the ten dysfunctions of missions in the local church

I have written extensively on the topic of missions - in large part because I am a missions leader (ReachGlobal). The mission world is going through a period of major and needed change and it is my conviction that this must also happen with the mission committees or ministries in the local church. The following are my version of the ten dysfunctions of missions in the local church.

Not having a coherent plan
In many congregations, missions is a collection of people supported, places visited with short term teams or projects that while all nice are not designed to fit into an overall strategy or ministry plan. We do not run other church ministries this way and we should not run missions this way. 

Not connecting mission efforts to the overall ministry of the local church
Mission efforts are often the most isolated and siloed of the ministries in the local church. In fact, missions should be integrated into the overall mission of the church with its ministry philosophy and focus. It should not be an addendum to other ministry efforts but be in alignment with them.

Supporting missionaries you would not hire all things being equal
Don't support people that you would not hire in your own setting if there was an appropriate job for them. Just because someone has a "call" to go the the mission field does not mean that you are "called" to support them. Mission dollars are precious: use them wisely.

Living in the past
Missions has radically changed as the world has changed. The typical missionary today is not the guy in a pith helmet living in the jungle but more likely to be living in a large city somewhere in the world and the world moves to the city. Their primary job is often not hands on evangelism or discipleship (other than what all of us are called to do) but equipping national believers to do what they can do better than we can. 

Not differentiating between strategies of addition and multiplication
The last dysfunction applies here. Many mission committees don't understand that strategies of multiplication on the mission field look different than strategies of addition. It is critical to understand that ministries of multiplication - where national leaders are being equipped and supported will yield far more ministry results. 

Assuming that there is no longer a need for western missionaries
The great commission is a call for the church to go - until the end of the age. The moment we stop sending people and only send money is the day when we abandon the call of God on the church. While the job of missionaries has changed in the globalized world the need for missionaries from all people to all people has not and will not change until Jesus returns.

Misunderstanding of the economics
"I cannot believe what it costs to send missionaries" is often heard when churches see support schedules. What they forget is that their own staff have many "hidden costs" in benefits, support staff and the largest one of all, expensive facilities. When missionaries raise support there are not hidden costs as they must raise funds for travel, living costs, retirement, ministry costs and salary. It is all in the open and often actually cheaper then the staff in local churches when you build in the costs that are hidden above.

Devaluing leaders on the mission field
"We won't support you because you are not doing real mission work but leadership." Really? Can you imagine staff in the local church not having leadership? Mission efforts are important enough to be strategic, focused and targeted and that requires good leadership. Leaders actually maximize ministry results and are worth every dollar invested.

Unwillingness to support administrative staff on the field
Similar to the last dysfunction, this one says we won't support you because you are doing administration or teaching or supporting the other staff on the field. Not only do we not say that in our own context but it takes even more support internationally when one is dealing with the issues of living cross culturally, often in hard circumstances. It is the support staff that make it possible for other staff to be on the field.

Redefining missions
There is a dangerous tendency today to redefine missions around things other than the core mission of the great commission to see disciples made and churches planted. Missions should always be holistic as Jesus was but at the core and center must be the Gospel and the local church which is God's chosen instrument to reach the world.

For other key blogs on missions, see Top Mission Blogs: Getting to strategic mission strategies

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.

Leading by modeling

We often think of leading by telling and certainly leaders share, dialogue and sometimes tell. However, we often underestimate the power of what we model on a day to day basis. 

There was a reason that Jesus lived and ministered with His disciples. In doing so they experienced Him, observed Him, saw His interactions which often surprised them (sinners, Samaritans) and watched His dependence on the father. They did not know Him to be from the Father simply because He said He was. Rather they knew because they saw the evidence in His life.

Staff, family and friends watch us before they listen to us. In fact, much of the cynicism around Christianity and leaders comes from the fact that how we live does not match the words we use. Our lives are far more powerful than our words although both are necessary. Our words are authenticated by our lives.

Live the talk. Doing so brings influence with those around us. It is why Paul told Timothy to watch his life and doctrine carefully. One without the other is not authentic. When both are present it is a powerful combination.

When there is fear in your organization

Fear in any organization is a sign that there is an issue that needs to be addressed. It could be over a changing marketplace that has put people's jobs in jeopardy, a manager who takes retaliation on those who choose to tell them what they think (yes it happens in ministry as well), a product launch that didn't go well or a department that has a toxic environment. Whatever it is, where there is fear there is an issue that needs to be addressed by leaders. It happens in ministries and the secular workplace.

The cause of the fear may not seem rational to leadership but that does not mean that the issue does not need to be addressed. Often fear is the result of anticipated organizational changes or a known issue that raises feelings of uncertainty for staff. Leaders forget that they know more than their staff and have context for what is happening while staff often do not. Whether it feels rational or not to leaders, fear is something that needs to be addressed.

Leaders cannot always say everything they know but they should be as candid as they can be in addressing the source of fear where it exists. People respond well to candor and a discussion on even difficult issues a business or ministry is dealing with. They trust candid leaders while those who withhold information are less trusted. "Just tell us what it is and we will deal with it" is the desire of most staff.

Of course, if the fear comes from a dysfunctional leader and their behavior that dysfunction needs to be addressed at its source. Again there may be a need for a candid conversation with those involved and an apology by a staff member who has caused the issue.

When there is fear: Don't ignore it; be candid about the issues that have caused it and if necessary deal with leaders whose behavior brings fear with them. Fear is a symptom of something that needs to be addressed.

Seven Ways to kill ideas and innovation

It is not hard to kill new ideas or even the willingness to share them. Think of these seven responses that are guaranteed to shut down such discussion.

• "That is the dumbest idea I have ever heard!"
• "We have never done anything like that before."
• Body language that says, "You have to be kidding."
• "I will think about it" - and that is the end of it.
• Ignore it
• "That will never work."
• "Leader such and such will never go for that."

There is hardly an invention in history that someone in the process didn't think was a really dumb idea. Every organization has an ethos that either welcomes new ideas or resists them. Which represents the place where you work? 

This matters because change, ideas and innovation are essential to ministry success - or in any other arena. As the context of our world changes, our strategies must also change even though our core mission does not. Lack of flexibility brings with it a withering of effectiveness. 

If you are a leader, do you invite and encourage ideas and innovation? How many innovative ideas have been initiated in your organization in the last 36 months?

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.

Do you own your decisions?

One might be tempted to answer that question with an automatic yes but not so fast. Owning our decisions means that we also own the implications of our decisions for others along with whatever consequences of that decision are.

