A former leader in the church says to a current leader: "I have some deep concerns about the pastor and there are others who who do as well." "Who are the others?" queries the leader. "Well, I can't really say because that would violate confidentiality but there are quite a few."
"What are the issues," asks the leader. "Basically we don't trust the pastor and he has not handled some things very well." "Do you have first hand information about this," asks the leader? "Well, not really but I am sure that what I have heard is true." "Have you asked the pastor about your concerns?" asks the leader. "Oh no, he is not approachable." "How do you know that?" asks the leader. "Well he has a reputation of not listening and being defensive." "Hmmm, that has never been my experience," says the leader.
Did you notice in this conversation that there is a "voice" behind the "voice" of the one complaining? He has no first hand information about this situation but he has become an inadvertent spokesperson for someone else in the congregation who has an agenda to raise issues from behind the scenes, quietly and even perhaps with spiritual language ("I am deeply concerned for the pastor" or "we need to be praying about this trust issue."). And the one speaking should be listened to because after all he has taught an adult Sunday school class for years....
It is not unusual for me to receive a call from a pastor or church leader asking for my help because there are unhappy people in the church who are raising all kinds of issues, want a public forum to voice them and have spokespeople who are regularly "sharing their concerns" with leaders, leaving leaders wondering how big an issue is this and how do they deal with it. And, it seems that no matter how many conversations they have the issues don't go away.
As I dialogue with leaders in these situations I am listening for the "voice behind the voices." Usually there is an individual, perhaps a few who are talking behind the scenes. Their friends pick up their issues whether they are legitimate or not and soon there are a number of folks who don't "trust the pastor" even though they have no personal reason not to - and the poison starts to run through the congregation.
I will often ask if there are common themes they are hearing and of course there are. I will probe as to where they think it is coming from and they often answer that they think it is a wide congregational issue (which I don't believe). Starting to probe more deeply I often come to an individual who was a former leader or a founding member of the church (sometimes not either) who is actually the voice behind the voices. Even then, some board members, knowing the truth don't want to do anything about it because he or she is "godly" and have been around for a long time.
My last blog was on courageous leaders. Courageous leaders are innocent as doves and wise as serpents. They are not naive and they do not allow anyone in the church to bring division and the behavior above is one of the most destructive behaviors any church can experience. Often it leads to pastors resigning and churches being held hostage by someone behind the scenes who wields underhanded power because no one has the courage to confront them.
When you see this scenario happening don't be deceived and figure out who the voice behind the voices actually is. Then deal with it. If you need to bring in an outside voice to help you do that make that call. It takes just one fox (sorry but that is what they are) to cause mayhem in the hen house. Paul told the elders at Ephesus that such fox's would show up and he told them not to be deceived but to deal with it (Acts 20). I know of foxes right now who are quietly chomping their way through congregations and there is blood everywhere.
Saturday, May 28, 2011
Courageous church leaders
Church leadership is not for the faint of heart, the easily discouraged or those who lack courage. Yet too often there is a failure of courage at critical junctures in church leadership and it can only be laid at the foot of leaders. What makes for a courageous leadership board?
They are willing to clearly define vision and direction knowing that clarity is critical even though some will not like the clarity. Many boards do not take the time to clarify and communicate clarity because it is hard work, first, and because they know that some will object, second. Yet, it is clarity that brings focus, alignment and direction so there is no true church health without clarity. This may involve making tough directional or ministry calls that upset a few. Process is important but courageous leaders will do what is right even when a few loud voices protest.
They are ready to stir the water at times to move the congregation out of their comfort zone and into a gospel centered ministry zone. All churches naturally revert back to their comfort zone where life is easy and the focus is on who is already in the church rather than who is outside the church without Christ. It is the job of leaders to ensure that the congregation is living out its Gospel mandate which will be inconvenient and uncomfortable at times. If the water is not being ruffled regularly you are living in the comfort zone.
They deal with divisive voices who would divide the congregation. Paul talks much to his friend Timothy about how to deal with divisive people who cause damage to the church. One thing he does not say is ignore them. They are foxes in the hen house and courageous leaders see them for what they are and lovingly but firmly deal with this sin that so easily divides.
They hold themselves to high standards. Leaders are to be above reproach not only in their own personal lives but in the way their interact with each other as a team. Courageous leaders call out behavior that is counterproductive to a healthy board and hold one another accountable for their unity, relationships and work together.
