Contributing editor and Christianity today get caught up in the James MacDonald debacle

See this article by Julie Roys on Ed Stetzer, Christianity Today, James MacDonald and conflicts of interest.

Contributing Editor for Christianity Today Faces Conflict of Interest Questions After Accepting Car From James MacDonald. Julie Roys

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

                  Creating cultures of excellence

Four things most leaders do not know about their staff but could if they asked

The staff of an organization is a treasure trove of information for leaders although most leaders and supervisors do not take advantage of that information. This is because leaders and supervisors assume that they know information they don't and that can be a deadly mistake on several levels.

Here are the four things leaders don't know about their staff but can if they choose.

The happiness factor of their staff members
Why is it important to know this? Because unhappy staff eventually leave while happy staff stay. If you find out too late that a valuable staff member is not happy they are often already gone emotionally and often you find out when they give you their resignation.

Ironically, this is one of the easiest pieces of information to know about your staff. For years, I have asked staff what their happiness factor is on a scale of 1 to 10. If their answer is 8 or lower I will ask the follow up question: What would make it higher than it is? You may find out what frustrations they are dealing with, a personal issue you can pray about with them or the fact that they are bored in their responsibilities. A simple question that can give you significant information.

Barriers that staff face in their work
One of the fundamental responsibilities of supervisors is to remove barriers for their staff. These may be financial, organizational, uncooperative people or strategic. Yet, as leaders or supervisors, we often do not know what those barriers are. Unless we ask!

I often do staff audits - hour long conversations with staff of an organization where I ask this simple question. Often, when I report to the leadership what I found they are surprised by some of the barriers and are usually desirous of removing them. This simple question can give you information you would not know about as you assume all is well - and it gives you the opportunity to serve your staff in a very practical way by helping to remove barriers they face.

Unused potential of staff
We hire staff for a particular job but sometimes forget that they are growing and developing and often they see things they could do and would love a shot at it. In fact, it is not unusual when I do audits to discover staff who are not being used to their potential and are thinking of moving on because they are bored.

Anytime we can give staff an opportunity to do more or to tackle more difficult assignments we ought to do so. Engaged staff are happy staff while bored staff are unhappy. The simple question, are you being used to your fullest potential can open up an insightful conversation. And maybe keep a good staff member in your organization.

Ideas for doing work more effectively
Because leaders are often focused on the larger issues, they often don't know the processes that make up the day to day work flow for subordinate staff. Further, organizations easily continue to do work they way they have always done it when more efficient and effective options could save time and money. Those closest to the work flow are often aware of efficiencies that could be implemented but because they are not asked, they don't feel like they are empowered to share their ideas.

Asking what we could do better or more effectively is a simple way to spark ideas and conversation about lean practices and management. Usually there is low hanging fruit that comes to the surface that can be implemented immediately - simply because we asked.

Ironically, many leaders and supervisors don't ask these kinds of questions because they don't "have the time." If staff leave, are frustrated, are not being used to their potential or could operate more leanly one cannot afford not to have these conversations. This is an investment very well spent.

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

                  Creating cultures of excellence

Avoiding the activity trap

One of the most strategic things each of us can do - and insist from our staff is that we not fall into the activity trap. Simply put, the activity trap is the mistake of believing that activity is synonymous with results. Nothing could be further from the truth!

Think for a moment about people you know. Some of them seem to be always busy, but the results from their work are, well, meager. Others may or may not seem busy, but the results of their work are significant.

I have watched senior leaders and even CEOs fall into the activity trap, endlessly busy with "important things" but truly meager in terms of the results of their work. Often, if it were not for some good folks around them, they would be seen as the "emperor without clothes." Sometimes, they can fool outsiders who see the activity, but insiders have a hard time figuring out what they really produce.

What makes the difference between those who see meager results and those who see significant results?

The difference is that those who see the best results understand that activity does not equal results. Activity is simply being busy. But if that activity is not carefully focused on specific outcomes, one is simply left with activity.

General or unfocused activity yields general and unfocused results. Specific and focused activity will yield specific pre-determined outcomes that help the organization realize its objectives. In the first case, the activity is focused on activity, while in the second, the activity is focused on outcomes. It is a critical difference.

