12 characteristics of a healthy church leader

If we desire healthy church boards, we must ask: "What are the characteristics of an effective church leader?" The fact that 80% of churches are plateaued or in decline indicates this is an important issue. When I consult with troubled churches, it is not unusual to find that those in leadership are poorly equipped to lead. Consider some of the ways churches have traditionally filled leadership roles:

• We look for Godly individuals.
• People who have 'power' in the Church get the nod.
• We try to balance 'power blocks' in the Church by making sure the various blocks are represented on the board. This is one of the most destructive strategies, setting the board and the Church up for ongoing conflict. 
• There is an unofficial system that rotates critical leaders through the leadership spots.
• We choose those who have been in the Church a long time.
• Congregations simply nominate people; if they have the votes, they end up on the board regardless of gifting or qualifications.
• Leadership slots are filled even when there is a lack of qualified candidates. Priority is given to filling spaces rather than ensuring leadership is 'fit.'
• There is often no job description or list of competencies for prospective board members.

None of these methods is likely to result in a board of great effectiveness or impact. Nor are these methods likely to be 'leadership friendly' - motivating those with proper leadership skills to serve.

How we choose leaders and our understanding of good leadership goes to the heart of church health and ministry impact. Who you choose to lead will determine the effect on your congregation.

I would suggest that the New Testament implicitly or explicitly describes the kind of individuals whom we should place in church leadership.

Exhibits godly character and lifestyle
This is the most critical, non-negotiable characteristic of a church leader. We are called to lead on behalf of Jesus Christ, as shepherds accountable to the Chief Shepherd (1 Peter 5:4). Paul made it clear in First Timothy and Titus that, above all else, a leader's life must be in the process of being transformed into the likeness of Christ. Only those deeply committed to personal transformation and authenticity can lead others in that direction.

Has a deep passion for Jesus
The Church is about Jesus! He is its leader. We serve as leaders under Him. Thus, only those passionate about Him are qualified to lead His people. Those we lead will be influenced by whatever passions drive us. It is painfully apparent when church leaders are more interested in power, ego, or their own agendas than in leading Christ's people where He wants them to go. Remember, only some congregations rise above the spiritual level of their leaders.

Displays personal humility
Leadership in the Church differs in two significant respects from how it is practiced in other arenas. First, it is a leadership of service rather than power. As Peter wrote, "Overseers should be 'eager to serve: not lording it over those entrusted to you.'" Second, this leadership already has its agenda set by the Lord of the Church. Our agenda has been established, and our leadership priorities are Christ's, not ours. Without humility, people are unlikely to bow to the will of the majority and far more likely to push for their agenda rather than God's. 

Genuinely loves people
Ego-driven individuals love themselves, not others. Humble, godly individuals love others as Christ loves them, and their leadership is fueled by genuine spiritual concern. The driving characteristic of God's pursuit of us has been unexplainable, powerful, unrelenting love, bathed in mercy, compassion, forgiveness, and grace.

Is a lifelong learner
Leaders are learners. They are hungry to understand the leadership task. They are driven to lead well to become more effective. Nowhere is it more critical for leaders to be lifelong learners than in the context of the local Church. Healthy leaders are learners of God, effective ministry options and methods, and leadership. Once leaders give up learning as a high value, their effective leadership days are over. Learners are flexible and teachable. They are willing to change their methodology to meet their mission as long as it is healthy and Biblical.

Understands and agrees with God's leadership assignment
I often ask leadership boards if they can clearly articulate their responsibilities. Invariably, the answer is no, apart from generalities. I believe God has given leaders specific duties, and every leadership board should be able to define its responsibilities. Suppose you cannot explain those responsibilities to your board. In that case, you have a problem as it becomes every leader's opinion against another's rather than a shared understanding of God's leadership assignment.

Grapples with the future
To lead is to be out in front of others. Authentic leadership is primarily about the future and secondarily about the present. While this may seem obvious, most leadership boards spend most of their time dealing with present-day rather than future issues. Healthy leaders are always looking toward the future. You can lead the status quo, you can lead crisis, or you can lead into the future.

Focuses on the team
Warning: Never elect or appoint to leadership an individual who cannot graciously work in a team setting - and publicly and privately support the team's decisions. Leadership teams require team players. Those who cannot function as healthy team members will destroy the unity necessary for a leadership team to lead (remember humility). Mature, healthy leaders choose to subordinate their egos to the will of the group and deeply value the perspectives and input of others and the collective decisions of the board.