They are candid and honest about the state of the church and its ministry. It is easy to ignore real issues and not evaluate the true state of the congregation. It takes courage to name the elephants and then deal with them. This must be done without a hidden agenda or personal attack but it must be done. If there are any elephants in the board that cannot be discussed there is a failure of courage.
They are people of hope and optimism that God can and will do something big through their people and congregation and so they dream big, plan big and expect God to show up. Why? Because they believe in God's plan and power and that He is "able to do immeasurably more than all we ask or imagine, according to His power that is at work within us" (Ephesians 3:20)." It takes courage to believe in God's power and therefore step out to do great things for him and that is exactly what courageous leaders do.
Our world is driven by fear at many levels. Congregations often have leaders who are more fearful and cautious than courageous and bold. Failure of courage leads to failure of mission. Courageous church leaders infect their congregation with their optimism, courage, resolve, Gospel commitments and call them to live it out together.
They are willing to clearly define vision and direction knowing that clarity is critical even though some will not like the clarity. Many boards do not take the time to clarify and communicate clarity because it is hard work, first, and because they know that some will object, second. Yet, it is clarity that brings focus, alignment and direction so there is no true church health without clarity. This may involve making tough directional or ministry calls that upset a few. Process is important but courageous leaders will do what is right even when a few loud voices protest.
They are ready to stir the water at times to move the congregation out of their comfort zone and into a gospel centered ministry zone. All churches naturally revert back to their comfort zone where life is easy and the focus is on who is already in the church rather than who is outside the church without Christ. It is the job of leaders to ensure that the congregation is living out its Gospel mandate which will be inconvenient and uncomfortable at times. If the water is not being ruffled regularly you are living in the comfort zone.
They deal with divisive voices who would divide the congregation. Paul talks much to his friend Timothy about how to deal with divisive people who cause damage to the church. One thing he does not say is ignore them. They are foxes in the hen house and courageous leaders see them for what they are and lovingly but firmly deal with this sin that so easily divides.
They hold themselves to high standards. Leaders are to be above reproach not only in their own personal lives but in the way their interact with each other as a team. Courageous leaders call out behavior that is counterproductive to a healthy board and hold one another accountable for their unity, relationships and work together.
They are candid and honest about the state of the church and its ministry. It is easy to ignore real issues and not evaluate the true state of the congregation. It takes courage to name the elephants and then deal with them. This must be done without a hidden agenda or personal attack but it must be done. If there are any elephants in the board that cannot be discussed there is a failure of courage.
They are people of hope and optimism that God can and will do something big through their people and congregation and so they dream big, plan big and expect God to show up. Why? Because they believe in God's plan and power and that He is "able to do immeasurably more than all we ask or imagine, according to His power that is at work within us" (Ephesians 3:20)." It takes courage to believe in God's power and therefore step out to do great things for him and that is exactly what courageous leaders do.
Our world is driven by fear at many levels. Congregations often have leaders who are more fearful and cautious than courageous and bold. Failure of courage leads to failure of mission. Courageous church leaders infect their congregation with their optimism, courage, resolve, Gospel commitments and call them to live it out together.
Friday, May 27, 2011
Focusing on problems not people
It is interesting how we are usually think about problems. Something does not work, goes wrong, fails, is causing frustration and we automatically ask, "who is responsible?" In other words we go to a person and we go to blame.
It is the wrong focus! The focus should be on the problem and trying to figure out why the problem occurs and how it can be fixed. In many cases we find that the problem is not about an individual but about a process that is poorly designed.
It is instructive to take a problem that is frustrating in your organization and on a white board diagram the entire process involved with the inputs and outputs. Who is involved and what process is involved and where does the process break down and why? In most cases you will quickly discover that the problem is no caused primarily by individuals but by a flawed process that needs to be refined and fixed. In fact, any time there is ongoing frustration about something, the white board process picture should be drawn and analyzed.
Now if after you have analyzed the process you discover it breaks down with a specific individual you can deal with the individual. But as a philosophy, focus on problems not people.
One last thought. Every problem is an opportunity to refine systems, change processes, eliminate what is not needed and do what you do in a more effective way. A problem equals opportunity to do something better. That is why I like problems.
It is the wrong focus! The focus should be on the problem and trying to figure out why the problem occurs and how it can be fixed. In many cases we find that the problem is not about an individual but about a process that is poorly designed.
It is instructive to take a problem that is frustrating in your organization and on a white board diagram the entire process involved with the inputs and outputs. Who is involved and what process is involved and where does the process break down and why? In most cases you will quickly discover that the problem is no caused primarily by individuals but by a flawed process that needs to be refined and fixed. In fact, any time there is ongoing frustration about something, the white board process picture should be drawn and analyzed.