Whenever our decisions impact others around us it is critical to ensure that they understand what we are thinking, doing and deciding and that we have taken their concerns and the impact on their lives into account. I only truly own my decisions when I am willing to take responsibility for how those decisions impact others. When I ignore the impact on others I am not taking true responsibility for my decisions.

Decisions also have consequences. Sometimes they are all good but sometimes they have unintended consequences that we had not considered. It is easy when something goes wrong from a decision we made to blame others or imply that we were not fully responsible for what happened or the decision made. We are currently watching this play out in the political arena over Obama Care. 

We own our decisions when we take responsibility for the consequences of that decision. Sometimes that means we must clean up unintended consequences, admit we had not anticipated something or even rescind the decision. But whatever we do, we take personal responsibility and do not blame others or circumstances for what happened. It is the right thing to do and it is a mark of an ethical individual.

The paradox of choice

Choices are wonderful things! To be able to have options from which to choose for careers, use of our time, where to go to dinner, where to take the next vacation or what to read next.

Have you noticed that with the choices young people have for careers that they keep putting off that choice to a later age? How do you decide among so many options?

But there is a paradox involved with all the choices we have. It is that people are not happier or more satisfied for the plethora of opportunities. In fact, in direct proportion to the choices we have our busyness has increased, we have spent ourselves into massive amounts of consumer debt and there is no discernible increase in satisfaction in our lives.

A paradox indeed!

Our choices have left us with less time to think, for friends, ministry and family (for that one you need to make choices between the ubiquitous cell phone plans which is often the only way friends and family connect in a meaningful way today).

The greater our choices, the greater the wisdom needed to negotiate those choices without losing our compass on the important things of life, family, time for God, time for friends and no, I don't need that new toy if I cannot pay for it - and even if I can....

Half of America lives in just 146 counties. This has implications for church planting

See this interesting article from Business Insider and consider the implications for church planting and other ministries.

http://www.businessinsider.com/half-of-the-united-states-lives-in-these-counties-2013-9

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.

Seven suggestions for those in new leadership positions

New leadership positions are a wonderful challenge for leaders but they bring with them significant dangers. The challenges are obvious but the dangers often are not. They include moving too quickly, reading existing staff wrong, alienating people because we don't understand them and their concerns, violating a culture we are not familiar with and the list could go on. All of these are unintentional but they can cause new leaders to lose precious favor at the beginning of their tenure.

Thus I have several suggestions for new leaders.

Consider waiting a year to make major changes. We are often in a hurry but unless you are solving an immediate problem that must be solved, waiting a year to make major changes gives you valuable time to listen, develop relationships and get a lay of the land. The better one knows the organization and its people the less likely one will make a decision that they will later regret. 

Don't make promises when people lobby you. You are new and people are nervous about change. People will often jockey for your ear in order to secure their position or paradigm. Listen but don't commit. One needs to preserve their options as the picture unfolds.

Be realistic about staff. The only way to properly evaluate staff is to see them in action over a period of time. What you see when you arrive may or may not be what you are really getting as people will be on their best behavior with a new leader. Watch, listen, and evaluate with an open mind. People you might want to write off may be jewels and people who look good at the start may well not be.

Dialogue often and ask lots of questions. Before you tip your hand on where you desire to go dialogue and listen to people to get a true view of who they are and what their philosophy is. Many people will tell you what you want to hear. What you really want to hear is what they really think. 

Find some folks who will give you perspective. Organizations have cultures and you want to understand the culture you have walked into. If you can find some trustworthy individuals who can tell you why things are they way they are you have vital information about how you go about change and where the potential mines are. Some of those mines are people who if crossed can be difficult (or lethal). The more you know the better off you are.

Get advice from trusted advisers outside the organization. We should not fear making radical moves but we should fear doing it poorly. Talk to trusted friends or advisers who can give you perspective from outside your organization. They can be more dispassionate than those inside. They can also tell you things that an insider may not have the courage to share.

Seek God's wisdom constantly. Ask and you shall receive! Don't do this alone but always in a prayerful and listening spirit to the Holy Spirit who know all things. 

If we built our ministry today how would we build it?

Organizational structures often remain the same while ministry philosophy or methodology changes. It is a mistake since our structure should always reflect our current methodology and philosophy.

Why do we live with this anomaly that how we organize does not reflect our current needs, priorities and focus? Because we develop a deep blindness to how we do what we do as it has become second nature to us and we don't even realize that our internal organization is outdated and not designed to get us to where we want to go.

Here is an exercise that can help you determine whether your structure is designed to help you achieve your missional focus. On the far right side of a large whiteboard define with clarity what you are focused on as a ministry. To the left of that clarify the current strategies you use to achieve your desired results. 

Next, ignoring completely your current organizational structure ask the question, "If we were building our ministry today, how would we do it to achieve our desired outcomes?" What are the key functions we would need to help the organization achieve its outcomes. Then draw a picture of what it would look like. Finally, compare that picture to your current organizational structure and ask if you need to make changes.

Structures grow over time. Often we end up with structures that reflect an earlier day in our ministry and do not reflect current needs. Ask the questions and see where you end up.

Convictions that matter!

All of us have values or practices or beliefs that define who we are, who we become and how we lead. Our convictions define both who we are and what our organization becomes.  Here are a few of mine.

Nothing to prove, nothing to lose
If I have nothing to prove and nothing to lose I will not respond defensively when someone pushes back, will allow robust dialogue and will be open to ideas, feedback and opinions.

Walk toward the barking dog
When there are issues, I will appropriately confront them. We can run from the barking dog, hide from the barking dog or walk toward the barking dog and resolve issues. I choose the latter.

Robust dialogue
There is no issue that cannot be put on the table with the exception of hidden agendas or personal attacks.

KMS
It means "Keep mouth shut" and prevents me (usually) from saying too much too fast. Better to listen, ask questions than to react.

Ask questions rather than give answers
It is better to ask then to tell. Doing that helps the other party come to their own conclusions rather than I as a leader telling them what to do. It empowers and grows other leaders.

Reflect as much as I act
Leaders act but they do so out of deep inner thought and reflection. Acting without reflection is foolish. Reflection without acting is ineffective.

Nurture the core 
Who I am as a leader comes out of what I am inside. Nurturing the core is the first job of any leader who desires to have deep influence with others.

Live with clarity and intentionality
We can live accidentally, responding to life as it comes or intentionally with a plan. I always want to connect the compass (my priorities) with the clock (my calendar).

