With the loss of yet another christian statesman in the person of Chuck Colson and a generation that is leaving us it begs the question as to who will carry that role in the future. When Billy Graham goes to be with Jesus the most visible statesman of our generation will be gone and in many ways his voice has been fading already.
Because many of us can play that role in our small corner of the world I have been reflecting on what the characteristics of a Christian statesman or stateswoman would look like. Here my thoughts.
They are deeply grounded in Jesus and in a thoroughly Christian worldview. These are people who think deeply about the issues of society and how those issues intersect with the values and priorities of God. Issues like justice, fairness, the ability to speak in the public square, bringing our deepest values into the marketplace and congruity between what we espouse and how we live. Chuck Colson, John Stott, Francis Schaeffer, Mother Theresa and Timothy Keller are examples of those who have bridged the sacred/secular divide through a Christian worldview. Each brought or bring spiritual wisdom to bear on the challenges of our society.
They are publicly non-partisan individuals who build bridges instead of walls. One of the great barriers to Christian statesmanship today is the divisiveness of our political system. I honor each individual of faith who works in that difficult environment but by its very nature it is partisan and dividing rather than bridge building and uniting (with few exceptions).
Jesus is not the God of the Green Party, the Libertarians, the Republicans or the Democrats. He is the Lord of all and His truth supersedes all partisan squabbles. Thus it is a huge mistake for those who would speak for God on any issue to become spokespersons at the same time for any political party. We do speak to issues that are close to God's heart. We do not marry our position with a party because God is not the God of any political party. In western democracies, no party has a corner on the truth and all have a corner on some truth.
All of us have political views but Christian statesmen and women speak to the issues that transcend any party. They speak from a position of truth, not politics and from a deeply held Christian world view. In doing so they can build bridges across political parties and do what politics can only rarely do - bring people together rather than divide.
They are deeply humble individuals who are not looking for personal fame or recognition. Here is an irony. While power, fame and position are the coinage of our world, people are drawn to the truly humble who are not trading on any of those but only on deeply held belief and truth. What else did Mother Theresa have? Certainly no power or position and her fame (what she did not ask for) was a direct result of her humble service. Mother Theresa could speak truth in places of power where it made people deeply uncomfortable because of the power of her very life.
The minute that humility gives way to pride, the Christian statesman or woman have lost their ability to speak with clarity on any subject and indeed the desire to fan the flame of adulation will cause them to modify their message because truth is rarely popular in the long run.
They are diplomatic and loving even in their truth telling. One of the reasons that Christian states-people build bridges is that they are kind, compassionate, humble and kind with people - especially those who disagree with them. What soul was more kind and gentle than John Stott? Who could not like his self effacing personality, easy smile and kind actions? Why was it that Chuck Colson, one of the most partisan individuals prior to his faith could build bridges that transcended politics? Even when Mother Theresa was at her feistiest who could get in her face?
When prophets get angry they lose their audience, with good reason. Christian states-people reflect the character, attitudes and relationships of Christ.
I don't know who the next Christian states-people will be, at least the prominent ones. I do know that all of us can live out these qualities in our corner of the world, with the people we know and perhaps hundreds of thousands of smaller Christian states-people is more powerful than an well known handful.
Tuesday, April 24, 2012
Prayers of the People
For Brook, Heather, Paige, and Roger who all need our prayers.
I have the joy on occasion to attend an evangelical Anglican church. One of the things I deeply appreciate in their services is the emphasis on prayer. Prayers of the people, prayers of confession and prayers of praise. In many ways we have lost the emphasis on prayer in many of our evangelical churches.
My family knows the power of united prayer for without the prayers of many during my long illness of 2007-2008 and then again in early 2009, I would not be alive. Medical doctors cannot explain how I was healed. They know it was miraculous.
The story can be read in When Life Comes Undone: Walking by Faith when Life is Hard and Hope is Scarce. The truth is that these situations come to us all at one time or another. The question when they come is do we have a group of friends who will pray passionately for our situation?
We take the power of prayer too lightly, at least in the west where we can rely on our own resources to fix things. But even with us, there comes a time when we have no other resource but Jesus. None.
