Effectively Prioritizing

Leaders should set priorities. I say "should" because, all too often, leaders let the priorities and agendas of others side-track the organization.

We let the last minute panic of others (usually caused from their own lack of planning) pop up and steal our day. We get pushed down dead end trails running after errant stakeholders. We waste time reorienting ourselves after our attention is distracted for non-strategic matters.

Leaders should set priorities. Think of the "setting" as in setting something in concrete. Assuming that priorities are seated firmly within the strategy of the organization, priorities should not change without abundant discussion, contemplation and analysis. Running up against opposition does not warrant a changing of the strategy embedded priority. If priorities changed, then strategy should have changed as well.

Priorities, if properly chosen, are the stepping stone goals that will move you and your team toward accomplishing your purpose. Priorities serve as the guard rails for the organization to ensure coordination of effort and direction of movement.

An entity that does not respect and defend their priorities will create a culture that lacks accountability and efficiency. The culture becomes one of individuality and disconnection. Efforts are disjointed and lack focus. Multiple paths to no where are entrenched as "the way we do things around here" without priorities.

Priorities should be as sacred as mission to the leader. They are the boundaries in which you will succeed.

Difficult Conversations

Seems that church is a lab of sorts for difficult conversations. Most of these conversations should have a happy ending -- bringing healing to a relationship. They often don't because we avoid difficult conversations.

Where there are people there will be difficult conversations. People tend to create controversy. Egos are played out. Things are said that should have been kept quiet. Bad attitudes go undetected until too late. Secret agendas suffocate the good intentions of others. Mistakes are seen as targets to be fired upon rather than part of the journey of living.

Whatever the source, the dynamics of being a church will result in the need for difficult conversations. The need is always there, the desire to act on that need is often rare.

Most people avoid having a "heart to heart" with someone else. We wish that issues would simply fix themselves and we ignore the symptoms that the issue is growing worse. We do not like to talk to others about issues that could upset them. We fear confrontation, reprisal and the hurtful words in response that may follow. No doubt, engaging in a conversation that intends to address a difficult situation leaves us open to these risks. In the end, however, it is worth it and it is our responsibility to pursue the healing dialogue.

If you have a difficult conversation on your horizon, consider these helpful tips:

1. Timing is very important. A difficult conversation cannot be accomplished in a hallway passing. Pick a time when you feel the other person will have the fewest distractions and be the most rested.
2. Location, location, location. Find a place for your meeting that is private as well as a neutral territory. The chance that your conversation will be overheard or interrupted will significantly minimize the depth of the conversation.
3. Offer a generic yet meaningful invitation. If you are too specific in your invitation to meet -- "Hey Bob, I've been wanting to ask you why you are a jerk to the rest of the team so how about we get together for coffee tonight" -- will allow the other to build up the steam of defensiveness prior to your meeting. Instead go with: "Bob, would you have some time for me this week? I'd like to talk with you about something important."
4. Be prepared to walk down the path of denial, victimization and possibility. In other words, it will take some time for the other person to see themselves in the role that you describe them. We don't often see ourselves as others do, so give them some time to deny, point to others and then gradually accept there may be a shred of truth in this conversation.
5. Insist on getting back together. Don't leave them to struggle in isolation with what you have dropped in their lap. Ask them to think about it a couple of days and to call you or plan to get back together. The greatest potential for discipleship and healing comes in the follow-up.
6. Stay true to your promises. If you promise confidentiality, not a word to anyone else. If you promise support, stay as close as a brother. If you promise to engage the assistance of others, do so without fail.
7. Learn from the mistakes of others. To be an effective encouragement in our church, we must always realize we too are capable of the same offenses we discuss with others. The humility of walking with someone through a struggle should be a constant reminder that we have our own failings. Someone who has walked through the journey becomes an effective guide for others who stray off the intended path.

The ability to effectively engage in difficult conversations places a tremendous responsibility on you to be the keeper of the faith in your church. Don't deny the opportunities that present or the ability to improve this important obligation to others.

