Rekindling passion for the next run

I spoke recently to a long time friend in ministry who is tired. I could hear it in his voice. With the tiredness has come questions about whether he is in the right place and what his next run looks like. As the pastor of a church that has experienced significant growth over the past three years he realizes that if he is to ramp up for a new phase of ministry that he is going to need to rekindle his passion and make some strategic changes.

In conversations with colleagues in their fifties, I find this to be a very common struggle.

Many reading this blog have been in a similar position. Certainly I have, at a number of junctures of my career. While it is a frustrating place to be, these junctures represent a significant opportunity because they force us to look at ourselves, our gifting, our wiring, God's call on our lives and rethink our assignment for even greater ministry impact.

Obviously I do not know what is right for my friend. However, I do believe that there are some guiding principles that can help us evaluate how we respond to our lack of passion and the rekindling of that passion.

First, recognize that long ministry runs at high energy levels inevitably deplete us and we are naturally left tired, empty and wishing there was a different way of doing life. In many respects that personal depletion is a result of good things that God has done but our bodies and spirits cannot sustain that kind of pace for ever.

Second, there are natural junctures over our career where unless we refocus our energies so our time is more directly spent in our areas of greatest strength and get out of areas of weakness, we will increasingly become bored and unfulfilled in our work. It is natural for this to happen in our fifties because by then we are pretty aware of who God made us to be, what fills our tanks and what depletes us.

We look at the years before us and think to ourselves, I have a limited number of years left, I know how God has made me and what I am really good at, and I don't want to squander my time doing things that I am not made to do. How we respond to this inner prompting - indicated by our lack of passion may well determine whether we coast to a finish, keep on our current trajectory or figure out how to ramp up for an even more effective next run. We also know that our pace is not sustainable and ultimately not fulfilling.

Usually, significant tiredness indicates that we are moving too fast, probably doing things that are not in our sweet spot and need to refocus what we do if we are going to re-engage for the next run.

The last time I faced such a juncture, I went to those who knew me best, inside and outside of my organization and asked the question, "Knowing what you know about me and how God made me and where I am most effective, and my organization, what are the things you think I must do and what are the things you believe I ought to give up?" It was fascinating to me that the response I received was pretty uniform and I was able to refocus my personal role around four areas where I uniquely gifted - and give up some things where I am not.

Rekindling passion almost always involves letting some things go that others can and should be doing and refocusing our energies around our greatest strengths. It is doing less in order to do more and it is slowing down to do "more" better.

Third, recognize that refocusing your role may create a crisis of sorts in your organization because it often means reorganizing your leadership structure which brings advantage to you (you are better positioned in your sweet spot) and brings perceived loss to others.

The loss may be to congregations who expect their senior pastor to take care of all of the pastoral care and no longer does, to other leaders who are used to more access to you who no longer do or other scenarios depending on your situation. There is no refocusing that does not bring some loss for you as you give something up or to others who are affected by your revised focus.

One of the reasons that pastors often leave a successful ministry at this juncture is that their leaders who love them do not understand the need to refocus and rather than fight that battle a senior member of the staff may choose to move on. It is often an unnecessary loss for both the pastor and the church had they understood the dynamics involved.

This leads me to a fourth principle. You may need to bring in an outside adviser or consultant to help you refocus and to help a board or staff understand the value and importance of that refocus. You are not then left as the one trying to convince others that this is a good thing or be seen as looking out for yourself when in fact it is a matter of what will best serve the organization.

My final observation is that what is best for you in refocusing your role in order to rekindle passion for the next run is usually what is best for the ministry as well. Your ability to live in your area of greatest strength is a huge plus for the ministry. Their flexibility in allowing that repositioning is to their advantage because your renewed energy, engagement and effectiveness is the result.

The redeemer and maximizer of our biographies

Our biographies are a muddle of complicated issues: Family memories; success and failure; joy and sorrow; regrets and wishes for what could have been; illness that changed us; economies that bit us; relationships good and bad; choices we cannot retract and others that we are thankful for and the list could go on. Each of us has those parts of our biography that we are deeply thankful for and each that we wish were different. We, however, cannot change what has been!

Enter God! He does not change what has been but He is the only One who can and does use every aspect of our biography for His purposes. He redeems not only our heart but He can redeem our past and actually use for His purposes what we wish had never happened - or had been different.

I think of Chuck Colson, for instance, who I am sure wished that his biography had read differently prior to encountering Jesus in a life changing way. God not only took what had been bad and redeemed it but he maximized that biography through Prison Fellowship - doing through Colson what never would have been possible without his past. How many lives were touched because Jesus redeemed Colson's biography?

When I suffered deep depression after a particularly hard season in my early life, I could never have imagined that God would not only redeem the depression - as I was able to minister to others in a similar situation - but would use the circumstances of my pain to influence my ministry from that time forward and open doors I never thought imaginable. He graciously redeemed my pain and used all of my biography for His purposes. 

This is the amazing thing about God! He can take what was bad and use it for what is good. He can take years that we thought were lost and redeem them for good. He can take a sinful past and use it in a redeemed future. There is nothing in our biographies that He cannot redeem and use in some way for His purposes even if it is simply to demonstrate the power of God to utterly and completely change lives. He is the only one who will not waste any of our biographies and use them for His divine purposes. That ought to make us deeply grateful people.

Five signs you may be in the wrong job

Job satisfaction, or the lack of it says a lot about whether or not we are in the right spot - or whether it is time for a change or modification. Certainly there will be periods when we go through tough times - I am not speaking to those periods - but to a more general dissatisfaction that may tell us we need a change.

Boredom
Many of us love to build something but not maintain it over the long term. If you are wired like that, you need a fresh challenge every so many years. This is OK. It is how you are wired. The challenge is to recognize that you are bored because you need a greater or a new challenge and to either figure out how to do that by refashioning your present job or looking for a new ministry opportunity. Unaddressed, boredom impacts both you and those who work for you or with you because it brings with it an emotional detachment and a lack of happiness.

Control
This may have a different genesis than boredom. Being controlled by a manager is often a sign of an unempowering leader who cannot release people to figure things out in accordance to their wiring. The higher the control factor of a leader the higher the chances that good people will look for a new leader to work for. Empowering leaders are a whole lot more fulfilling to work for because one can use their creativity, skills and wiring to the greatest advantage. If a high control leader is keeping you from flourishing it is time to negotiate a new management style or look for a new position.

Ambiguity
This is a situation where we are never sure of the direction of the organization or the expectations of our leader. Where there is ambiguity there is a high level of frustration for good people who want to understand direction, boundaries and expectations. If we know those things we have the ability to work accordingly. If we don't know those things, if there is not clarity on the essentials we work in the dark, never sure if we are doing the right thing or not.  Lack of clarity creates craziness because one does not know what actions will pass muster or please the team or organizational leader.

Dysfunction
I spoke recently with a church COO who works for a senior leader who is deeply dysfunctional. The end result is a workplace where there is lack of trust, directional swings, lack of support and where he never knows where he stands with his leader who is easily threatened. This dysfunction has so demoralized, discouraged and disempowered him that after nearly two decades he is moving to a new ministry. Deeply dysfunctional leaders or organizations are almost impossible to work with and maintain any level of joy. They disempower rather than empower.

