Refreshment for pastors

In all the discussion on leadership in the local church - which I often write on - we sometimes forget the goal of all that we do - the care of souls that Jesus has put in our charge.

My friend of many years Lee Eclov is the quintessential pastor who loves the day to day care of his congregants. He has written a refreshing book on the Pastoral Graces: Reflections on the Care of Souls. 

It will encourage you, refresh you, remind you of our ultimate calling and challenge you. We need to be reminded often of what ministry is all about. This book will do that.

If you are not a pastor, consider gifting this book to your staff as a thank you for the care they provide you and the flock.

When boards are unable to police their own

Here is an interesting dilemma to consider. One of the Biblical roles of church boards is to protect the flock against the "wolves" of heresy, unrepentant ongoing serious sin and those that cause division in the body.

Yet many church boards are unable to even police themselves and deal with individuals on their board who cause disruption to the board itself. How can a board that cannot deal with its own issues deal with the issues of the church at large?

Consider these behaviors of board members that hurt the board:
- Unwillingness to abide by corporate decisions and team process.
- Sharing of confidential board discussions with others outside the board in an attempt to influence others.
- Holding offense against other board members that they are unwilling to resolve.
- Speaking ill of other board members or the staff.
- Problems of anger.
- Defensiveness that prevents others from speaking into their lives or behaviors.
- Disruptive behaviors that hurt board processes.

It takes only one unhealthy and unaccountable board member to poison the atmosphere of a board. Almost everyone who has served on a church board has encountered one or more of these. Yet all too often, the board itself is unwilling or unable to deal with behaviors that hurt the board and consequently the church. 

Two rules of thumb that I have observed over the years make this even more problematic. First, the congregation rarely rises above the spiritual temperature of the board - and this issue is a spiritual issue. Two, the behavior of a board usually becomes the behavior of a congregation. Thus, unhealthy behaviors on a board will usually be reflected in the congregation as well.

I strongly advise boards to have a board covenant that all members sign before they come onto the board. When there is a violation of that covenant, boards must exercise the discipline of policing their own for the sake of the health of the church.

The bottom line is that when boards cannot police themselves the hurt the church as a whole and cannot expect members of the congregation to live by standards they themselves cannot live by.

The failure of church boards to realistically evaluate the ministries they oversee

Over several decades of consulting with church boards I have observed that they are often reluctant to realistically evaluate the ministries of their church. 

I think there are several reasons for this. One, it is easy to say that this is ministry and you cannot evaluate God's work like one can in other arenas. Two, "Christian nice" keeps us from wanting us to be critical. Three, there can be significant defensiveness from pastors who equate the evaluation with themselves and resist it. Four, the lack of understanding that it is the board as the senior leadership group of the church that is going to answer to God for their leadership stewardship. In all it adds up to a significant lack of courage.

The result of this is that ineffective programs continue to exist long past their era of fruitfulness, systemic issues that keep the church from moving forward are not addressed and staff issues that need to be addressed are not dealt with. Essentially the board has moved from leadership to the guardian of the comfortable and status quo enjoying the illusion that all is well.

I have watched churches go into a slide of decline in places where other congregations are flourishing and still the board does little or nothing and when it does it is often too late. We ask why companies like General Motors ignored the obvious for so long as their business went into deeper and deeper trouble. I ask why church boards ignore the obvious for so long as their ministries languish or go into decline.

If you are on a board I would encourage you to consider these questions:

1. Are there any issues we know exist in the church that we have been unwilling to address? If so why?

2. Are we as a board able to put any and all issues on the table for discussion as long as there are no personal attacks or hidden agendas? If not, what is keeping us from doing so?

3. If the answers to question 1 is yes and question 2 is no, are you willing to challenge the board - maybe by sharing this blog - to have the courage to look realistically at your ministries and deal with issues that need to be dealt with?