Power of Weekly Review

We all need a moment in time where we are certain about where we are so we can clearly see where we need to go. A time of weekly review provides that point in time.

Several practical descriptions exist regarding the format of the weekly review -- Google "weekly review" for a list. Personalizing your review is very important. By creating a set time each week with a structured format that you will review your status, you will decrease the time spent on execution, re-work and inefficient processing.

The weekly review is intended to give you a perspective on where you are in your march toward your goals. It is a time to re-align the pieces of your work with the overall master plan. Details are properly stored in accessible forms and places so that actions in the coming weeks are thoughtfully executed in alignment with your goals. Reviews of this nature give you the confidence of knowing you are progressing in the desire direction.

Use these guiding questions to create an effective review in your weekly routine:

1. What action items did I commit to this week that are not yet in an actionable format?
2. What elements of my work did not go as planned this week and what adjustments do I need to make to bring them in line with my goals for next week?
3. What resources do I need to get in place for next week's work to be more efficient and on time?
4. What action items am I carrying that I can delete from my list?
5. Which of my assumptions changed during the past week and what is the impact on my goals?
6. Is my calendar complete for next week with enough detail to get me to the right place, at the right time with the right materials?
7. Did I pick up additional information this week that needs to be added to or updated in my "Contacts" list?
8. What materials did I collect that I don't need to keep?
9. What is one thing I can change about my work pattern to increase my efficiency next week?
10. Which of my goals require greater focus this week to stay on schedule?

Incorporate a weekly review in your routine to gain a sense of calm and accomplishment.

Hiding in an Office

The most dangerous position from which to lead a church, business or organization is from an office.

In terms of the lowest rate of return of any real estate in the organization, the office is by far the winner. An office becomes a deadly organizational trap as leaders experience upward mobility within the organization. A more prominent position brings with it a more private and comfortable space. Keyword being "space."

An office puts an arbitrary space between the leader and the people of action. An office is typically a hiding place far away from the hassles, moans and whining of those on the front-lines of organizational purpose. Leaders build a cocoon of retreat in which they can "think" strategically or plan "purposefully" yet they are so detached from the real action that their thinking and planning are unrealistic and out of touch.

Leaders must keep themselves in the midst of the daily flow of organizational activities. They cannot hide. They cannot retreat. They must see time spent in an office as a detached existence. Conversations with those serving and those being served must take place away from the sterile, paradigm numbing walls of an office.

If your church seems to be out of step with your leadership, honestly assess the time you spend locked in your room. It is time to come out and engage.

Deadly Change

One of the things I hear often from pastors is how difficult is to move some of their lay leaders toward a change in approach, focus -- or sometimes -- even just change in carpet.

Well if you are having one of those days where change seems too hard to face, jump on over to our sister site and read the story of "deadly change." It's all about washing your hands!

Problem of Creativity

In a recent Convergence survey, creativity was listed in the top five needs of the surveyed pastors. More specifically, the inability to inspire creativity within their staff and lay leadership was the problem at hand. These church leaders join millions of other leaders seeking that elusive goal of creativity.

When I encounter a leader who expresses a desire for his or her team to be more creative, I ask them: What would you like for them to create? The question throws them a bit since everyone knows that organizations just need to be creative. I'll get a ramble about wanting breakthrough ideas or "out of the box" strategies -- but they sound more like merit badge efforts or check off the box --hey look at us, we're creative -- prideful accomplishments .

I've come to believe that creativity doesn't exist in organizations because (1) it isn't what they are really striving for and (2) it's impossible for them to conjure up something that is truly creative, genuinely new. Their misguided pursuit takes the emphasis off of organizational outcomes and attempts to place the spotlight on personal performance.

One could argue that creativity versus construction is a matter of semantics and in some cases it is. However, to do so looses sight of the subtle distinction and importance that vocabulary plays in an organization. Striving for a brilliant, totally new idea is a futile attempt that is likely embedded in self-serving motives. Rather, constructing something new from elements at our disposal removes the pride of ownership and becomes a team effort much like a group building something with a pile of Legos.