Say no often
No is a powerful word that allows us to focus on those things that God has called us to rather than be distracted by what others want us to do.

Autopsy without blame
Bad stuff happens. When it does, we will do an autopsy to understand what went wrong but not for the purpose of blaming someone.

SDR
Sh*t Disclosure Rule. Bad stuff happens. When it does, tell me or your leader so they are not surprised. We will help deal with it but we need to know.

Do not question my resolve
As a leader I am committed to leading the organization into missional waters. We will go where we have said we will go. 

No elephants
Elephants are only elephants when they are unnamed. When we name them they become mere issues that we can discuss. We want no elephants in our organization.

The 20 countries where Christianity is growing the fastest.

This article is definitely worth a look!

http://discipleallnations.wordpress.com/2013/08/25/the-top-20-countries-where-christianity-is-growing-the-fastest/

Pray for the Philippines

Take a look at these videos from the BBC. The devastation is vast. Please pray for the people of the Philippines and for the church there that will be ministering to one another and to their communities. ReachGlobal will be one of those channeling aid in the coming days.

http://www.bbc.co.uk/news/world-asia-24887924

“ReachGlobal has teams on the ground, working to assess effective response strategies.

To learn more or to give, visit the Philippines Typhoon Response page.”“ReachGlobal has teams on the ground, working to assess effective response strategies.

Resource scarcity and its gift to ministries

I often work with ministries that have limited resources or that find themselves in place where historical resources are no longer available. The immediate thought is that we must prepare for the "worst possible situation." It is a message of bad news and frequently discouragement. 

I disagree! 

Let's start from a theological perspective. Ministry belongs to God so my assumption is that He provides what we need while not always what we think we need or what we want. There is a difference. Certainly we need to do our part but in the end what we have came from Him and I have to believe is what He wants us to have at the moment. There are also times when our constituents see flaws in our ministry and choose to give less or not at all which should cause us to look closely at our ministry.

Further, hard times bring out one of two responses in leaders. They get discouraged, beat up their congregation  (you did not give enough) or themselves and panic. The other response is to actually bring out the very best leadership because the financial situation requires it. 

Winston Churchill was at his absolute best in the crisis of the Second World War not before or after. Challenging times should focus leaders like never before to get to the core of their mission and ask the question, what would it look like if we did things differently with the dollars we have. In many if not most cases they realize in that process that they were not operating with all the right people and with the greatest inefficiencies possible. When money is good, we get comfortable, when it it scarce we must rethink what is truly necessary. It is in the lean times that we find the most leveraged ways to do ministry frequently pushing us toward effecient multiplication.

In working with one ministry short of funds I asked them to consider several questions:

One: What do we think God is saying to us?
Two: If we were to build our ministry today from the ground up what would it look like?
Three: Does our current structure lend itself to what is mission critical or doe it more reflect who we were in the past?

This caused robust dialogue and we started to see the organization in light of new paradigms. I don't see scarce resources as a negative but as a net positive. It is not the worst case scenario but a significant opportunity to do more with less and within what God provides. In lean times we are forced to be the best stewards and the best leaders.

A prescient analysis of what the church is all about from Francis Chan

What really is the church? Check out this video from Francis Chan!

http://www.churchleaders.com/pastors/videos-for-pastors/171126-francis-chan-rethinks-church.html

Would you take a demotion to get into your sweet spot?

It is an interesting question. There are times when people are advanced into a position that is not truly the lane they were made for. They have the position, salary and title but they are not happy, not fulfilled and not where God made them to be.

Would you have the courage to take a demotion to get into your sweet spot if that were you? This pastor did! Take a read.

My Big Demotion

Relational Equity

In many ways, the quality of our relationships is the acid test of God’s transformative work in our lives. As the Apostle John wrote, “This is how we know what love is: Jesus Christ laid down his life for us. And we ought to lay down our lives for our brothers” (1 John 3:16). The same Apostle in His Gospel records Jesus as saying, “I have given them the glory that you gave me, that they may be one as we are one: I in them and you in me. May they be brought to complete unity to let the world know that you sent me” (John 17:22-23). In other words, people will know we are Christians by our extraordinary and unselfish love for one another.


Transformation of our hearts is directly connected to the transformation of our relationships. It is a full understanding of God’s grace in our lives which becomes the ground for us to extend that grace to others on a regular basis and it is grace that allows us to love and it is love that transforms relationships. When I fully grasp how Christ loved me when I was unlovable, forgave me when I did not deserve forgiveness, is patient with me when I don’t deserve his patience, continues to forgive me when I blow it – when I fully grasp the unconditional love of Christ to me – it is then that I can extend that same love to others. My ability to extend grace to others is directly connected to my understanding of the grace God has extended to me.

Transformed relationships are about treating people as God treats us, seeing them as God sees us – as individuals made in His image and of infinite worth, wanting for them what God would want for them – to reach their full potential - and extending the same value and honor to others that God does to us. While the culture of the world is to use others for our benefit, Christ followers see relationships as an extension of our relationship with Him which always wants the best for others.

This is an especially critical issue for leaders who have authority over others and whose words, actions and decisions impact others. Because leaders have an agenda – and all leaders do and must, and because leaders are result oriented – and good leaders are, there is always the temptation to use people to achieve that agenda rather than to develop a common mission and together get there through serving people and helping them flourish in the role they play.

This is always a balancing act because leadership means that we must achieve results, resources are always in short supply and getting the right people in the right seat on the bus is part of leadership. Relational stewardship in leadership is all about finding the right gifting for positions, building healthy teams and then developing people into the best they can be. Rather than using people, this is all about developing people and helping them become the person God designed them to be.

Leadership is all about relational equity. We regularly make deposits and withdrawals to that equity: Withdrawals when we disempower or in some way break trust and deposits when we treat people well and empower them. Thus transformation of our relationships is a key component not only to the love we are called to live out but to our leadership and the influence we have with others. Without healthy relationships, influence is deeply compromised.

"I am not looking for a job. I am looking for a vision."

Profound comments from a 50 something Christian leader who is searching for what God has for him next. He is not in a hurry. He will not settle. He knows who He is and who he is not and he wants to be in a place of maximum influence, in his lane, for the next run.

Too many people are looking for a job rather than for a vision to give their lives to. Too many ministries lack a God sized vision that people want to give their lives to. Vision attracts the very best. Jobs attract those who have settled!

To be clear, most of us start with jobs in ministry. But as we mature, as we understand ourselves better, as we become aware of how God has wired and gifted us we start to yearn for convergence where we can be all that God made us to be so that we are spent and used up for Him in a good way. If it is a good job we look for in the first half it is vision that attracts us in the second half.