I am not indicating that those who live with unfocused activity are not doing good things. The question is whether the activity is focused on the good things that will yield the results they are after.

A problem with typical job descriptions is that they actually are a list of activities rather than a description of necessary results. That is why I believe it is far better to have job descriptions with Key Result Areas, which are the outcomes wanted for the position than to have a list of activities. With Key Result Areas, any activity included in the job is actually focused toward a few definable results that spell success for the job.

One of the ironies is that those who choose to do less often actually accomplish more because they are more focused than those running at a heavy pace.

To avoid the activity trap, we should be able to answer these questions:

Do I know what specific results I want from my work? For instance, I have five Key Result Areas that spell success for my work. Can you define what spells success for you?

Is my daily, weekly, and monthly activity focused on achieving the specific results I have identified?

Do I have a strategy for making sure I stay focused? After all, it is very easy to drift, and a strategy for staying focused is important.

If you are a supervisor, can your reports answer these questions?

Rebound: Rising from failure back to purpose and destiny

This is a must read for all those who have experienced failure in their lives and want to reclaim their God given purpose and destiny.

Some quotes from the book:

"I've often thought how the church appears so embarrassed over the appalling failures among our own that we forget the fallen ones themselves. Somehow God had a perfect balance - He always does. God is more concerned about the bruised and beaten person who fell and those wounded from his fall than that the incident took place."

"God has not abandoned you or His plans for you. He has made provision for everyone who sits in the shadows questioning if they've let their best days slip away. The God who created you has not given up on you, and if He hasn't who are you to give up on yourself?"

"I often wonder how many resurrected failures are still not walking out their God given purpose because no one has loosed them from their past. Religion has taught us to steer clear from associating with those who reek from failure lest we appear to condone their past behavior. Sadly, some within the community of faith abhor the lingering smell of the grave. Others stand at a distance for fear the stench will get on them by association. Isn't it strange that Jesus faced the same problem and baffled the religious community when He ate with sinners and tax collectors? Those with a questionable stench loved being with Jesus because He did not treat them like second-class grave dwellers. Even after all they had done, Jesus gave them hope of living the life God intended for them all along."

"The Bible is the story of a God who is a generous Father pursuing sons and daughters who have failed. This story, my friend, is your story. God has waited patiently for the chance to pursue you. And now, in His quest, He comes to apprehend you, not by condemnation, but by His love and kindness. At last, here you are not ridiculed, but kissed, being fitted for a robe, a ring and shoes."

"It's time for you to walk confidently out of the shadows. Your confidence is not in your performance, but in Christ alone. Don't give shame the pleasure of keeping you confined and limited. Like Peter who stepped over the sides of the boat and into the water, fasten your eyes on Jesus; then get up and get out."

"If you have people who want to live in your history, let them; but don't for a minute think you have to live there with them. You cannot move into your destiny if you don't let go of your history. Surround yourself with people who define you by your purpose rather than your past."

TJ Addington of Addington Consulting has a passion to help individuals, churches and organizations maximize their impact and go the next level of effectiveness. He can be reached at tjaddington@gmail.com.

Creating cultures of excellence

10 Signs that you attend an unhealthy and spiritually abusive church in the wake of Harvest Bible Chapel

As I have been thinking about the events at Harvest Bible Chapel, Mars Hill, Willow Creek, and several other large congregations walking down the same path, I have been reflecting on some common traits of dishealth and spiritual abuse. The sad thing is that these behaviors are antithetical to what a healthy church looks like (think the book of Ephesians) and the fruit of the Spirit. Sometimes, this spiritual abuse is found mainly on staff; other times, like Harvest Bible Chapel and Mars Hill, it is or was pervasive. These afflictions are not confined to any church size but rather a mindset among leaders, usually led by the senior leader. If you observe several of the following characteristics in your church, be wary!

A strong leader who others cannot question
The pastors of the above congregations and those like them have leaders who are a "force of nature" that others, even elders and staff, find hard, if not impossible, to challenge. In fact, these individuals often have a very black-and-white mentality toward people: If you agree with them, you are a friend. When you disagree with them, you become an enemy. This is how they see people: Friends or enemies with no grey in the middle. Staff, elders, and those who are close learn quickly that if you cross a particular line, you are done, and your job or ministry is in jeopardy.