Now if after you have analyzed the process you discover it breaks down with a specific individual you can deal with the individual. But as a philosophy, focus on problems not people.
One last thought. Every problem is an opportunity to refine systems, change processes, eliminate what is not needed and do what you do in a more effective way. A problem equals opportunity to do something better. That is why I like problems.
Wednesday, May 25, 2011
KMS
It stands for keep mouth shut and it is an acronym that I use with myself often when I am tempted to say too much, need to listen rather than respond, speak out of anger or frustration, dominate a conversation or when dealing with people who are argumentative, arrogant or obnoxious.
Wise people guard their tongues. What we say or how we say it is more likely to get us into trouble than anything else as James reminds us in talking about our tongue. As we mature we ought to learn to speak less, listen more, ask questions rather than make pronouncements, keep our own counsel and be circumspect with our words. It goes against our natural tendency to speak quickly, defend our positions carelessly and respond out of emotion rather than a considered response.
Think about the person who speaks seldom in a meeting but when they do everyone listens because they speak wisdom. And then think of the individual who speaks often and dominates the conversation but without much wisdom. The first has learned the KMS principle and in practicing it they think before they speak and in doing so they actually contribute more by speaking less.
Leaders are tempted to speak too much rather than ask questions and listen to others. They are tempted to give quick answers rather than allow people to come to their own conclusions or let a group process work. The temptation comes from their ability to quickly analyze, for some to be the center of attention, and their leadership position. Of all people, those who lead need to remind themselves to KMS often. To the extent that they dominate the conversation, give the answers and make pronouncements, they dis-empower other members of the team. Even if they know they are right, speaking less will get them further.
Those who choose to listen more than talk, ask questions rather than pronouncements or not to be the center of attention are displaying humility rather than pride, a secure rather than needy makeup and good emotional intelligence (EQ).
I have been known to use a post it note with KMS written on it as a reminder when going into a potentially contentious meeting. I know my own tendencies and the wisdom of keeping quiet in many situations where I could otherwise speak unwisely. How are you doing with the KMS principle?
Wise people guard their tongues. What we say or how we say it is more likely to get us into trouble than anything else as James reminds us in talking about our tongue. As we mature we ought to learn to speak less, listen more, ask questions rather than make pronouncements, keep our own counsel and be circumspect with our words. It goes against our natural tendency to speak quickly, defend our positions carelessly and respond out of emotion rather than a considered response.
Think about the person who speaks seldom in a meeting but when they do everyone listens because they speak wisdom. And then think of the individual who speaks often and dominates the conversation but without much wisdom. The first has learned the KMS principle and in practicing it they think before they speak and in doing so they actually contribute more by speaking less.
Leaders are tempted to speak too much rather than ask questions and listen to others. They are tempted to give quick answers rather than allow people to come to their own conclusions or let a group process work. The temptation comes from their ability to quickly analyze, for some to be the center of attention, and their leadership position. Of all people, those who lead need to remind themselves to KMS often. To the extent that they dominate the conversation, give the answers and make pronouncements, they dis-empower other members of the team. Even if they know they are right, speaking less will get them further.
Those who choose to listen more than talk, ask questions rather than pronouncements or not to be the center of attention are displaying humility rather than pride, a secure rather than needy makeup and good emotional intelligence (EQ).
I have been known to use a post it note with KMS written on it as a reminder when going into a potentially contentious meeting. I know my own tendencies and the wisdom of keeping quiet in many situations where I could otherwise speak unwisely. How are you doing with the KMS principle?
Tuesday, May 24, 2011
Poisonous criticism and negative spirits
Critical spirits are poison in ministry. They can literally destroy churches, holding them captive to negativity and injuring people in the process. This is not about thinking critically, something valued but living with a critical spirit toward individuals or an entire ministry that like cancer, quietly and behind the scenes spreads its deadly cells until irreparable damage has been done. Critical spirits are deadly for a number of reasons:
They often create a self fulfilling prophecy. Go negative in one's attitude long enough and people will start to believe that it is all negative which makes it impossible for leaders to lead and for people to work toward common healthy goals. I am currently working with a church where the negative attitudes have become so strong that there is a good chance the ministry will implode.
Critical spirits and negativity destroy trust which is the necessary ingredient in any healthy ministry. Trust is destroyed because critical spirits by definition question the motives or the competency of others. Others are infected by the negativity and seeds of mistrust are sown in their minds which impact relationships, a willingness to work with leaders.
