In the church, as in any organization, leaders exert power to achieve objectives. Power struggles seem to be one of the most common causes of dissension in the church. Such dissension almost always leads to ill-health and sometimes to decline. The way in which a leader uses his available power is one of the keys to organizational health.
There are two types of power available to the leaders of any organization: personal power and institutional power. Many church leaders have not learned the cost of depending on personal power nor the benefits of leaning on institutional power.
There’s been a lot written about the “3 Cs” of effective hiring – character, competence, and chemistry. While these may be a good check-list, among other best practices for hiring, I believe one of these three can be misconstrued if we’re not keenly aware of the influences that affect its misinterpretation.
It seems that often churches don’t have a well-defined process for hiring staff. Maybe that’s because many church leaders just haven’t experienced what a healthy process for personnel selection looks like, or they assume their network of church staff is broad enough to already know the “perfect person” for the job.
I’ve seen a number of cases where a new pastor comes to a church, and he insists on hiring staff from his former church. While this might seem to make sense in terms of building a team that already has proven working chemistry, I think this approach has more risks than rewards. It makes an erroneous assumption that the same team, working in the same roles, will be as effective at a the new church as they were in the previous one. There are just too many other variables to make this a reality. It might make the pastor more comfortable, but in my experience, it can be detrimental to the rest of the staff and even the congregation.
Whatever the reason, I believe we’d do well in the church to elevate the sophistication for how we identify, assess, and ultimately select our church staff.
I had the opportunity this past week to be trained as a “Tennessee Supreme Court Rule 31 Mediator.” You might ask, why would a church communications minister want to be trained as a court mediator? The short answer: the church needs conflict mediation.
I’ve recently considered the need for more specific attention and a strategic approach to conflict management in the church, so I began investigating what’s out there. Ken Sande’s The Peacemaker is certainly a popular and thorough approach to conflict resolution in the church, and I intend to do more follow up with the resources available through Peacemaker Ministries. But I came across the option for a 40-hour training course in mediation offered locally that I thought would be a good entree to the discipline.
What does it mean to be ordained? It seems to mean different things in different churches and denominations. A colleague at another church recently asked me about it. He’s sensed a call to ministry and presented himself for ordination. However, due to his specific role, his “qualification” became a matter of deliberation among his church leaders. I shared with him my thoughts:
We Baptists, and I think most Evangelicals, look at ordination a bit differently than most mainline denominations. There’s less emphasis on the individual’s formal education than there is on his calling. The large number of bi-vocational pastors among our ranks is evidence of this.