Some high-profile individuals are known for dressing the same way every day. Think of Steve Jobs always wearing a black turtleneck and jeans. The explanation is that this is one less decision for the busy leader to make each day.

Many church and ministry leaders are suffering from decision fatigue right now. There are more decisions, and many routine decisions have become more complex. A year ago, none of us were having to decide whether to open the doors for worship on Sundays. Even if that decision has been made, the list of other pending decisions feels like the waves of the ocean that just keep coming. 

So what can you do if you’re experiencing decision fatigue?

• Reduce the number of decisions that you have to make. I’m not saying the questions should go unanswered, but I am suggesting that someone else can answer them. Now is the time to delegate. If you have been deeply involved in worship planning worship, this may be the time to let that go to give you bandwidth for other decisions. Don’t hold onto decisions just because you’ve always done it that way.
• Expand the circle of people who are authorized to make leadership decisions. It’s the only way that you will be able to reduce your involvement. No, they won’t always make the same decision that you would make, nor will they always get it right. But if you have a competent team, trust and empower them to do their jobs.
• Choose the right time horizon for your decision focus. Week-by-week is too short for any meaningful planning. Looking a year into the future seems futile for most issues in the current climate. (Although some opportunities require a long-term perspective.) Pick a time frame that makes sense. Focus on programming decisions for the fall, not the entire school year. Consider a 3-month rolling budget rather than a 12-month one.
• Act rather than getting stuck in constant deliberation. “Paralysis by analysis” describes the desire to have all the information before choosing the path forward. But we never have all the information, and that’s especially true in our current environment. So get the right people in the room with the best information available, decide the right next step, and act.

I don’t expect you to be any less fatigued even if you take all these steps. But I am confident they will help you and your organization step into an uncertain future.

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I recently shared some ideas based on an editorial by David Brooks in which he said, “People tend to have better outcomes when they are held accountable by a network of peers.” My previous blog focused on the outcomes of the people that we’re leading and serving, but it’s just as important to consider how this idea applies to us as leaders.

What does your church or ministry need from you as a leader? Your answer to this question points to a desired outcome, or at least the behaviors and characteristics that will generate the desired outcome. For example, you might say that your church or ministry needs you to be:

• Bold and courageous in leading change
• Innovative and risk-taking in launching new initiatives
• Empowering of others to share leadership and expand organizational impact
• Willing to admit mistakes and to hear different perspectives.

It’s possible for one (or more) of these characteristics to come naturally for a leader. But in many cases, the desired behavior is easier to identify than enact.

That’s where peer accountability can change your leadership trajectory. Would it make a difference if you were part of a trusted group of peers who faced similar challenges and who encouraged and held each other accountable? I’m confident that it would. You don’t need more books or conferences. You need the nudge to act on what you may already know and a safe place to reflect on your experiences, both successes and failures.

Peer accountability can take many forms, but there are several things that are essential: commitment, trust, vulnerability, and a sense of being on a shared journey. Groups membership is closed (or at least not constantly changing), as this is essential for trust. The best groups meet face-to-face and require an investment of time. They rarely produce immediate breakthroughs, but they often lead to significant growth for the leader which in turn lifts their organization.

I’ve heard most of the excuses – not enough time, can’t find a group, bad experiences in the past, etc. But if I could give any advice to a ministry leader today, it would simply be to find or create a meaningful peer group. It might be the best professional investment you’ll ever make.

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I’d be embarrassed to count the number of times that it has happened. I meet someone new at church or at an event, and as I’m walking away, I realize that I’ve already forgotten their name. The truth is that the name never lodged in the memory bank of my brain because I was too busy thinking of what I would say next or too distracted by something else around me. 

Perhaps this is just my personal failing, but my observation is that many church and ministry leaders commit an even more serious mistake. In the moments when important decisions are being made, many leaders are not paying full attention to what others are saying. Instead, these leaders are “reloading,” readying the next round of their argument to support their position. Or they are shifting into a defensive mode because they feel attacked. Or they too are distracted, thinking about the meeting that they just left or the one they’re about to go to.

This failure to listen fully is easy to understand. Pastors, in particular, are seemingly trained and paid to speak, not to listen. And reloading or defending are natural human tendencies. But we need to be aware that these behaviors virtually guarantee that our decisions will be less than optimal and that our leadership teams will be frequently frustrated.

If this blog strikes a chord, then let me invite you to remember some simple practices that you’ve learned in the past:

• Paraphrase what you’ve heard someone else say before responding. 
• Monitor your own defensiveness and anxiety, and when you feel it rising, slow down before speaking. 
• Invite trusted colleagues to gently question you when you don’t appear to be fully engaged. 

I can remember that new acquaintance’s name if I just pay attention. And you can hear more fully if you do the same. 

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I was sitting in a coffee shop, looking out the window at the adjacent playground, and I noticed a 4-year old boy climbing up the slide from bottom to top. We’ve probably all seen this dozens of times. It seems to be a fascination with children. Perhaps it should be a fascination with leaders.

