About 8 years ago, a little book created quite a stir among the church-world. Presumably, those outside of the church read it as an inspirational work as it pointed one toward God. Inside the church, however, fireworks ensued. Those adept at theology highlighted its faults and discouraged us from reading it. I fell in that camp. The book was The Shack.
This week, The Shack hit theaters in movie form. I questioned whether I would see it. Negative feelings stirred within me. But, I went. I saw the movie. I liked it. In fact, it moved me. I bawled like a baby. Ugly cried. Friends handed me tissues.
I’d see it again.
What does this have to do with communicating effectively with your team?
The only other thing that brings me to tears like The Shack is when good leaders have poor communication with those around them. Wrong dates. Incorrect times. Inaccurate information. All point toward poor communication.
In the church world, it’s important for church leaders to communicate with the congregation, but we cannot overlook the importance of relaying information between ministry leaders. When ministry leaders are in the dark about what other ministries are doing, we hear complaints stemming from the silo-effect. That is, ministry leaders feel segmented and separated from their peers. Because of this, we recognize that communication takes place on two levels in the church:
(1) Staff to Congregation
(2) Staff to Staff
Good communication at both of these levels is important for effective leadership. It also makes ministry a lot more efficient. Here’s why I think it’s important to hit these two groups with clear communication:
Staff to Church
Staff leadership is effective when there is clear communication with the church/congregation. The staff is responsible for keeping the congregation informed about upcoming events/activities, changes in the staff, financial status, and many other items. The personnel may do this by way of e-mail, announcements, social media, or personal contact. The reason for the staff to keep the congregation informed is that, “What doesn’t get communicated is at the mercy of the rumor mill and the imagination of others. The secret to effective communication is to answer the questions before they are thought of!” When the staff does not communicate, the congregation is left in the dark, guessing what needs to be done and when it needs to be done. Effective leaders answer all of the questions that may be asked before they are asked.
Staff to Staff
Staff leadership is effective when there is clear communication between staff members. Ministry directors must be in regular communication with each other about the plans, programs, and activities of their ministries. As Wimberly writes,
Communication is especially important among larger staffs. Staff meetings are an important time to ensure communication throughout the system. They can also be a time to coordinate the management of various subsystems of the larger congregational system. If such communication and coordination doesn’t happen, parts of the system will quickly start working against one another or will overlap in ways that create significant inefficiencies and irritation.
The student ministry should be in communication with the college ministry. The college ministry should be in communication with the children’s ministry. The children’s ministry should be in communication with the worship ministry. When the various ministries are not communicating beyond their scope, there’s confusion, frustration, and separation. As in marriage, when communication breaks down between ministries, the system begins to fail. Eventually, when there is no communication, if help is not administered, divorce often takes place. When ministries are working against each other within the same church due to a lack of communication, they have divorced each other from their common mission. Sadly, simply because of a lack of communication, the entire system becomes inefficient and, especially, ineffective.
That is something to cry about.
 Lotich, Smart Church Management, 46.
 Wimberly, The Business of the Church, 34.