As I often say, "It is a wonderful thing to come to the place where we have nothing else to rely on but God. When all of our resources are exhausted as eventually they are we have the one thing we have had all along: Jesus. And He is enough." I would not have said that before my own dark night of the soul but I have learned that not only is He enough but He is the single most important thing I need.
One of the greatest gifts we can give those around us is to become people of prayer for them. To lift those up in our circles who are hurting, who are sick, who are without hope, who are grieving or dealing with whatever real life has dealt them. It takes intentionality on our part but it is the very gift that we would ask for in our own dark night.
Prayer bring hope, it may well bring healing. It always brings the presence of a loving father. It brings us and those we pray for into the very throne room of the Lord of the universe. It brings a smile to God's face and a blessing on those we pray for. It is a hidden gift in that those we lift up may never know this side of eternity but they will know one day.
We need one another and Jesus far more than we know. Let's lift up those who are need of God's intervention on a daily basis. Prayers of the people are beautiful on Sundays and necessary every day.
I have the joy on occasion to attend an evangelical Anglican church. One of the things I deeply appreciate in their services is the emphasis on prayer. Prayers of the people, prayers of confession and prayers of praise. In many ways we have lost the emphasis on prayer in many of our evangelical churches.
My family knows the power of united prayer for without the prayers of many during my long illness of 2007-2008 and then again in early 2009, I would not be alive. Medical doctors cannot explain how I was healed. They know it was miraculous.
The story can be read in When Life Comes Undone: Walking by Faith when Life is Hard and Hope is Scarce. The truth is that these situations come to us all at one time or another. The question when they come is do we have a group of friends who will pray passionately for our situation?
We take the power of prayer too lightly, at least in the west where we can rely on our own resources to fix things. But even with us, there comes a time when we have no other resource but Jesus. None.
As I often say, "It is a wonderful thing to come to the place where we have nothing else to rely on but God. When all of our resources are exhausted as eventually they are we have the one thing we have had all along: Jesus. And He is enough." I would not have said that before my own dark night of the soul but I have learned that not only is He enough but He is the single most important thing I need.
One of the greatest gifts we can give those around us is to become people of prayer for them. To lift those up in our circles who are hurting, who are sick, who are without hope, who are grieving or dealing with whatever real life has dealt them. It takes intentionality on our part but it is the very gift that we would ask for in our own dark night.
Prayer bring hope, it may well bring healing. It always brings the presence of a loving father. It brings us and those we pray for into the very throne room of the Lord of the universe. It brings a smile to God's face and a blessing on those we pray for. It is a hidden gift in that those we lift up may never know this side of eternity but they will know one day.
We need one another and Jesus far more than we know. Let's lift up those who are need of God's intervention on a daily basis. Prayers of the people are beautiful on Sundays and necessary every day.
Monday, April 23, 2012
Want the loyalty of your staff? Consider these things.
Recently I wrote a blog on "The issue of staff loyalty," which had more hits than any blog in two years. Mostly because the loyalty that many leaders ask for is neither healthy or true loyalty.
Here is the question I want to pose? How do leaders develop true and healthy loyalty among their staff. The answer is deeply counter intuitive and the opposite of how many leaders seek to enforce loyalty. In fact, loyalty cannot be forced or enforced. But it can be nurtured and developed. It is done, however, in just the opposite way that unhealthy leaders seek to enforce it.
These are some of the qualities that build high loyalty among staff. They are practices of healthy leaders.
I want the very best for my staff and their development.I will help them become everything they can be and at the same time hold them with an open hand should it be time for them to leave and take on a larger challenge. When that day comes I will celebrate with them and help them make a healthy transition.
I will encourage them to be their own people, speak their own minds and engage with me and the team in robust dialogue as long as there are no personal attacks or hidden agendas. Every person at my leadership table is there for a reason and I want all their intellectual capital, ideas and thoughts. It is an open, candid, collegial atmosphere.
I will encourage disagreement and push back and will never marginalize anyone for doing so. Loyalty is not that you agree with me but that you want the very best for the organization and are willing to do whatever it takes to help us get there. Rather than trying to control thoughts (which never works), I will encourage candid discussion of the issues knowing that this is how we get to the best solution. I will always send the message, "I want your opinion."