First, pause to consider why a child goes up the slide in reverse of the intended direction. In some cases it is an act of rebellion – they’ve been told that the slide is a one-way apparatus. But more often it is an act of creativity or exploration or challenge. It’s as if the child is saying, “I want to do something different” or “I want to discover something new” or “It’s easy to slide down – the challenge is to go up.”

Is your leadership characterized by creativity and exploration? Do you embrace or avoid challenges? Far too often, pastors and ministry leaders seem to settle for just going down the slide. And they often do so cautiously, like the child who uses her feet as a brake to keep from building up momentum.

Of course, the reasons for a lack of creativity and exploration are legitimate. Churches and ministries create many barriers to experimentation. Leaders who pursue new ideas are often punished. Even if the threat isn’t this direct, venturing into the unknown takes time and attention, something that seems to be in short supply for ministry leaders. 

While I recognize these reasons, I’m convinced that we will never reach our potential if we don’t take some risks and experiment with new ideas. So take an afternoon to sit on a park bench near a playground, and dream about the slides that you want to climb. 

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On Easter Sunday, I was a visitor in a church where I had never worshiped before. I had absolutely no responsibilities, so it was a great opportunity for me to simply worship God and celebrate the good news of the empty tomb. 

And yet, I found myself slipping into the role of the silent critic. The sound was a bit out of balance and distorted. One unofficial greeter was far too friendly, and the others didn’t notice me. The associate pastor explained key elements of the service so that an unchurched person wouldn’t be uncomfortable (which was good), but his explanations were too long. 

While all of this may be 100% accurate, the real question is, “Why couldn’t I just engage in worship and enjoy the day? I don’t know all the answers to this question, but I know that the inner critic inside of me always seems ready to jump out. Is the same true for you?

That inner critic has some redeeming qualities. He has good insights and wants to make things better. He doesn’t offer his opinions maliciously (at least not on his good days), but truly seeks the best for the church or ministry, and offers his feedback to bring about improvement. If you press him, the inner critic will say, “Yes, it was good, but it could be great.”

The problem is that the critic can cause almost anyone to feel beaten down and inadequate. He can make a “factual” observation and move on as if it’s no big deal, but the person on the receiving end may crumple in defeat. Because there is always room for improvement, complements from the critic are rare. People cringe when he asks for permission to share his perspective.

So why am I writing this blog? It’s partly cathartic and confessional. And it’s a caution to others who harbor an inner critic. My feedback to you is to be more aware of how your input affects others. I’m also writing for those who tend to be on the receiving end. Remember the critic has good intentions, but don’t let them wear you down. You might forward this blog to your biggest critic and invite them into a conversation about how you can relate differently. 

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Staff led or lay led? I’ve been in many conversations with churches where this question has either been asked directly or implied. We generally think of large churches as staff led and smaller congregations (with only 1 or 2 staff members) as lay led. But I believe the question creates a false dichotomy. And in doing so, we miss the opportunity to be well led.

Why is this a false dichotomy? Surely it’s important to know who is leading. The problem is that the language implies one person/group will make all the important leadership decisions. This leaves the other group on the outside, waiting to be informed and then expected to follow. If you’ve spent any time around churches and ministries, you know this doesn’t work. 

A lay led model puts all the decision-making authority in the hands of the governing body (board, elders, session, church council, etc.). They make the directional decisions. And because they take their responsibilities seriously, they may also be heavily involved in programmatic details. The pastor normally has a seat at the table, but may have few opportunities to speak or influence decisions. As a result, communication with the broader congregation – which is normally led by the pastor – will lack enthusiasm. And the actions of the pastor and other staff members will be half-hearted because they haven’t bought in.

Of course, if all decisions are made by the staff leadership team, the same issues of low buy-in will arise among lay leaders. Their lack of support will often spread to others in the congregation. And as important as staff leadership is for a large church, it is futile if no one is following.

So how can a church be well led, rather than staff or lay led? It starts with the recognition that there is only one senior pastor (or perhaps 2 co-pastors). They are the primary communicators. They spend more time praying and thinking about the direction of the church than anyone else. They have a unique voice that needs to be heard at the leadership table. At the same time, well led recognizes that lay leaders bring a deep love for the church, diverse gifts, and a fresh perspective to the table. Their ability to motivate fellow members is distinct, and often more powerful, than paid staff. 

In a well led church, staff and lay leadership collaborate on important issues. When a decision is made, they use first-person, plural language – “we decided” – to indicate their ownership. And they demonstrate their ownership by fully investing their energy into implementing the decision. So quit asking whether your church should be staff or lay led. Instead, ask how it can be well led. 

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I have a complicated relationship with Palm Sunday, and I suspect I’m not alone. We usually sing upbeat, joyous Hosannas, but I know the crowd will desert Jesus just a few days later. Somewhere along the way in my Christian journey, I’ve learned to see these people in a 2-dimensional caricature, shallow and fickle and insincere. But as I think about it, many in that crowd were probably genuine in their adoration and had good intentions, just like people today.

