Managing problematic firings or resignations

How does one message the resignation of a staff member when they have chosen to resign because they are not on the same page as the leader or organization - or have been asked to resign for the same reason or for reasons of effectiveness?

All of us who have supervised for a while have probably handled these situations in ways that we wish we could have done differently. But our dumb tax is what helps us figure out what not to do in the future.

There is no perfect way of handling situations like this but here are some things to think about.

We are often tempted to try to paint the resignation in a rosier fashion than is warranted, both to save face for the ministry and the one who is leaving. It is good to be gracious always in our communication. However, if it is well known that there has been either conflict or a problem, messaging the leaving in a rosy fashion can come across as disingenuous to those who know better. In that case it is better to be factual - than to write something that is not true.

Resignations can be problematic both for the ministry and for the one leaving. The first thing I do in these cases is to have a candid discussion with the one leaving as to the implications of how both sides handle the transition. In a ministry, how we handle transitions comes down to not hurting the work God is doing even if we feel we have been ill treated. For a staff member in a church to seek to divide the church in their anger is to hurt the bride of Christ, not a wise thing to do regardless of how we view the circumstances.

The discussion should start with the question, "What will honor God as we walk through the transition?" I have watched staff member handle themselves with great honor and others who have handled themselves with amazing dishonor. How we handle these situations is really a reflection of our character. To the extent that we can control the situation we want to honor God in the process.

If there is bad blood it is wise to sit down with the one leaving and talk about the implications of what both sides say. If you plan to give a severance package it is always a wise thing to tie that severance package to an agreement as to what each side is going to communicate. There is no place for trashing one another in the process and the employer has some pull in that they can tie a severance package to a legally binding agreement as is done in business all the time.

Where there is a belligerent attitude on the part of the one departing, it is fair to say to them that you intend to be gracious in your response - but that if they choose to trash the ministry on the way out that you reserve the right to be more forthcoming in response if necessary to the questions that will come from those whom the employee has communicated with. That gives them an incentive to be circumspect in what they say.

It behooves the ministry to be as generous as they can be when there is a problematic resignation. Whether we like it or not, people have a constituency and their constituency will often take up their offense. You do not need to be apologetic for doing the right thing but one does want to be able to show grace and care in the process.

This also goes to helping the individual, where appropriate, with finding another job through an outside service. Again, a generous spirit is far better than a stingy one, even if one thinks that the staff member does not deserve it.

Often a staff member will ask for several months so that they can find another job. If the resignation is problematic this is not a good idea because the awkwardness of the situation will inevitably affect the rest of the staff. It is better to agree to paying them for a period of time but ask them to spend their time looking for another job and not continuing on in their current role in the process. I have tried it. It rarely works.

It goes without saying that you want to ensure that you do not open yourself up to legal liability in this process. Consult an HR professional to ensure that you are within the law in what you do and what you say and that you have adequately documented what you need to document.

In churches there is often a belief that the congregation needs to know everything. Not only is that a foolish thing to do but it is very easy to open yourself up to legal liability by disclosing certain information.

Again, an HR professional can keep you from making a misstep here. I strongly advise that any communication that is made is run by either an attorney or HR professional in today's litigious environment. I have actually seen staff members who are leaving, whether forced or not, bring their attorneys to church business meetings to see what is or is not being said.

Finally, leaders should be wise but not intimidated by a staff member that is intent on hurting the ministry on the way out. That behavior is actually proof that you have made the right decision.

What we aim for is a process that honors the ministry, the individual leaving and the people of God.

theological arrogance and humility

The study of theology is an interesting discipline: it can breed either great humility or arrogance - even massive arrogance.

What makes the difference? It is whether we put ourselves under the authority of that which we study, or inversely above it because of our expertise in our ability to slice and dice fine points of theology and exegete Greek, Hebrew and theological systems.

The study of theology ought to force ourselves toward humility. No matter how much we know, there is so very much more that we don't fully understand and grasp. The study of God is a limitless study and the more we understand the more we realize we don't understand. 

Just try to grasp a God with no beginning, who exists three in one, who is all knowing, all holy, all powerful and all loving. God is infinite so how do infinite minds believe they can fully understand the infinite or be proud of what they know? As Solomon said, "of books and learning there is no end." Indeed! We will spend an eternity seeking to understand the infinitely and majestically holy God. Eternity has no end!

What I don't understand are brilliant theologians who also have great arrogance: They know all the answers, are always right, glory in their knowledge and allow no grey in theological discussions. Rather than being humbled by the immensity of our God and the glory of His character, their pride actually places themselves above the Word they study and the God they serve. 

Arrogance and God's word and character are incompatible. Unfortunately there are those who fit this description who actually teach those who will pastor churches, a sad commentary on seminary education in some quarters.

Whenever I develop pride about my Biblical knowledge, ability to exegete the Word, or perceived expertise about God, I am moving from living under the Word and its Author to living over the Word and its Author. 

Each of us chooses one stance or another. Pride is incompatible with Jesus and the Word. Those who study a majestic God with a heart that is open cannot help but to bow their hearts, lives and intellect before Him. If they don't do that now, they will one day when He returns when every knee will bow before Him.

The challenge and danger of a divided ministry board

If you sit on a ministry board that is divided and in conflict, you need to know that the division is highly likely to negatively impact the organization you oversee. Divided boards are a clear warning that danger is imminent for the ministry as a whole and it is therefore imperative that the board do whatever it needs to do - including disciplining and humbling itself to resolve the issues.

There are a number of ways that boards become divided. How it become divided is not the relevant issue here. That the board is able to get on one page is! Not to do so is to place the ministry in jeopardy which violates the board's responsibility to protect and ensure that the ministry flourishes. 

Let me suggest that divided boards must grapple with a number of key issues:

Clarity 
It is critical that divided boards are clear as to what the mission and the priorities of a ministry are. Philosophical differences reflect a lack of clarity and until that lack of clarity is dealt with the board will remain divided.