Sweet Spot
If one is in a job where one cannot spend a minimum of 60% of their time in areas of strength (optimal is 80%) there will be considerable dissatisfaction over the long run. This is especially true as we approach middle age (and after) because we have a pretty good idea of what we are good at and what we are poor  at. Playing to our strengths energizes and engages while playing to weaknesses saps our energy and demotivates us. If one is suffering from a lack of energy or engagement, this is an important issue to examine.

If any of these five signs apply to you, you may want to examine whether you are in the right spot, in the right organization, working for the right leader or how you can modify your role so that the energy, enthusiasm and satisfaction quotients go up again. Where you can, be proactive to get into a place where your work is a joy and not a burden.

If you are a team or organizational leader, watch for signs of restlessness on the part of your staff which may well be indicators of a need for a change. Explore the reasons for their restlessness and work to position them in a place where they will have the greatest job satisfaction and ministry impact. It is a matter of stewardship for them and for the organization.

Does your church have a vision that extends beyond yourself?

Churches, like individuals, can be either selfish or generous. Selfish congregations have a vision for themselves while generous congregations have a vision that extends beyond themselves and is Kingdom focused. 

What is a vision that extends beyond you? Here are some indicators to consider:

When we are willing to actively cooperate with other like minded evangelical congregations regardless of their brand to bring the Gospel to our community we are thinking beyond ourselves. 

When we have a vision to multiply ourselves through church planting we have a vision that is larger than our own congregation.

When we actively bless other ministries in the community we have a vision beyond ourselves.

When we minister to the marginalized, forgotten, people with disabilities or the poor we have a vision beyond ourselves. Any time we minister to those who are not like us we have a vision beyond ourselves.

When we are intentionally generous with our finances and energies for local, regional and global ministries, our vision extends beyond ourselves.

Generous congregations are Kingdom focused. They love to bless others for the sake of Jesus. They love to bless those who cannot bless them back. They are not brand centric but Kingdom minded and their efforts are therefore not simply focused on what will help them grow numerically or financially but what will contribute to the spread of the Gospel and lift up the name and reputation of Jesus.

I work with many generous congregations. They possess vision, faith and a spiritual vibrancy that selfish congregations don't. For them, ministry is about Jesus rather than themselves. How would you rate your congregation?

Legacy: thoughts on my dad

This photo of my parents captures the autumn season of their lives. Especially my father who suffers from dementia and no longer knows who I am - or his other ten children, spouses, 46 grand-kids and 16 great grand kids. His mind is dim but his spirit is kind.

It is hard to watch brilliant minds fade. A civil engineer, Divinity school graduate, Medical Doctor, surgeon, Doctor of Ministry degree, author, father, missionary, hospital founder (Hong Kong), great grandfather and mentor to many who found Jesus through home Bible studies, Sunday School teacher, church planter, Chief of Staff at United Hospital, theologian and the list could go on. All of that is today forgotten by him but not by the many people he touched over the years. Many will be in heaven because of my parents ministry.

It is a reminder that legacy is not about money, name or fame. It is about lives touched. I was once going through the security line at the Minneapolis airport and the TSA agent looked at my licence and name and asked if I was related to Gordon Addington, the surgeon. I said yes. He told me that my dad had invited him over for Christmas one year when he was a janitor at United Hospital. He never forgot that act of kindness for one in the hospital hierarchy who was very low on the scale. But not to dad.

As a youngster I helped him do surgery when trained assistants were hard to find in Hong Kong. We camped and took trips to Macau and explored the hills of Hong Kong. Above all he was consumed by knowing and serving Jesus.

The grandchildren had a wonderful relationship with Dad. He loved them and they loved him.

I look at this photo taken by one of the grand kids and I see a frail, tired, unsteady man. Not long, perhaps for this world. But most of all I see a picture of legacy. A legacy that will last through family and through those he ministered to. I hope that when my feet are unsteady and my mind fading that I too leave behind a lasting legacy.

Less is often more

Perhaps the greatest challenge leaders and teams face is coping with the multiple demands for our time, attention and energy. We have expectations for ourselves that are high. But there are many others who also have expectations for us that leave us with little margin.

There are several principles that if lived out can help us to be highly effective without being overly busy.

First, be clear about what God has called you to do! God did not design us too live with out of control schedules that leave little margin. The truth is that God has called us to do certain things, not a lot of things. In my current role as the leader of ReachGlobal I know that God has called me to four key things: develop strategy and vision; mentor ReachGlobal and national leaders; write for the worldwide church and raise the necessary resources to get done what we need done. Knowing that these are my true priorities allows me to know that most everything else is not a priority for me.

Second, we need to understand that doing less actually allows us to do more. In our busyness we miss out on the most important practice that would allow us to both be less busy and more effective. That is time to think, reflect, and pray. The more time we take to think deeply, pray and reflect, the better handle we develop on our priorities, schedules and strategy. In fact, the higher the level of leadership, the more critical this discipline is. How much time do you have in your weekly and monthly schedule to think, reflect and pray.

Third, whenever we take something new on it is critical that we leave something behind. We cannot continue to accumulate activity and responsibilities without ending up with an out of control life, fatigue and the leakage of necessary energy. Every year I ask myself the question, what are the things I am doing that I can give up - that someone else can do 70% as well as me.

Finally, we need to realize that the success of our work does not simply depend on us but on the team that we put together. The better the team you develop, the more possibility there is that there are others on the team who are gifted to do what you are not gifted to do - and probably better.

The best leaders I know are not living on fumes because they are running too fast. Rather they look relaxed rather than harried, schedule into their weeks think time as a priority, say no to opportunities more than yes so they can say yes to the key areas that they are called to.

Remember, less is almost always more.

Not ready, proceed slow, lets go: When leaders resist change!

I was in a fascinating meeting recently. I would guess that there were at least sixty people present and the topic was organizational change (very much needed). The outside facilitator asked everyone present to put a post it note on one of three large sticky pages. The first was labeled "Not Ready for change," the second, "proceed slow with change" and the third, "lets go with change." 

Not one post it note was put on the "Not ready" sheet. Yet, when the discussion turned to change there was very significant resistance in the room to doing anything by a good number. What some did not want to admit is that they didn't want change at all, even though all the evidence pointed toward a deep need for change.

I often face this resistance when working with church boards or ministry organizations who call me in to help them solve problems. They know problems exist and they know that what they have in place is less than adequate if not out of date and inadequate but there is still resistance to change. Some will not admit it but they are just resistant to change no matter why it is needed.

What really fascinates me in Christian organizations is the ability of change resistors to spiritualize their reasons for not changing structure as if structure is a spiritual issue. It is not. Structure is simply a way of organizing to serve the mission of the ministry. The mission may be spiritual but the structure is not. Good structure is simply good structure. Inefficient structures are simply structures that no longer serve the mission well and therefore need to change. It is not a spiritual issue.

When I hear soliloquies about how God led our forefathers to organize in a certain way so we cannot change, I immediately know that we are no longer talking about the purpose of organizational structures but about resistance to change, for whatever reason. Someone uses this line of reasoning almost ever time church bylaws are revised. What people forget (often conveniently) is that what got us to here got us to here but it won't get us to there. In many cases those forefathers are not even living anymore. They led in a different generation with different issues and in different times. 

Organizations do not simply grow. They change. No organization is the same organization that it was ten years ago and the structures that serve the mission must be adjusted at regular intervals to ensure that they are serving well. I am always amused that church bylaws are so hard to change. We will violate scripture on any number of issues but don't touch the (sacred) bylaws. Really?