Constructing new objects, paradigms or processes is not enough by itself. Instead, organizations are better served by assembling parts, ideas, processes in a unique way to meet a need. A focus on purpose rather than creation moves the organization toward a more meaningful pursuit. It is about vocabulary for sure, but it makes a distinction that draws away from personal fame for the sake of impressing others with a so called creation. The canvas needed for creating something new doesn't exist. Rather we are to make a new product, or process, or effort from the building blocks that God has already given us. It is the classic create versus make distinction. For a expanded explanation of the subtle difference click on over to our sister site to learn more about the problem of creativity.

Vocabulary is Important

“Words kill, words give life; they’re either poison or fruit -- you decide.” Proverbs 18:21, The Message

Vocabulary is important. However, we are so surrounded with words that we minimize their impact on our own well-being and that of others.

Tribal Leadership authors Logan, King and Fischer-Wright use one’s language to place individuals and their collective organization in various stages of development. They point to “a specific fingerprint made up of language that people use” to understand the person’s outlook on life including their work. Their premise is that when we change our vocabulary, we change our beliefs which in turn reinforces our new perspective and communication style.

Words have long been known to build up or tear down a child’s self-esteem and life-perspective. That impact appears to have a similar affect on adults. I have been surprised through my 25 years of leadership to find past employees who still remember a compliment I gave or kept a thank you note I sent many years ago. We hold to the admiration given to us by our leaders. That admiration reinforces a leader’s ability to “endear” those who follow to his or her leadership; which I believe is the strongest organizational connection to which a leader can aspire.

Words, of course, cannot be mere hollow scripts. Compliments and encouragement must be heart felt. Inquiries into a team member’s well-being must be genuine. Transparency on the part of the leader must be real. Words are a reflection of our inner-beliefs. While they can be used to manipulate on occasion, over time, they will always bear out deeper convictions.

The Proverbs teach at length about the incredible power of words. Words are the means by which others will interpret our values, follow our encouraging vision, and learn of unknown capabilities. We are cautioned to guard our words. We are told that our words convey wisdom and cultivate honesty. They are not merely words -- they are elements of teaching, healing and direction. They are to be used wisely.

If you find some under your leadership who lack confidence, consider what your words have done to put them in that diminished state. Have you thoughtlessly dismissed their thoughts with a quick dismissal of their ideas and a statement of your own thoughts?

Consider how your words have stripped them of motivation. Have you removed their accountability and responsibility by speaking to them as children?

If you find they are self-focused at the expense of the team, have your words conveyed your efforts are all about me, my or I? Our team will mimic our words and therefore adopt our beliefs.
Vocabulary is important. Proverbs 16:10 instructs that “A good leader motivates, doesn’t mislead, doesn’t exploit.” Your words will determine your standing against that promise.

Courtesy of RodBrace.com

Reconnecting After a Conflict

When the Pastor and key leaders are not aligned, the church will not be effective. There will be times in the Pastor's journey where they will say or do something to upset a key leader, director or deacon. It is important that the Pastor, as the leader of the church, reach out to that individual to repair the relationship and bring them back into the purpose of the church.

These instances more often occur when a Pastor has not established strong baseline relationships that withstand these times of conflict and quickly come back into alignment. For that reason, it is crucial that Pastors deepen key relationships. However, there are ways that a Pastor can regain their relationship with the leader and regain organizational momentum.

If given the opportunity, we know the right words to say and have the desire to reconnect, but the opportunity doesn't always exist. The 10 suggestions below may help you access the opportunity or generate other creative ways to reconnect.