Do you have a job today or are you chasing a God sized vision? If it is just a job, think about chasing a vision.

When leaders are in a hurry to change things

I often tell leaders who are in a hurry to bring change to their team and organization, "Hurry up and slow down already!" This is especially true for leaders who are new to an organization and see all of the things that could be different, the issues that might have been ignored by a previous leader and the potential for better ways of doing things as seen through new eyes.

Why hurry up and slow down? Because major change (even if the correct change) brought too quickly can create a great deal of chaos from the speed of change, the lack of processing people through the change and the inability of staff or constituents to keep up with the change.

Change agents don't realize that most people have a built in resistance to change. People seek stability, not instability. Because change agents don't have that issue they often don't get it that others do. Fast changes are like a major earthquake: the ground is shifting, it feels dangerous and they don't know where to turn. 

Given that fact, the greater the change the more processing of people is necessary. They need to know what change is being proposed and why, they need to know what change is happening and when and they need to know what change has happened and what the implications are. It is all about process, process, process and that requires a lot of communication, dialogue and all of that takes time which is why fast change is often counterproductive.

Our hurry to bring change is rarely helpful. Our resolve to see change is! Resolve is about knowing where we need to go and being committed to going there. The pace is determined by how fast our folks can adapt and respond to the suggested changes.

Remember that change is a process, not an event and that those who bring it must bring the requisite skill in helping their people navigate the whitewaters of change. Knowing what one needs to do is the easy part. Working the process is the hard part. So my advice: hurry up and slow down already!

When pastors stay too long at the detriment of the church

This will not be a popular blog among some pastors. It is possible for a pastor or any leader to stay too long and in the process to allow the ministry they lead to grow stale. I have watched it on numerous occasions and often to the detriment of the ministry they led well for many earlier years.

The symptoms for the church itself are usually a lessening of its missional energy, and a slow loss of people, often key people over time. Often at this stage, church leaders are restless and both leaders and people cannot identify with clarity where the ministry is going or how it is going to get there. 

The challenge is that the senior leader often does not want to leave even when church leaders start to put pressure on them. After all they are in their fifties or sixties and they know they are not very marketable in another senior pastor position. Thus they push back and the church itself often suffers. The longer the church moves into decline, the harder it is to renew its vision and missional life. In the meantime it is the very people that are needed to revitalize the church that quietly exit one at a time.

When do long pastorates become a liability?

• When the senior leader gets stuck in how they have always done things and continue to do the same thing as the world changes around them.
• When the senior leader has taken the church as far as they can take it and are frankly out of ideas or skill to take the ministry to the next level.
• When the senior leader does not bring in a new generation of young leaders who bring a different generational thinking, new ideas and new energy. This includes the development of a preaching team so that the needs of a younger generation are met.
• When the senior leader does not continue to grow in their latter decades and lose their ability to lead well. 

Not every pastor can go the long route in one church and keep the ministry vital. Often they too need a new challenge in new circumstances and certainly they should not stay when the church has plateaued or gone into decline - in numbers, vision, missional vitality, energy and spiritual vitality. Those who can go the distance in one place must intentionally grow and change along the way.

The unlikely gift of pain

I experienced my first real failure at age 28. My dreams were broken, the vision for my life in shambles, I had resigned from my church after four years of deep pain, had no idea what I would do next and was suffering from clinical depression. What I did not know then was that my “failure” would be used by God to mold, direct, soften and sharpen, and forge things in my heart that could not be forged except through pain.

It was not a fair suffering by any stretch of the imagination. One of the lessons I have learned over the years is that “fair” is not God’s greatest concern for our lives. His greater concern is that we become what He wants us to be for the sake of what He wants us to do. Life was not fair for Moses, Joseph, Paul, Jesus, David, Esther, or most of the great characters of Scripture.

In every case there was a testing of the soul, a forging of character, a decision that had to be made whether to trust in the midst of suffering and the learning that can only take place through pain. As a focusing agent, nothing does it like pain – regardless of the source of that pain. As a young leader I did not know the cost of leadership in terms of suffering and pain. As an older leader I realize that the lessons learned in suffering and pain would not have been learned in any other way. Suffering is both the cost of leadership and a prerequisite of becoming a leader of deep influence. There is no other way.

As I survey my life over the past thirty years I can trace all the major themes of my life to periods of deep pain. It was in those times that God most forged character, faith, heart, soul and mind. I would not willingly choose to repeat those periods of pain but I would also not trade them for anything. Without the pain I would not be who I am today. As one who wants to have deep influence I can say with honesty: “Thank you God for the pain I have endured. You used it to make me who I am.”

A sage of the faith once wrote, “God cannot use a man greatly until He has first hurt him deeply.” This is not a statement about God’s character but about what it takes to mold our character. A reflection on the great men and women of Scripture reveal periods of great pain and brokenness which made them who they were. One of the prices of developing great influence is the presence of suffering in our lives.

Peter, speaking to those who were suffering because of their faith put suffering into an eternal perspective. “In this you greatly rejoice, though now for a little while you may have had to suffer grief in all kinds of trials. These have come so that your faith – of greater worth than gold, which perishes even though refined by fire – may be proved genuine and may result in praise, glory and honor when Jesus Christ is revealed” (1 Peter 1:6-7).

Peter is clear that suffering is not a random event but is intimately connected to what God wants to do in our lives – to refine our faith and make us the kind of people who are genuine and authentic which results in praise, glory and honor to God.” There is an authenticity to the faith of those who have gone through deep waters and rather than abdicate to bitterness and a diminished life, follow even harder after God, trusting Him when it makes no sense to trust and learning his sufficiency in their pain.

Paul, understood the deep connection between understanding Jesus and suffering. “I want to know Christ and the power of his resurrection and the fellowship of sharing in his sufferings, becoming like him in his death, and so, somehow, to attain to the resurrection from the dead” (Philippians 3:10-11).

To know Jesus is first to understand what it means to be “a man of sorrows, and familiar with suffering” (Isaiah 53:3). While health, wealth and prosperity are proclaimed today as God’s will for all of His people, Scripture says that those who suffer share in the fellowship of Christ’s sufferings and the writer of Hebrews encourages us with the truth that “Although he was a son, he learned obedience from what he suffered and, once made perfect, he became the source of eternal salvation for all who obey him” (Hebrews 5:8-9). If the very Son of God was molded by suffering how can any of His followers not assume that they too will be molded by the same?