When we resist changing our structures, they often end up actually hurting and hindering the mission whether in churches, denominations or other ministries. Organizational structures that served the mission in one era can hinder the mission in a different era. That is why antiquated governance structures in local churches must be dealt with or the congregation is likely to plateau or move into decline. The same is true for other organizations as well.

Here is my challenge to leaders. When it comes to change, "not ready" is not acceptable. Yes we may need to "proceed slow" or be ready to go but not ready or to be more blunt, not willing is not a sign of leadership but of non-leadership. Our world is changing at a rapid pace. Those who are in leadership positions must be ready and willing to change practices and old ways in order to meet the challenges of a new day. And the proof is not what we put on the sticky paper but whether we are willing to seriously engage in change discussion, not matter how uncomfortable that might be to us personally.

The value of being circumspect

Circumspect: thinking carefully about possible risks before doing or saying something. (Webster)

Wise leaders understand the value of circumspection. They are not risk adverse or afraid of trying new things. In fact, their willingness to do so is what allows them to think outside the box and embrace new ideas. However, they do so only after considering the possible risks, unintended consequences and carefully weighing the costs.

Circumspect leaders are thinkers. Deep thinkers. They are not adherents to the idea of the month, don't readily jump on the popular trends and don't accept common wisdom as necessarily wisdom. They solicit the views of many on critical issues before making a decision. This is not about being cautious but about being wise - and understanding the ramifications of a proposed course of action.

Wise leaders understand the value of "thinking grey." While others are ready to quickly decide an issue, circumspect leaders often wait for a period of time, evaluating all sides of the issue, being neither proponents or opponents but simply keeping an open mind so that when a decision is made it is a wise decision. It allows them to evaluate with objectivity rather than taking a position. When they do decide it is with the value of having considered all possible angles and outcomes.

Many people believe that the best leaders make quick and decisive decisions. Actually the best leaders make circumspect decisions.

Transitions are always opportunities

I have learned that as we build healthy teams we must always hold staff lightly. If God chooses to move them to a different ministry or role we may mourn their loss but we never want to stand in the way of God's will for their life and calling.

Here is something else to remember. While transitions can be hard (if they were really good team mates) there is always an opportunity to go to the next level in some way at a time of transition. In other words, I choose to see staff transitions as opportunities even though they are hard and even though we will miss our colleague.

Often in transition we can refocus the position toward issues that are more urgent today than they might have been in the past. Sometimes you find that you can hire at a higher skill level than the one leaving. Or, it gives you the opportunity to rethink the position itself and ask whether a reconfiguration is even better allowing you to hire for something totally different.

In some cases, the individual leaving has done their job so well that their position may no longer actually be needed. This give one the opportunity to reconfigure and staff for the future, rather than assuming it needs to look like the past. We have had situations where it was not necessary to replace a position at all as the actual needs of the ministry had changed.

Having a high view of God's sovereignty, I rest in the fact that He always has a hand in these transitions and that I can trust the one leaving that God has their best interests in mind and I can trust that God also has the best in mind for the ministry I lead. Thus transitions, while often hard, are for me an opportunity to reconfigure for the future.

Dialogue is the key to understanding

As an author and writer, written words are the tools of my trade - but not in all cases. Organizational leadership can be helped with clear written words. But true understanding of the implications of what is written usually only comes through dialogue - frequent dialogue.

People learn differently. For many, their primary learning method is not reading but hearing. But the most powerful way to learn is that of dialogue together because it is in the give and take of perceptions, ideas, levels of understanding that the best understanding takes place. In addition, one can see the others face, expressions and hear their intonation. Face to face is always better and face to face with mutual dialogue is the best.

Many leaders forget this. They think that because a memo was sent or an all employee email popped in everyone's inbox that people "got it." In fact, they may have "gotten" something very different than what was meant, even by good communicators. In fact they got the memo. They may not have heard what we said. Or understood the implications.

Interestingly, leaders also learn through dialogue. They learn how best to communicate what they are trying to convey. They learn when what they are saying is not clear which changes how they communicate it the next time. And, they are challenged to an even sharper version of what they are sharing. They may even realize there are weak spots in their plans!

There is no substitute for leaders finding time to interact with their staff. People want to understand, not simply hear. Discussion and dialogue is the key. If you lead, how often do you dialogue?

Politics and a Christian or Kingdom world view

Observation: most American believers do not have an integrated Christian world view which informs their personal lives, work lives and political thinking. We have views on these subjects but they are not integrated into a Christian world view where God's perspective is brought to bear in our thinking on all issues of life. Many of us operate with world view compartments where we have the religious issues and then all the other issues.

Jesus did not separate any issues from His relationship with the Father or from the Scriptures (the word of God). For Him, all of life was viewed through the lens of the Father's will and He assumed that the Father had something to say about every part of our lives.

This bifurcation is nowhere better seen than in the political arena where American believers latch on to one political ideology or another, listen to some loud commentator and rarely ask the God question: Does God have anything to say about these matters? If you doubt that, just listen to political conversations between believers and listen for any reference to Scripture or Biblical principles. I rarely hear any. I do hear references to talk radio hosts and such! It is as if none of the key issues facing our nation have any relationship to issues spoken to in Scripture. But they do!

Read, for instance, Deuteronomy (the Gospel of the Old Testament) or the Prophets who sought to help Israel understand the implications of the moral law of God and you will see themes that apply to people and nations: morality; justice; mercy; concern for the poor and disadvantaged; care for the widow and orphan; how one treats the alien (immigrant) in our midst. These issues do not belong to any political party - they are part of a Christian world view of how we view life, people and faith.

Rush Limbaugh, CNN, Fox, CNBC, the BBC or whoever one watches, reads or listens to have definite political ideologies. For believers the question is whether God has anything to say that might inform our thinking. Of course He does and we are the ones who are tasked with understanding His word and doing the mental work of applying it to the political arena. It is the integration of His truth into the thinking in all areas of our lives that helps us to develop a Christian world view which will never be synonymous with the political views of any party. Therefore we need to be critical thinkers regarding all political systems and theories.

I appreciate publications and deep thinkers that seek to integrate God's truth into life, politics and work. We need to train ourselves as we read God's word daily to make that kind of application to the events of our world, the challenges in our society and the culture of our home and workplace. 

I also appreciate those who give their lives to the political arena and are seeking to serve well the interests of those they represent. It is an honorable and sometimes thankless task. They are to be honored - especially those who bring into their work the kinds of values that God wants to see in our society. 

Daniel and Nehemiah and Joseph are great examples. Each served secular kings but brought a God world view into their work. They did the hard work of integrating their faith into the political arena. But each of them understood that God stood sovereign over all affairs of men and that they served Him first, rather than the political system they served within. Ultimately their faith and their truth was found in God, not in those they served.

Don't allow your world view to be separated from what God would have to say in any area of life. As Christians we hold two passports simultaneously: the nation we belong to and Heaven which rules and which is our destination. Living between the two is a tension that requires us to live here but to do so with Kingdom values and perspectives. It is the challenge of a Christian or Kingdom world view.

Theological truths in an election season: Obama, Romney and God

No, you will find no endorsement here and I am not sure even my boys know how I voted in the last election. And yes I do care about the outcome - but I care about some other things even more.