Leads willingly
Good leaders are willing leaders (remember 1 Peter 5). Willing leaders are ready to make the sacrifices necessary to lead without inner resentment and frustration. It is a mistake to coerce individuals to serve in leadership positions. When we push people to serve before they are mature enough to handle leadership difficulties (such as conflict), they often have experiences that cause them to avoid future leadership. In addition, unwilling leaders can often lead harshly without patience and grace. 

Positively influences others
Authentic leaders have influence over others, whether they are in leadership positions or not. This is the key: When considering individuals for leadership, ask the following questions: "Do they already have a positive influence over others? Do people look to them for leadership? Do they lead people closer to Christ and in positive ministry directions?"

Has an action bias
Leaders do things. They have a bias toward action and away from the status quo. They sometimes need help figuring out what to do, but they will try things and see what sticks and what works. Leaders are never content with things but dream of how they could be - continually looking for ways to accomplish their mission more effectively. Their focus is not on the status quo but on the future.

Is a purveyor of hope
Leaders are optimistic about the future and convey that optimism and hope to those they lead. They believe that positive things can and will happen because they understand that it is God who empowers and He who has promised to be with the Church until the end of the age. Pessimists are not leaders! Pessimists telegraph caution and see all the reasons why things cannot happen. Just read the epistles of the Apostle Paul. Always optimistic based on the power of God. Always expecting the power of God to prevail.

Rarely will a church rise above the personal, spiritual, and missional health of its leaders. Who you select is a key either to mediocrity or to health. No one has all these characteristics equally, but they are vital questions to ask about those you put into leadership.

Creating cultures of excellence
AddingtonConsulting.org

11 steps to confronting problematic DNA in a congregation

Churches can experience spiritual renovation if their leaders are committed to helping the congregation become healthy. It is, however, not an easy process. Here are 11 steps to the process of confronting problematic DNA in a congregation. 

Remember that crisis can be a friend.

Spiritual renovation for congregations, like individuals, often starts in crisis. Pain is a friend for those who will listen - a wake-up call that not all is well. Rather than run, wise leaders use a crisis to ask important questions about the health of the church, about the past, and about the future. Crisis often reveals spiritual fault lines in a congregation - unhealthy DNA - that need to be addressed. Wise leaders know that you never waste the opportunity that a crisis presents.

Start to lead more intentionally.

Spiritual renovation of a congregation requires courageous leaders who are not afraid to face brutal facts, who are willing to admit sin or dysfunction and make commitments to change, and who will lead their congregation in a healthy spiritual direction. This never happens by accident but rather by charting an intentional process toward renovation.

Face reality

Wise leaders face reality rather than run from it, no matter how painful or unpleasant. Facing reality is a necessary prerequisite to healing and wholeness. Leaders in troubled congregations must first clearly understand the issues that have contributed to where they find themselves. Often, these issues are long-standing and may even go back to the founding of the church. Crisis can bring them to the surface and give leaders an opportunity to deal with them if we are willing to face reality rather than run from it or ignore it. This takes courage because there will always be pressure to ignore or cover up problems that have been longstanding. In fact, that is why they are longstanding problems in the first place.

Confess sinful practices or unhealthy practices.

Where there are significant areas of sin (often the root of unhealthy genetics), those sins need to be confessed and renounced by church leaders. The naming of the sin, along with its confession, is a powerful step for church leaders. Or, it may simply be unhealthy practices. Again, those unhealthy practices need to be named and a commitment made to better practices. 

Covenant to new practices

Unhealthy and sinful practices need to be replaced by healthy and godly practices. If a new genetic code is going to be planted in a congregation, it needs to be specified and articulated, and leaders need to commit to it first. A written document can become a reminder of your commitment to renovation - one that articulates both what has been confessed and what new practices have been embraced.

Recruit a guiding coalition.

Significant change across a congregation takes more than the influence of the leadership board. Bring into your process other leaders in the church who can embrace and model with you the changes that need to be made. And those who can lend their influence to the process.

Model, teach, and establish new practices

At this point, you will need to be proactive in teaching, modeling, and establishing new, godly, or healthy practices at every level of ministry. Talk frankly with the congregation from the pulpit, in small and large group settings, in membership classes, and wherever you can to remind them of 'who you are' as a congregation and the commitments you have made to be the authentic body of Jesus Christ. At all costs, keep the issues in front of the leadership community so that you model that to which you have called the congregation.

Establish a prayer coalition.

Things happen when people pray. The Holy Spirit starts to remind us of positive behaviors and convict us of sinful behaviors. Engage a prayer team to specifically pray that God would bring change to the congregation.

Don't be surprised if things get worse before they get better.

