- Incarnation
- Grace
- Salvation
- Redemption
- Righteousness
- Faith
- Repentance
- Atonement
- Justification
- Condemnation
- Sin
- Love
- Obedience
Growing health and effectiveness
Wednesday, May 27, 2009
An Essential Biblical Vocabulary
Friday, May 22, 2009
When Life Comes Undone
http://stream.efca.org/reachglobal/when-life-comes-undone-tj-addington.mp3
Thursday, May 21, 2009
It only takes one!
- Is not in agreement with the direction of the team or organization
- Does not pull their own weight in terms of productivity and results
- Have attitudes that are counterproductive to healthy team: cynicism, sarcasm, untrusting, etc.
- Does their own thing and are not committed to working as a productive team member
- Has Emotional Intelligence (EQ) issues that disrupt the health of the team
- Are not teachable or coachable
Because ministries are about "grace" we often do not handle these situations, hoping they will resolve themselves or go away. They rarely do without intentional and direct intervention. Where we do not resolve we unfairly punish the rest of the team who must live with the unhealth of one member, and we hurt the missional effectiveness of the organization.
Here are some suggestions for dealing with this kind of situation:
- Provide very direct feedback in person and followed up in writing indicating the problems and the necessary changes that are necessary if they are to continue to play a role on the team and in the ministry. Be direct, be honest and be defining.
- Establish time parameters in which the issues must be resolved or they will be placed on a probationary status. If they need additional coaching during this time, provide it and always give honest direct feedback verbally and in writing.
- If there is not adequate progress, place the individual on a probationary status (in writing - always document) with the understanding that if there is not appropriate resolution that they will not be able to continue on the team or with the organization.
- Be willing to let them go and transition them out of the organization if they do not meet the requirements of the probationary period.
The emotional and energy toll that is paid for an unhealthy team member is higher than we realize until the issue has been resolved and we realize the price we paid. Ministry is tough enough. We make it easier when we deal with those individuals who pull the rest of the team down.
Sunday, May 17, 2009
Ministry and Team Alignment
Friday, May 15, 2009
Wednesday, May 6, 2009
Dumb things Church Boards do!
Don't resolve conflict
Unresolved conflict either on the board or within the congregation kills missional effectiveness and hijacks needed energy for ministry. Wise boards never allow unresolved conflict to fester - they deal with it.
Don't police themselves
Many boards allow behavior that is sinful, counterproductive or simply poor leadership. Wise boards ensure that their behavior is a model for the congregation and that their time is wisely spent on the important issues - including coming to decisions in a timely fashion. Wise boards have leadership covenants that each member signs that spells out how they work together.
Are intimidated by the few loud voices
Too many boards acquiesce to loud voices in the congregation and surrender to those voices even when they know that God is calling them to action. Wise leaders are not intimidated by loud voices who usually represent far less influence than they think they have.
Allow someone in the church to have informal veto power over church decisions
No one person has the authority to decide what the congregation does or does not do. In fact, no leader by themselves have that authority but only the board together and the congregation as it follows. Wise leaders do not allow any individual to control the direction of the church. And when necessary, they face them down.
Don't guard the gate
Who gets into leadership matters. Not guarding the leadership gate is one of the most foolish things boards and congregations do. Poor leaders will give you poor leadership and one bad apple can ruin the whole bunch. Whoever chooses leaders actually has the most power for good or ill in the church. Ensure you have a way to ensure the right leaders are chosen. In this matter, churches get what they deserve.
Allow elephants in the room
Elephants are those issues that everyone knows are there but no one is willing to name or deal with. Unfortunately those elephants are usually the very issues that MUST be resolved if the congregation is to move forward. Ignoring the elephants is not only dumb but deeply harmful.
Don't use an agenda and stay on task
Agendas may seem pedestrian but they are not. Agendas force boards to prioritize their work and stay on task - dealing with the big rocks rather than the pebbles and sand. Board meetings without agendas are a sign of accidental and non-prioritized leadership.
Don't empower staff
Boards that do not empower their staff to design and manage day to day ministry are doing management by committee. It has never worked and never will work but church boards try to do it all the time. Staff designs, board refines! Boards determine policy and direction, staff manage day to day ministry and ensure that the policy and direction are carried out. Boards do governance and staff ensures day to day ministry happens.
Tuesday, May 5, 2009
The Game of Chess and Decision Making
Good decision making does the same thing. Every decision has ramifications for others and, if we are not careful, unintended consequences. Wisdom is to try to understand and predict how our decision will be met by others and the potential ramifications of that decision. Decisions impact people so wise leaders try to understand that impact before they announce their decision.
Some of the questions to consider when one is making a decision are:
- Who will be impacted?
- What are the potential downsides?
- Why might it be resisted and by whom?
- What is your strategy for dealing with that resistance?
- What kind of preparation or explanation will alleviate resistance and even garner support?
- If someone made this decision for you what would you want to know?
- Have you run the decision by trusted colleagues who can give you a read on potential "unintended consequences?"
- Do you need to prepare people by letting them know what you are thinking and allow for input?
The goal is to be aware of both consequences and response so that you can be strategic in rolling out a decision that has impact on others and minimize the downsides. The larger the decision the more critical it is to take the time to think through how it will be received.
Where it is possible a best practice is to tell staff or your board what you are thinking of doing and why so that they can give you any feedback before you pull the trigger. Giving them the opportunity to dialogue with you beforehand helps them process what is coming and may give you valuable information that might either cause you to tweak the decision or know how to sell the decision.
Another best practice is to talk with a colleague outside your organization who has not skin in the game and let them ask you the questions you may not have thought of.
The key is not to be surprised - in chess and in decision making.