I believe that Who is in my house (Jesus) is more important than who is in the White House. The latter matters but the former matters ever so much more.

My trust for the future is never in politicians but always in a sovereign, holy, loving and personal God who sits on the throne in heaven. He is sovereign in spite of any laws, policies, spending, or executive orders. (Habakkuk 2:20).

No matter who wins we are commanded to pray for our leaders, that they would lead with wisdom and righteousness. If we really believe in prayer we will complain less and pray more.

God can use any circumstance in a nation for His purposes (Acts 17:26-27). He may even use hard times to awaken His church in the United States!

While laws influence morality or the lack of it, the ultimate answer to immoral practices is a changed heart through the Gospel. Jesus is the ultimate answer to our nations problems.

Sometimes nations get what they deserve (see Amos). Even when they do, God can use the events of our world good or bad to build His church - and He does. (Acts 17:26-27). And even in the worst of times, we can rejoice in God our Savior (Habakkuk 3:16-19): "The Sovereign Lord is my strength; he makes my feet like the feet of a deer, he enables me to tread on the heights."

God's people are united by Jesus, not by any political party or political ideology  Political discourse is not a church affair, Jesus is. Christians should be good citizens and involved politically as their conscience dictates but it is Jesus only, and His Spirit who unites us as One body (Ephesians 4). Anytime politics divides God's people we have forgotten what unites us.

I admit to being tired of shallow political spin. I am forever glad that my hope is not in any political system but in a sovereign, good, loving Heavenly Father. Whatever happens in this election or after, He is constant. Administrations rule for a period of years. Jesus rules forever and ever - Amen!

Suggestions for insecure leaders

Insecurity among ministry leaders is common. I am not sure why it is but I know that it is. The ability to overcome insecurity, however, is one of the key factors in a leaders long term success. So, developing some intentional strategies to move from insecurity to greater personal security is a development issue for many!

I have some suggestions to consider.

Insecurity often stems from the need to be right and a fear of being proven wrong on some issue. Here is a question to consider: what is the worst thing that can happen if I am wrong? Or to put it another way: why do I have a need to be right? There is really a more important question and that is "What is the best solution?" If we move from a need to be "right" to what is the "best" we no longer need to worry about whether we get our way. Rather we get the best solution. People respect that - a lot!

Insecurity comes from needing to prove something. Here is a personal issue to ponder: What do I need to prove to others? Is it that I am competent? Is it that I can lead? Is it that I am a success? Needing to prove something is usually about some unfinished business in our own life that is driving us and spills over to others in unhealthy ways.

What if I had nothing to prove? What if I could live in the freedom of just being me? I actually live by a principle of "Nothing to prove, nothing to lose." It is freeing! And, when I start to get defensive over something I just remind myself that I don't have to prove anything. I can just be me. It is a reprogramming of our minds.

Insecurity can make us hostage to the expectations of others, especially if we need their validation for our lives and ministries. Needing the validation of others causes anxiety and fear which is why it holds us hostage. It keeps us from just being ourselves. Often it stems from not having healthy validation and acceptance from our own parents and we are still trying to earn it from wherever we can. Not only that but as leaders we will often be targets for choices we need to make and leaders who need validation from others often cannot lead well as a result.

Learning to get our validation from our heavenly Father first and from close trusted friends second is far healthier than trying to live up to all the expectations of others - an impossible task in the end.

Those who suffer from insecurity can grow into more secure, self defined and mature individuals. However, it starts with some intense self reflection as to the reasons for our insecure behaviors and an intentional effort to change our thinking and behaviors. The alternative is not only personal fear but behaviors which negatively impact those we lead.

Competitive ballots in church elections: Don't do it!

I still run into congregations that use competitive ballots in church elections for leadership positions. It is a bad idea!

What it conveys to those running is that you are not sure they belong on the board but you will give them a shot. What usually happens is that well known names win and lesser names don't - irregardless of what their relative qualifications are or are not. In many cases, after losing, individuals will not allow their names to be put on the ballot again. Not that they are sore losers but they don't see the point. Often it is the church that loses out. 

In one church I worked with recently that still has competitive ballots the same leaders have rotated in and out for years simply because they are well known. So for decades, the same thirty or so people have served as leaders. They may have been good leaders but in the end that is not necessarily how they got elected. They were simply better known than others who didn't. Many who lost said they would not agree to be on the ballot in the future.

Those who are going to serve in church leadership ought to be carefully vetted and the best candidates put on a ballot for affirmation, not for a competitive vote. In other words if you need three new leaders, there are three leaders you believe in on the ballot. You know who you want, they know you want them and the congregation has the ability to vote yes or no. This is not American democracy, after all but church leadership.

Church leadership should not be about competition, winners or losers but rather the right people at the right time for the right reasons. Competitive ballots don't do that. I for one would not agree to being on a competitive ballot. I would assume that the nominating committee didn't really know who they really wanted!

Free book offer on Intimacy with God

Would you like a free e-copy of Intimacy with God: Drawing Ever Closer to the Almighty by Dr. Benjamin Sawatsky? Simply follow this link, click on the book and choose the e-format of your Nook, Kindle or Apple iBook. You’ll need to enter a valid email address for this free promotion. It’s only available this week so act quickly.

Enjoy!

Leaders who live in a fantasy world!

Leaders run a significant risk of living in a fantasy world that all is well when it is actually not. It is a risk because we want to believe that we lead well and we want to justify our leadership. Those on the outside often see what we cannot see on the inside. All leaders are susceptible to believing we are doing better than we actually are.

Some leaders want to live in their world where all is well - whether it is or not. But for those who want to live in reality, who want to lead from health and continue to grow their leadership there are a number of critical choices they can make to help them lead well.

First, the best leaders create cultures within their organizations where people can openly and candidly share their opinions, observations and opinions. People will not go where they know their leader does not want them to go. Thus leaders either encourage or discourage the very feedback they need from their sharpest people. All leaders make a choice on how much they want candid feedback from within their organization.

Second, the best leaders seek feedback from knowledgeable people outside of their organization as to how they are doing. Bringing in outside facilitators from time to time helps us to think more clearly and to see things we may not see. We need questions that help us sharpen our focus and which challenge our assumptions. One ministry recently asked me for my perception from the outside looking in. They didn't necessarily like what I said but it caused them to think and dialogue.

Third, the best leaders have clearly defined "ends" as to what they are going after in their ministry. The lack of objective results we are after allow us to believe we are doing well when in fact we don't know because we have not defined success. Charlie Brown used to practice archery without a target. When Lucy asked why, he said "because that way I hit it every time." Not knowing what we are after allows us to believe we are hitting the target when we may or may not be.

Fourth, the best leaders create strong boards of thoughtful, healthy members who ask the right questions, question the right things, help us think clearly and never let the missional agenda move away from our central focus. Great boards are not a hassle. They help us lead better by the dialogue, questions, and group wisdom. Good leaders want to know what their boards think and willingly make them accountable to their board. 

Fifth, the best leaders spend a great amount of time thinking about what they are doing and how they are doing and whether we are accomplishing the mission of the organization. Great leaders are honest with themselves about the real results of their leadership and the real results of the missional agenda. They don't gloss or ignore reality. In fact, they are frank with their staff on what is reality in order to keep the organization focused on areas of weakness in order to become stronger. 