1. Catch the leader doing something honorable, creative, helpful and send them a thank you card (if the disconnect is serious) or a phone call.
2. Ask them to ride along with you for support as you make a visit to a church member's home.
3. Tell them a particular book has puzzled you as to how you can apply it or whether you should apply it in your church and would they mind reading it so you all can get together to discuss.
4. Invite them (and spouse) to your home for dinner. Keep is casual. Don't force the topic of dispute.
5. Copy them on an article that you found interesting and ask them to email you their thoughts.
6. Invite them and a friend of theirs to lunch to get their input on an upcoming message series. Having their friend there helps break the ice in conversation.
7. Ask your spouse to have coffee with their spouse and see where the conversation leads.
8. Speak highly of them in front of others. It will get back to them.
9. Send an "I miss your friendship" card and express your desire to meet.
10. Pray daily for them, their ministry and that God would allow you the opportunity to reconnect.

Learning to Listen Strategically

Let’s face it -- as leaders we like to pontificate the future vision of hope and impact to those gathered at our feet with twinkling eyes of awe and determination. Don’t kid yourself. Those blessed to be in your midst, as you would see it, are really much more interested in having a productive relationship with you and the purpose of your organization. Leadership is about relationships and relationships absolutely require excellent listening skills.

Listening is an art that is rarely taught, often under-appreciated and the missing skill of many bewildered leaders. We don’t receive listening grades in school -- unless of course you were that continual interruption for your third grade teacher who would give you the opportunity to ponder your listening deficit with nose in corner. Listening is the glue that keeps marriages intact, strategies defined and feedback flowing. Listening is crucial to leadership and life.

To listen “strategically” we test ownership of our vision with our team, capture different points of view that may change our approach and strengthen our relationship with the team members. Strategic listening serves as the road map of meaningful conversations.

Strategic listening requires a balance between capturing input (preferably in writing for later processing) and asking leading questions. Push yourself during conversations to follow up on comments that come up to make sure you understand what is being said. Repeat back in your own words what you hear to ensure you are on track. Ask questions that are open ended that allow others to express their ideas and emotions. Avoid indicating their input is something you already thought about or is not helpful. Don’t interrupt. Keep eye contact. Show them you are interested by writing down what they say.

As you listen, expect to learn something. An attitude of expectation will create a more engaging conversation and demonstrate appreciation to others. Strategic listening should not be reserved for only those you believe to be on your side. By showing an attitude of expectation and interest to those who traditionally disagree with your position or have been difficult to engage in the past, you take the first step toward converting them into a partner rather than a barrier to success. The act of listening is a powerful, often avoided, element of converting contrarian views into a highly supportive relationship. Listen very closely to objectors and you will often learn how to improve your plan and address objections.

Leaders who listen endear themselves to those they lead. Strategically apply the art of listening in your organization and see your vision take root in people you once thought would never grow and benefit from those who are fully engaged.

Step 4 of Fulfilling Your Vision (Aligning Effort)

You have arrived at the last step in your journey to fulfill your vision for your church. With your champions enrolled and well versed in the urgent purpose you have called others to join in; the last step is where the impact is made and the vision takes shape.

Step 4 is the alignment of effort. Alignment is often the missing ingredient in a plan. By creating well defined roles and allowing others the flexibility to execute their portion of the vision, a unified effort brings results. Simple in concept, alignment is frequently overlooked in a volunteer organization such as a church. Leaders tend to not closely coordinate or align volunteer efforts as they would an employed position. Champion volunteers, on the other hand, are aligned first with your urgent purpose, making them more inclined to accept assigned roles and coordinated efforts. Be clear in your expectations of your champions and check in with them often to monitor their progress. Ensure they have reasonable timelines and the necessary support and resources.

It is important that each person involved not only understand their role, but also understand the role of other champions. Moving from the “big picture” to an individual’s specific role allows self-coordination and greater creativity without interfering with other roles. By using a “tight-loose-tight” oversight approach, you can appropriately manage a unified effort while allowing the personal touch of individual effort.