I will keep my word and model integrity and honesty. The commitments, lifestyle and treatment of people by leaders breeds either cynicism or respect. There is no loyalty without well earned respect by leaders. Leaders model the behaviors and commitments that they require of staff.
I will stay connected with them so that they know I care about them and appreciate their work. Disconnected leaders send a message of lack of appreciation. I cannot be the best buddy of my staff (and that is not healthy) but I can stay connected, interested and engaged in what they are doing. This also means that I will give regular feedback on how they are doing and remove barriers they face so they can be as productive as possible.
I will compensate them fairly for the job they do. Taking advantage of people by not paying them well or fairly for their work breeds discontent with good reason.
I will not micromanage but empower well within understood boundaries. Empowerment is one of the most powerful keys to loyalty because it sends a message of trust, competence and the desire to allow one to use all of their gifts and creativity to accomplish the outcomes of their job. Micromanagement is deeply disempowering.
I will provide maximum clarity on what our ministry is about and how we intend to get to success. Clarity is empowering and releasing because with clarity people know what direction to go and they are released to help us get there.
I will lead from influence rather than positional authority except in those rare instances where positional authority must be used. Positional authority can be a means of control while leading from influence is a means of mentoring and empowerment. Wherever possible we want staff to make appropriate ministry decisions within the boundaries they have been given.
I will not make unilateral decisions that impact my staff without talking to them. People do not like surprises. And, senior leaders may well not have thought through all the unintended consequences of decisions made for the organization. Thus I will always consult my senior leaders prior to any major directional or policy move so that it is us making the decision, not me.
I will be candid and truthful about issues related to the organization. Staff have the right to know what challenges the organization is dealing with. Unless it is confidential, good leadership does not hide issues or spin them but shares them candidly and honestly.
I will encourage loyalty to God and to the mission of the organization rather than to me as the leader. Our mission is the strongest glue that holds us together. Loyalty to the leader is never as strong as loyalty to the mission. Leaders can disappoint and leave. Leaders who demand loyalty are leading from a narcissistic place while leaders who encourage loyalty to the mission are leading out of servant leadership.
Ironically, leaders who don't demand loyalty but serve in ways illustrated above are leaders who have the loyalty of their staff. They did not ask for it but they earned it. In fact, good leaders don't even think about developing staff loyalty to them. They simply serve their staff well.
Here is the question I want to pose? How do leaders develop true and healthy loyalty among their staff. The answer is deeply counter intuitive and the opposite of how many leaders seek to enforce loyalty. In fact, loyalty cannot be forced or enforced. But it can be nurtured and developed. It is done, however, in just the opposite way that unhealthy leaders seek to enforce it.
These are some of the qualities that build high loyalty among staff. They are practices of healthy leaders.
I want the very best for my staff and their development.I will help them become everything they can be and at the same time hold them with an open hand should it be time for them to leave and take on a larger challenge. When that day comes I will celebrate with them and help them make a healthy transition.
I will encourage them to be their own people, speak their own minds and engage with me and the team in robust dialogue as long as there are no personal attacks or hidden agendas. Every person at my leadership table is there for a reason and I want all their intellectual capital, ideas and thoughts. It is an open, candid, collegial atmosphere.
I will encourage disagreement and push back and will never marginalize anyone for doing so. Loyalty is not that you agree with me but that you want the very best for the organization and are willing to do whatever it takes to help us get there. Rather than trying to control thoughts (which never works), I will encourage candid discussion of the issues knowing that this is how we get to the best solution. I will always send the message, "I want your opinion."
I will keep my word and model integrity and honesty. The commitments, lifestyle and treatment of people by leaders breeds either cynicism or respect. There is no loyalty without well earned respect by leaders. Leaders model the behaviors and commitments that they require of staff.
I will stay connected with them so that they know I care about them and appreciate their work. Disconnected leaders send a message of lack of appreciation. I cannot be the best buddy of my staff (and that is not healthy) but I can stay connected, interested and engaged in what they are doing. This also means that I will give regular feedback on how they are doing and remove barriers they face so they can be as productive as possible.
I will compensate them fairly for the job they do. Taking advantage of people by not paying them well or fairly for their work breeds discontent with good reason.
