. We regularly spend time in concerted prayer for the ministry and needs of the congregation. Red/Yellow/Green

15. We guard the gate of leadership so that we get the best leaders who are wired to lead and to keep the spiritual temperature of the church high. Red/Yellow/Green

With over thirty years of working with boards I am available to help your board be the best they can be. Whether remotely using technology or in person, together we can make substantial strides toward healthier and more missional board work.

As the author of High Impact Church Boards I have worked with thousands of board members to ensure that the right people end up on an organizations board, that the board is intentional in its work and that the culture of the leadership system is empowering rather than controlling. Cost is kept to a minimum by using technology like Go To Meeting, or I can join you in person for governance training or retreat.

I can be contacted at tjaddington@gmail.com or 612.868.0487. I look forward to talking to and working with those who desire to raise the level of their board's effectiveness.