Three Questions That Will Change Your Life

This past week I had the “opportunity” to sit down with my boss for an hour and a half to undergo my mid-year check-in (a.k.a., performance evaluation). Honestly, I actually enjoyed this, but no matter how many times I’ve been through these, I still get a knot in my stomach the morning of the check-in as my mind runs through all of the critical things he could say. Why is it that my mind never considers the positive things he could say? Alas, it’s over and I survived.

I’m not sure why check-ins bother me. The pessimistic side of me says that maybe it’s the fear of rejection or coming to grips with the fact that I did something wrong. But, the reality is that personal and spiritual evaluation is really important.

When we embrace self-evaluation and evaluation prompted by others, we allow ourselves to more clearly see who we are in relation to God. My faith in Christ is a result of taking a close look at my life (evaluation) and realizing that I can never measure up to God’s standard of holiness except through Jesus Christ. It was through spiritual evaluation that I received the feedback I needed in order to make a spiritual change, which was faith in Christ.

Whether the evaluation is personal or spiritual, self-directed or prompted by others, the purpose of evaluation is to receive feedback on performed tasks and make changes based on that information. Evaluation comes in many different forms. Some forms of evaluation take hours, even days, while other forms require only a few minutes in the quietness of one’s own heart. Regardless of the form, if you want to change your life, some sort of evaluation is necessary. To encourage you in your self-evaluation, below are three questions to ask yourself regularly. The key is to not only ask and answer them, but to do something about them…take action.

  • What is the one thing that I’m supposed to be doing, and am I doing it?

Sometimes I find that I’m doing too many things and none of them are the right things that I’m supposed to be doing. I’m learning to ask myself what I’m supposed to be doing, but the follow-up question is the action step. Am I doing it? My life changes when I know what I’m supposed to be doing and make adjustments to do that thing.

  • Who do I need to talk to in order to move beyond my present situation?

The changes I’ve made in my life have always seemed to be as a result of talking to the right person. Every re-direction in my life has a person standing at the intersection — my wife, a close friend, a pastor, a teacher, a mentor. I think this is why community is so important. When you invite people into your life, they can speak into your situation, giving you advice when you need to make a change.

  • Why am I doing the same thing(s) that I’ve always done, and how can I change that?

Here’s a well-known statement, but it fits well here: Insanity is defined as doing the same thing over and over again, but expecting different results. If you’re anything like me, you’ve been in that spot. You’re stuck. What I’ve found in those moments is that even though I knew what I needed to do to change, I lacked courage to do anything about it. The result was that the fear forced me to be comfortable with the insanity, even though I knew I was doing the same things I’ve always done. To break that cycle, I’ve had to identify the reason I’m still doing that thing. Once I put a stake in the reason, then I’m able to make plans to change that.

If you want to change your life, you need to spend some time evaluating it. Reject the pessimistic side of yourself that tells you it’s going to hurt. Embrace the fact that evaluation will change you for the better. When you persevere through the trials, your character grows.


How to Run … Anything (btw, this isn’t about running)

My first time running any sort of distance was in elementary school. We had to be able to run one mile in less than 12 minutes. I can’t remember exactly, but I feel like this was some sort of state requirement for children. Regardless, we had to run the mile and I couldn’t do it. I had never run that far and I think I was trying to run too fast. I ended up sitting on the school lawn with a brown paper bag, breathing in and out, trying to catch my breath. Humiliating. Life-altering.

Since that time, I’ve done a lot of running and have finally mastered the mile. But, it wasn’t until last Fall 2016 that I really started taking running seriously. In my early thirties, I had reached the most weight I had ever weighed — 249 pounds! I was able to shed some of that weight, but I love to eat good, sugary, salty, chocolatey, tasty food, so it wasn’t easy. But last Fall, I decided that I had had enough of looking in the mirror and feeling disgusted, so I decided to do something about it.