Humility
Divided boards are often the result of one or more individuals who will not submit their will to the will of the group. This is both unbiblical and it is poor leadership. If a board member cannot in good conscience submit to the will of the majority they should resign. Allowing the board to remain divided hurts the organization.

Practices
At times, boards are divided because the board does not have good governance practices. For instance, I have worked with boards where disgruntled staff are regularly talking to board members who then have information that other board members don't have and which undermines the leader. Often, a change in governance practices can bring the board greater health.

Makeup
There are times when the only way to solve a divided board is for the minority to choose to step aside so that the board can move forward in in unity. While it is a significant step to take, divided boards are dangerous and if the division be resolved together it is better for the minority to step aside. 

Divided boards usually need an outside consultant to help them work through divisive issues. Consultant's however can only help if the board as a whole is willing to humble itself and deal with its dysfunction, whatever the source. Wherever we stand, the ministry as a whole and its health comes before our own desires. 

Don't ignore a divided board. Do whatever is necessary to deal with it for the sake of the ministry.

What is in your hand?

I have been reflecting recently on the conversation that Moses had with God at the burning bush. Like us, Moses felt completely inadequate to do what God was calling him to do. And of course he had numerous objections to his ability to do what God was asking him to do.

One of the most interesting parts of the conversation takes place in Chapter four. "Moses answered, "What if they do not believe me or listen to me and say, 'the Lord did not appear to you?' Then the Lord said to him, 'What is that in your hand?' 'A staff' he replied. The Lord said, 'Throw it on the ground.' Moses threw it on the ground and it became a snake and he ran from it....."

Now there was nothing significant about a staff, every shepherd had one. But God took what was in Moses hand, an ordinary staff and used it for his purposes. I am convinced that God never calls us to do something for Him without giving us what we need to do it and it is often right there - in our hand.

Here is a great example from the missions world. A few years ago when there was political instability in Cote d'Ivoire and Guinea refugees began pouring into Liberia. Titus Davis, a movement leader in Liberia was moved in his heart to minister to the refugees since he and so many Liberians had lived as refugees during their civil war. Rather than writing to others for money, he contacted churches in Monrovia and asked them to help. They collected some money and purchased bags of rice and bundles of used, clothing, put it all in a taxi and headed to the refugee camps by the border.

He and another couple of leaders began sharing the food with pregnant women and nursing mothers as well as giving the clothes to those in need. He had been trained in the chronological storytelling evangelism strategy and while they were ministering to the physical needs of people he was telling them stories of God's redemptive plan. 

These refugees were almost 100% Islamic, but they were moved in powerful ways by the compassion of Christ and the story of redemption demonstrated by Titus and his friends. People followed him home every evening wanting to know more about Jesus. People came to Christ and churches were planted. 

Some of these folks wanted to know how they could share this with their people when they returned home so Titus began training them in the story telling evangelism strategy (orality) and eventually did multiplication church planting training with them. When the civil unrest ended and people returned home to both countries, church planting followed because one leader took what he had in his hand and trusted God to use it.

What is in your hand that God can and wants to use? 

  

Why humility is so important in leaders

There are many things that make for a truly good leader but there is one thing that no good leader can do without - humility. Think of how many times humility is referenced in Proverbs.  One cannot be the kind of leader God wants without a great deal of humility.

When pride comes, then comes disgrace, but with humility comes wisdom (Proverbs 11:2).

Humility is the fear of the Lord; its wages are riches and honor and life (Proverbs 22:4).

Life is not about me
It is easy for leaders to forget that. Leaders get attention, they often get credit and it is easy to slip into a mindset that life revolves around us. It doesn't even if we think it does. When we live in pride we focus on ourselves. When we live in humility we focus on God and others. There is no leader who has fallen who did not start to believe that life was about them - which is why they got into trouble. 

The ministry I steward is not mine
How big is your church. Tell me about your mission! How subtle it is but how easy it is to start to believe that what we lead is somehow ours. It isn't. It is God's and we are simply stewards on His behalf for His fruit in dependence on His Spirit. We ought to be proud of what God has done and does through the ministry we steward but we cannot allow pride to creep in to the place where we think it is our ministry. Humility reminds us that we steward a ministry or a team for a season and then we pass it on to the next one who will steward it well. 

The team I lead is not there to serve me
Humble leaders serve their team in order for the team to be as successful as it can be and its members as fruitful as they can be. Prideful leaders take their teams for granted and expect that the team is there to serve them. Not so! Jim Collins talks about level five leaders who serve their teams and live with great humility. He is right. It is New Testament leadership where leaders serve rather than are served. Only humility makes that possible.

My ideas are not the only ones that matter
Proud leaders talk a lot. Humble leaders listen a lot. There is no robust dialogue with leaders that think they have a corner on ideas or direction. Only humble leaders are willing to hear things that they don't like to hear, listen to differing points of view and be open to honest feedback. A sign of humility in leadership is the extent that honest, open, candid dialogue can be had - with the leader present and even to him or her. 

The moment I start to believe my own press it becomes about me. When I take credit for what the team has done or what God has done it is about me. As soon as it becomes about me it is no longer about Him. To the extent that I live in humility it is about Him and to the extent that I live in pride it is about me. And it is very easy to slip from humility to pride. It takes a significant effort to stay on the side of humility.

What altitude are you flying at?

One of the critical issues for leaders is to determine what altitude they need to fly at and then do their best to stay there. For instance, as the leader of an  organization, my responsibility is to fly at the 40,000 foot level so that I can see the horizons from the best vantage point. My senior team members need to be at 30,000 feet and their area leaders at 20,000 feet and many more will be at ground level.

If I default to flying lower than I should be (by getting into issues that someone else should be dealing with), I am compromising my leadership because I have defaulted to old habits and old responsibilities. My job is not to deal with 20,000 foot issues but with 40,000 foot issues.

