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The Leadership Authority Bind

Mike Bonem — Tue, 22 Oct 2024 08:15:00 +0000

“We want a strong leader.” I’ve heard this statement countless times from churches as they describe the characteristics they want in their next pastor. (The same is true for other ministries.) I believe this statement is well-intentioned and often misleading.

Many pastors and ministry leader, as they step into the role, hear this statement as a call for bold direction and action. They make significant changes or launch new initiatives or reorganize staff responsibilities, because they believe these are the right steps. But they often run into problems. Why? Weren’t they fulfilling their mandate?

When churches ask for a “strong leader,” the underlying request often means:

We want someone to right the ship without rocking the boat. This call for leadership is really a call for a savior to reverse a decline or address a crisis. It assumes the pastor can produce a silver bullet solution that doesn’t require painful changes.
We’re jealous of the “successful” church down the street. Every community has at least one church that seems to be thriving. That church has a great reputation and is growing rapidly, and is often led by a high profile, charismatic pastor. They are attracting unchurched people and people from your church. Like the ancient Israelites, your church may be saying, “We want a king like our neighboring countries.”
We want someone who will support our priorities. This version is most common in a divided church where different groups have competing ideas on how to move forward. Each faction is looking for a leader who is a combination of a puppet that they can manipulate and a military commander who charges into battle on their behalf.

So how should you respond if your church says they want a “strong leader”? Forging ahead with reckless abandon is clearly not the answer. Nor should you abdicate leadership or assume those making the request are not trustworthy. A better approach is to:

Ask what “strong leader” means to them. A thoughtful conversation may unearth one of the three meanings described above or a different one altogether. It may also give you insights into the constraints you are likely to face.
Build a strong leadership team. Even if the church genuinely desires someone to provide bold direction, you’ll make better decisions and accomplish more if you share the leadership mantle with a team.
Listen for the congregation’s hurts and hopes. The three unspoken requests listed above have a common denominator: pain. Digging deeper than the initial request for strong leadership will uncover the real issues that can inform your leadership approach.
Deepen your spiritual disciplines. Another common thread in the three requests is the emphasis on a single person solving all the church’s problems. This poses a threat to a leader’s soul. Positive outcomes can inflate your ego, and negative ones can cause despair. In either case, a vibrant spiritual life is the best protection against these risks.

A church may want a “strong leader,” but they need one whose wise discernment gets beneath these words to help them discover a path toward God’s preferred future.

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The Paper Straw Problem

Mike Bonem — Tue, 24 Aug 2021 06:35:00 +0000

I treated myself to a Frappuccino the other day, the first time I’ve had one in over 2 years. I was surprised when the barista gave me a paper straw for my drink. I know that plastic straws are a serious environmental problem, so in principle I’m in favor of paper straws. But as my straw became soggy, I had trouble finishing my drink and found myself wishing for the plastic version.

My experience illustrates one of the biggest challenges facing churches (and many other organizations) today. Even when people know the right thing to do, they are often reluctant to make a choice that involves personal sacrifice. Instead, they will rationalize taking the easier or more comfortable option. “My use of one paper straw isn’t going to save the environment so I’ll take a plastic one.”

Think about it. If you could wave a magic wand to fix one issue in your church, what would it be? Lack of volunteers? Poor engagement in community outreach? Low levels of financial giving? In each case, church members are aware of biblical principles and the church’s needs, but they choose personal comfort anyway. Even a reluctance to engage in a discussion about a controversial topic is often just a choice to avoid discomfort.

There aren’t any quick fixes for these issues, but there is a solution. At the risk of giving the expected “Sunday school” response, the answer is Jesus. Seriously. What else will cause people to consistently sacrifice their own desires and comfort for others?

How will a congregation become serious about following Jesus? We love stories of a life suddenly changed in a worship service, but these are the exception, not the rule. Moving the needle for an entire congregation occurs through consistent Bible study, life-on-life discipleship, and prayer. Embedding this into the DNA of a congregation requires intentionality and consistency over a long period of time.

Am I saying that a church shouldn’t have a special emphasis on volunteer recruitment or generosity or mission involvement? Not at all. But I am saying that pastors and ministry leaders should invest at least as much energy to create a culture of ongoing discipleship. Without this, it’s just too easy to choose comfort … and plastic straws.

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Vision Reset

Mike Bonem — Tue, 17 Aug 2021 06:10:00 +0000

For the last 16 months, churches have had little appetite for visioning or strategic planning. This makes perfect sense. In the middle of a pandemic, the unspoken vision for many churches was survival and the time horizon for their “long range” plans was 14 days. But as we head into the fall, pastors and ministry leaders are beginning to think further ahead (even with increased covid concerns).