I will not micromanage but empower well within understood boundaries. Empowerment is one of the most powerful keys to loyalty because it sends a message of trust, competence and the desire to allow one to use all of their gifts and creativity to accomplish the outcomes of their job. Micromanagement is deeply disempowering.
I will provide maximum clarity on what our ministry is about and how we intend to get to success. Clarity is empowering and releasing because with clarity people know what direction to go and they are released to help us get there.
I will lead from influence rather than positional authority except in those rare instances where positional authority must be used. Positional authority can be a means of control while leading from influence is a means of mentoring and empowerment. Wherever possible we want staff to make appropriate ministry decisions within the boundaries they have been given.
I will not make unilateral decisions that impact my staff without talking to them. People do not like surprises. And, senior leaders may well not have thought through all the unintended consequences of decisions made for the organization. Thus I will always consult my senior leaders prior to any major directional or policy move so that it is us making the decision, not me.
I will be candid and truthful about issues related to the organization. Staff have the right to know what challenges the organization is dealing with. Unless it is confidential, good leadership does not hide issues or spin them but shares them candidly and honestly.
I will encourage loyalty to God and to the mission of the organization rather than to me as the leader. Our mission is the strongest glue that holds us together. Loyalty to the leader is never as strong as loyalty to the mission. Leaders can disappoint and leave. Leaders who demand loyalty are leading from a narcissistic place while leaders who encourage loyalty to the mission are leading out of servant leadership.
Ironically, leaders who don't demand loyalty but serve in ways illustrated above are leaders who have the loyalty of their staff. They did not ask for it but they earned it. In fact, good leaders don't even think about developing staff loyalty to them. They simply serve their staff well.
Saturday, April 21, 2012
Relational Intelligence
I believe there is a direct connection between the health of a church or organization and the relational intelligence of its constituency. I would argue, for instance, that churches with high levels of conflict have poor relational skills while congregations with little to no ongoing conflict have a higher level of relational intelligence.
Relational intelligence, a part of EQ or emotional intelligence, is the ability to relate to others in healthy ways, keep personal boundaries intact, negotiate conflict or differences with others without breaking relationship, be self defined personally about what one believes even when others would disagree and not get pulled into emotional triangles or enmeshment with others. If you think about it, the lack of these skills are large contributors to conflict and relational dysfunction.
Consider personal boundaries. Any number of individuals or groups would like to pull you into their orbit, take up their cause, believe their version of events and rope you into their issues. Healthy personal boundaries recognizes this when they see it and wisely hold their own counsel rather than get pulled into other issues. One of the major reasons that conflict escalates is the lack of healthy personal boundaries.
Or consider self definition - the ability to speak one's mind with clarity even when others may disagree. When there is poor relational intelligence, rather than being self defined, individuals communicate what they think others want to hear (for reasons of acceptance). The problem is that they often cater to their audience and end up giving false impressions as to what they really believe and say one thing to one group and another to another group which causes all kinds of confusion.
One of the most critical areas of relational intelligence goes to how we handle people who disagree with us. All too often when people disagree, they are cut off from friendships, marginalized if they are staff, and labeled as disloyal and troublemakers. Think of how destructive, painful, unloving and emotionally immature this is. It is a sign of someone who is not only emotionally immature but self absorbed because the core of this behavior is totally narcissistic. Because someone has not treated me well, or disagreed with me, or taken issue with me, I can no longer trust them, don't want to relate to them and thus I will marginalize them. Notice that it is all about me.
Whole churches get embroiled in conflict when this lack of relational intelligence prevails because those who don't agree with us become the enemy and relationships are severed. Staffs become dysfunctional when senior leaders display this behavior because they are dividing their staff into two camps, the loyal and disloyal and loyalty is usually defined as "they agree with me."
Interestingly, the New Testament has a great deal to say about relationships - healthy and unhealthy and it is the healthy that define good relational intelligence. Groups with high relational intelligence can differ on major issues but remain connected, loving and committed to one another. That is not true when there is poor relational intelligence which by definition divides, escalates conflict and destroys relationships.
I tend to give those with poor relational intelligence a very wide berth because I don't want to be caught up in their relational chaos.