That may surprise you, but it is often the case. Exposing sinful, unhealthy, or long-accepted practices and calling people to new and healthier practices is not going to make everyone happy. Often, you will face deep resistance from a segment of the congregation even though you are calling the congregation to healthier and more godly practices. In many cases, this resistance comes from those who may have created those practices in the past and are therefore threatened by change. This is where many leaders cave to the pressure. Don't! It is a natural part of the process. 

Realize that it's OK when people leave during renovation - expect it.

If you have walked through significant crisis and change in a church-leadership setting, you know how discouraging it is to come to a meeting after meeting and hear the latest list of those who have left the church. Spiritual renovation in a church will often leave some people cold - people who have no desire or intention to renovate their attitudes or change their behavior. We cannot force others to change. Leaders need to know that it is OK when people leave. Don't let this intimidate you.


When leaders start to lead well, they help the congregation clarify who they are as a church and what their future is. Clarification causes some to say, I don't want to be on this bus anymore. It's going in a direction I don't want to go.' Often, those who leave your church disgruntled find another church where they can fit in and minister productively.

Hang in, trust God, keep praying, and lead wisely.

Spiritual renovation of congregations is not easy and is rarely fast. However, God wants to bring renewal. If leaders are patient, stay the course, do what is right, and keep praying, chances are good that renovation will come.

Creating cultures of excellence
AddingtonConsulting.org

How do Churches End Up with Domineering Bullies for Pastors - From the Gospel Coalition

How Do Churches End Up with Domineering Bullies for Pastors? 

From the Gospel Coalition

See also
Abuse in the Church: When the bully is the pastor 

Creating cultures of excellence
AddingtonConsulting.org

Understanding what good and bad EQ (Emotional Intelligence) look like

Emotional Intelligence (EQ), is the ability to understand ourselves, know what drives us, accurately understand how we are perceived by others, and understand how we relate to others. EQ measures whether we have the relational skills to work synergistically with others while being ‘self defining’ and allowing others to speak into our lives or work without defensiveness. Many of the actions, responses, attitudes and relational tendencies relate to our EQ. Healthy leadership therefore requires healthy EQ since leadership is all about relationships and people. One can lead from a position of authority with poor EQ but one cannot lead through deep influence without healthy EQ.

I believe that we pay far too little attention to issues of EQ in the hiring of leaders, building of teams or in our own lives. There are many brilliant individuals whose poor emotional intelligence leaves havoc in their wake. Poor emotional intelligence on the part of leaders is the major cause of relational and leadership issues. It is an issue every leader needs to pay close attention to. Those who do not end up hurting their leadership and the organization they lead. Several key issues of EQ stand out for leaders.

Consider these signs of poor EQ

• Defensiveness
• Inability to resolve conflict or negotiate differences in a healthy way
• Lack of empathy and understanding leaving people feeling hurt
• Marginalization of those who disagree with us
• Narcissism, where it is all about “me”
• A need to get our own way
• Control of others rather than empowerment
• Inapproachability by staff, volunteers or board members
• Use of spiritual terms like “God told me” or “spiritual warfare” to shut down discussion
• Lack of flexibility and ability to negotiate issues for a win/win solution
• Holding grudges and lack of forgiveness
• Inability to play on a team
• A history of relational problems with people one has worked with
• Lack of sensitivity to how actions, behaviors or words affect others
• Personal insecurity
• Inability to be self defining while maintaining good relationships
• Attitudes of cynicism and mistrust toward others
• A poor understanding of one’s strengths and weaknesses
• A victim mentality where we are the victims and it is always someone else’s fault when conflict occurs
• Seeing the world in black and white where there are good guys and bad guys and not much in between leading to the demonization of others
• Needing to be popular
• Becoming enmeshed in other people’s issues
• High personal anxiety over aspects of my job
• Saying one thing to one individual and another thing to others

Consider these signs of good EQ

• I am approachable and have a nothing to prove, nothing to lose attitude
• I seek to resolve conflict quickly and well
• I am self defined but always leave the door open for dialogue with those who disagree and work to keep the relationship
• I live with self confidence but not hubris
• I am highly flexible
• I seek to understand myself well including, weaknesses and strengths and the shadow side
• I ask others for feedback on my behaviors
• I am a team player and value “us” more than “me”
• I work very hard to understand others and put myself in their place
• I don’t hold grudges and extend forgiveness easily
• I don’t need to be popular but I do desire to be respected
• When conflict occurs I take responsibility for my part
• There are no issues that are off limits for my team to discuss
• I am patient with people and always give them the benefit of the doubt
• I have a sense of humor about myself and don’t take myself too seriously

Creating cultures of excellence
AddingtonConsulting.org