Sixth, the best leaders look at all their practices and processes to evaluate them for effectiveness. We actually use a simple tool to improve our practices and processes. We identify them all and then rate them with a red, green or yellow. Green means all is well, yellow means that we could do better and red means that we have a lot of opportunity to improve. Yellows and reds are good colors because they indicate that we can improve. If we have nothing to improve we cannot get better. It is actually a way to do continuous improvement.

I know a group of leaders who will never practice these six suggestions because the truth is that they don't want to be challenged and are threatened by truth. I also know that truly good leaders are willing to go there because they are not threatened by reality. Rather, they want to know areas of weakness so that they can improve and grow!

Does your ministry budget reflect your ministry priorities?

Budgets tell a story. They reflect our true ministry priorities whether in a local church or other ministries. We can say what we will but how we allocate resources is the real story of what is important to us.

Often budgets simply reflect what we have always done rather than what we say we intend to do. Politics and inertia can keep us from budgeting our priorities. How we have traditionally allocated resources should not be the test of how we allocate them in the future. 

Here is an interesting exercise. Identify the top three priorities for your ministry and then ask the question as to whether you are allocating resources in a way that will help you achieve those priorities. If not, what is keeping you from budgeting your real priorities?

Budgeting should not start with the past but with what you intend to accomplish in the future. The starting point is where we want to go, not where we have been. Budgets should help us drive our ministry agendas.

Paying attention to the hidden inner terrain of our lives

It is the inner terrain of our lives that determines who we are and who we become. Hidden, it is known to us alone although it's residual spills out in ways good or bad, depending on what is there. We often seek to ignore it, sometimes depress it but wise individuals develop a deeply sensitive barometer to their inner terrain - knowing its importance from a spiritual and personal perspective.

Let me suggest that there are seven rooms in our inner terrain that need to be understood and which we need to pay close attention to. These seven rooms are the source of much of who we are. When neglected they hurt us. When attention is paid to them and the Holy Spirit is allowed to inhabit them, they change us and help us. Seven rooms for seven drivers of our lives, hidden deep in the recesses of our hearts.

Conscience
Our creator endowed sense of what is right and wrong. It is a delicate gift because when we ignore it we harden its impact and to the extent that we set it aside it becomes increasingly less reliable which is why sinful tendencies can become normal in our lives when we neglect it. 

Motivations
We can be motivated by Godly motivations or the motivations of our lower nature. Knowing the difference makes all the difference! Even those in full time ministry can be fooled that their motivations are spiritual when in fact they are base: success, fame, personal gratification, power or some other drive of our lower nature.

Thoughts
Hidden from others, we choose whether we take all "thoughts captive" in the words of Paul or whether we entertain baser instincts. Thoughts of envy, pride, anger, lust, impurity or those thoughts that lift self and suppress Jesus can be hidden from others until they spill over in our words, attitudes or actions. 

Desires
What we desire is what truly defines our lives. Others may not know but we know. And Jesus knows. Paul described his desires this way: "I want to know Christ - yes, to know the power of his resurrection and participation in his sufferings, becoming like him in his death, and so, somehow, attaining to the resurrection from the dead (Philippians 3:10-11)" but also acknowledged that he too fought the fight between desires of the higher and lower nature on a daily basis (Romans 7). Every day we define our lives by the desires we entertain and pursue.

Convictions
Our convictions are a direct result of the terrain of our inner lives. Those with strong and righteous convictions have cultivated their inner compass to align with God's Word and truth. Those who lack conviction do so because they have not. What we hold convictions on is a direct indicator of the place we derive those convictions.

Passions
Passions drive us toward good or toward evil. They are that inner force that compel us in ways that we don't always understand but they are the result of what constitutes the inner terrain of our lives. Those who have a passion for justice, or God, or righteousness have  this because of what they have cultivated. Those whose passions reflect those of the world have them because they have allowed the priorities of the world to crowd out those things that God counts important. 

Temptations
They are common to all of us. We either nurture them or starve them. There is no in-between. While temptation may not diminish until we see Jesus, our ability to deal with them can be strengthened depending on how we treat the inner terrain of our hearts and lives. The Holy Spirit is the difference maker along with whatever disciplines we nurture to keep Jesus central. 

The inner terrain of our lives matters - a lot. Jesus says that what comes out of a man comes from the inside. Nurture the inside and we directly impact our attitudes and behaviors. To the extent that we neglect our inner lives, we pay the price both internally and externally.

Doing the grownup thing

Even as adults we act like children at times. Complaints, petty arguments, tit for tat, easily irritated, shifting responsibility, taking our ball and going home and the list could go on. When we were young we looked at grown ups as being wise and mature. As grownups we realize that we're not always wise or mature but sometimes behave like adolescents. 

So I've been pondering the difference between children and grownups and suggest the following about living as a grownup.

Grownups deal with their stuff. We all have stuff to deal with - lots of it from our childhoods. Maybe we were not raised by perfect parents (who is?), or suffered some sort of trauma early in life or have some sort of failure in our past (It happens). Kids often hang on to baggage because they don't know how to handle it but grownups deal with it. You can only live with excuses for one's stuff for so long. Then it is time to deal with it and put it behind! Whatever it is, grownups deal with their stuff. 

Grownups take personal responsibility. Kids easily play the blame game. Some adults have been known to as well (think Eve, and Adam). Real grownups take responsibility when they blow it and work to make things right. All of us make choices and some of them are wrong. Adults admit, make right and change course when it happens. 

Grownups control their emotions. Sure grownups cry and get sad and experience great joy. What they don't do is fly off the handle, live with anger problems, say things that they cannot take back or treat others with less than honor. They have learned to control their negative emotions - those that hurt others and accentuate positive emotions - those that build others up. 

Grownups use their money responsibly. Kids often love to spend money. Grownups love to save money and they have the discipline to put off purchases until they have the funds rather than living off of credit card debt. Instant gratification is a kid thing. Delayed gratification is doing the adult thing. Sorry for meddling on that one.

Grownups live in reality. We don't always like the realities with which we live but mature adults accept those realities and deal with them - whatever they are. We have all met people who try to ignore reality and responsibility. Grownups don't! We may try to change our reality (getting out of debt or dealing with other issues) but we don't ignore reality. Walter Mitty fantasies are for children, not grownups.

Grownups foster personal discipline. As children, a disciplined life was not a high value for most of us. For adults, it is the grownup thing to do. Disciplines with God, with work, with family, with ministry and even rest and recreation. There is no maturity without ongoing personal discipline. 

My conclusion is that some grownups are not really grownups. But I want to be one. And there are always areas where we as grownups need to continue to grow up - with the help and empowerment of God's Spirit.

Four skill sets every good team and board can profit from

The best teams and boards (boards are teams) are deliberately created and they can profit from having a mix of wiring and skills. There are four key roles that people can play, depending on how they are wired that can bring strength to a team.

Initiators. These are the people who come up with new ideas and initiate needed action. They are creative, action oriented, and suffer from very little fear. They see what can be and want to push the boundaries for productive results. 

Supporters. These are individuals who come along to support ideas and initiatives. While they are not often the initiators, they help make thing happen and become agents of support with others. No good ideas get put into play without supporters.

Challengers. The gift of a challenger is to turn over the rocks of ideas and initiatives and look underneath and ask the hard questions. They are often misunderstood because they are willing to ask the hard questions. Not because they want to be cantankerous but because they want to probe, look for unintended consequences and in the process help get to a better solution.