I started running more. 2 miles. 3 miles. 5 k. 10k. I also started working out at Camp Gladiator with friends (who also make up my team at work) three days a week. I’m eating better. In February of this year (2017), I ran my first 10k (6.2 miles). Then, I started adding miles. I worked my way up to 11 miles … non-stop. Slow, but non-stop. Finally, in July … in Texas … I ran my first half marathon. I still cannot believe that!

This hasn’t been an easy journey, but it’s a good one … and it’s still going. I’m down 20 pounds from my highest weight and will lose more. For me, it started from a desire to be more healthy, but I’ve learned so much along the way. Running has taught me about leadership. Because of running, I’ve learned how to run, lead, manage almost anything. Here are a few lessons from the trail:

  1. Confidence

    Ultimately, running is a mind game. If you start out your run saying that you can’t finish, I guarantee that you won’t finish. But, if you learn to be confident in your abilities and trust your training, you’ll finish every time. In the same way, I’ve learned that to lead well requires confidence in my abilities, experiences, and self.

  2. Hard work

    This is an understatement. I wish I knew how many gallons of sweat I’ve produced during the 150 miles I’ve run since April. Your legs hurt. You want to quit. Your muscles are spastic. Your arms fall asleep. Blisters. Twisted ankles. Hills. Running is hard work, and so is leading people well. There have been tough conversations, times I wanted to quit, mistakes I’ve made. But, like running, good leaders know that hard work is part of the job.

  3. Endurance

    You can’t run long distances, if you don’t have the ability to endure it. The funny thing is that I didn’t learn endurance by running long distances. I learned endurance by cross-training with Camp Gladiator. That’s because cross-training engaged other muscles that I needed so that I could run better, which allowed me to farther. Effective leaders develop endurance through their cross-training. I learn a lot about leading through my daily responsibilities, but it’s what I do outside of those that really will make a difference in how I lead — critical conversations, directed learning, personal evaluation.

  4. Pace

    I’ve learned that the faster I run, the shorter the distance I will go. And, the flip-side of that is, the slower I run, the longer the distance I will go. This is all about pace. On race day, runners like to shoot out of the gate … fast. I’ve had to teach myself to not join the pack, but to stick to the pace that works for me. This means that I’m slower than others, but it also means I will do better in the long run. Leaders need to pace themselves, too. Trying to do too much, too quickly, causes burnout. But, I’m seeing that when I develop a strategy, I may move more slowly, but I know that I will accomplish more.

  5. Patience

    I’ve reviewed a lot of training programs for running. Not one of them starts you at two miles on day one, then has you run 10 miles on day two. That’s because you need to build up to it, and that takes time. Weight loss also takes time. There’s no healthy way to lose weight quickly. It takes time and lots of patience. One pound a week. The same is true about good leadership. An effective leader understands that being patient yields greater results because it’s impossible to move someone from a 0 to a 10 in 24 hours. People need time to grow and to learn.

  6. Commitment

    Running long distances is a commitment on two fronts. First, it’s a time commitment. My longest runs often too 2 and a half hours. Second, it’s a distance commitment. If I run seven miles out from base, I have to run seven miles back to base. As a leader, this has taught me to make commitment to my team a priority. I always knew this was important, but I’m learning that leading well requires time and a willing to go the distance.

I’m grateful for this journey I’ve been on, both to better health and to be a better leader. My life is different today. I’m more confident, patient, committed. I work hard. I’m learning to endure, but pace myself better. That one mile in elementary school was tough, but it’s possible to do more when you put your mind to it.

What are You Crying About?

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!”[1] 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.[2]

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.

[1] Lotich, Smart Church Management, 46.

[2] Wimberly, The Business of the Church, 34.

Effective Communication Advances the Mission

A professor of communication once told me in conversation that for each person in the congregation there is a different form of communication. People communicate in a countless number of ways. That’s way effectiveness as leaders requires the skill of communicating, not only consistently, but also differently. Because there are so many different avenues for communication it is easy to see why it is important in any organization. Here are three reasons you will want to communicate effectively.

