Quick links and index to all of my blogs on church boards and governance

High Impact Church Boards and Leading From The Sandbox are both back in print

For organizations or churches who order either of these books for their board or staff I offer a free Skype meeting to discuss questions or principles.

Eight dysfunctions of church governance boards

Church boards who live with their heads in the sand

Pastors, staff and board members who use inappropriate language, emotions and actions

Eight reasons that boards do not address known issues of a senior leader

A dialogue between TJ Addington and Tony Morgan of the Unstuck Group on church governance

Signs that leaders are leading from a posture of fear and insecurity

A YouTube video that illustrates much church leadership

Some of the worst things leaders can do when there is controversy or conflict in the church

Congregational meetings and church health

The use of church discipline to control people or shut down discussion in the church

Nine church board mistakes I have been seeing lately - from Tony Morgan

15 unfortunate things boards do

Why boards can be so frustrating to serve on and how to solve it

Passive boards and controlling boards: Both are dangerous

Dumb things church boards do

Practices of healthy boards

Big rocks, pebbles and sand

Signs of a dysfunctional church board

Signs of healthy and unhealthy boards 

When board members don't get their way

When boards are unable to police their own

Conflict and problem avoidance create sick churches

Choosing and preparing new board members

Church board development

The failure of church boards to realistically evaluate ministries they oversee

Church boards and church culture

Violations of good board behavior that kill good governance

 Healthy board/pastor relationships in the church             

Church renovation

Undiscerning church boards: A case study

Should a church be run like a business

Church boards and fear

Church culture trumps everything

Church boards and failure of courage

Staff and board relationships in the local church: What is healthy and what is unhealthy

Split boards, split congregations

The profile of an effective church leader

9 Principles for healthy governance in the church

Eight kinds of people who should not serve on a church board

Every congregation is one leadership board away from trouble and decline

When leadership boards become the barrier to church growth

Rethinking leadership selection in the church

Church board self assessment: 15 questions

Guard the gate to your church leadership

Boards that are not united and don't face reality

Antiquated church governance systems that hurt the mission of the church

Our church governance systems do matter!

Four key church board documents

What boards and pastors need to know about each other

Operate without a church board covenant at your risk

A failure of nerve

Bold or timid church leadership

When board members allow friendship and relationship to overshadow their governance role

When should a church change their governance system?

Board members and their intellectual capacity

Courageous church leaders

Church leadership and trust

Effective churches have pastors and boards with a bias toward strategic action

Empowering pastors

Spiritual discernment in ministry leadership

Signs that your church board needs renovation

When elephants fight the grass gets trampled

Ten marks of a united church leadership board

The five dysfunctions of ministry organizations

When everyone is in charge no one is in charge

Should church staff serve on the elder/leadership board?

Why boards must always speak with one voice

Interminable board meetings

Churches and group think

Paying greater attention to gifting when it comes to those we put into church leadership

Not ready, proceed slow, lets go: When leaders resist change!

Is your church more missional or institutional?

Board evaluation

Toxic team and board members

I cannot find good leaders for my church

Unspoken board discussions

Checks and balances in church leadership

Proactive or reactive leadership

Ministry accelerators and anchors

"I knew I should have said something."

The dysfunction of control in ministry organizations

Leadership board time outs for reflection

Dealing with organizational elephants

Choosing the right leaders in your church: You get what you deserve.

The biggest favor you can do for your pastor and your church

Want to grow your staff/leadership board?

Candid discourse among church leaders

Four skill sets every team and board can profit from

Who is best qualified to serve as an elder or church leader?

Rethinking the relationship between pastors and lay leaders

Continuing the question as to whether staff should serve on the elder board

Does your church have a meaningful job description for your senior pastor?

Policy governance in the church: An overview

Willow Creek and governance lessons: A watershed moment

Help your board do self-evaluation of their work with seven evaluative statements

Seven personal behaviors for the best board work

Why boards need to change as an organization grows

How do you measure the success of your organization?

If your board needs help, I can help

Five simple principles for governance in churches and non-profits

With over thirty years of working with boards I am available to help your board be the best they can be. Whether remotely using technology or in person, together we can make substantial strides toward healthier and more missional board work.

As the author of High Impact Church Boards I have worked with thousands of board members to ensure that the right people end up on an organizations board, that the board is intentional in its work and that the culture of the leadership system is empowering rather than controlling. Cost is kept to a minimum by using technology like Go To Meeting, or I can join you in person for governance training or retreats.

I can be contacted at tjaddington@gmail.com or 615.840.1676. I look forward to talking to and working with those who desire to raise the level of their board's effectiveness. 

Interview with Steve Hayner of InterVarsity and Columbia Seminary: People tend to die like they've lived.

Died: Steve Hayner, Former President of InterVarsity and Columbia Seminary

"As a pastor I’ve observed that people tend to die like they’ve lived. Most people will face death in the same way they have faced other things in their lives. Anyone who knows you or Sharol would say this process feels as though this is exactly how you would go through this time."

Steve Hayner interview

The secret to your future from The Leadership Freak - well worth reading

THE SECRET TO YOUR FUTURE

All of T.J. Addington's books including his latest, Deep Influence,  are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.

