Comfort zones can also be danger zones

We all have a comfort zone. It is the place where we don’t need to worry much because we are living with the familiar. It is a nice place to be...but stay too long and our comfort turns to complacency and we lose our cutting edge. 

Leaving our comfort zone is not about adopting the common lifestyle of the hurried, harried, and overcommitted. That is a place of frustration, tiredness, and depletion. What I am suggesting is that there ought to be at least one area of our lives where we are pushing ourselves to learn, grow, and become all that God designed us to be. Those who stop growing become stale, and that staleness impacts all of their life.

Think through the major areas of your life: work, relationships, marriage, children, ministry; finances; spirituality. Which of those areas are in need of growth now? Are there any that are screaming for attention? If you could give a red (it is going badly), yellow (I could do better), or green (it is really good) to each of the areas mentioned, which would be red or yellow? Those can be good colors because they tell us where we can grow.

Even the Apostle Paul, at the end of his life, knew that he needed to press forward in growth. He writes, "Not that I have already obtained all this, or have already been made perfect, but I press on to take hold of that for which Christ Jesus took hold of me...Forgetting what is behind and straining toward what is ahead, I press on toward the goal to win the prize for which God has called me heavenward to Christ Jesus (Philippians 3:12-14).

When the other disciples were perfectly comfortable in their boat in the midst of a storm (where fishermen like to be), Peter got out to walk toward Jesus. He took a risk and learned the power of God. Where do you need to take a risk, leave your comfort zone, and go where you have not gone before? Start where you know you need to be. God has already probably told you in your heart where you need to take a step of faith. Get out of the boat and trust Him...and you will keep growing. 

Staying away from those whose presence brings with it controversy, conflict and division

As you read the following description, think about whether you have met people like them. 

When they are present, they bring with them controversy, conflict and dissention. They seem to be most interested in themselves rather than in others and in their wake they leave broken relationships, confusion and people taking sides. They can be brilliant, visionary, persuasive and win the debate but when they are gone things get much more peaceful. You don't get the full affect of their presence until they are gone. 

Paul talks about these kinds of people in 1 Timothy 6:4-5. "He is conceited and understands nothing. He has an unhealthy interest in controversies and quarrels about words that result in envy, strife, malicious talk, evil suspicions and constant friction..."

Whether clothed in great vision, God talk, or success, stay away from people whose presence creates envy, strife, malicious talk, evil suspicions and constant friction. Why? Because none of these character traits come from God. They come from selfish individuals and the Evil One, but not from the God of peace. They are not healthy!

Usually these individuals suffer from narcissism. The very fact that they are willing to create controversies and divisions is that they believe themselves right, want people to agree with them and marginalize those who don't. Often the conflict and division they bring revolves around them getting their way.

Healthy individuals are people of peace, are gracious, speak kindly, are not naturally suspicious and don't create strife. Nor do they divide people. In fact, they do all they can to bring people together.

I love to hang with the latter. I have learned not to hang with the former. One brings life and the other diminishes healthy relationships. And that raises the question of which category we fit into.

The benefits of acknowledging and embracing your weaknesses

Successful people change in ways that allow them to continue to take advantage of their strengths while compensating for their weaknesses and unsuccessful people don't....beneficial change begins when you can acknowledge and even embrace your weaknesses.

Ray Dalio in Principles

I don't know anyone who does not embrace their strengths. All of us are good at some things and when we are operating in that sweet spot it is fulfilling and relatively easy. In fact, it is so easy "in the sweet spot" to forget that all strengths have a weak side and that if we don't understand, embrace and acknowledge our weak side, it can hijack our strengths!

So what are the benefits of acknowledging and embracing your weaknesses? 

Self Knowledge

Understanding ourselves is the single most important key to long term success. To often we assume that we know ourselves when in fact we know the up sides of who we are but intentionally or unintentionally ignore the down sides. This leads to a highly inaccurate understanding of who we really are which will get us into trouble at some point. 

