Presbymergent Administration?
Thursday, July 19th, 2007 • Related • Filed Under
Now, I don’t know how many of us have to act as a head of a staff, but I’d love to hear your thoughts on it. Management is not why I became a Pastor, and it doesn’t really resonate with my emergent sensibilities, but it IS part of what I do, and I am trying to do it faithfully.
Here are some principles. Please feel free to add/subtract/critique/suggest:
- Always try to say yes.
- Praise the good.
- Lovingly confront the bad.
- Expect excellence.
- Encourage creativity.
- Help people discover their mission.
- Share dreams.
- Be optimistic.
- Treat people well.
- Encourage a “team” mentality.
- Take care of the team. Coffee, time off, encouragement–whatever it takes. Keep the team happy.
- Be an “authoritative,” not “authoritarian.”
That’s enough for now. I want to hear your ideas/stories.
Comment by Bruce Reyes-Chow on 19 July 2007:
Dude, you must flesh out #1?!?!? All the other I am down with. I would also add something about taking everyone seriously. In my 12 years of ministry - wow do I sound old - I have been at my “best” when those who disagree with me have felt heard and would stick with the community even though things were not going their “way.”
Comment by Drew Ludwig on 20 July 2007:
Number one is all about giving permission, setting people free. I’ve found that so often it is easier for the church to say no to people, and the church (especially the pastor) ends up limiting the people. I want to encourage a culture where it is better to try and fail then to not try.
I would say “always say yes,” but every now and then there is a heresy or something that really must be said no to. However, most of the time, we can say yes. Yes builds community and adds to community. No blocks ands stops.
Comment by Paul Dubuc on 20 July 2007:
Is “Don’t micromanage people” in there somewhere. Seems like you are trying to get at that with a few of those. Letting people do what they feel gifted and called to do in the church is important while supporting them and letting them learn from mistakes. The other side of it is “Don’t do things that aren’t a good use of your time as a pastor. Even if you like to do them.” Get other people to do those things if they need doing at all.
Don’t ask me for examples of the above. I don’t want to go there.
Comment by Banu Moore on 20 July 2007:
For me being a pastor includes the responsibility of management. Personally, I do like administration and management. I guess it is the spirit of managing that makes all the difference in leading a church to new ways of being. I have learned a great deal from the Benedictines about order within a community and how the prioress/abbott can nurture and challenge the community to discover the possibilities of growth even within what might seem a limited existence.
Drew, these principles are good. I pray you will explore the deep dimensions within each principle and willingly embrace what might seem a contradiction to your “emergent sensibilities” for the sake of the Kingdom.
Comment by Tara Eastman on 21 July 2007:
I have felt the pull of administration and being out with and among the people. I’d say too that I did not become involved in ministry to be an administrator and I think your principles are leading in the right direction. There is a balance that has to be held in allowing breathing room as well as knowing what direction to go in.
Comment by Jeannie on 24 July 2007:
“Always say yes” sounds like you are going to be on way too many committees, special events planning teams, community organizations, etc. Maybe “always accept help” or “allow others to participate.”
Along those lines, I’d add seek out new helpers, and delegate to empower. And, take sabbath.
J
Comment by Bruce Reyes-Chow on 24 July 2007:
Drew - Thanks for the clarification. Yes, I TOTALLY agree that pastoral leadership should try not to be the bottleneck. At the same time, what about always try to “think” yes and then create an atmosphere where the community can discern whether yes is actually the best answer . . . again great list to start folks thinking.
Comment by Doug Resler on 26 July 2007:
Don’t know that I would add anything that hasn’t already been said except that in my own journey both as an administrator in a hospital (prior to seminary) and now as a pastor, I have begun to think less in terms of “management” and “administration” and more in terms of mentoring/coaching. It may simply be a matter of semantics but for me, mentoring suggests a more intentional process of building one’s life into others in the way of Jesus. Perhaps the most important aspect to the “mentoring” process is simply living one’s life authentically and openly before the community. I think this would incorporate many of the leadership principles Drew has mentioned plus those of Sabbath-keeping and cultivating a devotional way of life. Ultimately, what I fear happens in most situations, is that we get spread so thin trying to administrate the church that we lose a great deal of our effectiveness in cultivating spaces where spiritual transformation can occur. Mentoring a small group of leaders who in turn mentor their own small groups is, in my brief experience, a more biblically faithful and more effective way to “manage” the church.
Comment by robert austell on 26 July 2007:
I appreciate the post and the comments, though I think some of the comments broadened out beyond the staff (that one would be head of).
I think being head of staff is one of the things seminaries really miss altogether. If you’re lucky, you do an internship or serve as an associate with someone who can model it, otherwise, most have to figure it out on the fly.
I’m beat (must have been a long day with the staff)… but three things that come to mind are:
1. Just as in parenting, sometimes the no’s are as important as the yes’s. I would categorize most of the healthy no’s into “boundary setting” rather than shutting people down. (i.e., the secretary who monopolizes the pastor’s time because she has access).
2. On the topic of saying YES - I have said publicly and try to back this up 100% that I will say YES to any ministry/mission idea anyone has if they are willing to lead it. That’s what I will never say no to unless it involves sacrificing to Molech. But boundary-setting NO’s are critical to my health and balancing family/church/etc…
3. I once had a mentor (head of staff at a large church) who hired people who were top-quality and then wrote their job description largely to fit their gifts. That seemed impractical in a smaller church, but I’ve been able to steer existing ministry staff in that direction (of their gifts) and the ministry has blossomed and they are happier because they are working out of their calling and gifts rather than fitting a preconceived job description. Obviously, every job will have the stuff that’s just a downer to do, but as head of staff I try to let folks spend most of their time and energy where they are best.
Comment by Drew Ludwig on 28 July 2007:
good stuff.
I’m in agreement with the yes/no stuff. I say yes to most of the “can I” questions, but only some of the “will you” questions.