The initial “tight” is the definition of your urgent purpose. A vague purpose statement will not fulfill your vision. Create the expectation among champions that everyone will strive for the same, highly defined goal. Once the “tight” expectation is established through your urgent purpose definition and described during your focused communication phase, you can then allow a more “loose” approach to execution. Allow champions a great deal of latitude in executing their part of the plan. Encourage new approaches and different avenues. The final “tight” is in the expectation of timelines and end results that represent successful execution of the vision. “Tight-loose-tight” will inspire your team to individualize the effort while at the same time stay on goal.

By aligning effort your momentum is more likely to overcome negative opinions or political maneuvering by those desiring the status quo or an alternative direction. The alignment establishes your individual champions as a team of highly coordinated and inspired ambassadors for the cause. They will find strength in their coordination and satisfaction in the part they play. Celebrate with them as you reach your desired destination and realize the purpose for which God has called your church.

Here are links to all 4 steps:

Step One - Engaging Ministry Champions
Step Two - Defining an Urgent Purpose
Step Three - Focused Communication
Step Four - Aligning Effort

Checkers vs. Chess

I prefer checkers to chess. I know chess is considered by many to be the more mature game of the two, but checkers doesn’t require as much thought or strategy. Sure, there is some strategy involved with checkers, but you could easily play checkers without having to think nearly as hard. Also, with checkers you can be more reactive if you were feeling particularly lazy.

However, one day I was driving and I was thinking about how I was leading my life, family, and ministry. That is when the metaphor of checkers vs. chess first popped up in my mind regarding life and leadership. I had been leading my life with a reaction-driven mentality, and often was moving forward impulsively hoping for the best and not thinking about how my current ‘moves’ would be impacting the future. I was viewing my life like a person who was playing checkers.

I’m not very good at chess, and perhaps this is one of the reasons why I do not prefer it to checkers. However, I know people who are great at chess and often think many moves ahead. They are responsive, strategic, and are aware how one move will effect another opportunity. When I realized this it hit me, “I need to begin viewing life and leadership like a chess player!”

As ministers, leaders, spouses, parents, and teammates we can learn a lot from this metaphor. Most of us lead our lives and all that is involved as lazy checker players. We have tons of opportunities and options on our plate and rather than slowly considering the long-term goals and visions we are serving, we usually react to the most appealing options and ‘fires’ that pop up. Of course, we all have seasons of life when this is inevitable, however, this tends to be the norm rather than the exception for many.

It is not easy to change how we view life, especially if we have forced ourselves into a place where disorganization rules our lives. I know first hand how crippling disorganization can be, so the first step to transition from checker-style living to living like a chess player is to get organized, which I recently did. Also, it will take some time to sit and consider how your current decisions are going to effect long-term impact on you, your family, your church, or your organization. However, this is imperative in order to shift your thinking and outlook.

Those of us who are in any leadership position have a lot that is required of us. The stress builds up quickly and we are forced to make a lot of decisions. However, it is possible to be more strategic in our approach and this is why I hope you will commit to shifting your thinking away from reacting like a checker player and learn to be responsive and strategic like a chess player. You will find that the more you demonstrate this shift, the more your people (family, church members, etc.) will trust you and follow your lead, and the lower stress you will experience in the long-run. Leading like a chess player requires that we keep the end in mind (capturing the King) while being intentional about the steps in getting there.

3 Types of Supporters

By God’s grace I have been leading a non-profit organization for over seven years. For the last few years people have asked me questions about the in’s and out’s of leading a non-profit organization. From questions like, “How do I file paperwork with the government?” to “What should I do first?” I have grown to enjoy helping people see God’s calling on their lives come to fruition.

One favorite question often asked has to do with gathering ‘supporters’ for the organization. I, along with most whom I talk with typically begin by equaling support with dollar amounts. However, looking solely for people to give money to your cause is extremely short-sighted. While I do not know of one leader of an organization who would turn away funds, I would say that an organization whose primary goal is to get money from individuals or organizations are missing out on the fullness of support that one needs in order to grow a healthy, thriving non-profit entity.

Over the years I have come to realize that there are several key support roles needed to effectively fulfill the mission of your organization.

The three primary types of supporters are Contributors, Connectors, and Expanders.