Think about this. Without the dark nights of the soul, David would never have been able to write the Psalms, the place all of us turn when we suffer our dark nights of the soul. Without his wilderness experience, Moses would never have become God’s most humble leader with whom he spoke face to face. Without Abraham’s willingness to follow God not knowing how it would turn out he would never have become the paradigm of faith for all the generations after him. Without suffering, the messiah would not have become the bearer of our sin!

When all is said and done, God is more concerned about the refining of our faith and lives than He is for our comfort and ease. The picture that Peter uses of faith “refined by fire” is the picture of the heating of metals in the forge so that the dross floats to the surface and can be scraped off to be thrown out – leaving something pure and beautiful behind. Pain and suffering do for our hearts what the fire does for precious metals like gold. There is no other way to purity metal and there is no other way to purify and mold our hearts.

When I packed my truck on a September day to leave my pastorate, I had no money, no job to go to and no hope. I was devastated, sad, tired, depressed and had a lot of questions for God for which I was receiving no answers. My name and reputation were being trashed, lies were being told and I could not answer back but had to leave my reputation with God. At that moment I was in survival mode unable to see beyond the pain – and there was nothing at that time to see! It was a simple hanging on to God and that is all. There was no great faith, no assumption of what He would do. I was just trying to survive my faith.

I now have the perspective of 30 years to look back on those painful days. It was through that pain that my theology of grace became a lifestyle of grace where I no longer needed to prove myself to God or others. It was because of those circumstances that I ended up at the national office of the EFCA, something I had no desire or intention to ever do. It was through my dark night of the soul that I started to consult with church boards and staff on healthy leaders, intentional leadership and empowered structures which in turn birthed two books, High Impact Church Boards, Leading From the Sandbox and two others.

Through the tough days I learned that God would be faithful if I would just trust Him. I let go of my need for “justice” (sometimes vengeance) and left that issue with Him. My depression led me to counseling and medication which in turn gave me great empathy for those who suffer from emotional pain on a regular basis. Slowly over time, the pain gave way to mercy, grace and a spiritual perspective and memories that once tied my stomach in knots for days became merely parts of my biography that informed who I was today. Over time, the perspective of my pain turned from that of hopelessness and suffering to one of God’s gracious grace in my life that forged a more perfect me – the me God designed me to be.

Choosing to live generously

One of the outstanding characteristics of Christ followers is that of generosity. It is what stood out in the early church and it is the thing that often surprises non-Christ followers today and gets their attention.

What is generous living? It is a willingness to share what we have with those around us, to meet needs that we can meet and seeing our resources as belonging to God and not to us. It is also a culture that can be encouraged in our congregations.

Mary Ann and I, for example, for years have chosen to rarely sell possessions that we no longer need but to give them away. Our vehicles are available to others who may need them. Our giving includes individuals who are in need that God has laid on our hearts to help. Our frequent flyer miles often go to others who need tickets. All of us have different opportunities and abilities to be generous but all of us can be generous. It is a matter of our mindset and seeing whatever God has given us as His to use on His behalf.

Generosity does not just apply to our goods. It applies to our time! Paul calls it "being rich in good deeds" (1 Timothy 6:18). A meal to those who need it, praying for those who are hurting, a visit to someone in the hospital or retirement home, a word of encouragement. Everyone can be rich in good deeds. Each of us has certain skills that can be generously shared with others.

This is all about living with open hands and open hearts. Like God, when He sent His Son. Like Jesus in the incarnation. Isn't it interesting that Jesus gave His very life for us and we often hang on to our stuff and live selfishly rather than generously.

Paul told Timothy to "Command those who are rich in this present world not to be arrogant nor to put their hope in wealth which is so uncertain, but to put their hope in God, who richly provides us with everything for our enjoyment. Command them to do good, to be rich in good deeds, and to be generous and willing to share. In this way they will lay up treasure for themselves as a firm foundation for the coming age, so that they may take hold of the life that is truly life" (1 Timothy 6:17-19).

Deconstructing the American church

We often do not realize how much the church in the United States is driven by the culture of our nation rather than by the culture of God's Kingdom. Let me share some examples!

Success
For many church leaders success is defined in the American church by numbers of people, size of budgets, wonderful facilities, large staff and excellent programming. All of those are societal definitions of success rather than New Testament definitions of success which are about God's people actually looking like Jesus and non believers crossing the line to belief. Within my own denomination there are pastors who are driven to have their congregations hit a thousand so that they can become a part of the "K club." Does Jesus value the large church over the small church? Does church size in itself have anything to do with success?

Transformation of lives where we understand and live out grace, where we think like Jesus, prioritize our lives around His priorities and see people and love people as Jesus sees them and loves them is a Kingdom definition of success. Size is not - except in our culture!

Consumerism
It is what drives our nation and often it is what drives our ministries. We are used to being served when we are called to serve. We are used to being comfortable when we are called to the often uncomfortable life of a pilgrim. 

We are used to being entertained and pity the pastor who cannot do so. So much of our nation is about me and we rather than about what I can do to serve others, serve God and enhance His Kingdom. Just as the quarterly reports drive our consumer society so our numbers and whatever we need to do to enhance them drive many ministries. Most church growth is simply the reshuffling of believers from one venue to a better venue - until an even better one comes along.

Consumers expect to be made comfortable, get what they paid for, be served and entertained. Think about Jesus and His expectations and life. It was not a consumer mentality but a God oriented mentality committed to the concerns of His Father and not even of Himself (notwithstanding that He was God). Yet we often feed the consumer side of the church!

Competition
I spoke to a pastor recently about why they had made changes in their ministry. He candidly admitted that he did so because another large church in the area had planted an venue in his neighborhood and they needed to differentiate themselves. We compete in all areas of life in our nation and it is usually no different in the church. Cooperation, a sign of unity, is of far less value to us regardless of the High Priestly Prayer of Jesus for the same (John 17) then winning - being better.

I could go on and I don't have all the answers. What I do believe is that we need to deconstruct the American church and reconstruct it on New Testament and Kingdom values: The making of disciples, calling people to a life of followership, serving others, caring deeply for the lost, loving on our communities, using our gifts for His purposes, a true stewardship of our resources, time, energy and abilities and lives that actually look like that of Jesus.

All of us live in a society that has its own set of values. Jesus made it clear that His Kingdom has a different set of values - hence for instance, The Sermon on the Mount. Discerning leaders are clear as to which values belong in His church and in our lives. The ability to discern the difference between the two sets of values is a critical skill of church leaders.