Organizational change and the angst it creates

Organizations face change in predictable situations. That change - often brought by a new leader must be done in ways that minimize the anxiety and uncertainty to staff and constituents. That means that good process must be run, input sought, dialogue practiced and there are no great surprises. Even with this, however, needed change is hard and often causes anxiety among leaders, staff and boards.

In major organizational change it is not unusual that some people choose to leave or are let go. This is normal. Often, those individuals have alliances, friendships or relationships with others who take up their case and put pressure on the powers that be to change their minds. This is normal. If both of these are normal, we ought not allow their presence to cause anxiety or concern. It is an inevitable part of the change process.

In major organizational change it is not unusual for those who don't like the change to make their gripes public. This is normal. They are unhappy and are likely to take it out on the leader who is bringing changes to the organization. Assuming that this leader is bringing change with sensitivity and concern for those involved, there is no reason to back down simply because unhappy voices are heard. They are usually responding out of fear rather than animosity. It is a normal part of the change process.

Change brings with it a need for people to make choices about their ongoing participation in the organization. Long time leaders may choose to leave - graciously or ungraciously. Often staff and boards take this as a sign that there is something fundamentally wrong with the changes taking place. Not necessarily! It is often simply that they don't want to make the personal changes they would have to make to fit into the new paradigm. That is not good or bad but simply a decision as to how they respond to the new paradigms. This is normal and to be expected. Even board members may choose to exit as they realize that it is a new day with new leadership and new paradigms. Again, this is normal.

Major organizational changes can bring a high level of anxiety to an organization. Most people are by nature change adverse - middle and late adapters, and laggards. Change brings uncertainty and uncertainty makes many uncomfortable and discomfort causes a level of dysfunction as the ground seems to be shifting for those who love stability. In these times of change there can be a high level of angst among staff. This is normal. Indeed, there is no way to negotiate change without angst and uncertainty. 

The common thread here is that these responses to change are normal and should be expected. In addition, they are not a sign that the organization is failing or falling apart. If anything they are signs that necessary changes are underway (organizations that do not change die) and that someone with courage is leading. As long as good process is being followed (and that is a big deal), we should not be intimidated by push back to change. It will happen, it is normal and it is the price of bringing needed change.

All of T.J. Addington's books including his latest, Deep Influence,  are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.

15 life giving behaviors of healthy leaders

There are some life giving behaviors that good leaders engage in and live by. It is what sets them apart from other leaders, gives them great credibility and earns them the loyalty of their staff. It is also what makes their ministry or team successful. I say life giving because they give life to people and to the mission of the team or organization.

One: Good leaders never make it about themselves. They have the humility to understand that their leadership is about the mission they have been given and that they are stewards of that mission. Healthy leaders keep the focus on the mission, not on themselves. While relationships are critical the best glue is missional glue.

Two: Good leaders build a great team. Many leaders hire people who will do what they tell them. The best leaders hire people who they can empower within boundaries and release them. They empower rather then control and are not afraid of staff whose skills exceed their own. In fact they intentionally look for people who are better than they are in the areas they lead.

Three: Good leaders do not take credit for success. They give it to the whole team rather than take it themselves. They know that without God's empowering and the team they work with, success would not happen. It is not about me but about us together. Staff are not always out front and they appreciate it when their leader platforms them.

Four: Good leaders don't blame others for failures. Bad things happen and leaders know that if it happens on their watch they need to take responsibility. This sends a strong message that "my leader has my back." There may be private conversations but in public, there is no blame.

Five: Good leaders don't fail to address known issues. One of the things that gives leaders credibility with their staff is that they deal with issues even when they are hard. Issues that are not dealt with hurt staff and the ministry and staff need their leader to step into the tough places.

Six: Good leaders build a healthy life giving staff culture. Healthy cultures have an ethos of candid conversation, collegial relationships, trust, lack of turf wars, common mission, cooperation and humility. 

Seven: Good leaders don't ask others to do what they don't do. They model the values and commitments of the organization, don't take advantage of their position and lead the way by example.

Eight: Good leaders pay significant attention to their staff. Making time for staff, being available to them, removing barriers they face and staying relationally connected are all factors in a healthy staff culture.

Nine: Good leaders keep the mission central all the time. Few things are more demoralizing than mission drift because it robs the organization and staff of a cause worth giving their lives for. One of the first jobs of all leaders is to keep the mission front and central with great clarity.'

Ten: Good leaders continually clarify what is important. There is nothing more helpful to any team or organization than clarity. Ambiguity creates all kinds of questions while clarity answers those questions. Leaders clarify all the time.

Eleven: Good leaders foster candid dialogue and a non-defensive spirit.  It is wonderfully refreshing to meet leaders who encourage honest dialogue and who are totally non-defensive when their ideas are challenged.

Twelve: Good leaders lead collaboratively rather than autocratically. Collaborative leadership beats autocratic leadership every time because there is greater intellectual capital at the table as well as greater by-in. Few truly good staff will stay long term without having a voice at the table.

Thirteen: Good leaders require high accountability but exercise low control. They set appropriate boundaries but give a great deal of empowerment. Nor do they insist that staff do things their way but encourage them to use their creativity and gifts.