We need to talk more candidly with our congregations about what God honoring relationships look like and what behaviors are destructive and decidedly not God honoring. We also need to be far more proactive in training ministry staff on issues of relational intelligence. Either we allow a relational culture that defines itself (usually negatively) or we define a God honoring relational culture and help people understand what contributes to health and what contributes to dis- health.
Good relational intelligence:
Relational intelligence, a part of EQ or emotional intelligence, is the ability to relate to others in healthy ways, keep personal boundaries intact, negotiate conflict or differences with others without breaking relationship, be self defined personally about what one believes even when others would disagree and not get pulled into emotional triangles or enmeshment with others. If you think about it, the lack of these skills are large contributors to conflict and relational dysfunction.
Consider personal boundaries. Any number of individuals or groups would like to pull you into their orbit, take up their cause, believe their version of events and rope you into their issues. Healthy personal boundaries recognizes this when they see it and wisely hold their own counsel rather than get pulled into other issues. One of the major reasons that conflict escalates is the lack of healthy personal boundaries.
Or consider self definition - the ability to speak one's mind with clarity even when others may disagree. When there is poor relational intelligence, rather than being self defined, individuals communicate what they think others want to hear (for reasons of acceptance). The problem is that they often cater to their audience and end up giving false impressions as to what they really believe and say one thing to one group and another to another group which causes all kinds of confusion.
One of the most critical areas of relational intelligence goes to how we handle people who disagree with us. All too often when people disagree, they are cut off from friendships, marginalized if they are staff, and labeled as disloyal and troublemakers. Think of how destructive, painful, unloving and emotionally immature this is. It is a sign of someone who is not only emotionally immature but self absorbed because the core of this behavior is totally narcissistic. Because someone has not treated me well, or disagreed with me, or taken issue with me, I can no longer trust them, don't want to relate to them and thus I will marginalize them. Notice that it is all about me.
Whole churches get embroiled in conflict when this lack of relational intelligence prevails because those who don't agree with us become the enemy and relationships are severed. Staffs become dysfunctional when senior leaders display this behavior because they are dividing their staff into two camps, the loyal and disloyal and loyalty is usually defined as "they agree with me."
Interestingly, the New Testament has a great deal to say about relationships - healthy and unhealthy and it is the healthy that define good relational intelligence. Groups with high relational intelligence can differ on major issues but remain connected, loving and committed to one another. That is not true when there is poor relational intelligence which by definition divides, escalates conflict and destroys relationships.
I tend to give those with poor relational intelligence a very wide berth because I don't want to be caught up in their relational chaos.
We need to talk more candidly with our congregations about what God honoring relationships look like and what behaviors are destructive and decidedly not God honoring. We also need to be far more proactive in training ministry staff on issues of relational intelligence. Either we allow a relational culture that defines itself (usually negatively) or we define a God honoring relational culture and help people understand what contributes to health and what contributes to dis- health.
Good relational intelligence:
- Does not get pulled into others issues
- Is self defined and keeps one's own counsel
- Resists triangulation and enmeshment with others
- Stays in relationship when others disagree with them
- Is not threatened by disagreement
- Forgives easily and seeks forgiveness quickly
- Does not divide people into friend and enemy camps
- Gets one's relational clues from Scripture and Jesus
- Thinks of the other's perspective as much as their own
- Tries to put themselves in the shoes of the other to understand their point of view
- Places love and grace for others above their own concerns
- Lives out 1 Corinthians 13
- Treats everyone with dignity
Would it not be great if our congregations and organizations had that kind of relational intelligence? The higher the relational intelligence of our organization the healthier it will be but the opposite is also true.
"I knew I should have said something!"
I have heard that statement numerous times from staff or board leaders about a decision that was made that they knew was not a good idea but did not speak up. It only takes one individual who is willing to show up to stop a train that looks like it is gathering steam - toward a train wreck.
Especially is ministry there is a tendency toward optimistic thinking. That things will work out or we just need to have faith. But faith and optimism in foolish or reckless decisions is not faith but folly.