What metrics do you use to determine success in your church?

The definition of metrics as a means of understanding how we are doing in local church ministry is one that is gaining far more prominence. How do we know if we are doing well? How do we catch areas that are sliding? Of course that presupposes that we desire to honestly evaluate our ministries as a means of sharpening our focus and our success.

One of the keys to using metrics is to measure all that you can (the more information you have the more you will understand) and then to determine what the key non-negotiable areas of measurement should be. Our metrics, however should be driven by a New Testament definition of success rather than a cultural definition of success.

Think about these areas in your congregation, take a stab at answering them and ask whether these "indicators" or metrics would be worthwhile evaluating on an annual basis. All of these go to the health of one's church. They are not listed in any particular order.

• What is our numerical growth or decline annually?


• What is our conversion growth annually?


• Do we have an identifiable disciplemaking pathway to bring people to spiritual maturity?


• Do we have clear statements regarding our mission, our guiding principles, central ministry focus and culture?


• Do these clear statements actually impact how we do ministry?


• What is the giving per attendee per year?


• What portion of the budget is allocated for outreach or missions?


• Do we have a clear leadership coaching/training paradigm for future church leaders?


• What percentage of our adults are in small groups?


• What focus do we have as a church on Kingdom Ministries - ministries focused on our community or region?


• What focus do we have as a church on ministry "to the least of these?"


• How many individuals has our church sent into full time ministry?


• What is our annual attrition rate (people leaving the church)


• Do our governance systems hinder or facilitate the making of timely ministry decisions?


• Do board and staff have a clear definition of what role each plays?


• Do staff members operate with annual ministry plans?


• Are Elders/Leaders clear or unclear on their Biblical function and role? It that role written down?


• Is there an emphasis on spiritual transformation and a plan for how your congregation seeks to help people see personal transformation?

• Are we seeing genuine spiritual transformation taking place among our people and leaders?


• Is there an annual intentional ministry plan being driven by staff and leaders?


• What significant ministry innovation has taken place in the past 24 months?


• Is there an intentional plan to develop greater diversity within the congregation. How many ethnic groups are represented in a sizable way? What are they?


• How many of your pastors have a mentor and how many are mentoring other pastors?


• Is there a high, medium, low or non-existent level of alignment among ministries of the church?


• In what ministries is the church finding its greatest opportunity for spiritual growth, kingdom impact or evangelism?


• Does the church have an intentional process for choosing leaders based on needs and qualifications?


• Does the board operate with a board covenant outlining commitments to one another and acceptable board behavior?


• What percentage of the church participates in local, national or international short term ministries each year?


• What percentage of the congregation's ministries are focused on disciplemaking and what percentage on evangelism?


• What percentage of the congregation are using their gifts in meaningful ways inside or outside the church?


• Is the Gospel held up as the central most important element in the life of the church?


• Could the majority of your people articulate the great truths of the faith?

What questions would you add?

The courage to have a direct conversation

It takes courage to have a direct and candid conversation with someone that we have a difference with. Too often, rather than speaking directly we speak to others hoping that they will influence or set straight those we have an issue with. It does not work! Rather it creates even more misunderstanding and chaos than if we had simply sat down to dialogue with the other individual.

If I have an issue with another individual it is my responsibility to deal directly with them, or they with me. Avoidance creates more distance and asking others to deal with it for us is a lack of courage. Hoping the issue will just go away is wishful thinking. It is a Matthew 18 thing!

I spoke to a pastor today who had been dealing with a number of elders who were at odds with him. He had avoided direct discussion of the issues for a number of years hoping that he could build the bridges necessary for resolution. It did not work. When he finally addressed the individuals directly they decided that they no longer wanted to serve in church leadership and for the first time in many years he has a unified and aligned group of leaders. Everything changed, but not before he had the courage to have a direct conversation and address the real issues.

We can run from a barking dog, hide from a barking dog or walk toward a barking dog. Today I do the last! I may not get agreement or resolution (the ideal) but at least I will get clarity and have done my part to deal with the relational disconnect. What I will not do is ignore the issues, hide from them or hope someone else will solve them for me. 

Jesus was always direct. He spoke with grace and truth but he did not dodge issues that were in front of Him. Neither should we.  Is there someone you need to have a conversation with?

Two phrases we ought to use more often

The first is "thank you." All of us have much to be thankful for from those around us whether family, friends, colleagues or staff. It is easy to fall into complacency and forget to thank them for what they do. This is especially true with staff who work hard. We ought to thank them often and specifically. Not to do so is to take them for granted: think of the hole they would leave if they were not there!

The second is "I am sorry." Or, "I blew it." When we blow it we ought to have the honesty and courage to admit it. That simple admission says a lot to those around us. It tells them that we care about them, that we have a measure of humility and that we understand our own humanity.

Both phrases say something about us: We care about others and we are other focused rather than us focused. There is the building of humility in both. 

Powerful phrases. Use them often.

An interesting and challenging job of staff

One of the jobs of staff is to keep their leader out of trouble: From making poor decisions, driving down the wrong road or ignoring warning signs that they need to be aware of. It is not always an easy job depending on one's leader but it is important because bad decisions by our leader carry consequences for the organization, its staff and its mission.

Some leaders (the healthy ones) both welcome and expect candid feedback and counsel. They are under no illusions that they are always right and seek the widest counsel possible. Other leaders frankly are not very open and it is a more delicate matter.

I have worked for both kinds of leaders. For those that are sensitive about counsel or feedback, one needs to think through an approach that will be most likely to be heard. All of us respond in different ways and I am sure my own staff think through how they can best address issues with me. That is not a bad thing, it is a wise thing.

It is easy for staff who see a potential train wreck coming to keep their heads down and their mouths shut but this is a shirking of responsibility - with the exception of highly narcissistic leaders for whom no feedback is productive. Whether our leader takes our advice or counsel is not our responsibility - sharing our concerns is because the health of the organization is at stake.

And if we are leaders we ought to invite such feedback and counsel. We decide how easy it is for our staff to engage us. And that is a measure of our own EQ and humility. 

SOLEQ - For a definition read on...

It stands for Sudden Onset Low EQ and comes from a colleague of mine. I found it humorous and true because all of us suffer from it at times. Symptoms include: the sharp remark, the biting email, the throw away comment that hurts, unnecessary irritation with others, inappropriate anger and each of us can fill in the personal list for ourselves.

It is worth thinking about since good relationships are all about good EQ - knowing and controlling our impulses which emanate from our emotions. SOLEQ can cause us to lose relational coinage and therefore influence. 