Highly critical people in the church actually set themselves up as rival leaders since they bring around them others who buy into their attitudes and follow their lead. In doing so, they undermine the leadership of others and subtly but surely divide the congregation.
Negativity spreads quickly as others with "issues" get sucked into bad attitudes. Give some people a reason to complain and they will take it. Negative attitudes have a way of building coalitions of people who have something to complain about and get sucked in to a spiral of bad attitudes.
A spirit of criticism and negativity is a tactic of the evil one to bring division to the body and destroying its unity. Satan knows that if he can divide the body he can neutralize its effectiveness. These attitudes do not come from the Spirit!
How do you combat negativity and critical spirits when they have become pervasive? I have two suggestions. First, be upfront and public about the issue, its spiritual implications, and its effects. Too often we are afraid to name the sin in our midst allowing it to fester and grow. People with critical spirits and negative attitudes don't think they will be called on their behavior so surprise them.
Second, if it is severe, tell people what is being said in an appropriate setting. What is whispered in private sounds pretty silly when spoken in public. Name the elephants that are being spoken privately and call it for what it is: unhealthy, divisive, unhelpful, and cancerous.
Third, call people back to their calling to be God's people who are making a difference in the world. Often, critical and negative spirits flourish in situations where there is not a higher calling people have embraced. Non missional churches turn inward and in the absence of something better to do, often start picking on one another.
My advice to the leaders of the congregation above is that they call a town meeting with an outside moderator who can get the issues on the table, name them for what it is and call people to a higher level of behavior. Don't ignore it. Ignoring it is like knowing you have a malignancy but wont go to the doctor. Malignancy's don't go away without intervention.
Intervene.
They often create a self fulfilling prophecy. Go negative in one's attitude long enough and people will start to believe that it is all negative which makes it impossible for leaders to lead and for people to work toward common healthy goals. I am currently working with a church where the negative attitudes have become so strong that there is a good chance the ministry will implode.
Critical spirits and negativity destroy trust which is the necessary ingredient in any healthy ministry. Trust is destroyed because critical spirits by definition question the motives or the competency of others. Others are infected by the negativity and seeds of mistrust are sown in their minds which impact relationships, a willingness to work with leaders.
Highly critical people in the church actually set themselves up as rival leaders since they bring around them others who buy into their attitudes and follow their lead. In doing so, they undermine the leadership of others and subtly but surely divide the congregation.
Negativity spreads quickly as others with "issues" get sucked into bad attitudes. Give some people a reason to complain and they will take it. Negative attitudes have a way of building coalitions of people who have something to complain about and get sucked in to a spiral of bad attitudes.
A spirit of criticism and negativity is a tactic of the evil one to bring division to the body and destroying its unity. Satan knows that if he can divide the body he can neutralize its effectiveness. These attitudes do not come from the Spirit!
How do you combat negativity and critical spirits when they have become pervasive? I have two suggestions. First, be upfront and public about the issue, its spiritual implications, and its effects. Too often we are afraid to name the sin in our midst allowing it to fester and grow. People with critical spirits and negative attitudes don't think they will be called on their behavior so surprise them.
Second, if it is severe, tell people what is being said in an appropriate setting. What is whispered in private sounds pretty silly when spoken in public. Name the elephants that are being spoken privately and call it for what it is: unhealthy, divisive, unhelpful, and cancerous.
Third, call people back to their calling to be God's people who are making a difference in the world. Often, critical and negative spirits flourish in situations where there is not a higher calling people have embraced. Non missional churches turn inward and in the absence of something better to do, often start picking on one another.
My advice to the leaders of the congregation above is that they call a town meeting with an outside moderator who can get the issues on the table, name them for what it is and call people to a higher level of behavior. Don't ignore it. Ignoring it is like knowing you have a malignancy but wont go to the doctor. Malignancy's don't go away without intervention.
Intervene.
Monday, May 23, 2011
Goal based budgeting
Ministry budgeting is often a simple exercise of doing what one did the year before with the requisite addition or subtraction depending on the economy. This makes sense for fixed costs.
However, when it comes to non fixed costs consider an alternative - goal based budgeting where the budget is based on the goals and plans of the ministry division or team and the results of its prior year's goals. This budgeting strategy sends the most resources to those ministry divisions that get the best results, deliver on their plans and have the greatest vision. It rewards those who deliver on their ministry plans and withholds resources from those who don't.
Goal based budgeting also calls the question on ministry teams or divisions that do not live up to their plans or who have deficient vision or execution. Honest evaluation of results is not a strength of many ministries. Goal based budgeting helps evaluate success since it is based both on future plans as well as on past performance.