As you consider the future, what is the vision – your understanding of God’s preferred future – for your church or ministry? After all we’ve been through since March 2020, you may be thinking it’s time for a new vision. But you also know this can be a long, time-consuming process. So let me suggest an alternative – a vision reset.

Regardless of how carefully it has been crafted, a vision statement on its own is limited in its potency. The explanation – the meaning behind those carefully chosen words – is what brings a vision to life. So before you abandon your current vision, take a closer look to see if it can be animated with fresh meaning.

Consider this example. Many vision statements include a phrase about “loving people” or “loving others.” Our culture overuses the word “love” – we love a good hamburger, a shirt, our spouse, and God. Same verb, but surely not the same meaning. So “love” in your vision statement is an invitation to talk about the Christian understanding of sacrificial love – agape. You can also describe the “people” your church is called to love. Most churches unconsciously show more love to their members and others who are most like them. Just a quick glance at Jesus’ teaching shows a very different picture.

This example illustrates how an existing vision can be given new life by explaining key words. You may already be clear about the meaning, but is your congregation? A vision reset should be a public process. Discussions in leadership team meetings can bring key words of the vision into sharper focus. Sermons and articles can be used to communicate to the congregation.

The purpose of a vision reset is not just understanding – it is movement. The vision should lead people to participate in what God is doing in their congregation. The work of restating the vision will not magically produce high commitment, but it should clarify direction and invite engagement. As a vision is reset, the people in a church should have a much better idea of how they can “love others,” individually and collectively. As you head into the fall, how much momentum could be created by a vision reset in your church or ministry?

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Did You “Stick the Landing”?

Mike Bonem — Tue, 03 Aug 2021 06:14:00 +0000

I eagerly anticipate the start of each Summer Olympics and watch as much as my schedule permits. As a former competitive runner, I can appreciate the finer points of track events. For the other sports, I enjoy the thrill of the competition and marvel at the athleticism, but I am not a good judge of the nuances of their performances.

Take gymnastics for example. I don’t know what makes one routine more difficult than another. I don’t notice when an athlete wobbles slightly. I can’t count their rotations except on the slow motion replay. But I know it’s a mistake if they hop on their landing at the end of the routine. Similarly with diving, I know a tiny splash is much better than a big one. So I tend to make a snap judgment based on these relatively small pieces of the overall performance, simply because that’s the one part I understand.

Does that sound like a challenge you deal with as a pastor or ministry leader? You have a variety of people who will gladly judge your effectiveness, but their understanding is quite limited. They may focus on how a sermon made them feel or whether finances are in the black or the trends in attendance. I’m not suggesting that these factors are unimportant, but just like the gymnast’s landing and the diver’s splash, they are small part of the equation.

So what can you do? You know effective ministry leadership is complicated and multi-faceted. You can’t possibly educate the congregation on the significant work that happens out of their view. But you can …

Have a deeper conversation with your governing body. They are the ones who need to have a holistic understanding of your role. Help them understand the nuances. Give them glimpses behind the scenes. Involve them in the bigger challenges you’re facing.
Create a meaningful scorecard. Gymnastic, diving, and other sports have systems to determine the degree of difficulty and guidelines for judging performance. With an informed board, you can create an appropriate scorecard based on the totality of the job.
Don’t amplify the critics. There will always be people who disapprove of your leadership. You can’t make them disappear, but you can decide what to do with their barbs. Listen to the grain of truth, but don’t ruminate on the comment of someone whose only critique is that you didn’t “stick the landing.”

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“The Singing Is Over”

Mike — Wed, 20 May 2020 10:45:19 +0000

Two quotes from the news last week caught my attention. As Italy began to loosen its restrictions, an NPR reporter reminded listeners of the early days of the lockdown when Italians lifted their spirits by singing from their balconies. But the reporter noted that patience was wearing thin, and concluded, “Now the singing is over.” In a separate editorial, David Brooks wrote, “We have entered the endurance phase of this pandemic.”

I recognize the emotions underneath both of these quotes because I feel them myself. I’m ready for the pandemic to end, but it’s clear that we have a long road ahead. I’d like to be able to make plans – for the summer, for my family, for my work – and yet it seems impossible to plan anything. When I look into this uncertain future, I don’t feel like singing. When I hear “endurance phase,” I want to grit my teeth, not burst out in song.