Joel is a leader who rose through the ranks of a mission organization to become a senior leader in that organization. He started as a missionary 'on the ground,' then became a team leader, soon an area leader and then a senior leader. In this role he needed to be flying at 30,000 feet but there were things he loved to do at the 5,000 foot level and he had a habit of 'losing altitude' to get into things he used to do and enjoyed doing. Yet he was now responsible for a huge area of the world, scores of missionaries and many national partnerships.

His leader had to coach him to stay at the 30,000 foot level. Could he still do the things he used to do? Not personally. If he wanted those projects to get done he had to find someone to do it through rather than doing it himself. His altitude was 30,000 feet as a leader, not 5,000 feet. It took coaching and practice but he learned to stay at the right altitude.

This does not mean that leaders are aloof or distant from those they lead. Leaders are always with those they lead. What it means is that we are doing those tasks that are appropriate for our current role and have given up those things that were appropriate for our past role. You cannot take on new responsibility - and do it well - without giving up old responsibility.

Further, when we hang on to the old tasks we disempower those who should be responsible for those tasks. Remember, healthy leaders make the transition from independent producer to leading through others. This transition - related pain of loss is a natural result of agreeing to fly at a higher altitude than we previously did.

Understand the altitude that you need to fly at and stay there. It is a transition from a lower to a higher altitude. It requires you to give things away, empower others and ultimately to lead at the level you need to lead. When you lead at the right altitude, you allow others to lead at their appropriate altitude.

Laggards in churches and ministry organizations

Laggards, those who will resist change of any kind are found in every congregation and every organization. They are highly resistant to change (they are traditional - they like the way it is and always has been). My friend Larry Osborne from North Coast Church in Vista, California calls these folks "squeaky wheels."

Laggards are usually a small minority (perhaps 16 percent) that cause a whole lot of heartburn for leaders for one reason: They can have very loud voices and cannot be convinced.

They are the individuals who speak the most and the loudest and are often the most negative. Because they are loud, others in your congregation or organization may wrongly assume that their view is held by many.

Leaders often spend an inordinate amount of time trying to placate the squeaky wheels. Someone has said that 80 percent of our time is often spent trying to keep 20 percent of our organization happy. It is not a wise use of our energy.

Think about that! No matter how much time you spend trying to convince the squeaky wheels, you will not be successful. They are deeply change resistant. You are wasting your time, because they will always find something to squeak about. They are not bad folks, they are simply wired to resist change.

We would be better off allowing squeaky wheels to squeak and work to convince the other folks in the organization who can be moved, than to waste precious time and energy trying to convince folks who will not be convinced. Love them, listen to them, and don't assume that they speak for the majority. Usually they do not.

The dysfunction of ambiguity

Where there is not a high degree of clarity around who we are and where we are going, it is very difficult to know how to make good decisions (based on what?) or to know how to focus one's efforts. One of the main jobs, if not the most important job of a leader is to bring clarity to those he or she leads on what the organization is all about and how it will function.

Ambiguity is ubiquitous in ministry organizations. Often our mission is so broad that it cannot be quantified and our values so general that they cannot really be used to define who we are and how they impact the day-to-day activities of the ministry. Most ministries have never defined the central ministry focus that they must concentrate on day in and day out if they are going to have maximum impact. And it is rare to find a ministry that has thoughtfully and carefully defined the culture that they are committed to intentionally create for the health of the organization.

Ambiguity around these core issues makes it very difficult to achieve any kind of significant organizational alignment because one does not have anything with which to align. It also means that team members can claim to be in alignment whether or not they are because the alignment mechanism is so loose.

On the other hand, it is deeply refreshing to find organizations that are crystal clear about who they are, where they are going, the central ministry focus they must have, and the culture they are creating. Where you find this clarity, you also find highly motivated and focused team members who, because of the organizational clarity, have great personal clarity as well. Getting to clarity is hard work but it is some of the most important work that leaders will do and it has a huge impact on the organization's ability to see true results.

Lance Armstrong: A lesson in not hiding things

Lance Armstrong was once known for his amazing tenacity in fighting cancer - and it is a fitting legacy. Then he was known for being the cancer survivor who owned the Tour de France, an even more amazing legacy. Now he is faced with knowing that he will be most remembered for cheating and lying about that cheating in order to win. He will be remembered for deception.

It is easy for us to look at others and throw stones. In fact, when the sin of others more egregious than our own, by our standards it makes us feel good in comparison. After all we are not as bad as that person. Unfortunately when I look in the mirror I know that I am as able as Lance to hide, to deceive and to pretend. It is the human condition and its seeds reside in all of  us. I am that man just as he is that man.

I feel bad for Lance and his family. I don't justify what he did but I know that but for the grace of God go I. We often hide little things which can become bigger things as our conscience becomes OK with the little things. Yet, at the root of it, whether we hide small or large, it is our lower sinful nature that drives the hiding.

There is great freedom in living in the light. Being aware of our sinful tendencies and asking the Holy Spirit for help in overcoming them. There is great freedom in acknowledging our dark side when necessary for the freedom of truth rather than the deception of lies. When we do, deception gives way before truth and light and forgiveness. Deception is bondage. Repentance is freedom.

Living in the light starts with the little things and it is the habit of living truthfully in the small things that gives us the ability to do so with the big things. Lance did not start his deception with large things but with small things. We can prevent the progression of a life of deception by living in truth in even the small areas of life. Jesus came to set us free - really free! Let's allow him to do that.

Do core values or guiding principles really matter?

Do core values or guiding principles really matter? They do if we are serious about them because when we carefully craft them, know them, live them and align our ministry decisions to reflect them they form the culture or the DNA of our church or ministry.

I recently came across the core values of a new church plant in Athens, Georgia: Living Hope Church Athens. Reading them I immediately knew what kind of church they aspire to be. It is a DNA that would please Paul who wrote to the Ephesians about what it meant to be a healthy church.