I may be highly strategic and aggressive in my leadership role but if I don't also understand that I am also impatient with others and prone not to listen carefully there is likely to be a price to be paid. A thorough understanding of myself gives me the information I need to play to my strengths and be aware of my weaknesses which is the first step toward managing them. Remember that we often tend to exaggerate our strengths in our thinking and minimize our weaknesses. 

Appreciating others

Too often there can be a narcissistic tendency among those with strong gifts because they have achieved an element of success and start to believe their own press. In the process they devalue others who don't have the gifts they have. This is the opposite of what happens when we acknowledge and embrace our weaknesses.

In embracing our weaknesses we understand that we need others around us whose strengths are the complement and solution to our weaknesses. And our strengths to their weaknesses. This is the foundation of a healthy team and a deeper appreciation for others. I am great at the big picture and overall strategy but not always at the details. Where would I be without those who are brilliant with the details! 

The most successful people are not those who can do everything. They are those who can build a great team around needed skills that compensates for the weaknesses inherent in us all.

Managing our weaknesses

There is no possibility of dealing with our weaknesses unless we first acknowledge and embrace them. I don't believe that we can very often turn a weakness into a strength. Our strengths can be honed and developed because the hard wiring for that strength is part of who we are. However, we often have a need to grow in our areas of weakness so they don't hurt us and more often we must manage those weaknesses so that they don't hurt us or others. This is not possible unless we have an accurate picture of both our strengths and weaknesses. Together they describe who we are and who else we need around us.

Living in personal freedom

A trap that many of us fall into is that of the expectations of others and a personal need to prove that we are highly competent, successful people. This is why we often tout our strengths and ignore our weaknesses. Who wants to advertise their weaknesses?

Except, while we often ignore our down side, those around us already knows what they are. we fool ourselves perhaps but not others. We can live in denial while those around us know the emperor has no clothes! And usually that "pretending" on our part takes a toll. Why not embrace what others already know: Our areas of strength and our areas of weakness. There is freedom in honesty and freedom in not having to prove ourselves in areas where we cannot. And don't need to.

The journey to personal maturity is equally a journey of embracing and growing our strengths and of embracing and managing our weaknesses. The first without the second will not end well.

The quick links and index to all of my blogs on church boards and governance has been updated

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

Policy governance in the church: An Overview

Policy governance, popularized by John Carver is getting increasing attention as a governance method in the church. I have helped many non-profits and larger churches move to a policy governance model. In this blog I will give an overview of policy governance and in subsequent blogs I will lay out the advantages and disadvantages of this governance approach when applied to the local church.

Boards are notoriously poor at doing effective board work. For instance, boards often:

• Rehash decisions endlessly
• Make decisions that others in the organization could make faster and better
• Focus on the small rocks rather than the big rocks
• Are unable to prioritize their work
• Control the leader of the organization rather than releasing him/her
• Routinely get into staff issues
• Do not have defined boundaries between staff and board roles

All of these hinder the organization (in this case the church) from being as effective as it could be and it discourages good leaders both on the board and outside the board. Policy governance is meant to cut through the clutter of poor board work, release the leader within boundaries and create a framework for how the board operates. Here are the basics of policy governance.

The board operates with four sets of policies which cover their work

The first set of policies is called Executive Limitations. These lay out what the senior leader of the organization cannot do without the permission of the board. Anything that is not prohibited in these policies the senior leader can do and he/she is expected to use reasonable interpretation of the policies in making leadership decisions. In the event that the senior leader is out of compliance with any of these policies they must inform the board of their lack of compliance and their plan to get back into compliance.

The second set of policies is called Linkage which is the relationship between the board and the staff of the organization. It is common for boards to get into staff decisions below their senior leader (who presumably everyone reports to). In policy governance there is only one employee of the board and that is the senior leader. Boards are not to get into other staff issues as their linkage to the staff is through the senior executive or pastor. While this policy is often misinterpreted in the church (and can be misused by the senior leader) it clarifies the reporting role of the staff to the senior leader and prevents the board from giving direction to staff apart from the senior leader. 