But even as I say that, I’m reminded that for followers of Jesus, the singing should never end, regardless of our current circumstances. This is especially true for leaders. (See my previous blog about confronting the brutal facts and retaining faith that we will prevail.) If the music has become faint among the people you lead, you may need to:

Remind them (and yourself) of the reasons to sing. The news and stories we read and hear directly affect our attitude and outlook. No one wants to sing if they are feasting on a constant stream of gloom and doom. Keep holding up the promises in Scripture and the hope that we have in Christ.
Form a choir (figuratively). Those early balcony performances were often solos that seemed to shake a defiant fist at an invisible viral enemy. But it’s hard to sustain a solo, especially when it seems like the enemy isn’t being beaten as we had hoped. Especially in this time of isolation, double your efforts to help your people connect with each other in meaningful community. “Two are better than one … If either falls down, one can help the other up” (Eccl. 4:9-10).
Write new songs. One reason people have quit singing is their growing realization that we won’t “get back to normal.” The grief that comes with that awareness is understandable. And while we shouldn’t ignore the grief, now is the time to begin envisioning a different future that while different, can still be vibrant and beautiful.

This blog is particularly poignant in light of the questions about the safety of congregational singing during the pandemic. And yet, that is one more reason for pastors and ministry leaders to begin writing “new songs” – creating new ways to help their people see where God is at work and how the Holy Spirit might be calling them to respond.

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Not So Fast!

Mike — Mon, 27 Apr 2020 10:51:42 +0000

One pastor that I talked to last week has ordered a batch of infrared thermometers, in anticipation of doing temperature checks at the door when his church reopens for worship. I don’t know if that’s the right move or not, but I want to suggest a different step that can be taken earlier and that is much less expensive. Let’s check the pulse of the congregation before we take their temperature.

Specifically, I think a series of “pulse surveys” can help you make wise decisions about when and how to begin gathering again. A brief (2-3 minute), online survey can give leaders input on what the congregation is thinking. By keeping it short, the same survey can be sent every 2 weeks to get a trend line on the changes in opinions and attitudes.

Why bother with a survey? Before you go through all the effort to reopen, wouldn’t you want to know if anyone will show up? Or when you get an angry email about your “online only” model, wouldn’t it be helpful to know if that person is part of a very small minority that happens to be very loud? And wouldn’t all of your congregation appreciate knowing that their leaders are listening?

A survey is not a vote, and you can’t guarantee that it will be representative of the whole congregation. It is certainly not a substitute for prayerful discernment. But it is a tool that leaders can use to help navigate uncertain times.

An example survey follows. Feel free to revise this example and use it in your congregation. If you want to see what the survey looks like in Survey Monkey, click here.

Introduction: Our church leadership is prayerfully and thoughtfully exploring how our congregation can begin to gather again. Most importantly, we are seeking God’s guidance in these decisions. We are also paying close attention to the orders and advice of our governmental officials and health experts. We want to hear from you as another importance source of input. Would you please take 5 minutes to complete this survey?

Have you participated in one of our online worship services in the last several weeks? (Yes / No)
If you have participated in one of our online worship services, did you experience worship and God’s presence more or less online compared to in-person worship? (More / About the same / Less) Comment: this question intentionally avoids asking what they “like” or “prefer.”
Have you participated in an online small group or Bible study class in the last several weeks? (Yes / No)
Are you in one of the groups that the CDC and health experts have identified as higher risk for serious health issues from covid-19? (Yes / No) Comment: The answer to this question is likely to have a direct bearing on how they answer other questions.
If we began offering in-person worship soon, how likely is it that you would attend? (Likely / Depends on the safety precautions that are in place / Unlikely) Comment: “Safety precautions” are not spelled out in order to keep the survey quick and simple.
If we began offering in-person worship soon, would you be comfortable bringing a relative or close friend who is in one of the higher risk groups? (Yes / Depends on the safety precautions that are in place / No) Comment: This and the next question are optional, but I believe they could be particularly informative.)
If we began offering in-person worship soon, would you be comfortable bringing a child or grandchild? (Yes / Depends on the safety precautions that are in place / No / Not applicable)
One possible first “phase” for our congregation is to gather in small groups in homes. Groups could participate in the online worship service together and then discuss the sermon. What is your reaction to this idea? (I prefer a small group gathering for our first phase / I prefer in-person worship at the church / I am not in a group but would be willing to join one to participate / I am not in a group and am not interested in joining one / I would not participate either in a small group or larger worship gathering) Comment: This question should only be asked if it is being considered as a first phase. Wording should be revised to fit your context.
Which of the following activities are you either currently doing or currently willing to do? Check all that apply. (Going to work in an essential job / Going to work in a non-essential job / Going to the grocery store / Getting take-out or delivered food from a restaurant / Eating out in a restaurant / Going to a gym to work out / Getting a haircut / Going to a store to shop for non-essential items) Comment: This question paints a broader picture of what they will or won’t do.
What is your age? (Under 20 / 20-29 / 30-39 / 40-49 / 50-59 / 60-69 / 70 or older) Comment: This allows segmentation of answers based on age. I have not included other demographic questions in order to keep the survey short.
Is there any other input you want to offer to church leaders as we continue to prayerfully consider our next steps? (Open-ended) Comment: Open-ended questions take longer to answer and to tabulate, so this is the only one on this survey. This question is not shown in the online survey.