Processors. These folks can irritate initiators because they want to process everything. The truth is that without processors, the ideas and initiatives often don't proceed well. Processors think process: A to B to C to D as well as how people will respond to ideas proposed. They are key people to bring an idea to reality.

Think about which role you normally play - and the other members of your team or board. When working well together these four skill sets make a great combination.

Can we talk? Three key questions in relational disconnect

It is amazing what a conversation can do - especially when there is conflict, disagreement or a relationship gone wrong. Conflict and misunderstanding thrive on silence and assumptions. Conversation makes even those we demonize human and at least understanding is possible when two parties are talking. None, when they are not.

Now there are times when further discussion is counter-productive, especially when dealing with passive aggressive individuals or those you cannot trust to not use the conversation against you. So there are times when we choose silence over conversation - strategically.

But in most cases the way to resolution between parties is a conversation with some good clarifying questions, a lot of non defensive listening, and a candid statement of where we are coming from. Several questions are key:

How did we get here?
Do we both want to find a way forward?
What will it take to resolve this?

The first question clarifies the facts or the perception of the facts. It is not about blame but about the facts as we can understand them.

The second question is critical because it calls the question on whether both parties actually want to find a common solution. If no, then further discussion is fruitless. If yes, there is hope for a common solution. Asking the question has the potential to change the conversation from blame and acrimony to "OK this is where we are, legs figure out how to move forward because we both desire that. 

The third question is a collaborative one. It requires both parties to think together as to how they can resolve the issue at hand.

There is not always a way forward. There is not always a will for both parties to find a way forward. But without conversation you will never know.

14 questions if you want to manage others

Are you willing to make those you supervise a high priority?

Are you willing to lead collaboratively rather than by command?

Are you willing to give up other things so that you can put in the time and attention to lead others?

Are you willing to learn a new set of skills?

Are you willing to model a non-defensive, open, flexible, patient attitude?

Are you willing to say you are sorry when you blow it?

Are you willing to give up control and not micromanage?

Are you willing to let people do things their way instead of yours?

Are you willing to listen more than you talk?

Are you willing to let people blow it and fail and still support them?

Are you willing to take responsibility when things go wrong and give credit away when there is success?

Are you willing to model humility?

Are you willing to follow your supervisor as you desire your staff to follow you?

Are you willing to support the mission and the values of the organization as a whole and represent them well with your staff?

If yes, you have a shot. If no, you will get yourself into trouble.

False beliefs of the American church

There are a number of beliefs, whether spoken or not, which characterize much of the American church that need to be reexamined. These beliefs are culturally based but not Biblically based. 

Bigger is better
Why? Healthy churches are better but why is a bigger church better? In God's economy every size church has a place, has its strengths and if it is seeing lives transformed is living out it's call. Defining success by church size (which in our competitive American space is popular) is a sad commentary on how we view the Bride. It also diminishes those who serve and happily attend smaller fellowships. Why did Jesus say "When two or more are gathered in my name?"

Success is numbers
By that definition any number of liberal or even cult groups are successful. Spiritual fruit in changes lives is success but not necessarily numbers as most church growth is simply a reshuffling of God's people. Counting buts, bucks and programs is not a biblical definition of success. The Book of Ephesians is pretty clear on what a successful church looks like: transformed lives with everyone using their gifts for Jesus in the places He has put them.

People need to be entertained
That is what television, rock concerts or whatever it is that entertains one is for. We come to worship the almighty, everlasting, all holy, omnipotent, creator of everything that is, redeemer of our very lives and the one before whom every knee will bow and every tongue will confess that Jesus Christ is Lord. Entertainment? Just the opposite: it is the worship of Him with all the attention going to Him and the focus is on Him. Entertainment is about making us happy. Worship is about making Him the center of all that we are.

Deep theology is passe
When Paul wrote to the Romans, Galatians, Ephesians, Thessalonians and the others he was not writing to the cream of society, the most educated or the sophisticated. He was writing to cobblers, slaves, the poor, the uneducated in many instances and plain ordinary people. And what did he do? He wrote to them about the great theological truths of the faith and even used big words like redemption, justification, gospel, incarnation, transformation and then made it all practical. Not only did he not shy away from theology (the study of God) but he put it front and center because he knew that if people didn't understand the basics of God that they could not follow Him as they should. 

When we dumb down the message to make it more simple, palatable, self focused or easy to accept we do an injustice to the text and to those we preach to. Remember it is not our truth but God's truth and some of it is not politically correct or easy to accept. But it is His message to us and even the most unsophisticated are able to understand that message.

God blesses his people with health, prosperity and success
If that is true Jesus, Paul, and the Apostles somehow missed the memo. Jesus blesses us with an abundant life by His definition not by the world's definition. I am always amazed when Christians are surprised that they suffer or suffer setbacks, or see a loved one die, or face other reversals. We live in a fallen world and the impact of that fallen world impacts us as it does others. What we have in the midst of all of that is the faithfulness of Jesus (Romans 8). Nothing can separate us from His love but a lot of things can separate us from health, prosperity and success.

Come to Jesus and all will be well
We don't come to Jesus to fix our failing marriage, health, solve the bankruptcy or home foreclosure or whatever our issues are. We come to Him to fix our broken and sinful hearts, to cleanse our sin, and to give us a new transformed nature. May that have an influence on the rest of our lives? Absolutely. But it does not mean that all will be well or our problems solved. Therefore we should not promise that to people. What we should promise is that God wants to transform us, make us family, change our hearts and give us His Holy Spirit to live in our hearts. 

In ministry, money is the key
If we had more money we could hire more staff, build that addition, renovate our worship facilities, get more ministry done and the list goes on. All of those may be good things but God is not dependent on our money in order to see His kingdom advance. It is a part of the equation but only a part. What God wants more than larger church budgets is the personal involvement of His people in living out their faith in their circles of influence at work, at play, and at home. In ministry God's people, filled with His Spirit and joining Him with His work is the real key.

What other false beliefs do you see in the American church? It is worth thinking about because we get so wrapped up in our culture that we don't realize that some of what we believe or take to be true may in fact be false. 

Signs of spiritual abuse

There are church leaders who engage in spiritual abuse to keep people in line with their culture, ethos and expectations. It is wrong, violates Biblical teaching and is deeply dysfunctional. This behavior has a cult like feel to it because it elevates spiritual leaders as those who we need to listen to and obey on issues of personal preference, conscience or decision making.

 Here are some signs of spiritual abuse to be sensitive to.

1. When there is a personal disagreement and church leadership ask for repentance on the part of the individual who disagreed. Repentance is called for when we have wronged another or committed an offense against another. Disagreeing with someone else does not constitute sin. It is simply exercising our right to be self defined and a healthy individual. When one is pressured to repent over a disagreement, beware.

2. When you feel pressured to take an action because a church leader or someone else is is telling you should do so based on what "God told them." If God wants to talk to us he is perfectly able to do so. It is fair for others to talk to us about issues they might be concerned about but it is not OK for them to pressure us to take action they think we should take. Using the God card to force others to take action violates individual freedom to listen to their conscience and be sensitive to God themselves.

3. When you are told you are likely in sin because you made a decision that others disagree with. Unless that sin is obvious and clearly in violation of Biblical principles, this is blatent manipulation but of a powerful kind when it comes from a church leader. The mantra is, "I fear you have some deep hidden sin in your life because of the decisions you are making." Don't fall for it.