Of course such values mean nothing if not lived out in the day to day life of a church. Knowing the church planter on this one I believe they will be. Does your ministry have a defined set of values that define your culture, that everyone knows, that all are committed to and that guide your decisions?

Our core values

Gospel-centered

We will seek to bring everything back to the Gospel of Jesus Christ, the Good News of salvation in Him.

Theological Worship

Our worship will seek to combine biblical truth with the freedom of the Spirit.

Prayer Saturated

As a declaration of dependence on God, we will seek to make prayer the foundation of all we do.

Authentic Relationships

People are encouraged to be transparent about their struggles and victories.

Expository Preaching

Preaching through books of the Bible will be our normal way of teaching.

Discipleship

We will help people progressively grow in their maturity such that they can assist others in doing the same.

Word and Spirit

We want God’s Spirit to be free to move, while filtering everything through the Word of God (i.e. Bible).

Elder Governance

The plurality of godly elders will be the authoritative leaders of the church.

Welcoming

We will be proactive about welcoming people of all ethnicities, social status, church backgrounds, etc.

Church Planting

We will seek to plant many churches out of this church.

Our vision is to be a Word-rooted, Spirit-empowered, and culturally-engaged church that seeks to bring:

·         salvation to the lost,

·         healing to the hurting, and the

·         training of leaders

to help reach the world for Jesus Christ.

Berlin - a city of destiny

I am convinced that God has His hand on Berlin even though it may be the most post-Christian, post-modern and liberal city on the continent of Europe. A city that has been known for much evil is destined, I believe to become known for much good.

Why do I believe this? Because of a group of individuals who have been praying for the city for over ten years and who now make up a coalition called Together for Berlin. Not only are they praying but they are doing. They are networking with all evangelical and missional groups in Berlin: German; ethnic; ministries and mission organizations. 

Members of the coalition are planting churches, networking their ministries, developing ministries to the least of these, migrants and immigrants, and partnering with the social services in the city. Driven by a passion to see the name of Jesus lifted high, become the love of Jesus to those who are needy and see the church expand in this metropolis, they are doing together what none of them could do by themselves.

They want nothing less than to see Jesus transform Berlin. They pray and believe what we recite in the Lord's prayer, "Thy kingdom come, thy will be done on earth as it is in heaven," and they have the audacity to believe that Jesus can and will do this. They are men and women of faith who have a heart much larger than their own ministries and their own neighborhoods. They are praying that a city can be transformed. They have a heart like Jesus.

ReachGlobal is privileged to be a part of this effort. We believe that Jesus can and does transform cities as He did in Ephesus in Acts 19 and 20. The church there impacted the whole of Asia minor, not just a neighborhood. We are together with Together with Berlin. We want to see the reputation of Jesus lifted high and his name become well known in that city.

What about your city? Are there Christian leaders who have a heart that is larger than their ministry? Larger than their neighborhood? Large enough to reach across denominational lines and focus on what unites us (the Gospel) rather than on what separates us? I await the day when there is a Together for every major city in our world. A coalition of the willing who will pray and unite and work for the transformation of their city.

It is catching on in other cities in Germany. Let's pray that it catches on in thousands of cities around the world.

Understanding your congregation's genetic code

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


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

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

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

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

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

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

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

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

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

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

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

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

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

Church leadership and trust

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

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

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

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

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

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

Leadership Default

There is a principle about teams and leadership that is often overlooked and frequently violated. Simply stated, the senior team that we serve on is our most important team and is the team of our first allegiance.

For those of us who serve on a team and lead a team this is an important distinction. The senior team I currently serve on is the senior team of a denomination. The team I lead is the senior team of the global ministries of the denomination. Which of these teams demands my highest loyalty? The senior team I serve on or the team I lead?

It is always the senior team that I serve on, which in this case, is the senior denominational team.

Why? Because the global ministry team I lead is under the organizational authority of the senior team I serve on. Thus the senior team requires my highest loyalty. That means that while I lead a team, everything I do with 'my' team is always in alignment with the senior team. I am first a spokesman for the senior team rather than first being an advocate for the team I lead.

Understanding and living out this principle prevents conflicts between the two teams and ensures organizational alignment because my loyalty to the senior team ensures that I lead 'my' team from the perspective of the senior team. In my leadership of the global team, I am first and foremost a spokesperson for the senior denominational team. As such I will never allow the team I lead to develop an 'us/them' mentality with the senior team, nor will I ever criticize the decisions or direction of the senior denominational team (I helped make them).  Remember, I am first and foremost a spokesperson for the senior team on which I serve.

Some leaders push back on this position thinking that it limits their ability to have robust discussion on their team or to deal with issues that affect their team. Not so. The issue is where I deal with the issues. On the senior team, I have all the opportunity in the world to deal with issues that potentially impact my team. But that is the correct place for me to air them. Once I leave that room, I am a spokesperson for any decisions made there. With the team I lead, I have an obligation to explain, support, defend and finesse those decisions so that those I lead can understand and work within the parameters of decisions made above our team. Not do to so is to create deadly divisions within the organization that hurt the organization and its ministry, and negatively impacts its missional effectiveness. If we cannot follow well, we cannot lead well.

Lets apply this to the church. In most churches, the senior pastor is on the leadership board of the church. This would be his or her senior team which would demand their highest loyalty. They would typically then lead a staff team. If they understand this principle, they would never take a position with their staff against direction or policies of the board. To do so is to engage in 'leadership default' with a resulting us/them mentality and to have violated their fist loyalty and responsibility.

At the same time, those staff members who serve on the senior pastor's team must realize that this is their senior team and they cannot allow the teams they lead to be at odds with the senior staff team. As leaders they are always first and foremost spokespersons for that senior staff team rather than being 'advocates' for the team they lead. Not only is this good leadership but it prevents an us/them mentality which is all to common in the church and ministry organizations.