In addition, instances of SOLEQ are indications that we have unfinished  business with ourselves. We ought to ask, "Why did that situation push a button in me?" When buttons are pushed that cause emotional responses it is more about us than those who pushed the button. 

Someone asked me recently how long it takes to develop really good EQ. I said "a lifetime." It is an ongoing process of learning ourselves and controlling our emotions, impulses and responses in appropriate ways. The issue is to be aware of when we respond in less than an appropriate way, keep short accounts and ask ourselves how we can handle it differently in the future.

And, thanks to a candid colleague, I have a new acronym. 

Theology for non-theologians

Theology is a word from a Greek word that combines the words "God" and "study of," therefore it means the study of God. By definition, every believer, or follower of Jesus is also a student of God and understanding Him. 

Obviously this means that we are regular readers of the Scriptures. This is where our churches can be a huge encouragement to the body to be regularly in the text. I am deeply encouraged by whole congregations that are reading through the Bible together. Ministries like Bible Study Fellowship, Precepts and others make huge contributions to the body in this regard.

Every believer should understand and be able to define key biblical words and concepts that define theology: incarnation, redemption, reconciliation, the fall, sanctification, gospel, salvation, creation, the image of God, heaven, hell and sin. These and other words come directly from the Bible and are absolutely key to the understanding of who God is, what he has done for us, his eternal plan and our place in that plan. This is not exhaustive obviously but illustrates the point.

I have another conviction. Almost all of us have the ability to read and understand books on theology. There are many theological books that are very accessible to the average but discerning reader. We read many books on the Christian life. What about reading books that directly help us understand who God is from those who have spent a lifetime studying Him?

In addition there are many online courses available today from great Christian colleges and seminaries. My challenge is that however we do it that we regularly are learning more about God, His Word and the central themes of Scripture. Central themes of Scripture should be known and understood by His followers.

I titled this blog "Theology for non-theologians." The truth is that every believer is by definition a theologian. The question is whether we are good theologians or poor theologians. 

The power of simplicity

Too many ministries suffer from the confusion of complexity. That complexity keeps leaders and staff from focusing on what is most important by the distractions of all the possible things we could be doing. And there are many!

The most productive organizations and staff are those who have taken the time to simplify the complexity of their work, understand what is most critical and focus on those key areas. They also have taken the time to message that simplicity so that everyone in the organization (or part of the organization they lead) gets it. 

Remember:

Ministry is complex

Complexity is confusing

The job of leaders is to simplify complexity

It is that simple! But it is hard work to get there.

Can you clarify in one sentence what your organization is about and in a second sentence how you accomplish that mission? Can you clarify on one sheet of paper what is truly critical for your ministry? If not it is too complex. Or we are not yet clear!

The second question is whether one can clearly articulate what they do personally. While there are many ancillary things I do, I can spell out my four areas of focus with four big rocks and can therefore organize my life around those four rocks. 

Simplicity is all about clarity. Until our complexity is made simple we are not clear on what is most important. 

Leadership altitude: What altitude are you flying at?

Choosing intentionality is really about the ability to fly at the appropriate altitude and stay there. This is all about understanding our priorities and the kinds of issues we need to deal with at our level of leadership. It is a key difference between people who develop deep influence and those who do not.


Our altitude makes a difference because it determines whether or not we are able to pay attention to the issues that we must pay attention to or whether we allow ourselves to become distracted – dipping down to a lower altitude than we should – and in the process disempowering others and wasting precious time and opportunity.

I often tell my staff that if I am going to lead well, I need to be able to fly at 50,000 feet, where I can see the horizon from all directions, think, plan, strategize and consider the macro issues or organization faces. No one else will do that for me. So if I don’t do it, it won’t get done.

Flying at that altitude I often see what is happening at lower altitudes (where various levels of leadership live and lead) and there is always the temptation to dip down and try to deal with issues at lower altitudes personally. Whenever I do that, I disempower others and I involve myself with issues that I really don’t need to deal with.

Every time I choose to dip down and deal with issues that others can deal with I lose altitude in my own leadership that costs me time and energy. This is why I challenged a ministry leader not to get pulled into meetings where he was not needed. When he dips down from 50,000 feet to 10,000 feet, he is both compromising his own responsibilities and he is pushing into issues that belong to someone at the 10,000 foot level. This disempowers others who have been tasked at that level.

I often talk to pastoral staff whose senior leader loves to dip down at inopportune times and “fine tune” what they are doing. In one case, a senior leaders who lives by the seat of his pants would breeze in on a Friday afternoon, look at the service plan and frequently make changes to fit his desires. What he just did was to disempower the staff member responsible for that service. That meeting should have taken place weeks before and then he should have let the worship leader make the decisions he or she needed to make.

Part of my intentionality is to fly at the attitude I need to fly at and empower others to fly at their altitude – and as much as possible not to interfere with their work. Because I have a monthly check in with each of my reports, we have a chance to dialogue with one another over critical issues but my job as their leader is not to redo their work but to enable them to accomplish their responsibilities and help them fly at their correct altitude.

If I fly at 50,000 feet, my senior team flies at 40,000 feet, giving leadership in their own areas. On their teams are folks who fly at various altitudes in order to fulfill their unique ministry roles. Pilots that decide to fly at an altitude not assigned to them run the risk of crashing with a plane at a different altitude. The same is true for leaders who violate their or others responsibilities. A crash often occurs and influence is lost.

This happened to one of my leadership staff years ago who regularly chose to descend to a lower altitude and essentially get into issues that he should not have. In the process, he lost the trust of those who were tasked with those issues because they felt violated, not in the loop and saddled with the implications of decisions he made at altitudes he should not have been at. Others had to live with the impact of his decisions, yet they had not had any voice in the decision itself.

Knowing the altitude we ought to be flying at and empowering others to fly at their altitude with minimal interference is a part of our intentionality – and the intentionality of others. If frequent interference is needed we either have someone who is not competent to fly at their altitude or we have not learned how to empower others appropriately.

One of the secrets to being able to fly at your altitude is to build a team around you that can take care of issues that you are frankly not good at. I am really terrible at small details: they take me too much time, fall between the cracks and slow me down. Having an administrative assistant who loves details and gets them done in a heartbeat is huge for me. The better the team we can build around us the more possible it is for us to stay in our sweet spot and fly at our correct altitude.

When a church loves the city

One of the most powerful things any congregation can do is to love on its neighborhood, city or region because Jesus does. One of those churches who believes in the power of loving on its community is Valley Church in Des Moines, Iowa. 