1. Communication is important because it engages people in the mission.

People feel informed and engaged when information is shared.[1] The information shared may vary, but the people, volunteers, and staff should have a good understanding of what they can expect to be shared. For example, they may be informed about major initiatives in the church, but they may not be informed about all the purchases made during any given week. Additionally, the church should know how information will be communicated to them. The leadership needs to define the primary method of communication, which may be anything from website, pulpit announcements, a weekly email, or social media. All of these are effective ways to communicate, but the church needs to know what they can expect. Finally, the congregation needs to know when they can expect information to be shared with them, whether this happens once a week during a Sunday worship service or once a quarter in a newsletter. When the church knows what, how, and when information is communicated, its people are in the know.

2. Communication is important because it builds trust in the mission.

Charles Tidwell writes, “Administrative leaders who wish to be effective must continue to grow in their skill of communicating.”[2] When a leader communicates well, she builds trust with her followers. The secret to building trust through communication is consistency.[3] The more the leader communicates with members, volunteers, and staff, the more credibility the leader receives. Regularity of communication shows that there is nothing to hide; all is made known to the people. It tells people that the leader cares about their opinions, desires for them to be aware of important decisions, and chooses to keep them informed. The most important part of communication is not the process by which information is shared, but its “consistency and thoroughness.”[4] When communication is consistent and thorough, trust of the leader is established and built.

3. Communication is important because it clarifies the purpose of the mission.

In his book, Creating Magic, Lee Cockerell explains how he has learned that, “Clear communication is one of the leader’s principal tasks, especially when it comes to responsibility and authority.”[5] As she leads her staff, the effective leader conveys each member’s responsibility in the organization, as well as, the extent of his/her authority. The error of not communicating these clearly is staff members who are unsure of what they are to be doing in the organization and the unwillingness to delegate or receive direction. As the leader communicates these terms, she establishes her own authority as she clarifies the purpose, determines objectives, develops plans, designs organization, and administers resources.[6] The leader who communicates these items clearly proves that he deserves to be in the position of authority.

Next week I’m going to share some practical ways to communicate effectively. I’ll provide some communication tools to help you communicate with your people to engage them, build trust, and to clarify the mission.

[1] Lotich, Smart Church Management, 45.

[2] Charles Tidwell, Church Administration (Nashville, Tenn: B&H Academic, 1985), 220.

[3] Lotich, Smart Church Management, 46.

[4] Ibid.

[5] Lee Cockerell, Creating Magic: 10 Common Sense Leadership Strategies from a Life at Disney (New York: Currency Doubleday, 2008), 64.

[6] Tidwell, Church Administration, 220.

Conference Review – Innovate Now!

Located in the “Corner Bakery” headquarters building, I knew this was going to be a good conference. The smell of baked goods filled the air. Fortunately, our conference was located in the basement of the building, rather then anywhere near the bakery.

This was not your typical conference. Developed by the thinkers at Leadership Network, this experience fit more into the category of learning cohort, rather than your typical conference. They didn’t catch our attention with flashy signs and videos. They didn’t usher us into the moment with worship music. They didn’t surprise us with celebrity appearances. Rather, our intimate crowd sat in rows and engaged in conversation, networking, and strategic thinking. It was wonderful!

The genius of this experience was hearing from four presenters, the opportunity to follow up their presentations with dialogue, and space during the day to just think about how the topics would impact your organization. The focus of the day was “Strategic Staffing.”

The speakers included Pastor Steve Stroope who presented key motivators for staff. He was followed by Sam Chand (via video) who outlined seven ways to change your staff culture. Kadi Cole hit the ball out of the park with her talk about different types of teams. The day ended with Dr. Warren Bird walking us through the latest staffing trends based on his research.

The experience challenged me, inspired me, and encouraged me. Kudos to the Leadership Network team on the initiation of the Innovate Now! series. Five more like-minded experiences are slated for this year. My schedule is full, but I’m going to make time to attend these upcoming experiences because, in my opinion, they have much to offer to effective church leadership.