4. When a church leader tells you what you should do with your life. No one can tell us what to do with our lives except for God and our own desire to follow Him. Many people have a plan for our lives but only we can discern what God wants for our lives.

5. When there is an inordinate focus on "church unity" as a theme that stifles dissenting voices or the ability to speak one's opinion freely. Church unity should never be used to stifle discussions, dialogue or opinions that might differ from those of a church leader or pastor. 

The priesthood of all believers means that the Holy Spirit and truth are not the exclusive purview of church leadership. Of course, we need to be respectful and loving when sharing our views but in the absence of truly causing division or heretical teaching, we should be able to do so without recrimination. 

Independent thought is a threat in dysfunctional churches because it encourages others to think for themselves. When one takes an alternate view from leaders or the common line, it is a threat to the control of those leaders and is often resisted.

6. When church discipline is threatened for non ongoing egregiousness sin - beware!  Church discipline should be a rare event, and the last in a series of steps where there is heresy, division or ongoing egregiousness sin.  It should never be threatened or used to bring people into line.

7. When you are pressured to remain in the church if you start to pull away and desire a different fellowship. Cult like organizations like to control and they don't like it when people leave. It is a threat to them because they fear others will take note and consider the same thing. They will do everything they can to bring one back into the fold and may use both woo and threat in the process.

Here is the bottom line. If you feel that your leaders seek to control, to stifle honest dialogue, to manipulate with the God card or make you agree with their point of view, beware. Spiritual abuse is subtle but it is real. Just as abused spouses are duped into thinking the abuser is right so are those abused by those in church leadership positions. The book of Galatians is a good one to read if you feel others are trying to force you into their mold and to live by their rules. There are cults inside the church as well as outside the church.

When success can be an enemy

It may sound counter intuitive but ministry success can be an enemy in at least two ways.

First, when a ministry has seen a great period of success in its past, it often spends the next decades either thinking they are still living in that glorious past when they are not. Or, they are trying to recreate that past when they cannot. This is often true of local churches who saw a "heyday" that people remember. That past success keeps them from making the needed changes to move into a different future since "it worked in the past and so should work in the future." 

Of course it rarely does and the ministry usually does not move on until it can bless the past as the past and embrace a new vision for the future. What got you to here got you to here: it will not get you to there. 

Success can also be a blinder in the present. Success does not mean that a ministry is healthy. It just means that for some reason it is seeing greater momentum than it has in the past. I watched one church move to a new location and quickly triple in size. Yet there were many issues internally that needed to be resolved. However, because of the rapid growth (from a move) it was assumed by some leaders that all was well (it was not). 

Momentum should not keep us from asking hard questions about the health of an organization for two reasons. First, because there may be other reasons for that momentum. Second, because momentum does not last forever and the most important issue is the internal health of staff, leadership and long term viability and fruitfulness. Momentum and "success" can mask issues for a time but not forever. Eventually they surface!

The moral is that past success is not the key to future success and present success is not a reason to let our guard down and assume all is well. That success, past or present can bring with it both arrogance and carelessness, each of which are an enemy.

Independence is a killer of organizational excellence

Organizational excellence - in any ministry or organization requires leaders to work in cooperation toward common goals. Too often, however, leaders want independence rather than interdependence, leaving the organization with multiple directions and a significant lack of alignment. 

In recent conversations with a large church staff, one of the staff members made the comment that what had been rewarded on their staff was the development of successful ministries rather than cooperative efforts - leaving the church with ministry silos without a common direction. There was no incentive to work together.

Here is an irony: Leaders insist that those on their team play ball together and follow their direction. In many cases, those very leaders are unwilling to to play ball with other leaders or to make themselves accountable for their own alignment and cooperation. They insist on alignment below them but do not submit or work toward alignment above them.

The independence of ministry leaders - doing their own thing - hampers many churches from experiencing greater impact and other ministry organizations the same. 

The sad thing is that they are modelling the antithesis of what they tell their own teams. And it does not go unnoticed. The sadder thing is that lack of interdependence, the humility to get on the same page with others and intentional cooperative efforts keeps the organization from experiencing the impact it could otherwise have.

It raises an interesting question. Why do those who lead so often find it hard to follow? And if I cannot follow (if I am part of an organization) do I have the moral authority to lead?  Our fierce independent streak is remarkably close to how Isaiah describes our sinfulness - "each of us has turned to our own way (Isaiah 53:6)." 

Organizational ministry is not an individual sport like golf. It is, rather a team sport like football, basketball or soccer where unless everyone knows their position and cooperates with the rest of the team and executes plays together there will not be a winning team. Often ministries who could be a winning team are leaving great spiritual influence on the table because they are in a team sport but their leaders are doing an individual thing and ignoring their coach. 

Before I am a leader, I am a follower. Even when I am a leader I am a follower. Leaders lead - and they follow, if part of an organization. When they don't, they lose their moral authority to lead. 

The General Motors Syndrome. Why good people in good organizations resist needed change in the face of incontrovertible evidence that it is needed

As an organizational leader and consultant I see the General Motors Syndrome played out in churches, ministry organizations, missions and denominations: Those inside the organization cannot see the need for change while those outside look in and wonder why in the world good people don't see what they see - the world has changed but they have not. 

Why, for instance, did the organizational structure and culture of General Motors not change until bankruptcy when Toyota, and others where light years ahead of them in efficiency and quality? Why do even large churches resist changing antiquated structures that hinder them and no longer work for them? Why do mission organizations who have seen their entire context change but continue to operate as if they were in the pre globalized world? Why do denominations struggle with changing structures that served them 50 or 100 years ago but no longer?

The why question is even more powerful when one realizes that there is almost always demonstrable evidence that change is needed. Even in the face of that evidence, change can be hard to come by and is met by resistance. So why do good people in good organizations resist needed changes in the face of incontrovertible evidence that it is needed?

Let me suggest three key reasons.

One, organizations like families are systems that resist any changes to the status quo. It is why missional is often subverted by institutional. Institutional is comfortable while missional is a threat to the status quo of the system (organizational). In families, if one individual tries to pull away from the family system, the rest of the family applies pressure to bring them back in. That is why it is called a family "system." A perceived threat to the status quo can be met with fierce resistance that to others makes no sense but within the "system" it makes all the sense in the world. 

When I proposed major change in the mission I lead, the "system" worked to try to pressure the system back to where it had been previously which was known and comfortable. The organizational family system was threatened and wanted equilibrium again. This is why organizations find change so hard. The existing family system resists even change that outsiders think is a no brainer. 

Two: organizations, like individuals have an EQ quotient. A major part of individual EQ is the ability to know oneself, our strengths and weaknesses and how we are perceived by others. All of us have met people who lack that quality. Others see what they cannot see and to a certain extend that is true even for an individual of healthy EQ. 

Organizations are no different. What did the executives of GM think sitting up in their executive dining room surrounded by luxury as the world around them changed radically? Their corporate EQ was severely lacking. 

I once consulted with a church that had gone from 500 to 50 in a 2 million dollar facility and when I told them they were not healthy they asked what the evidence was! That is a corporate EQ issue. It is also why organizations need outside counsel when looking at significant change. Others can see what they no longer see. We become so entrenched in the system that we no longer see ourselves with any degree of objectivity. We have become the system! We no longer see objectively. 