A Contributor is anyone who invests in the ministry either with their resources, their time, or their expertise. Without contributors the organization could not function or flourish. These contributors are invested in the vision and this is observed by their contributions to the mission. This is an obvious type of supporter, but not always easy to find at the onset of the ministry.

The Connector is an individual who believes in the vision of the ministry and is intentional about letting others know about it. They are driven to connect the leadership with those who would interested in becoming a supporter of the ministry. Without people who are willing to connect your vision with others who would A) be interested in participating or B) willing to support, then the effectiveness of the ministry will be greatly hampered.

Lastly, the Expander is similar to the connector, but this type of supporter is intentional about finding other like-minded individuals and ministries for yours to partner with. These people are gifted visionaries who are able to grab hold of the vision of your organization, accurately convey it to others, and effectively pursue new opportunities for the ministry. These individuals are unique in that they have a larger Kingdom perspective and are strategic in how they forge relationships.

With this brief overview, one can quickly understand that limiting ‘support’ to a financial contribution is short-sighted at best, but ultimately damaging to the organization in the long run. In order to effectively lead a ministry organization that flourishes the leader must understand the importance of enlisting each type of supporter. There may be some supporters who possess all of these qualities, which would be ideal. However, to dismiss someone because of their inability to ‘contribute’ financially is faulty as that individual may be a key connector or expander. To have a solid support base each of these support types should be pursued and nurtured.

Step 1 of Fulfilling Your Vision - (Engaging Ministry Champions vs. Lay Leaders)

Vision, to be implemented, requires champions. Champions are more than traditional “lay leaders” who show up for a meeting or two each month. They are special souls who are, or can become, as passionate as you are for the work that God has set before you. They are highly motivated by a sense of urgency to accomplish the vision you have put forth. They are energetic, creative and tireless in their pursuit of your vision. They are the people of your dreams. I suspect that at this very moment you are yearning for these champions. You can find them, but before we go further, we should distinguish between their way of thinking and that of lay leaders. The subtle difference between the world in which lay leaders live and the world in which you are calling them to serve -- makes a big difference. Here’s why.

Many a community leader and executive turned deacon, elder or teacher have underestimated the subtle, yet powerful distinction between the world in which they work and the church -- namely -- the power of employment.

There is something very controlling about having an employee’s paycheck at risk if he or she refuses to follow your vision. Countless Americans wake up each morning and head off to jobs they disdain. Yet, they do it. They tolerate the boss’s bad jokes, they endure the close confines of the cubicle, they trudge forward in a world of back-stabbing and inefficiency for one reason -- they don’t want to be fired - they need the job. For the most part -- they do what they are told, silently, begrudgingly. They do it. Not the case, though, when they are at church.

Something magically sinister happens when they enter the hallowed halls of church -- they become the recipient of their make-believe “God-given” right to criticize, chastise and rebuke. No individual, no minor detail escapes their critique. The pastor’s hair, the color of the carpet, the quality of the toilet paper, all fall prey to their biting tongue. The very same cheapo toilet paper found at church is silently endured at their workplace, but at church it is now an insult to their spirituality promulgated by none other than the Senior Pastor and it must be stopped with the execution of a curtly worded demand for his resignation appropriately signed anonymous. And so goes the difference between “at work” and “at church.”

It’s a difference that is lost on most well meaning business execs who serve on what they believe to be board-like positions at church. They miss the fact that the pastoral staff is holding it together on borrowed and begged time from volunteers. They don’t get that pastors have one of the most difficult roles in any organization. They treat a church like a business in which the pastor is a well-meaning but somewhat idealistic good guy who just needs to be guided. They don’t get that the pastor is God’s representative on site to ensure that God’s will is accomplished. They try to force what they know on an organization that is far more than what they can ever hope to know. They don’t get it, so they should not lead. They are different than champions -- they are merely leaders. The church doesn’t need more management technique wielding lay leaders. The church needs champions.