Register online for Innovate Now!

eChurch Summit

Looking for a conference that will challenge your church for growth. Check out the eChurch Summit this February 2017. The summit is “is a three-day, interactive conference focused on connecting leading growth and engagement experts of fast-growing churches with pastors, church leaders, and church staff. Attendees will learn about church growth and engagement through best practices in leadership, communications, and technology.” The keynote speaker this year is John Maxwell. The Summit will be held at the Disneyland Hotel in Anaheim, CA on February 8-10, 2017. For more details, click here.

Structuring Your Church Staff

Effective leadership in the church structures staff to be effective. This can be achieved simply through a well-planned organizational chart. The goal of an organizational chart is to define three areas for the personnel: authority, roles, and responsibilities. How the chart does this varies between organizations, but three common structures may be found in most churches. These are also the models found in Scripture. Each chart is organized by style versus church size or personnel functions. [1]

The first basic type of staff organization is a centralized structure. [2] In this model, one person functions as the chief administrator. He is the sole person that all staff persons are responsible to. This is an authoritarian/dictator approach to leading an organization. An example of this is found in Exodus 18. This is the structure Moses was following when Jethro warned him of burnout. Moses was God’s appointed man, so he was trying to do all of the work himself. If Moses continued to operate this way, the fate of the nation of Israel was at stake. A church following this structure has a senior pastor who has all the authority, establishes all of the roles of the staff, and determines all of the responsibilities of each person. While this structure has proven itself effective over the years, it has its faults. For one, it limits authority to one individual, while an effective leader chooses to distribute responsibility to other leaders.

The second type of organizational structure is known as the non-centralized structure. [3] As its name implies, the non-centralized structure has no central line of authority or responsibility. In this model, each staff member relates to each other equally. When Paul wrote to the church in Corinth, he reminded them that the Spirit appointed every believer in the church to take on specific responsibilities, (1 Cor. 12). His guidance was that no position was greater than any other, but that all are equally important. For those churches who follow this model today, a lead pastor may be in place, but only as an advisor to the rest of the staff. In this model, authority is disbursed to every staff member, the roles will overlap, and responsibilities will be shared. The health of this structure is the sharing of authority and responsibilities. However, the danger of this model is the possibility of miscommunication, poor relationships, duplication of efforts, and wasting of resources. It may be an effective structure, but it’s definitely low in efficiency.

The third model of organizational structure is known as the line organization. [4] In this model, a leader is defined, but leadership is delegated downward through lines of authority. Portions of responsibility reside at various levels within the organization. This structure defines supervisors and direct reports. When Jethro discovered how Moses was attempting to lead Israel with a centralized structure, he suggested to him this line organization approach. This would prevent Moses from experiencing burnout since responsibility was divided among other leaders. Some groups of people were headed by leaders of thousands and others by leaders of hundreds until the smallest group. For those churches using this model today, there is a sense of ownership by all staff members. The structure identifies needs and eliminates duplication. Authority is shared throughout the structure, while the senior pastor has ultimate authority. Roles are clearly defined, such as, senior pastor, executive pastor, youth pastor, worship pastor. Responsibility is shared throughout the organization. This model is highly effective and highly efficient.

The first two structures for organization do not allow for an effective and efficient use of personnel and resources. However, the third model, the line structure, is best suited for the church organizational structure. The authority and responsibilities are shared, while individual roles are clearly defined. While each model offers some advantages, this third model is ideal. And, even though the structure for organizations may vary, Welch writes,

The church organizational structure should continue to pattern itself after the traditional matrix or line format. People need policies and procedures with a defined workflow. Personnel should be directed through their work by job descriptions not only for accountability but also for responsibility. [5]

When the workflow is defined, as in the line structure, people can work better and are more suited to function as leaders. They are given a clear understanding of what needs to be accomplished to move the organization forward. When the personnel are clear at what they are supposed to be doing, they are equipped to guide others under them in their responsibilities.

[1] Welch, Church Administration, 70-72.

[2] Ibid., 70–71.

[3] Ibid., 71.

[4] Ibid., 72.

[5] Ibid., 73.