The neglect of this principle causes no end of conflict between boards and senior staff or between senior staff teams and lower level ministry teams in a church or organization. It is an authority issue, an alignment issue and a leadership issue. This does not mean that there is not healthy, robust discussion on any team. What it does mean is that the team leader will not default in his or her leadership by allowing their team to be out of alignment with the senior team they are on (the team above).

Rethinking the relationship between pastors and lay leaders

If you are a pastor you have high expectations placed upon you to preach, to be a great administrator and lead well. That you must lead is usually a non-negotiable. But, let's face it, many of us are not wired very significantly in the leadership area - and that's not what we signed up in ministry to do. Yet in most of our congregations there are highly skilled leaders from the business world who are just waiting to be tapped and their skills used in the ministry arena but they are left on the sidelines or asked to usher or serve in a role that is not in alignment with their significant leadership gifts.

God never asked us to be what we cannot be. All of us are wired and gifted in a few specific areas and everything else is a weakness. Our weaknesses will never be our strengths. We need to bring around us a team of qualified individuals who can play to strengths that we do not have so that we can play to strengths that we do have.

The most untapped resources in our churches are lay leaders who could use their leadership skills in the church, come alongside pastors who may not be wired to lead, and as a team, bring a level of leadership to the congregation that would infuse it with huge energy, creativity and missional impact. When we don't tap into those resources we leave much of that impact unused on the table.

What gets int he way of this happening? First, I think it is our assumption that as the pastor we must be the leader. Why? God gave different gifts and if that is not our primary gift we are fooling ourselves that He thinks we can be the prime mover. Certainly we must be a primary spokesperson for the vision but why would we expect that we must be the primary developers of mission, vision and strategy if that is not our gift? It is theologically contradictory.

Second, I think it is often an ego issue. We look at leaders who pastor large churches and we think we should be able to do that (by the way not all of them are good leaders either). Our ego can get in the way of realizing that their gifts are not our gifts. We forget that the mission and effectiveness of our congregation is more important than our ego and that we need help. Yet, surrounded by people who could help us, we sometimes are reluctant to share the leadership ministry of the church in any substantive way or to seek other's counsel, advice or invite them to help us lead more effectively. One day God might ask us way.

Churches need good leadership. I am an advocate of finding the best-possible people and asking them to serve on the senior leadership board of the church and then to take the best of those leaders and bring them to the table to help craft the most missionally compelling ministry paradigm the church could possibly have. It is not about us - it is about Jesus and His Kingdom and bringing the maximum number of people to Him and deploying them in meaningful ministry so that we reach maturity in Christ (Ephesians 4).

The alternative to this kind of Biblical view of gifts and the humility to admit we need help is found in the ineffectiveness of so many churches today and in ministries that founder. Bill is an example. He is the quintessential shepherd/pastor: high relational skills and great caring skills. His preaching skills were good enough that the church he led grew to about 500. Each time it reached the 500 level it was like it hit a ceiling, would level off for a while, then decrease.

The church was filled with highly trained professionals, many of whom had strong leadership gifts and several of whom led huge organizations. Over time, Bill invited many of these onto the board but once there, they experienced huge frustration because they were not invited to help lead the church in any strategic way. That was Bill's prerogative and he saw himself at their level and could not admit that he needed help (and these were his friends who desperately wanted to help him).

When a crisis developed over the lack of congregational direction and people started to migrate out of the church (lack of missional direction will do that), Bill clung to the belief that he was a leader and could solve the problem. He could not and eventually resigned, bitter and angry, under the pressure of a church leadership crisis. Six months later he found himself another congregation to lead where the scenario played itself out again and two years later was asked to leave over failed leadership.

Bill and the two congregations could have been saved a whole lot of pain if he had admitted that missional and directional leadership were not strong suits and had surrounded himself with willing leaders who would have played to their strengths while he played to his and together led their congregations to places of missional effectiveness. But his ego would not let him do this and the churches suffered because of it. Ultimately it is the kingdom that suffers when we don't engage other highly gifted leaders!

Charting a healthy change process

When you are going to propose major changes to an organization it is important to have a clearly defined process up front that you intend to follow and that will help the organization negotiate the whitewater that will result.

Prepare people for coming changes

People do not like surprises. Once you know that you are going to enter into a process of change, let people know and let them know why. You are not communicating final decisions; you are paving the way for changes that are going to come.

Always tie your process and proposed changes to your mission, guiding principles, central ministry focus or culture.

Remember that people are naturally change resistant. Thus if you are going to bring change you must appeal to values that are a higher value than their resistance to change. The discussion is not fundamentally about structure or programs; it is about mission fulfillment (ROM: return on mission). The more you communicate this, the more people will 'get it.'

One of the gurus on change processes, John Kotter, suggests that in order to get people's attention and convince them of the need for change, you need to "create a crisis." In the absence of a crisis, why change anything?

In ministry organizations, the "crisis" is that the lack of change will compromise (or is already compromising) our ability to do what Christ has called us to do. The result of change will be greater return on mission. Again, it is all about mission.

Recruit a guiding coalition

In any key change you are going to make, you want to have a guiding coalition of individuals who are on board and will publicly and privately support the process. This certainly should include all board members and key ministry staff members. (If you have board members or staff members who are not publicly supportive, you have other issues to deal with).

This should also include other people of positive influence in your organization - those who can help the early or late majority who may not understand the need for change. This is not about a lobbying exercise but recognition that people influence people and that within every organization there are key influencers. If these key influencers understand where you are going and the reasons for it, they become voices of reason and encouragement to the rest of the organization on the merits of moving forward. If you find that your key influencers are opposed, you may want to do more homework and groundwork before you move forward. After all, wise leaders are not going to propose something that they think will not have the support it needs to succeed.

A best practice is that before you propose major change, know that it is going to succeed to the best of your ability. You can test the waters by sounding out those who you need to be in the guiding coalition to influence others.