It recently completed a beautiful community center adjacent to its own facility for the sole purpose of blessing the community. Since its recent completion they have had over 12,000 guests and expect 5,000 for their great Pumpkin Party.

The facility is located on a 35 acre campus across the street from Valley Church.  It is 29,000 square feet and features an Event Hall (large gym that converts into an attractive, carpeted venue for 1250), Maplenol Café (seats 150), kids indoor play area, meeting rooms and offices.  Outdoors are sports fields, the historic Maplenol Barn, and the Global Greens Farm (for refugees).  The cost of the facility is $6.5 million.

Why would Valley Church make such an investment in their community - at their expense?  The heart behind the Valley Community Center is from 1 Peter 2:12 (ERV) - “People who don’t believe are living all around you. They may say that you are doing wrong.  So live such good lives that they will see the good you do, and they will give glory to God on the day he comes.”

Quintin Stieff, the senior pastor and a friend of mine says this: "At one time, the church was at the center of community life.  But today, it is marginalized both by our own choices and by the response of our community. Our heart is to return to the center of the life of our community.  Not to dominate it, but to be a life-giving presence.  How is that possible?  We have concluded that we cannot talk our way into the hearts of the people of our community.  We cannot force our way.  We need to serve and love our way back into their hearts.  So, we have launched a major initiative called “Love You Des Moines” to do just that.  The Valley Community Center is one component of that initiative.  It is a community bridge."

VISION

The vision for the Valley Community Center is:  “A hub for partnerships, doing good for the community… with the community.”

STRATEGY

Nearly all the events and activities are for the greater Des Moines community. (There are very few “church events” held here.) 

Half of the community activities are led by community partners (both community non-profits and Christian ministries).  The other half are community events and activities led by Valley Church for the community. 

To fund this effort they approach morally positive non-profits and say:  “We really believe in what you are doing in the community.  Could you use the Valley Community Center to help advance your cause?”  Their fees are quite low (sometimes free), and are intended to be revenue-neutral.  They don’t make money off the Valley Community Center.  It is our gift to the community.  Many of the guests assume (wrongly) that the city of West Des Moines built the community center.  They are shocked (and pleased) to find out that the church did this.

From a Christian perspective and internally, the strategy is communicated:

Good works à  Good will à  Good news

Aggressive GOOD WORKS for/with the community lead to GOOD WILL and that leads to opportunities to share GOOD NEWS. 

Quintin shares a few examples of how the Valley community Center has been used recently:

·       Public School Teachers - The Valley Community Center hosted the staff training day for all 675 employees of the local public school district.

·       Military - Hosted 750 members of the Iowa Air National Guard for a training gathering.

·       Disabilities - Host a weekly meeting for Iowa Adaptive Sports, providing individuals with physical and cognitive abilities in power (wheel) chairs the opportunity to play “power soccer” completely independently.

·       Refugees – We provided a few acres of land (at the Community Center), irrigation, and some resources to create the new Global Greens Farm in partnership with Lutheran Services of Iowa.  The Center/Farm serves 20+ refugee families from Rwanda, Nepal, Myanmar, Burundi, and Bhutan.  They raise produce to supplement their family income and food source.  The church also hosted several Global Greens Farmers Markets, where church members could meet the refugees and purchase produce.  Delicious!

·       Youth – We hosted the 10 Year Gala Celebration for Freedom for Youth, an inner city ministry partner that serves homeless and at-risk youth in Des Moines. 400 people attended and over $125,000 was raised for this organization.

·       Children – Valley Church leads Upward Sports (community leagues for children in flag football, cheerleading, basketball, soccer).  This fall, we have 1300-1500 children, parents, and coaches participating on a weekly basis.  We are expecting 25% more for basketball this winter.

·       Random Groups – We host an indoor cricket league (30 men from India), a Pakistani community celebration (120), an historic neighborhood reunion (100).  Coming soon:  Special Olympics basketball, Circle of Friends banquet (special needs), Mosaic (disabilities) dinner (200), Parks and Rec Daddy/Daughter Valentines dance, etc.  These are all community events, not church events.

·       Monthly Compassion Focus – Every month there is a different compassion project to serve people in need.  This month is the winter coat drive.  The community is invited to participate, as well as the church.

·       Guests – Since our opening in June, we have welcomed over 12,000 guests.  We expect 5000+ this week for our 3-day Great Pumpkin Party.

See the attached magazine for a list of some of the partners and other info.

Website:  http://valleycommunitycenterdm.com/

FB:  https://www.facebook.com/ValleyCommunityCenter

It is a powerful story and one that God is going to bless! You can do this in your way and in your situation. It comes out of a heart like Jesus to love our communities.

Helping our staff find their sweet spot - and it applies to us as well

A critical factor in the success of any organization or team is ensuring that staff are deployed in their "sweet spot." That is, in alignment with their gifts, abilities and strengths. In fact the difference between a staff member being deployed in their proper lane or not is absolutely huge. Someone who looks like a failure in one lane can look like a huge success in another.

How does one go about determining where a staff member fits? I have several suggestions.

One: Understand if they are an individual producer or an organizational or team leader. There is a fundamental difference between the two. Individual producers are those who best work projects that they do alone (think a salesman). They are not wired to manage other staff. Team or organizational leaders love to work through others (think the sales manager) and that is where they shine. Put either individual in the role they are not wired for and they will be frustrated.

Two: Dialogue deeply with staff members about what they have done in the past that gave them the most joy and satisfaction. If they are frustrated in their current role or if you are frustrated with them in their current role it is a good indication that they are in the wrong role. This meas asking a lot of questions to bring clarity both to you and to them about what they are really good at and what gives them the most satisfaction. 

Three: Be candid with a staff member if you have concerns about their current job. As you probe their own satisfaction you will often discover that they are frustrated in the same areas you are because those areas are not in their skill set. They may not be able to articulate that to you except for you raising the issues and sharing your observations. It has been my experience that there is often relief when staff members discover why they have been frustrated and that discovery makes it possible for you to reposition them for success.

Four: Remember that when we are in our sweet spot we experience satisfaction rather than frustration, those around us are served by us well rather than poorly and the role we play sees the proper results. When we are not in our lane, we experience frustration and those around us do as well. Frustration, lack of results, irritation by those we serve or are on our team are often symptoms that someone is not positioned properly.

Helping staff find their proper role is an ongoing responsibility of leaders. The better we do this the better our team performs and the higher the happiness factor of our staff. This is a stewardship role of leaders.