Use of a board to manipulate and legitimize behavior
Boards are used in these churches not to evaluate issues or guard the health of the church (on the last score, firing the dysfunctional leader would be in order) but to legitimize the wishes of the senior leader and provide a kind of "spiritual cover" to them where they can hide behind the decisions of the board. Ironically, while these individuals talk as if the board has absolute authority and power, the reality is that they don't. It is the senior leader who has the authority and power. Even now, at Harvest Bible Chapel, it is clear that the board still does not have the freedom to act as a board even though James MacDonald is physically gone.

An inordinate degree of secrecy
Decisions are made with secrecy in many of these situations. When people ask questions about budgets, ministry decisions, or things like discipline and resignations, they are told, "Trust your leaders," "There are many things you don't know," "These are Godly men (or women) with the implication that you, therefore, should not question them. In fact, the Godliness of the board and pastor is often way overblown, as it is simply a cover for their decisions. After all, who can question them if they spent all this time in prayer and Scripture study? The truth is that in these boards, there is no time given to Scripture study or prayer beyond the formal necessities. It is far more about self-preservation, politics, and scheming than it is about a spiritual group.

Lack of truth
Secrecy is not the only issue. There is a consistent lack of truth in these situations. Decisions are spun to fit the leadership narrative, whether it has any relation to truth. Even here, those in the know don't dare speak out, making them complicit in the lies being told. The thinking is that the "little people" can't handle the reasons for the decision, so just like in Washington, there is a lot of fake news from church leaders.

Disparagement of critics or those who ask questions
Remember that those who disagree are seen as enemies, especially if they cannot be brought around to the party line. The groupthink in these situations is massive, and it is challenging from a relational standpoint to buck the party line or to question what everyone else seems to agree with. In reality, many may not agree, but they are unwilling to speak up as it disrupts the unspoken code that we should agree with the party line. Why else are so many former staff members or board members from Harvest Bible Chapel only now speaking out when they have left their positions or the church. The same can be said for Willow.

These dynamics extend to the congregation as well. When congregants ask legitimate questions, they are told that the Godly elders have looked at the situation, and after a great deal of prayer and deliberation (usually a falsity), they have chosen the best path. In other words, don't question our decisions. Unfortunately, in many cases, financial transparency is not present as well. At its worst, this is nothing less than manipulation and intimidation, a shutting down of legitimate discussion, and an attempt to evade any kind of accountability as the pastor, senior staff, and board of Harvest Bible Chapel did for decades. Congregants learn quickly that they want to avoid creating waves and choose to simply follow. Those who insist on asking questions are eventually driven out of their staff, board position, or church.

The liberal use of charges, church discipline, public rebuke, and shunning behaviors
Here is the cost of speaking up, disagreeing, asking questions, and not going away. These churches will ensure that you go away, but with your reputation in tatters, your character impugned, and your joy destroyed. Spiritual-sounding charges with lots of scripture and long letters or phone calls are designed to bring people back into the party line. When that does not work, church discipline is applied and made public as a rebuke and manipulation tactic to get people back to the fold with their "repentance." When these tactics don't work, people are shunned, and other church members are told not to speak to them as they have been given "over to Satan" because of their sin.

This is done with maximum public exposure through announcements from the pulpit, video messages to the church, emails, or letters, all designed to impugn the reputation of the "guilty" and to justify their indefensible behaviors. This is not only politics at its worst, but the use of spiritual language is designed to justify and intimidate the whole congregation to toe the party line. The more people are scared, the more cover the senior leader has (and the board) because people will not challenge them. In the case of Harvest Bible Chapel, dissidents whose information is now proven to be true wrote a blog called "The Elephants Debt" because of the massive financial mismanagement of the church. James actually sued them to shut them down until he discovered belatedly that there was this thing called "discovery," which would force him to open his books. That caused him to drop the lawsuit.

Frequent use of language like submission, obedience, and trust
When words like this are often used in a church, it signifies that leadership seeks to shut down discussion. Congregants are told to "submit" to the church's leadership. While Scripture says that, it says a lot more about the character and behavior of leaders, which, in these cases, is ignored. Trust us, obey us, submit to us, and if you don't, you are in violation of Scripture and subject to discipline and action by the board. Congregants are never to submit to lies or dysfunction.

