Who has the Lord used most, as a leader in your life, to shape you? Proverbs 27:17 says, “As iron sharpens iron, so one man sharpens another.”
We know, of course, it is the Lord doing the sharpening, but integral to the process are the leaders He inserts into our lives, be they pastors, staff ministers, teachers, supervisors, even mentors and other disciple makers.
Everyone is a follower. And most of us, at least to a degree, are leaders, with some called to shepherd congregations, church ministries, groups or teams. So, it benefits all of us to know what every ministry leader owes their team. Here’s my top ten.
Leaders owe their teams clear direction. By this I don’t mean that senior leaders should dictate or micromanage the work of team members. But they owe their teams clarity concerning the overall mission of the church and how their team’s work serves that mission. Likewise, team leaders owe their members clarity concerning how their individual service contributes. This fosters team alignment and keeps “the tail from wagging the dog.”
Leaders owe their teams defined expectations. Unmet expectations cause conflict, but expectations often go unmet because leaders don’t communicate them clearly.
Tacit, or assumed, expectations are the enemy of harmony and fruitfulness. I received an angry call once from a pastor in Louisiana who complained that his new youth pastor missed a church-wide event. The youth pastor said, “It wasn’t a youth event. I didn’t think I was needed.” I asked the pastor, “How did you communicate his presence was required?” The best he could say was, “Oh, he should have known.”
Remember this of your staff and fellow church members, especially those new to your church: THEY ARE NOT MIND READERS! Pardon me for shouting.
Pastors and senior leaders should clearly communicate expectations for each ministry area within the church. Likewise ministry leaders should clarify expectations for all members on their team. This clarity should include tasks, goals, resources, time frame, and any boundaries they should respect when carrying out their service.
Leaders owe their teams the resources for doing the job. Few things are as frustrating as having a responsibility but insufficient resources. Leaders should clarify what budget categories or funding options are available, as well as space, curriculum, transportation and other resources. I knew a youth pastor whose church expected a summer mission trip, yet made no provision for such in the budget. In the mind of many church members, he failed.
It’s important for leaders to assure resources for all ministry expectations. And, if the resources are not available, then it’s time to adjust the expectations.
Leaders owe their teams trust to do their jobs well. When leaders assign ministry responsibility, their teams work best knowing they’ve been entrusted to the job. Should they miss expectations, the best leaders take it as a learning opportunity leading to more fruitful service. But when their work is regularly circumvented by others, people often withdraw. Leaders who step in and perform the work of their teams will find themselves doing the work of their teams.
Leaders owe their teams care for each member as a person. In the church, all leadership is pastoral. There is a tendency in some congregations to treat paid staff as employees, and certainly there is a high degree of accountability expected with a paycheck from the church. But pastors, supervisors, or personnel committee members who ignore the personal and spiritual needs of their teams miss a core function of their calling. In the church all work, whether by paid staff or volunteer, emerges from the workers relationship with the Lord (Col. 3:23). In other words, pastor, you’re not just the boss. You’re their pastor. Staff members and lay leaders, you too shepherd your teams.
Leaders owe their teams regular communication. When I was a missionary I worked under several lines of authority, with one particular supervisor who never contacted me unless he was upset about something. After he vented for a while I would clarify the situation. We usually discovered that the problem wasn’t really a problem. He would have avoided stress for both of us had he read my reports and reached out with questions or concerns. Regular communication, including status updates, helps to offset matters before they become problems, leading to a more fruitful experience for everyone.
Leaders owe their teams affirmation for work well done. This relates closely to number 6. When the only comments team members hear are critical or corrective, they are hard to digest. Affirmation blesses the people who serve with you. And the more you encourage and affirm your team, the more likely they are to hear your concerns and respond appropriately to the more difficult communication.
Leaders owe their teams correction, and adjustment when necessary. It would be wonderful if everyone’s service in the church was positive and fruitful, but sometimes teams, staff members or volunteers miss reasonable expectations or otherwise need correction. One benefit of regular performance review is catching issues early, allowing for adjustment to expectations or tactics. But a tragic mistake for any leader is waiting until the frustration level reaches a peak before addressing problems.
Leaders owe their teams leadership by example. Leaders can’t do it all. Just ask Moses. But they must do something, and particularly they must exemplify the character and spirit expected of everyone in the church.
While in deacons’ meeting for a church I served, Brady lamented the poor participation by newer church members in our discipleship process. When I noted that not one of our twenty-four deacons, including Brady, participated either, he replied, “But we don’t need the training. They do.” I answered, “How can we expect someone to do something that our leading members are unwilling to do?”
Even the most sincere, growing disciples will not do what they don’t see their leaders doing. So, leaders, set the pace!
Leaders owe their teams character supporting their position as a leader. This should go without saying, but it’s obviously necessary. Sometimes the need for leaders in the church is so great that, at the first sign of ability or availability, we call or enlist someone for a job. Then, when their true character reveals itself, we pick up the pieces.
Scripture makes clear that spiritual and character formation should precede ministry responsibility. Most stories of moral failure of pastors and other leaders are rooted in their taking positions beyond what their character can sustain. And so pastors, staff, and lay ministry leaders must maintain vigilance in the pursuit of godly character and growth as Christ’s disciple.
Now think back to those leaders who came to mind earlier. Can you see how they discharged these obligations as they invested in you? Now, consider the arenas in which God has entrusted you with leadership. Picture those you lead most directly. How are you discharging this debt? Let me know in the comments below which of these you find more natural and which, if any, you struggle with. And, as always, if you need a hand, give me a call.
Blessings,
Bro. Jim