Three, and this is less neutral than the first two. When Patrick Lencioni published his book Silos, Politics and Turf Wars they flew off the shelf, were avidly read, people saw themselves in the mirror and many of their organizations saw no change. Why? Because the politics, silos and turf wars were too strong to allow change. People do not easily give up their turf, even for good reasons. Turf and autonomy are power and they don't easily yield power. This is a spiritual issue while the first two issues are organizational system and EQ issues. 

Fifteen years ago, the team I served on, the senior team of the EFCA made a decision to give up a measure of our individual and departmental autonomy in order to get on the same page and serve the whole with greater effectiveness. There was blood on the floor in some of our initial meetings. We were tearing down silos, addressing the politics and declaring there was no more turf. Responsibility for our areas - yes. Turf - no. And our mission and the accomplishment of that mission had to take precedence over our "individual rights" and sometimes preferences.

It was a hard necessary change. So let me put it candidly. Without the humility to give something up for the sake of the whole, no organization goes to the next level. This applies to church boards where a member is guarding their sacred ministries or organizational structure, to team leaders who are more concerned about their ministry than the whole ministry, staff who are guarding their ministry portfolio or in the case of missions, individuals who want to be independent contractors rather than members of an organization and in alignment with the whole. 

This one is a heart issue. And it keeps many Christian organizations from moving forward in ways that would be far more effective and results driven.

Why do good people in good organizations resist change even in the face of incontrovertible evidence it is needed? Their organizational family system resists it, the corporate EQ of the organization may not be healthy enough to see it and people are unwilling to give up the politics, silos and turf wars. 

What does it take to see real change in change unfriendly environments. First, the family system must champion honest, candid, truthful dialogue without seeking to pressure people back into the fold. It takes courage to speak up and be a change agent when there is significant resistance to resist that change. And there will usually be loud voices in opposition.

Second it takes the willingness to face the "brutal facts" as they are, look in the mirror, listen to outside voices who do not have a vested interest and who can see with greater objectivity and be willing to count the cost of the status quo. If one waits until the organization has plateaued and gone into decline it is often too late to resurrect what could have been. Now is usually the time to face the facts rather than later. 

Third, it takes the humility to give up the parts of our autonomous nature that keep the organization from being all that it can be. It is pride and power and guard silos and turf. It is humility and missional commitment that break them down. Does it matter? It will on the day we give an account to the Lord of the church. Ironically, it often matters more to those we serve than to us who lead. They often see what we cannot see and when they do not see their leaders act, they often decide to invest their lives elsewhere. 

Three transgressions of local church staff that hurt ministry effectiveness

I call them transgressions because they have spiritual impact and leave a great deal of spiritual opportunity on the table. These three transgressions include one transgression of omission and two of commission  Bear with me.

Transgression One: Lack of significant clarity in the local church as to what the church is about, where it is headed, what its non-negotiables are and what it is committed to achieving. 

I work with many churches who cannot define ministry clarity. It is a sin of omission that significantly impacts the spiritual effectiveness of the congregation. In the absence of maximum clarity every leader and team define their own clarity which is a recipe for confusion and competition. Eventually that lack of clarity creates silos, competing directions, and the proliferation of ministries which may or may not be effective. In the absence of clarity one does not know what is truly effective or whether or not we have achieved what we need to achieve. Lack of clarity is a sin of omission and it is endemic in the church.

Transgression Two: Lack of alignment around clarity. Church staff members can often be an independent lot who drive their own agendas and build their teams and ministries around their agendas. Don't get me wrong. It does not mean that they are not after good things. What I am saying is that many staff leaders are not committed to a common clarity and vision of the church but rather their own. This is a sin of commission.

No organization can maximize its impact unless its leaders are willing to get on the same page and work toward common goals. This means that we give up a certain amount of autonomy for the sake of a common strategic direction, mutual cooperation and a deep concern for the whole rather than a concern for our slice of the pie. Not committing ourselves to alignment with the whole is a sin of commission. It is a choice we make that hurts the whole and therefore our missional effectiveness. Thus it matters - a lot.

Transgression Three: Lack of accountability for results based on the missional clarity. Unless we can clearly show that our ministries are achieving results based on the ministry clarity of the church, we have no way of knowing whether we are being successful or not - which is why ministries are rarely ever cancelled but drift on and on whether they are delivering on the promise or not. 

Too many churches look like the Winchester House in San Jose, CA (Google it) with ministry built upon ministry with no common blueprint and no common direction. And, with each leader defending their piece of the turf and their section of the pie. It is why Patrick Lencioni's book, Silos, Politics and Turfwars has sold so many copies both in the ministry and secular world. In the ministry world it is a sad commentary on our lack of common vision, purpose and direction.

If you are on the staff of a church, I would encourage you to ask the question as to whether these three transgressions apply to your staff. If they do, put the issue on the table because none of us want to waste our lives or leave spiritual opportunity on the table.  I know that Jesus does not want us to leave opportunity on the table. 

If you need help in these areas, the book, Leading from the Sandbox can be a practical and valuable resource. Whatever you do, don't settle.

The journey from individual producer to leading through team

Many pastors and Christian organizational leaders did not sign up for ministry to lead others. They heard the call of God, wanted to make a difference for His Kingdom and entered ministry. It was a shock for some to wake up one day and realize "I am a leader and I've got to lead a staff, and I don't really like doing it."

I remember when I was an independent producer. I was a staff of one with an assistant. It was convenient: one person to oversee, my schedule was my own, I could focus on things I wanted to focus on and, while my work affected others, I was not personally responsible for them.

Today, the picture is different. I have a staff of over 550 with 10 senior leaders who directly or indirectly report to me. What I do, how I spend my time, and what my priorities are all directly affect others - and my ability to lead them well. 

The transition from independent producer to the leader of a staff of various sizes was not without its bumps and its lessons because the two kinds of responsibilities are very different.

Life for an independent producer is fairly simple. Life for a leader who leads staff or a team is much more complex. A leader of others must make critical transitions in how they think and act. They must transition:

From thinking about "How I drive ministry myself" to "how I facilitate ministry through other good people." It is no longer about me as much as it is about us.

From "how I would do things" to "empowering other good people to do things as they would do them" - in line with their gifting and skills.

From "I can do life as I like to arrange it" to "I need to take into account all those on my team and how I can best serve them and help them become the best they can be."

From player to coach. The larger my staff (volunteer or paid), the more I must transition from player to coach. It is not possible for me to ignore my team. If I do, they go south attitudinally or we develop silos without alignment.

From "hands on: in the details to helping define the "big rocks" and allow others to figure out the details.

From "I can determine the plan and strategy" to "we need to determine and own a common strategy."

From "I have a meeting to go to" to "I have a meeting that I need to carefully prepare for and lead."

From "my opinion is the one that counts" to "I need to be collaborative in my thinking, and decision making." And, "I need to encourage robust dialogue around issues and take a non-defensive posture when others disagree with me."

These are not easy transitions and there is significant leadership pain and even attrition when leaders go from being solo producers to team leaders and don't understand the need to do life differently. It is not uncommon for pastors who suddenly find themselves saddled with reports and a team who have not made the transitions above to face considerable unhappiness or conflict with staff. Often they are not aware of why the conflict is occurring.


If you lead others, have you made the transition?