Would a survey like this be a helpful way for you to get the congregation’s pulse?

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Don't Fly Blind (Part 2)

Mike — Thu, 26 Mar 2020 13:21:05 +0000

This is an unprecedented time in which to lead any kind of organization – church, ministry, business, school, government. That much is obvious. What is not obvious is how to lead right now. My previous blog focused on ways to get a better read on your congregation in this virtual reality world where we don’t interact in person each week.

But what about your church or ministry’s finances? It’s also obvious that the coronavirus is having a massive economic impact, but it’s less clear how to respond. One option is to start slashing costs. Another option is to ignore the issue and hope for the best. Both extremes are versions of flying blind.

The decisions that you make (or don’t make) now will affect your church or ministry now and in the future. To make the best decisions in this chaotic environment, you should:

Lean on people with expertise. Financial analysis is not part of a seminary degree and is not a strength for most pastors. But it is a strength for others on your staff or in your congregation. Now is the time to enlist their help. It’s also the time to involve your board in conversations about major financial decisions.
Develop a model with different scenarios. To plan for the future, you need a cash flow model that accounts for all available funds. And with the amount of uncertainty today, the best models will have several different scenarios for future expenses and contributions.
Take the pulse of your congregation. The biggest uncertainty right now is related to how the national and local economy will affect contributions. Rather than guessing, ask your largest donors if they expect their giving to change, and if so, by what amount. Sure, this is a sensitive topic, but they should understand that you’re not asking for a guarantee. You might even be surprised that some are able to increase their contributions!
Seek input from your network. Your ministry peers are all dealing with similar questions. This is a great time to schedule a video call to compare different approaches and to share creative ideas.

As I write this blog, Congress appears to be on the verge of passing a massive financial stimulus package that includes some provisions for non-profits (including churches). Once the bill is passed, look for information on whether this might be a valuable source of aid for your congregation.

My conclusion is the same as in my earlier blog: in this time of great uncertainty, you don’t have to fly completely blind!

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When Change Efforts Meet Irrational Resistance

Mike — Mon, 18 Nov 2019 11:00:43 +0000

Two of my first cars had manual transmission, and I still enjoy driving a stick shift. But if you ask why I enjoy it, I can’t give a good answer other than “it’s fun.” In truth, it doesn’t make sense. An automatic transmission is less work and doesn’t require that I pay attention to the high pitch whine of an engine that is ready for the next gear. Automatics are easier to drive in stop-and-go traffic or when you’re stopped on a hill. My preference isn’t rational, but that doesn’t change my mind.

Change expert John Kotter observes that “the irrational and political resistance to change never fully dissipates.” This reality is incredibly important for pastors and leaders to keep in mind. When preparing for a significant change in a congregation or ministry, we tend to build a case. The case, of course, is based on the rational arguments for why the proposed change is the right course of action. (Hopefully it is also based on trying to discern God’s will.) But building a case is an inherently rational process that assumes a rational audience.

Kotter recognizes that some in the audience are not rational. Or more likely, some are irrational at certain times or on certain topics. I’m not irrational about the benefit of fuel economy in a car. I’ve never said, “I just prefer to drive a gas guzzler.” But logic goes out the window when I think about a stick.

When leaders rely on logic, they deal with resistance by doubling down on their case, trying to make their arguments even more convincing. That is a frustrating and ineffective strategy for all involved. The better strategy is often to let the irrational person state their preferences, making sure that they feel heard before a decision is finalized.

This leads to one other important aspect of Kotter’s statement. If the irrational resistance never fully dissipates, then leaders shouldn’t wait to get everyone on board when making difficult choices. It will never happen. So create space for dissenting opinions, even when they’re not rational, but don’t hold your breath waiting for every single person to agree with the consensus. That would be irrational.

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