Whenever we have a "check in our spirit" we ought to pay attention to it. That "check" or "doubt" may well be the Holy Spirit, or plain wisdom, saying, "Don't go there." "Speak up even if you lose the day." Never ignore the whisper of doubt when making an important decision.
We have a lot of group think on staffs and church and ministry boards. It is an unfortunate thing. The very reason that God designed church leadership as a "plurality of leaders" is that no one individual has the wisdom or gifts to lead alone. But group think circumvents that design by the group simply acting as one individual. Plurality in leadership only works well when each individual is willing, able and courageous enough to speak their minds and even to go against the flow when necessary.
This is not about being the "gadfly." It is about being an independent thinker who is able to speak honestly, candidly and truthfully even when that means raising uncomfortable questions that others don't want to raise. Often, if one individual has doubts, others do as well and the one who is courageous enough to speak gives others permission to speak as well.
One of the marks of good emotional intelligence (EQ) is the ability to be self defining. That is, to be able to state one own's opinion with conviction and clarity even if it is a lone voice.
There are ministry leaders who exert a great deal of pressure for their boards or staff to go along with them. Healthy leaders and staff are respectful but independent thinkers who hopefully won't wish after the fact that they should have said something.
Especially is ministry there is a tendency toward optimistic thinking. That things will work out or we just need to have faith. But faith and optimism in foolish or reckless decisions is not faith but folly.
Whenever we have a "check in our spirit" we ought to pay attention to it. That "check" or "doubt" may well be the Holy Spirit, or plain wisdom, saying, "Don't go there." "Speak up even if you lose the day." Never ignore the whisper of doubt when making an important decision.
We have a lot of group think on staffs and church and ministry boards. It is an unfortunate thing. The very reason that God designed church leadership as a "plurality of leaders" is that no one individual has the wisdom or gifts to lead alone. But group think circumvents that design by the group simply acting as one individual. Plurality in leadership only works well when each individual is willing, able and courageous enough to speak their minds and even to go against the flow when necessary.
This is not about being the "gadfly." It is about being an independent thinker who is able to speak honestly, candidly and truthfully even when that means raising uncomfortable questions that others don't want to raise. Often, if one individual has doubts, others do as well and the one who is courageous enough to speak gives others permission to speak as well.
One of the marks of good emotional intelligence (EQ) is the ability to be self defining. That is, to be able to state one own's opinion with conviction and clarity even if it is a lone voice.
There are ministry leaders who exert a great deal of pressure for their boards or staff to go along with them. Healthy leaders and staff are respectful but independent thinkers who hopefully won't wish after the fact that they should have said something.
Thursday, April 19, 2012
Leadership fear and faith
Is there one key issue you know that you need to address in your organization that you have put off because of fear? The fear may be of dealing with the consequences, explaining to someone that they are not a good fit or needing to make a major shift that you know has unknowns attached to it.
Leadership fear that paralyzes action you know must be taken is not uncommon. You are in good company - but also dangerous company. Leaders suffer from it. Boards suffer from it. Fear is normal but not acting because of it is leadership default.
Inability to address necessary issues can increase with our longevity as leaders. The longer we have been in a position the more we have to lose if we rock the boat. So it is easy to look the other way or even to figure our successor will take care of it. If you inherited such issues from your predecessor you know how well that works!
Often our inability to act comes from confusing the issue we need to address with the question of how we should do it. These are two very different questions. The first question is what do we need to do and once we are clear on that the second is how do we do it.
If you have an issue, don't ignore it but make a conscious decision as to what you need to do. Then, start thinking through the strategy for how you can best address it with as little fallout as possible.
Remember that doing the right thing honors God, is what we are called to do in our leadership roles and is critical to the health and missionality of the ministry. I have been amazed at how God has gone before me when I have done the right thing even if it was the hard thing.
Being willing to address those issues we know we should address is not only a matter of courage but of faith. Do we believe that God honors leaders who do what is best? Do we trust him for the wisdom to do it in a way that is prudent? Do we believe that if He is prompting us to act that He will act on our behalf as well?
Most of us know when we need to act on something. The question is whether our faith or fear will win out. As Paul said, if God has given one the gift of leadership, lead!