Lay leaders like to lead. But champions lead without knowing it. They draw people to the ministry. They recruit others to the effort by merely describing what God desires for their life. Champions support pastors in ways they could never imagine and in many instances without the pastor realizing so. Champions get things done without leaving a trail of bodies behind. Champions are rare in churches and even more rare in the corporate world which is why pastors need to look beyond the obvious business leaders and find the champions -- the inspired leaders that endear others to their leadership.

To successfully fulfill your vision and calling, you must have champions. To find these rare leaders will require some thoughtful observation and prayer. They are there. They are not easily visible because you have been taught to look in the wrong places. Step one toward reaching your vision is to find them. Once your champions are in place, the journey toward your vision involves a few additional simple principles (to be covered later in this series) coupled with the discipline of pursuit that only God can energize within you. With champions -- it is possible.

If you would like to pursue that journey through this series, let’s start with identifying some potential champions. Make a list of 12 individuals (yes, 12, worked well one other time) you believe have the capacity to be a ministry champion. Think of people who have joy in their life, who don’t have hungry egos, who have a heart for the things of Christ. Consider these people regardless of their position in life. You are looking for heart not title. Make the list and live with it a couple of weeks before moving to step two -- which is our next article in this series as we plot the path toward bringing your vision to life.

Here are the links to all 4 steps:

Step One - Engaging Ministry Champions
Step Two - Defining an Urgent Purpose
Step Three - Focused Communication
Step Four - Aligning Effort

Pastor's Priority

Life has many choices. Thousands of times a day we are faced with making a choice -- clothes to wear, books to read, calls to take or ignore. The efficiency of our day is predicated on the skill at which we make these choices. By choosing actions that are aligned with our goals, we experience productivity and feelings of accomplishment. To select otherwise, results in feeling overwhelmed and off-center.

In a recent survey of pastors conducted by Transform Ministries, prioritizing daily actions was listed as one of their greatest challenges. Understandably, pastors are faced with more opportunities in a day than they can hope to accomplish. Pastors serve a unique and difficult role in the church that compounds the difficulty of prioritization.

In my 25 years of executive leadership positions in for-profit and non-profit organizations, as well as providing leadership coaching to pastors, I have concluded that by far, one of the most difficult organizations to lead is the church. Primarily fueled by “volunteer” efforts and an individualistic spirit, the church is a complex organization that is often plagued by mis-alignment of intent which fuels the difficulty pastors find in prioritizing. Every member has a unique perception as to how the pastor should spend their time, and frequently, members of the congregation use the “democratic” platform that they believe the church should offer to them, to convey their beliefs.

As difficult as it may be, there are still some basic guidelines that pastors can use to prioritize their efforts and those of their congregation. Humans act like humans regardless the setting, making leadership principles a bit more generic than many leaders recognize.

The ability to effectively set priorities is in its basic form a question of alignment. Alignment simply means that all efforts in the organization are focused on agreed upon goals with everyone working in concert toward those accomplishments. Once purpose is established and agreed upon by the organization, prioritizing becomes much easier. The equation becomes:

Urgent Purpose + Focused Communication + Aligned Efforts = Success

Prioritization occurs as we select tasks based upon their support of the above three areas. If an activity does not support the urgent purpose of our church, then it should not be a priority. If a meeting is not used to communicate the urgent purpose or organize an aligned effort, it is not a high priority of our time or the time of others in our church. If an activity is not aligned with the urgent purpose, it will be wasted time at best or counter-productive to our goals in the worse sense.

Of course, simple equations often attempt to overlay simple answers on complex issues, but they can serve as an effective “screen” to determine the impact of a considered choice. In general, the mis-alignment of church efforts toward an undefined purpose, has caused considerable disruption among the congregation and frustration with the pastor’s calling.

Step back and ask yourself if you have appropriately completed the success equation for your church. It will become your effective tool for prioritization.

For additional insight into the connection between alignment and accountability, click here to read an additional article at http://www.rodbrace.com/

Convergence welcomes your comments, questions and advice for our readers.