Board members serve the church under Jesus Christ (1 Peter 5) and will give an account to Him for their leadership stewardship. It is a serious undertaking that has eternal consequences for those in our congregations and communities.

If you need a refresher on the role of church leaders, you may want to look at my book High Impact Church Boards. It provides a clear road map for church leaders in their leadership role. Above all, don't live with the illusion that all is well when in fact it is not.

Our culture and Kingdom culture

Here is an interesting question to ask yourself. What parts of the culture in which you live  would God celebrate? He was, after all, the originator of differing cultures and languages back at the Tower of Babel. Many things in our cultures are good and healthy. 

Take the emphasis on family and friendships in many cultures. The long meals - lasting hours - in some where the gift of food and drink and fellowship come together. Or, the respect for the elderly (those of us over fifty say wise) in other cultures. Or weddings that last three days with great celebrations. There are many wonderful and unique cultural differences that bring color and richness to all of us. It is one of the reasons I love my job which takes me to many different cultures and the wonderful friends I meet there. I learn so much from other cultures as I travel, interact and minister.

There is a second question though that is equally important. What are the parts of the culture in which I live that God would not celebrate. It is an important question because we are often rather blind to the deficiencies in our cultures (we are part of it) and while we may easily spot deficiencies in the cultures of others we are blind to our own.

My home culture suffers from some deep deficiencies: the thinking that materialism and success is a guarantee from God. Chasing after things instead of pursuing Jesus closely. A can do attitude (good) which often leaves dependence of Jesus out of the equation (bad). A morality based on personal preferences rather than on righteousness and which pervades the church as much as it does our society.

The reason these two questions are important is that as Christians we actually live in two different cultures simultaneously. Our home culture and God's Kingdom culture and they are not the same. In entering His Kingdom we take on a set of Kingdom cultural practices that supersede our earthly home culture and which unite all Christians from all cultures across our globe. That is why Christians from many cultures can be together and feel a great unity and oneness.

Those who travel oversees in ministry often come home with a new set of eyes as they see their own culture from the outside for the first time. What God desires is that we so immerse ourselves in Him and His culture through His word and His people that we are able to distinguish what is His culture is compared to our own - and when they clash, to choose Kingdom practices over our home cultural practices. 

All of life is influenced by culture. Think about your own culture in light of His Kingdom culture and be discerning as to those elements that call us to adopt His culture over our own. We are, after all citizens of heaven first and aliens and strangers in this world (1 and 2 Peter).

Why leaders who lack personal discipline and intentionality run the risk of losing the ministry they have built

There are a significant number of leaders who are able to grow a church or ministry to a fairly large size - and then are asked to leave  the ministry they have built by their board. While there are many reasons one can be asked to leave, one that I have observed over the years revolves around the discipline of the leader to lead with intentionality and focus.

I would describe these leaders as people full of energy, a plethora of ideas, significant vision and often running in many different directions. The energy and ideas often get a church off the ground or a ministry started, and even to a significant size.

However, the larger the organization, the more stability it needs and the very thing that may have helped get them to where they are becomes a liability if the leader cannot modify his or her behaviors to provide stability for the ministry. Small ministries can deal with a fair amount of organizational chaos. The larger it grows the less able it is to do so  and the best staff will not put up with an undisciplined or rapidly changing directional environment.

The discipline and intentionality of leaders is a significant issue not only for their own leadership stewardship but because their intentionality or lack of it impacts others in either positive or negative ways. Disciplined leaders provide structure and stability to their organization and staff. 

Undisciplined leaders bring uncertainty, instability and even chaos as staff try to figure out where they are going and seek to respond to the changing directions of undisciplined leadership. Eventually leaders and staff get tired of the lack of directional stability which creates tension between the senior leader and the key leadership personnel of the ministry. Often, by this time, it is too late for the senior leader to regain the confidence of the staff and board.

As organizations need to grow and mature, so do the leaders who lead them. When they don't they run a high risk of losing what they have built. 