Provide ways for those in your organization to have input.
The higher the stakes in proposed changes, the more critical it is that you provide forums for members of the organization to ask questions and provide suggestions. The more open that leaders are perceived to be, the more likely the organization will be supportive of the process and outcome.

At this stage, proposed changes are seen to be in 'wet cement.' There may well be feedback or suggestions that would cause leaders to tweak or modify certain proposals before the cement hardens. This also allows those who will be affected by the change to speak into the process although they are not the prime movers in the process.

In the process...over-communicate with the organization.Possibly the greatest failure of leaders in a change process is the failure to adequately communicate with their organizations. This does not usually happen intentionally. Leaders already know what is going on and assume others do as well. In addition, once they have communicated, they feel that the job is done. This underestimates, however, the number of times necessary to communicate to a group before a message is heard. When there is not adequate communication, leaders are seen as aloof, arrogant, unaccountable, power hungry - all of which are probably far from the truth.

Trust is gained by leaders, in large part, by three simple disciplines: being missional, communicating well and listening.

Do everything you can to keep anxiety and conflict over possible changes low

As we have noted, anxiety over change often brings out the worst in people - much like weddings and funerals do within family systems. Leaders have a lot invested in major proposals they make and it is normal for them to become defensive when people push back hard or even attack. Whenever anxiety is present in a family system - and organizations are family systems - one of the jobs of leaders is to lower anxiety wherever possible. A key to this is a non-defensive attitude when challenged. If one responds low key and gently to emotional attacks, the level of conflict is usually lowered.

Do not neglect a prayer strategy for change initiatives

Our battle is not against "flesh and blood, but against the rulers, against the authorities, against the powers of this dark world and against the spiritual forces of evil in the heavenly realms (Ephesians 6:12)." If you are proposing change or a ministry initiative because it will give you a greater return on mission, know that the evil one will oppose you at whatever level he needs to, to keep it from being successful. The bolder your plans, the bolder his response.

And if Satan can bring division in the process, or encourage bad attitudes or sinful junk to surface, he will. Why? Because your changes will make your ministry more effective. Sorry, but he doesn't want that to happen.

Relax, persevere and lead boldly

Change is not about us. Ministry advances are not about us. God has called us to lead boldly, and even more so when leading is not easy. Leaders need to be wise, to respect process and people, and to trust God for the outcome. What will surprise us more often than not is that when we do this right, the vast majority of those we lead will respond positively - even when they are not innovators or early adapters. Why? Because they have the same desire to see Christ honored and His kingdom expanded as we do.

Pursuing wise men and women

Real wisdom is in short supply today. Too few people think deeply and equally few people have so saturated their thinking in Biblical paradigms that wisdom emerges from their lives. When you find a wise person, that individual is a treasure. When we are able to provide wisdom to others we become a treasure and gift to them.

Biblical wisdom is first of all grounded in "the fear of the Lord." It is an acknowledgement that God is above all and that the wise individual takes God into account in all of their thinking, actions, strategies and decisions. For the wise individual, God and the things that matter to God are central to everything!

That means that wisdom is not simply pragmatism. A course of action can be pragmatic but not take into account God's view of the matter. God's perspective, whether practical or pragmatic is central to a wise individual.

Wisdom is also the ability to understand a situation and know how to respond in a way that would please God, demonstrate mercy, fairness and righteousness, and accomplish what God has given us to accomplish.

Wise people are able to take complex issues and many moving parts and find a solution while keeping God's perspective or character in the center of the equation. That is a gift indeed.

Not all of us are given that gift but all of us have access to people who God has gifted in that way. Where you find them, get to know them, dialogue with them, ask them questions and look for their perspective. They will in turn ask you questions that will help focus the issues on what is most important and help you get to a wise solution.

Who are the wise people in your life? Do you spend enough time with them? I have a handful of wise people around me and they are a huge gift.

Finding the perfect chair

I have a fondness for comfortable leather chairs. In fact, I recently spent several months looking for the perfect leather chair for my home study. In the process I sat in many chairs in many stores, looking for the one that fit me the best. From that chair I can comfortably write this blog post.

Finding that perfect chair is a lot like finding the perfect work spot where our work responsibilities are uniquely designed to fit our passions, our skill sets and our sweet spot (those areas where we have great skill and strength). If you sit in a chair like that in your work you are a lucky individual indeed and it often does not take place until our forties and fifties when we understand ourselves more fully and have a team around us that makes it possible for various members to play to their strengths and thus, we to ours.

Our sweet spot is where we are most effective, where we are energized and where the responsibilities of our jobs are in line with our unique gifting and wiring. For me that means a job that allows me to architect the vision of an organization, mentor key leaders of the ministry, resource the ministry financially and otherwise and write. If I can spend a minimum of 60% of my time in those areas and better yet 80% of my time in those areas, I will be happy, challenged and effective. That is my perfect chair.

When less than 60% of our time is spent in areas of our sweet spot (which means that we are not that effective at them and that they drain rather than energize us) we will find ourselves fatigued and not very satisfied. If we agree that God wired us in a certain way, it then becomes imperative that we do what we can to spend as much of our time in the zone where he wired us rather than trying to do (not very effectively) those things we were not wired to do.

We usually start out our work careers doing many thing. Over the years we recognize that out of those many things we actually are best at a few things (none of us are great at more than two or three things). So our challenge is to figure out a way to get seated in a chair that has us doing primarily those things that we are really good at doing.