The third set of policies is called Board Policies which define how the board operates, what the qualifications for board members are, how they make decisions, resolve conflict and all issues related to board work. Since church boards are notorious for not defining many aspects of their work, the Board Policies force the board to define their work. In addition, things like Mission, Vision, Guiding Principles and other key church health commitments are found in the Board Policies.

The fourth set of policies is called Ends Policies, which describe what the goals of the ministry are, or what the board is holding the senior leader accountable for accomplishing. This goes back to the vision and mission of the church and clearly defines the ends that the board is committed to. This is the hardest set of policies to write but one of the most important as churches often cannot define the target that they are working toward. They operate like Charlie Brown who never used a target when using is bow and arrow. When asked why he answered, "Because this way I hit it every time."

The board can change policies at any time

In Policy Governance, the policies are a living document that the board can change at its discretion. For leaders who lead well they may broaden the range of freedom given that leader. For leaders who have challenges in certain areas, they may contract the freedom in those areas. Thus, the board is able to redraw the lines for the senior leader, for itself (Board policies) or its ends as it deems helpful and necessary.

The board governs through policy

Many boards waste inordinate amounts of time dealing with individual situations which may be revisited numerous times. In policy governance the board focuses on general or specific policies so that as like circumstances arise the policy is in place and the board need not again address the issue. This forces the board to focus on the principle behind a policy rather than individual situations. 

Policy Governance forces boards to address and clarify fundamentally important issues in the church, its mission, vision and desired outcomes. It raises the bar for what the board does as well as for the senior leader. It clearly delineates the boundaries between staff and board and who is responsible for what. And it frees senior leaders to lead without board interference in those areas where the board has not placed limitations.

Caveats

I believe that Policy Governance as practiced by non-profits generally need to be modified for church use and I will address this in the near future. I also believe that policy governance can by misused by leaders if not carefully overseen by governing boards. Boards and leaders who do not have a solid grasp of policy governance can do a great deal of harm to a congregation which I will explain in subsequent blogs. Done right it can expedite decisions and ministry effectiveness.

Willow Creek and governance lessons: A watershed moment

The inevitable resignation of the entire board of Willow Creek Community church today along with that of the two senior pastors is a watershed moment for church governance - and its failure. There are many lessons to be learned about what good and poor governance look like when it comes to the church. The leadership failures at Willow will become textbook fodder on governance for years to come.

One: Boards exist to protect the church as a whole and not one individual. 
For several years as allegations have swirled around their senior leader the board tried to protect him even though many credible individuals came forward either who had been abused by him or knew of abuses. Yet the board chose to try to protect their senior leader rather than to uncover the truth of the claims even to the point of suggesting that the victims were lying and calling their character into question. 

This is not unusual. I once did an intervention in a church fraught with conflict. There had been a string of resignations over a three year period of staff. When I asked the board why their staff members had resigned they said they didn't know. So I interviewed every one of them and it always came back to abuse by the senior pastor. When I reported my findings back to the board they hung their heads in shame. Of course they knew something but they had chosen to ignore the obvious, not ask the relevant questions and protect their pastor while painting the victims as the villains. Subsequently for this and other governance failures I recommended that the entire board resign which they did.

Boards exist to protect the health, financial stewardship and direction of the church. They are responsible to ensure that the congregation is taught, led well, protected, released into ministry and that the spiritual temperature is kept vital. They may not do it themselves but they ensure this happens. This did not happen at Willow. Actions show that through a several year period the board chose to protect their pastor over dealing with issues they knew to be present. It was a classic failure of governance which will damage the church for years and possibly threaten its existence in its present form.

Two: Boards that are intimidated and manipulated by their senior leader cannot govern - period.
Some churches have such strong leaders that it is almost impossible for a board to hold them accountable and the board ends up working for the senior leader rather than the senior leader being accountable to the board. Whenever this happens alarm bells need to sound because boards that are intimidated or manipulated by their senior leader cannot govern. Rather they end up serving the agenda of their senior organizational leader.