A culture of fear on staff and on the board
Fear is the end product of these behaviors and is a spiritually abusive system. That fear is a tactic by leaders to intimidate staff into doing what they want to be done. Years ago, someone who attended an annual event at Willow told me that staff members had to get up in front of Bill and other staff and share their ministry results and goals. Bill harshly criticized many in public, which was devastating to them. My friend, a church leader from another church, was impressed. He learned much from Bill! I remember saying, "I would never work for a leader like that." Angry, manipulative, coercive, and verbally abusive leaders are not fit to lead. None of these behaviors exhibit the Fruit of the Spirit. In these systems, a spirit of fear prevails and serves the leader's purpose.

Bodies pile up
When many people are left in the wake of a ministry and good people at that, one needs to ask why? I once did a conflict intervention with a church of a thousand and interviewed nine individuals who had left staff in the past 18 months. All their stories were the same and revolved around the senior pastor. The board had never asked any questions! When the bodies pile up, it is a sign that something may be amiss and that it is time to ask some questions.

A closed system
This describes a closed system that does not allow anyone but the senior leader to honestly think for themselves. It is rotten to the core as a system designed to eliminate accountability, force compliance, and allow the senior leader to get their way. People only realize how sick the system is once the senior leader has been gone for some time.

Don't ignore symptoms like this in your church if you should see them. They are warning signs that something is amiss, and many people will be hurt if not addressed.

8 financial principles for churches and non profits

There are eight financial principles that if followed, would maximize the ministry of congregations and non-profits without breaking the bank. In fact, most not for profits suffer from a belief that there is never enough money. And that to do more you need to have more. It is not generally true. Often, to do more you need to do things differently rather than simply raise more money. Think about these eight principles.

Absolute clarity
One needs to be clear, absolutely clear, on what they are about. Doing good or nice things does not a non-profit make. Doing specific things that are clearly part of a mission does. You may ask, "What does absolute clarity have to do with finances?" Everything when you consider the next principle.

Mission critical
If something in mission critical you do it. If it is not mission critical you don't. No exceptions! The reason that too many non-profits suffer from too few funds is that they are trying to do too many things - some of which are not mission critical. Keeping the main thing the main thing all the time allows you to focus exclusively on those things that are missional. This is why absolute clarity is so important.

Hire well
While many things are important in the hiring process such as fit, character and gifting, the more intellectual capacity you have on staff the more you will accomplish. Hire well and don't just settle for an available person. There is a reason that some staff members accomplish more than others: They have a high degree of intellectual capacity and are able to see ways to get things done that others don't. Look for the best!

Pay well
We cannot afford to pay well! Not true. You cannot afford not to if you want to do something significant. In fact, the reason so many churches and non-profits have nice but mediocre staff is that they pay poorly and actually end up needing more people to do what a well qualified individual could do. In the end they pay the same amount because they need to hire more individuals. But they lack the intellectual capacity that would help them be the best. 

Staff lean
You can only staff lean if you hire really well. But if you do hire well you need fewer staff and that is a secret of the best ministries and non-profits. They find ways to accomplish their work with fewer paid people. They think leverage rather than assuming that new things require more money and more people.

Volunteer staff
Some of the best staff are volunteers. And certainly in the church, volunteer staff should be the norm. We ought not hire staff in the church to do the ministry but rather to release others in ministry. That is the message of Ephesians 4:11-12. Because not for profits are cause based, they can recruit individuals who believe in their cause as unpaid staff. That is simple leverage.

Strategic flexibility
Clarity on mission is not the same thing as strategy. Our mission remains fairly constant but our strategies will often change. Never get locked into strategy because times change, contexts change and often we find new ways to accomplish the mission that are more efficient and effective. Be flexible on strategy and clear on mission.

Leverage well
Looking for ways to leverage your work for maximum results at minimal reasonable cost is key to all successful non profits. This is not about being cheap. It is about being smart. Just as any business looks for ways to leverage itself for maximum profitability, so non-profits look for ways to leverage for maximum results at minimal costs. 

The best non-profits stand out because they do things differently than the rest of the pack. They think differently, hire differently, leverage differently and strategize differently. 

TJ Addington of Addington Consulting has a passion to help individuals and organizations go to the next level. He can be reached at tjaddington@gmail.com.