Five barriers to unleashing people into meaningful ministry

We want our people involved in meaningful ministry and to embrace ministry for Christ as a lifestyle. Too often it does not happen. Why? I want to suggest that we inadvertently create barriers to seeing this happen. Our motives are right but nevertheless, we create barriers by our own actions.

Barrier One

We have professionalized ministry rather than equipping His people. We hire professionals in the church who usually have advanced theological education. But, rather than equipping people we tend to expect those staff members to carry their particular ministry out. This has two consequences. One, it sends a message that we need professionals to do "real" ministry and two that "formal" training is necessary to be successful in ministry.

Barrier two

We convey the message that "ministry" is all about what happens in church "programming." Our programming is important but it is only a small piece of what God intends for his people to be involved in. His intention is to penetrate and influence a sinful and broken world and to bring small bits of His perfect will to dark and needy places. Ministry is about God's people being God's people wherever they are and with whoever they have influence.

Barrier three

We have so stressed "being at church" that we have not left people the time they need to develop relationships where they live, work and play and with the very people who need the love of Christ.

Barrier four

We have complicated spiritual gifts. God created us to do "good works" (Ephesians 2:10). If we encourage people to do "good works" with the people they have influence with and in the places God put them they will do those good works in ways that are consistent with their wiring. They will do things that they are comfortable doing - which will be in sync with how God wired and gifted them.

Barrier five

We have sought to get people involved in ministry by creating programs rather than encouraging them to figure out how they can make a difference for God where they live and work. Programmatic ministry trains people to let the church create ministry opportunities for them rather than looking for those opportunities themselves. Organic ministry wins out over programmatic ministry each time

God has an amazing and unique call on every single life. The best thing we can do on His behalf is to unleash God's people on a sinful and needy world rather than to corral them for our programs inside the church. The latter makes us look good. The former makes God look good. Which is better?

The key to accountability is an open organizational culture

Every leader says they desire a culture of accountability. The proof of their commitment is whether or not they create an open organizational culture. Closed cultures where leaders control information, what can be discussed or are defensive when challenged destroy accountability. Open cultures by definition encourage accountability. 

There is a direct correlation between leaders who create closed cultures and their own ability to violate staff, make questionable decisions, become impervious to input, shut down honest discussion and become domineering in their leadership style. Dysfunctional leaders intuitively or by design can create closed cultures because open cultures allow others to challenge their views or practices. 

Signs of a closed culture:

• There are issues that you know you cannot raise because your leader will become defensive. What this does is shield the leader from criticism or challenge because they keep the discussion from taking place.
• Robust dialogue is discouraged.
• Leadership cannot be challenged.
• Leaders withhold information or share it selectively so that staff never have the full picture of what is going on. The information hub is the leader.
• Often, in a closed culture, those who raise questions or challenge leadership are labeled as dissidents or as uncooperative.
• Financial information is often kept secretive.
• Staff are not empowered to act but need the permission of leadership. 
• There is a high degree of pressure on staff to conform to the party line.

You can see how cultures with the above characteristics shield leaders from accountability. Whenever you limit discussion and dialogue you limit accountability. Closed cultures are unhealthy cultures and usually reflect an unhealthy leader. In contrast to this, consider the signs of an open culture:

• Information is available to all unless by nature it is confidential.
• Finances are transparent.
• Robust dialogue is encouraged: Any issue can be put on the table with the exception of a hidden agenda or a personal attack.
• Leaders are not threatened by questions, ideas, dialogue or differing opinions.
• Key decisions are vetted with stakeholders.
• All staff are treated with dignity and respect. No one gets a pass on treatment of staff that is unprofessional, unkind or disrespectful.
• Staff are encouraged to "think outside the box" in order to better fulfill the mission of the organization.
• Standards of behavior are the same for leaders and staff. 

Open cultures create accountability because questions can be asked, dialogue engaged in and people cannot hide behind a veil of secrecy, control or pressure to keep the party line. The more open the culture the more accountability there is for everyone, not just leaders. Healthy cultures encourage healthy accountability. 

Healthy and accountable cultures are created intentionally. They don't happen by accident.