Goal based budgeting is a simple strategy to tie funding to vision and performance.
An interesting and true comment on this post:
Matt Steen has left a new comment on your post "Goal based budgeting":
This can be a scary thing for many churches because it involves thinking through why they are doing what they are doing and then asking the question "how are we doing at it?"
This is also a very good thing for churches to start doing because it forces them to think from vision rather than tradition. This is also one of my favorite things to do with our clients.
However, when it comes to non fixed costs consider an alternative - goal based budgeting where the budget is based on the goals and plans of the ministry division or team and the results of its prior year's goals. This budgeting strategy sends the most resources to those ministry divisions that get the best results, deliver on their plans and have the greatest vision. It rewards those who deliver on their ministry plans and withholds resources from those who don't.
Goal based budgeting also calls the question on ministry teams or divisions that do not live up to their plans or who have deficient vision or execution. Honest evaluation of results is not a strength of many ministries. Goal based budgeting helps evaluate success since it is based both on future plans as well as on past performance.
Goal based budgeting is a simple strategy to tie funding to vision and performance.
An interesting and true comment on this post:
Matt Steen has left a new comment on your post "Goal based budgeting":
This can be a scary thing for many churches because it involves thinking through why they are doing what they are doing and then asking the question "how are we doing at it?"
This is also a very good thing for churches to start doing because it forces them to think from vision rather than tradition. This is also one of my favorite things to do with our clients.
Thursday, May 19, 2011
Sometimes our best action is no action
We are an action oriented society. Have a problem? Go fix it! Need something? Figure it out. The larger the problem, the harder we work. I understand that as a "strategist," "maximizer," and "achiever," in the Strengths Finder terminology.
But.
Sometimes our best move is to make no move until we have been still before God long enough to wait and listen for His promptings, or to allow Him to move on our behalf for us. Sometimes our biggest work is to resist our temptation to do anything at all and simply "wait on the Lord," and see what He does on our behalf.
Throughout the Psalms we have numerous references from David of waiting on the Lord for Him to act on His behalf. And that from a man of action, a warrior who understood that there were times to act and times to simply wait for God' to act on His behalf. As David wrote in Psalm 121:1-2, "I lift up my eyes to the hills- where does my help come from? My help comes from the Lord, the Maker of heaven and earth."
Perhaps we too often try to solve issues that God would like to solve for us if we were patient and waited on Him! Or, we act prematurely before He gives us the conviction that it is time to act. Our own level of anxiety can cause us to act prematurely and sometimes unwisely when waiting on God in prayer would have saved us problems and given Him time to act on His own.
This is particularly true in instances where we try to convince others to solve some problem in their lives (acting for the Holy Spirit - bidden or not bidden) rather than praying that the Holy Spirit would act in His way and His time in that individual's heart.
As my own faith has matured, I have learned to act less and pray more about issues facing me. I am constantly amazed at how God creatively solves issues that either could not have solved or in His fashion. When I am tempted to act precipitously I turn to the Psalms and remind myself that "The Lord will watch over your coming and going both now and forevermore" (Psalm 121:8).
But.
Sometimes our best move is to make no move until we have been still before God long enough to wait and listen for His promptings, or to allow Him to move on our behalf for us. Sometimes our biggest work is to resist our temptation to do anything at all and simply "wait on the Lord," and see what He does on our behalf.
Throughout the Psalms we have numerous references from David of waiting on the Lord for Him to act on His behalf. And that from a man of action, a warrior who understood that there were times to act and times to simply wait for God' to act on His behalf. As David wrote in Psalm 121:1-2, "I lift up my eyes to the hills- where does my help come from? My help comes from the Lord, the Maker of heaven and earth."
Perhaps we too often try to solve issues that God would like to solve for us if we were patient and waited on Him! Or, we act prematurely before He gives us the conviction that it is time to act. Our own level of anxiety can cause us to act prematurely and sometimes unwisely when waiting on God in prayer would have saved us problems and given Him time to act on His own.
This is particularly true in instances where we try to convince others to solve some problem in their lives (acting for the Holy Spirit - bidden or not bidden) rather than praying that the Holy Spirit would act in His way and His time in that individual's heart.
As my own faith has matured, I have learned to act less and pray more about issues facing me. I am constantly amazed at how God creatively solves issues that either could not have solved or in His fashion. When I am tempted to act precipitously I turn to the Psalms and remind myself that "The Lord will watch over your coming and going both now and forevermore" (Psalm 121:8).
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