This is why executive sessions are vitally important for any board even if there are no significant issues to discuss. It provides a forum where sensitive issues can be put on the table and candid discussion can take place outside the influence of the senior leader who is accountable to them. Even if this is resisted by the senior leader it should happen on a regular basis because many boards will not bring up sensitive issues in the presence of their senior leader. 

Three. Individuals who cannot deal with conflict should not be put on a church board. 
With leadership there is always conflict. Issues within a church that must be dealt with, differences of opinion on boards and sometimes relationships with senior leaders. Where I used to live we called the conflict resistant culture "Minnesota nice." This is the tendency not to deal with conflict. There is a lot of "church nice" on leadership boards where we don't have courageous enough people to put issues on the table and insist that the board look honestly at them. If someone cannot deal with conflict they should not serve on a church board.

Many congregations suffer for years without good leadership or pastors without adequate accountability because of "church nice" boards. Who suffers? The congregation! 

This also has implications for who ought to serve as the chair of a board. It takes a strong and independent individual to serve well as a board chair. They must be able to graciously police the board, interact with the senior leader, keep the board on track and in cases such as what happened at Willow Creek, lead the board in critical conversations. When this does not happen board chairpersons need to be challenged and/or replaced.

Four. When serious issues occur the board must find the truth and speak the truth regardless of the consequences.
Christian organizations generally have a poor track record of transparency around such issues as financial impropriety, sexual abuse, leadership abuse and issues that might impact their reputation. Unfortunately, when organizations try to hide issues it causes more damage then when they admit and deal with issues. 

Outsiders looking in on the actions of the board at Willow Creek have wondered about their actions during this period especially in the face of very credible individuals who have come forward with their story. Why did they not deal with issues that many others saw? The answer is simple: they were trying to protect their leader and the reputation of the church rather than trying to find the truth if it hurt either of these. In the process they destroyed their leadership (hence their resignation), hurt the church beyond what the senior pastor is responsible for and set the church up for trauma for years to come. Their "independent outside investigation" was not designed to find the truth but to protect their interests. 

Five: Church boards must understand their role as a governance board.
I have to conclude that the board at Willow did not understand their role as a governance board. But they are in good company as many church boards do not. If they did, the story would have played out much differently than it did. They did not safeguard the health of the church. They did not protect the flock (or the abused). They did not listen to credible voices. They allowed their leader to manipulate them and the process. They protected the guilty rather than the hurt. They did not truly seek truth but sought to protect. In the end they caused more damage than they did to resolve their issues.

All of this to suggest that this episode ought to be a wake up call for the evangelical church regarding what good governance looks like. For the sake of the church - the Bride of Jesus.

Issue Logs: A simple way to force continuous improvement in your team or organization

All organizations encounter issues: Things that don't go as planned or complications in trying to get something done. Usually what we do with these is to complain and then find a work-around to get it done. The problem is that it happens again and again and again. 

In essence we are putting up with frustrations and time wasters that are unnecessary. Rather, we should see each issue we encounter as an opportunity to do something better. Every time!

This is where the issue log comes in. An issue log is a required reporting of anything that goes badly or any disconnect we encounter. You record the issue, rate it in terms of severity and list who was responsible for it (or responsible for the process). The goal is to bring problems to the surface so that they can be diagnosed, resolved, and if necessary the system changed so that it does not happen again and the process (and people) improved. And, not reporting a known issue becomes an issue so there is built in compliance!

Such a system makes a powerful statement within an organization that we are committed to becoming better in every way that we can. Issues can be good things because they show us an area that can be improved. It will also surface employees who are not doing the work they should be doing because their negligence shows up in the issue log. Yes: Accountability is a good thing. And, the issue should not show up again once handled.

Continuous improvement requires the surfacing of issues so that they can be resolved. Those organizations who embrace it see the benefits quickly.