The truth is that I can quickly rush to judgment, labeling people as good or bad, allies or enemies. We all know that this is a false dichotomy. Almost everyone falls into the gray area between these two extremes. And if we don’t recognize this, we will ignore “bad” people who have great potential. Or we may trust a “good” person more than we should.

Consider someone that “transfers” their membership to your church. We tend to look at the church they’ve come from (“it has a good reputation”), the person’s profession (“she’s a senior-level corporate manager”), and some initial impressions (“his Bible looks well-used”). If they pass these quick tests, we will plug them into a hole in leadership. How often has that backfired on you?

If any of this rings true, how should it affect your leadership? It underscores the importance of not slapping a label on a person as soon as we meet them. We need to get to know their story. What is their spiritual journey to this point? What are their struggles? What has God been teaching them? Sure, this process is time-consuming, so you’ll need others to share this important work with you. Just remember that the time invested on the front end will pay many dividends in the future. 

There is actually biblical evidence that my simplistic labeling of the Palm Sunday crowd is incorrect. It’s tempting to point to Jesus’ trial as evidence that they were all “bad” people who turned on him and shouted for his crucifixion. But in Acts 1:15, a group of 120 is gathered in obedience and anticipation, waiting for the arrival of the Holy Spirit. I suspect that some of them were on that Palm Sunday road and were conspicuously absent in Jesus’ hour of need. Just as I suspect that some gifted people are ready do more in our ministry if we get beyond our 2-dimensional caricatures. 

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You’re driving down a road and see one of those annoying speed bumps ahead. What do you do? You may try to swerve around it, but I doubt that you turn around and choose a different route. A barricade where a construction crew has dug a deep trench across the road would be a different story. 

Pastors and ministry leaders need to be able to determine whether they are running into a speed bump or a solid barricade. And unlike my driving analogy, it is often difficult to tell the difference as you’re approaching an obstacle, as if you’re driving at night without any lights. Consider three different examples:

• The satellite campus that was launched last year is well below the target for attendance, which means that it is also a financial drain. In addition, one of the key volunteer leaders for the campus just resigned. Speed bump or solid barricade?
• You and your team have worked for several weeks to develop plans for a new partnership with a local elementary school. When you roll it out to the broader leadership group in your church, your brilliant plan is met with a mixture of apathy and critical questions, plus a few who are completely opposed because “we need to strengthen our existing ministries.” Speed bump or barricade?
• You’ve been trying for 4 years to lead a revitalization effort, but it seems like the board doesn’t really trust your leadership. They’re constantly second-guessing you or asking you to slow down. Speed bump or barricade?

In each case, the best decision may be to treat the issue as a speed bump, moving forward but at a slower pace. But it may also be time to close the satellite campus, abandon the new initiative, or look for another job.

While these kinds of situations are rarely clear cut, four things can help you in the decision-making process. First, be sure that you’re looking at the bigger picture and not just a single data point. Second, know yourself. Do you tend to give up too easily or are you the person who never quits, even when you should? Third, invite others to help you discern whether you’re encountering a speed bump or an immovable obstacle. And most importantly, pray for God to give you wisdom. Doing these things may add enough light for you to see the road ahead more clearly. 

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During the pastor’s sermon at my church this past Sunday, something in the corner of my eye briefly caught my attention. Our church meets in a venue that is a concert hall 6 days a week, and it turned out that the distraction was a piece of confetti drifting down from the rafters. As far as I could tell, our pastor didn’t notice. It certainly didn’t interrupt the flow of his message.

Leadership vision is a funny thing. Leaders need to stay focused and not be distracted from the main thing. At the same time, they need to have their antenna up so that they are aware of changes in their environment that may call for adjustments in their priorities. Too much focus can turn into tunnel vision that puts the church or ministry at risk by ignoring significant changes. But devoting time and energy to every distraction will create organizational paralysis or the chaos of constant changes in direction.

So how can you stay focused and yet not miss what’s happening on the periphery?

• Be clear about the main thing. It’s impossible to focus if you don’t have clarity about the vision and the priorities for reaching the vision. 
• Establish listening conduits. A listening conduit is anything that gives you connection and insight into your church and your mission field. This can include times when the leader is intentionally listening or other people who are invited to be eyes and ears for the leadership team.
• Create appropriate filters. Good listening conduits will bring in a wealth of information, which can be overwhelming. So there also needs to be a way for the leadership team to filter out those little pieces of paper that are nothing more than a distraction while at the same time retaining information that appears to be important.
• Conduct regular strategy sessions. How often do you and your team review and revise your church or ministry’s strategy? I’m not asking about the meetings where the plan is developed. Regular strategy sessions are an opportunity to decide if any of the new information calls for adjustments in your plans.

Sure, it was just a little piece of paper that was easily ignored. But it helped me clarify some thoughts about leadership vision. What do you need to do to improve yours?

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