Fourteen: Good leaders develop their staff and the next generation of leaders. It is life giving when leaders are proactive in helping their staff grow. It is critical to the ministry to develop the next generation of leaders.

Fifteen: Good leaders don't stay beyond their usefulness. There comes a time for leaders to move on and it is better to move on when people want you to stay than leave when people want you to leave. 

All of T.J. Addington's books including his latest, Deep Influence,  are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.

The art of lifting others up rather than lifting ourselves up

I am convinced that the true test of humility and servanthood is that of lifting other up, helping them succeed and flourish rather than lifting ourselves up. Jesus modeled this when He made it clear that He was about His Father's business and everything He did was to make His Father look good. What is amazing is that Jesus was part of the Godhead and yet he continually lifted the Father up.

All of us have emotional needs and egos. It is hard to lift up others at our expense - and I am convinced that this is a result of the fall and our need to be number one and the one in the spotlight. Yet, what is most important is not our own ego needs but that we make Jesus well known and His reputation great. It is never about us so why do we make it about us?

When Paul talks about treating others as more important than ourselves he is both emulating the example of Jesus and teaching us how important is is to focus on others rather than ourselves. The lower nature focuses on us. The fruit of the Spirit focuses on others more than ourselves. A mark of maturity is our willingness and desire to see others succeed rather than ourselves be in the limelight.

I don't pretend this is easy. Our pride wants to trumpet ourselves. Humility trumpets others. Our pride wants the credit. Humility gives credit away. Our pride wants the spotlight. Humility gives the spotlight to others. Why? Because what matters in the end is not our celebrity but our influence for Jesus. For most of us, that influence is behind the scenes and seeks to lift others up rather than ourselves.

This is a battle most of us who are in leadership will fight all of our lives. I want to win that battle. After all, life is not about me. It is all about Jesus. To the extent that I get that and live that I will be successful. Ironically, to the extent that I promote myself I will be unhappy and unsuccessful because the more self promotion we do the more we need. We choose which path we take. Either life is about us or it is not. 

Staff know which route leaders take. They know when it is about the leader and they know when it is about the leader doing all they can to make them successful. We may fool ourselves but we never fool those we lead. Hopefully we don't fool ourselves either! It indicates our pride or our humility. 

Ironically, the more we lift others up the greater our influence for the Kingdom. In doing so we multiply ourselves.

All of T.J. Addington's books including his latest, Deep Influence,  are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.

The most difficult conversations

The most difficult conversations that we need to have often fill us with anxiety and angst. The possibility of conflict or anger can give us knots in our stomach. Yet, the most difficult conversations are often the most important and most people can learn how to navigate them. This is what I have learned about that navigation.

First, it is important to separate our relationship (good or bad) with the individual we are talking to from the issue at hand. Issues are neutral, just what currently is and it is the issue that we want to focus on. This takes it out of the realm of relationship and focuses the conversation where it really belongs.

Second, It is important to be clear on what issue(s) one is going to address. Clarity in these conversations is very important. Rather than beating around the bush it is important to clearly state the issue in a definitive way. "My concerns are that you are not paying attention to the team you are leading which is causing conflict among team members," for example. Before you talk, be sure that you can clearly articulate what your concerns are and that we have thought through how you will present the concerns in a way that will be clearly understood.

Third, manage your emotions. This is not always easy but to the extent that one can have a conversation around issues without it becoming emotional on your part you are far more likely to have a productive conversation. Emotions elevate the tension in the room while keeping them under control brings the tension down. The one we are talking to may get emotional but our job is to keep our emotions under control.

Fourth, state facts as you see them but do not go to motivations. We never truly know motivations and even if we suspect they are problematic it is best to keep to facts. When addressing things that you suspect to be true but don't know say something like, "My perception is that you do not enjoy leading a team which is why you have not paid it proper attention, is that correct?" This gets at the issue but avoids making a definitive statement that may or may not be true and it invites a response which should lead to a dialogue.

Fifth, invite a response. You might say, "These are the issues that concern me, how do you see it?" This allows a conversation to begin which can lead to some kind of clarity through the next strategy.

Sixth, ask questions, listen carefully and don't interrupt. Questions invite exploration of the issues at hand. Listening shows respect - and it may take some patience. If you don't agree with the perspective of the other individual don't debate them, Rather, simply restate how you see it. Unhealthy individuals will often try to rope you in to a debate because they can manipulate through wearing you down. Don't go there. Simply restate what you believe to be true. One interesting question to ask is, "If you were in my shoes, how would you handle this?"

Seven, ask them to think through your concerns and that you desire a further conversation to bring the issue to resolution. If you have already thought through the options you are willing to put on the table state these clearly. Don't beat around the bush, just clearly state the options you see as possible. If what you want is a resignation, make the options as unattractive as possible.

If I could name one thing that is absolutely critical in these conversations it is maximum clarity. We often fail to be absolutely clear out of fear but clarity is what the other party needs if there is going to be resolution. Ambiguity on our part invites an ambiguous response.

All of T.J. Addington's books including his latest, Deep Influence,  are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.