Church culture trumps everything!

I had an interesting conversation with a pastor recently who said to me, "Church culture trumps everything including Scripture and my preaching." He pastors a church that has been around for many years and his comment reflects the truth that the longer a church is in existence, the stronger its culture - for good or bad.

Most church cultures are not intentional but rather the influence of its founders, pastors, history, power dynamics, and a host of other factors. The culture usually includes some deeply held values (not the ones written down) that dictate how it operates. In one church I attended, for instance, one of the deeply held values and practices was not to resolve conflict but rather to ignore issues and hope they went away. It was part of the culture and didn't work out too well!

Church cultures can be exegeted and understood. In my book, High Impact Church Boards I suggest a number of questions to explore that can help you understand your congregation's genetic code.

• What do you know about the founding of your church? How do you think the motives and attitudes present 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 today, or has there been a significant shift in mission, vision, or ministry philosophy? How did this shift happen?
• How do people in the church navigate disagreements? Would you give your congregation high or low marks for handling conflict? Do you see patterns here?
• Are you aware of any significant unresolved issues within your congregation? What are they, and why do you think they have not been resolved?
• How would you evaluate the unity of your leadership board? Does your 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 faced significant periods of conflict in the past, what do you know about these periods? Is it possible to see trends in either the causes or how the conflict was handled?
• When you consider leadership, now or historically, who has the major influence? Does the church board allow any individual (elected leaders or nonelected persons of influence) veto power over decisions made by the board or congregation? How has the power and influence structure of the church changed over the years?
• Think about the major changes the congregation has made, whether related to ministry philosophy, location, ministries or staff. 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? (High Impact Church Boards, pp. 81-82).

Once one understands the dynamics that made the church what it is in terms of culture, it is possible to craft a preferred culture that is intentional, rather than accidental. Every organization has a culture. The question is whether it was intentionally designed or "just is" as an aggregate of many factors in the past. If you are a church leader, are you able to define the culture of your church and the influences behind that culture? 

Chapters 2, 3 and 4 of the companion book, Leading From the Sandbox describe a paradigm for designing an intentional, healthy, God honoring church or organizational culture and how to make it a reality. While existing cultures are deeply embedded, as my pastor friend suggested, it is possible to change and modify church cultures with intentionality in the process. Not only is it possible but necessary if the church is going to be everything God designed it to be.

Symptoms of organizational non-alignment and signs of healthy alignment

The level of alignment within an organization is a direct indicator of its health, clarity and ultimately its ability to deliver on its mission. Thus it is worthwhile to consider symptoms of non-alignment as well as signs of healthy alignment. Think about the organization you lead or serve with as you consider these.

Symptoms of organizational non-alignment:

• There is little or no coordination of efforts between teams or ministries and often they do not know or care what others are doing.
• There is competition for resources and jockeying for position within the ministry and people guard their turf.
•  A common vocabulary is lacking.
• Active cooperation between teams and their leaders is rare or nonexistent.
• Members of various teams or divisions do their own thing without a cohesive ministry plan that everyone adheres to.
• Critical spirits and mistrust are common.

Signs of healthy alignment

• There is a common missional vocabulary that you hear from everyone in the organization.
• A great deal of interaction occurs between ministry leaders and team members as they pursue common goals, coordinate their efforts and actively support one another.
• Lone rangers (teams or leaders) don't exist and when they do occur, they are quickly brought into alignment and relationship with the whole.
• Rather than politics and turf guarding there is dialogue around issues and a concern for the health of the whole. 
• Teams and members speak well of one another in a highly collegial atmosphere.
• There is a high level of trust within the organization as a whole.
• Teams cooperate with one another, support one another and actively work together toward common objectives.

There is no doubt that alignment or the lack of it has a direct impact on the organizations culture and their ability to deliver on their mission. Which of these symptoms or signs describe the culture you work in?