Leadership fear that paralyzes action you know must be taken is not uncommon. You are in good company - but also dangerous company. Leaders suffer from it. Boards suffer from it. Fear is normal but not acting because of it is leadership default.
Inability to address necessary issues can increase with our longevity as leaders. The longer we have been in a position the more we have to lose if we rock the boat. So it is easy to look the other way or even to figure our successor will take care of it. If you inherited such issues from your predecessor you know how well that works!
Often our inability to act comes from confusing the issue we need to address with the question of how we should do it. These are two very different questions. The first question is what do we need to do and once we are clear on that the second is how do we do it.
If you have an issue, don't ignore it but make a conscious decision as to what you need to do. Then, start thinking through the strategy for how you can best address it with as little fallout as possible.
Remember that doing the right thing honors God, is what we are called to do in our leadership roles and is critical to the health and missionality of the ministry. I have been amazed at how God has gone before me when I have done the right thing even if it was the hard thing.
Being willing to address those issues we know we should address is not only a matter of courage but of faith. Do we believe that God honors leaders who do what is best? Do we trust him for the wisdom to do it in a way that is prudent? Do we believe that if He is prompting us to act that He will act on our behalf as well?
Most of us know when we need to act on something. The question is whether our faith or fear will win out. As Paul said, if God has given one the gift of leadership, lead!
The critical importance of exit interviews
One of the most neglected disciplines in many churches and ministry organizations is that of doing exit interviews when staff leave. In fact, in some cases, I believe that some leaders don't want to do candid exit interviews because they know they have a problem with retaining staff and frankly don't want to address it. Yet, had they conducted candid and confidential exit interviews they would know how to address the issue.
What can exit interviews tell you? First, they may tell you why a staff member is actually leaving. Let's be honest. In many cases in ministry settings staff don't reveal the actual reason they are leaving out of concern for the organization or because they are under pressure not to rock the boat. If there is an underlying reason for their exit related to the culture of the ministry it is a good thing for you to know this.
Second, if there is a dysfunctional staff situation, and you see trends (see my blog, When the bodies pile up), the exit interviews give you information that can be used to address whatever dysfunction exists. That is, if you truly desire to do so. In some cases, in spite of problematic trends, leaders simply ignore the problem not wanting to deal with it. However, common stories when people leave do give you some helpful data to address underlying issues.
You may also discover that your hiring processes are not robust enough if there is a trend of people who don't fit. Poor hiring practices lead to a higher attrition rate which is unfortunate for the staff member as well as the organization.
One thing to remember is that people may vent on their way out so their own experience can be colored by their issues. One problematic exit does not make a trend. Over time, however, if there are consistent themes around any issue of staff health or culture the exit interviews give you an opportunity to address it.
As the leader of an organization, I take the feedback from staff who leave seriously. It gives us an opportunity to improve our culture and practices. I am given regular feedback from our personnel folks on trends that they pick up. Don't neglect your exit interviews. They are crucial to a healthy organization.
What can exit interviews tell you? First, they may tell you why a staff member is actually leaving. Let's be honest. In many cases in ministry settings staff don't reveal the actual reason they are leaving out of concern for the organization or because they are under pressure not to rock the boat. If there is an underlying reason for their exit related to the culture of the ministry it is a good thing for you to know this.
Second, if there is a dysfunctional staff situation, and you see trends (see my blog, When the bodies pile up), the exit interviews give you information that can be used to address whatever dysfunction exists. That is, if you truly desire to do so. In some cases, in spite of problematic trends, leaders simply ignore the problem not wanting to deal with it. However, common stories when people leave do give you some helpful data to address underlying issues.
You may also discover that your hiring processes are not robust enough if there is a trend of people who don't fit. Poor hiring practices lead to a higher attrition rate which is unfortunate for the staff member as well as the organization.
One thing to remember is that people may vent on their way out so their own experience can be colored by their issues. One problematic exit does not make a trend. Over time, however, if there are consistent themes around any issue of staff health or culture the exit interviews give you an opportunity to address it.
As the leader of an organization, I take the feedback from staff who leave seriously. It gives us an opportunity to improve our culture and practices. I am given regular feedback from our personnel folks on trends that they pick up. Don't neglect your exit interviews. They are crucial to a healthy organization.
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