Some suggestions on getting there:

1. Talk to your supervisor or board about how you are wired and where you are most effective and satisfied and ask if you can dialogue about a restructuring of your job so that you are able to spend 60 to 80 percent of your time in those areas
2. If you are a ministry leader, intentionally build a staff or team around you that allows you to play to your strengths and offload to other gifted people those things they do well but you don't do well.
3. Be willing to give up things that you feel are obligations but not in your sweet spot and allow others to take them on. The fewer things we do that are focused in our sweet spots, the more effective we are.
4. Build a culture in your organization that says, to the very best of our ability we get people into their sweet spot even if it means that we annually look at job responsibilities and how we can best configure our staff for maximum effectiveness and job satisfaction. The book, Leading From The Sandbox can be of help to you in this.
5. Don't be satisfied with a chair that does not fit you. When you are uncomfortable you won't be happy or effective. If you cannot redefine within your organization you may need to look for a chair in another. Your legacy (what you leave behind) is dependent on it.

It takes time to find the perfect work chair but if you can and when you do you begin to live in the flow of everything God made you to be and it is a wonderful experience.

Investing in your staff

One of the highest callings in Christian leadership is to be in a position where one must discern the character, gifts, skills and abilities of others and direct them to a meaningful, purposeful, and fulfilling ministry. God’s call in our life is always to be in a context where we can grow in him and effectively serve him, using the gifts and talents that he has given us to serve his Kingdom communities (the Church) and be a witness to his compassion and love.

Therefore, one of the most important tasks of a leader is discerning proper placement for the service of those they lead. (I Corinthians 12). And then to mentor, develop and coach them in that spot.

Many leaders do not understand either the priority or the value of making a significant investment in their staff. From a priority standpoint, the better one's staff, and the better they are positioned for success and the better they are developed and empowered, the more missional success your ministry will achieve. Because ministry happens through people, the larger your ministry the less it will be directly impacted by you and the more it will be impacted by others. Therefore your investment in others becomes one of your most critical tasks.

From a value standpoint, staff who are invested in to help them grow, develop and work from their strengths, not only become better but they become deeply loyal to your organization.

As I have reflected on the senior level leaders in our organization who oversee many others it is my conviction that at least 25% of their time must be spent in the development, coaching, mentoring and placement of people so that they reach their full potential.

I believe that senior pastors have the same obligation with their staff, leaders and volunteers. The best ministries are those that have a huge commitment to develop and release their staff in line with the gifting God has given them.

The largest inhibitor to this practice is that many of us did not go into ministry to develop others but to do ministry ourselves. Thus as our leadership position grows or our ministry grows we continue to do ministry rather than making the fundamental shift to a leadership role of developing our staff for their maximum success - and therefore for your maximum success!

Take a look at your calendar and ask the question, in the course of my month, how much time do I spend in the mentoring, developing and coaching of those who report to me or to my larger staff (if some report to you through others). Many of us would find that we spend very little time in that arena yet it is one of the most important things we should be doing. How are you doing?

Growing our wisdom one decision at a time

There is much written in Scripture about wisdom. We all want it, all believe we have it and certainly don't like the alternative - being a fool. The thing about wisdom is that like a tree it grows slowly, one ring at a time, one layer at a time, one decision at a time and it is the accumulative layers of right thinking and right decisions and right priorities and right behaviors that build true wisdom.

Wisdom starts with "The Fear of the Lord." There is a lot wrapped up in that simple statement but fundamentally it is the acknowledgement that God's ways for our lives are the right ways even though we are constantly challenged by our selfish hearts, the media and our society that there are "better" ways than His ways. Or to put it another way, His ways are great, as long as they don't get in the way of My ways! When they do, well, lets say it is negotiable.

Those who grow little rings of wisdom have made the decision that His ways are indeed the right ways and they consciously and intentionally align their lives to be in sync with his ways. Wisdom, then is not just how we think, it is directly connected to the life choices we make and our obedience to God. It is not just about wise decisions, but about wise living.

Wisdom is also about what we choose not to do. Proverbs is a book that contrasts two types of people. The wise and the fool! Fools choose certain paths and the wise other paths. For instance, fools do not listen to other wise people. Fools, act on their own without consulting God or others. Fools are not discerning about their advisers or actions. It is an interesting exercise to look at the ways of the fool and the ways of the wise. Avoiding the practices of the former and committing to the practices of the latter are the way of wisdom.

Wisdom then is also about discernment: the discernment to avoid certain behaviors, decisions, actions and people, and the discernment to choose certain behaviors, decisions, actions and people. Fools lack discernment while the wise specialize in discernment.

Wise people are not born that way. They have chosen to grow it one decision, one action, one behavior and one discerning choice at a time until the cumulative effect is to default to a wise and Godly choice over a foolish and selfish choice. Like the rings of a tree, it is one season at a time that eventually shows its unique and faithful character, ring after ring after ring.

It does not happen by accident! It is a choice we make. Each time we have a choice.

Embracing the discipline of thinking deeply

Good leaders are good thinkers. They have embraced the "discipline" of thinking - and it is a discipline that can be learned, sharpened and honed with time and practice.

There are others who have ambition but not the will to think deeply. Instead of thinking deeply they copy ideas of others and apply them to their ministry, hoping for the same results. Usually they don't get the same results because they did not understand the underpinnings of the strategy that came from deep strategic thought.

The more leadership responsibility one has the more one needs to set aside for thinking - away from distractions, email, and interruptions. Where you have other deeply insightful and strategic people on staff you will want to engage them in dialogue on critical issues you face. Some think best in solitude, some think best in dialogue. Either way, the intellectual capital of others plays a major role in coming to the best solutions.

As an organizational leader, I allocate about 25% of my time for thinking, analysis, considering options and dialoguing with other key individuals. Most people gravitate toward action. Leaders activate but only after a lot of deep thinking.

Leaders also practice "grey thought." Thinking grey is the ability to evaluate and consider many different options - some of them contradictory - without coming to a conclusion until one needs to. Here is an irony. Great leaders put off making decisions as long as they can so that they can do all the grey thinking possible. That way when they come to a conclusion, they have considered as many of the ramifications as possible and have a much higher wisdom and success ratio than those who make quick decisions.

Distractions are the greatest threat to deep thinking. Twitter, facebook, CNN, Fox, Sirius, the pace of life, and the obligations we have all rob us of think time. They are good if used well and unhelpful if not. Those who run too fast - even with great success - often crash. They lose their bearings that could have been saved if they had taken the time to consider and think about their ministry and their personal life. This is why my study is a haven for me, it is a place to stay grounded, think deeply and avoid distractions.

Our own spiritual development is integrally tied to the discipline of thinking. One of the reasons for the shallow discipleship of our world today is that we don't take the time to consider the implications of what God says in his word. Reading his word or listening to a message is easy. Making thoughtful application of that word to our lives is far more complex and difficult.

Those who display Biblical wisdom are people who think deeply rather than shallowly and often rather than seldom.

Essential Leadership Commitments

Those who lead others take on special responsibilities...and must hold themselves to the standards that they ask of those they lead. That is not always easy and it takes a humble vigilance because none of us do these things perfectly. But the "commitments" of leaders ought to be the norm not the exception.


Leaders keep their commitments
Our word is our bond and leaders model what it means to keep their commitments. Sometimes this means that we will not commit to something we don't know that we can deliver on. But once we have committed we do all that we can to deliver on that promise. When we don't deliver we devalue those to whom we have made a promise and we communicate that good intentions are what counts, not delivery on our promises.

Leaders model relational health
It is easy for relationships to go sideways or south. Leaders do all that they can to prevent that from happening and when it does to seek to right it. They don't hold grudges, they keep short accounts, they don't shy away from addressing relational issues and they do all that they can to live at peace with all men - as the Apostle Paul admonished. What they never do is nothing - when relationships have soured.

Leaders keep a missional focus
Ultimately our leadership is not about us but about the mission we believe in - and which our team is committed to. Many others will be distracted from missional focus by all the activity of work but leaders remain focused on the mission so that they can keep their team focused on the mission. Mission leaks easily. Leaders don't let that happen for them or for their team.

Leaders pay attention to their spiritual health
Leaders heed the admonishment of Proverbs 4:23, "Above all else, guard your heart, for it is the wellspring of life." Before all else, the condition of our hearts matter for from our hearts flow all that we are, our motives, attitudes, behaviors, words, relationships and love for the God we serve. Leaders always have time for God, for the word, for prayer and for quiet meditation. They nourish their hearts so that in the heat of leadership what emerges is what God would want to emerge.

Leaders always have a learning posture
Leaders are sure about a few things but they are always learning on the vast majority of things. A leader who knows the answer to everything is a leader only in his or her own mind! Leaders are always questioning, always learning, always thinking grey, always looking for better ways, always open to ideas and suggestions. In the end they must forge a direction with and for their team but they are by nature humble learners and always growing.

Leaders don't ask of others what they are unwilling to do themselves.
We lead by example not by edict. Before we can ask others to certain commitments they must see those commitments in us. Our asking comes out of our own commitments that are plain to all and therefore have credibility in their own right. The commander who will not lead his troops into battle is not fit to be a commander because he will not take the risk he is asking his troops to take.

Leaders care about results not just activity
Leaders are not fooled by activity nor do they allow activity of their team to pass for results. Rather they have clearly defined objectives and they are always looking for and pushing for measurable results. They help focus their teams on those particular activities that are most likely going to result in missional results.

Leaders are approachable
Leaders do not put themselves on a pedestal nor do they allow others to do so. If they want team members to be approachable, they must be approachable as well. Unapproachable leaders are really unaccountable leaders because people do not feel that they can talk to them or be heard by them. As a result they don't receive the honest feedback that every individual needs in their lives and work.

Leaders display personal humility
Leadership is a trust that we hold for a time in order to accomplish a God honoring mission. We are stewards of our leadership responsibility and we are servants of those we lead, empowering them to become all that they can be and developing them to become all that they can become. Leadership is not about us, it is about helping all of us accomplish our mission for the cause of Christ.

Many will lead some will lead well. Those who do, understand and live by the commitments of leaders.

What is your passion quotient?

What are you passionate about? Really passionate! What is it that makes you want to get out of bed in the morning and tackle the day? What is it that you want to give your life to? What activity or work gives you the greatest joy in life? Real joy!

What we are passionate about is most likely closely tied to the work that God created us to accomplish. Passion and our "sweet spot" are closely linked. And our area of passion is most likely where we are most effective.

It is possible over time to drift out of our area of passion into all kinds of work that may be important but which do not align with our passion. That drift slowly drains our energy and compromises our effectiveness. Most importantly, it moves us away from the spot that God created us for and the place that brings our hearts the greatest joy.

Thoughtful individuals are always asking the question: how do I organize life so that I stay in my areas of greatest strength and how do I help my staff do the same? Sure there are responsibilities that we must do even though they are not our favorite things. But, if we are not playing to our strengths and passions 60 - 80% of the time we will suffer from diminished energy and vision.

Signs of drift from our sweet spot include boredom, restlessness, irritability, lack of energy and the absence of the joy that once drove us. Those symptoms are often indicators from our creator that we have moved away from the place He uniquely created us for.

Many choose to ignore those indicators and settle in for the duration in a place where they are not passionate - but "safe." Those who care most deeply about finishing well and making the most of the opportunity God has given never settle for "safe" or "security" but keep pressing back into the place where God created them to be.

That may mean a different job. It may mean re-negotiating your present responsibilities. It may mean a pay decrease in order to live in our sweet spot. It could mean retooling for a different occupation. It may mean greater discipline in determining one's priorities and activities.

One cannot read the gospels and not be impressed by the passion of Jesus to fulfill His father's will for his life. Paul exudes passion in each of his epistles for the work God gave him. Can you say you have that kind of passion for the work God gave you? If not, what do you need to do to rekindle that passion because our effectiveness is directly linked to our passion. The worst thing we can do is settle for less than God created us to be.

What is your passion quotient?