Table of Contents

Employee Discipline in the Church

By Lynne Haggerman

It is not uncommon in the church for an employee to need correction because he* is performing job duties unsatisfactorily or exhibiting personality characteristics that are interfering with the success of the church. Paul reminded leaders in 2 Corinthians 2:9 to "take responsibility for the health of the church."** Since the church is the body of Christ, when one part (or employee) is not functioning properly, the entire body (including coworkers and the congregation) becomes dysfunctional.

In Titus 2:15, Paul stated "discipline them if they get out of line. You’re in charge." Workers in the church are considered leaders by its members. Paul asserts in 1 Timothy 5:20,21, "If anyone falls into sin, call that person on the carpet. Those who are inclined that way will know right off they can’t get by with it. God and Jesus and angels all back me up in these instructions."

Even with such clear directives, however, many pastors fail to discipline church personnel due to four primary, though fallacious, reasons.

MISCONCEPTION, ERRONEOUS BELIEF, MISUNDERSTANDING, AND DECEPTION

Misconception

Some pastors believe that disciplining personnel does not reflect love. However, if discipline is inappropriate in a Christian environment, why did God include Hebrews 12—a chapter devoted to discipline by God and parents—in His Word. Although teachers and coaches are not specifically mentioned in Hebrews 12, most Christians readily agree discipline is imperative in both schools and sports. Similarly, even though the workplace is not mentioned, pastors should not infer this Scripture is inapplicable to the work environment. The principles of discipline found in Hebrews 12 apply to many situations.

Erroneous Belief

Other pastors may believe discipline is improper if the worker shows acceptable service in every obligation except one or two. This logic is held even when the weaknesses are in extremely critical areas. Oswald Chambers wrote in My Utmost for His Highest, "‘He [Samuel] was afraid to tell Eli the vision’ (1 Samuel 3:15). Should I tell my ‘Eli’ what God has shown me? This is where the dilemma of obedience hits us. We disobey God by becoming amateur providences and thinking, ‘I must shield Eli,’ who represents the best people we know…. God’s message to you may hurt your ‘Eli,’ but trying to prevent suffering in another’s life will prove to be an obstruction between your soul and God. It is at your own risk that you prevent someone’s right hand being cut off or right eye being plucked out (see Matthew 5:29,30)."

Misunderstanding

Some people think that unsuitable conduct not personally observed by the pastor becomes an untouchable issue. However, if more than one person recounts an identical dilemma with an employee, be assured their concern is legitimate. "A matter becomes clear after two or three witnesses give evidence" (2 Corinthians 13:1).

Deception

Sometimes pastors fear conflict, confrontation, discord, and the potential repercussion of discipline if the employee is also a church member. This may be compounded by the inability of the employee to find another job if he is fired. The enemy’s use of fear is often effective because it causes pastors to freeze in indecision. Christians are to fear God, not man, for "fear of man will prove to be a snare" (Proverbs 29:25, NIV).

DECREASING THE OCCURRENCE OF STAFF DIFFICULTIES

Establishing foundational practices will decrease the occurrence of staff difficulties and the need for a pastor to render discipline. Two principles include: hiring the right person in the first place and ensuring that new employees are properly trained. Pastors also need to have job descriptions to use as a gauge in determining acceptable and unacceptable behaviors and attitudes. The key elements of these job descriptions should include quantified duties and required personality characteristics.

It is imperative that a pastor addresses routine problems daily regarding worker performance to avoid a snowball effect. However, even when a pastor asserts his leadership, it is impossible to control the choices made by a subordinate. When an employee decides to disobey, seven disciplinary steps are essential for a successful turnaround of his actions.

1. Pray and seek the Lord during your Bible study time. God knows exactly what is in your heart and the heart of your employee. He will furnish you with the precise words to say, as well as prepare the worker for the meeting.

2. Ascertain whether the trouble is happening because the staff member can’t discharge his duties or won’t. Analyze the matter from the employee’s perspective. Motives are also important. "The servant who knows what his master wants and ignores it, or insolently does whatever he pleases, will be thoroughly thrashed. But if he does a poor job through ignorance, he’ll get off with a slap on the hand" (Luke 12:47).

If the subordinate can’t execute the job duties, retraining is necessary. If he won’t, then pastoral directives toward character development are in order. Regardless of why the employee is not performing his duties, he must be held accountable. In addition, it is poor financial stewardship to give tithe money to a nonperforming employee.

3. Determine the number of chances you will give him to conform. For a worker who can’t perform his duties, give seven chances to allow time for retraining. For the individual who won’t, Paul advised, "Warn a quarrelsome person once or twice, but then be done with him. It’s obvious that such a person is out of line, rebellious against God. By persisting in divisiveness he cuts himself off" (Titus 3:10,11). Someone who chooses to disobey his supervisor is quarrelsome. For a severe offense, the staff member needs to be terminated without a second chance. Remember, a subordinate does have a choice in his behavior.

4. Conduct a supervisory self-analysis by asking yourself three questions. Do you care enough about the employee to let him resign if he is unhappy, or fire him if he chooses to disobey, thus allowing God to use you to provide a "desert" experience? Do you want him to succeed, or are you too angry? Are you treating him the way you would want to be treated? You are not ready to discipline until you answer yes to each question.

5. Thoroughly collect your thoughts. Be specific in assessing the behaviors or attitudes the employee needs to adjust, and focus on facts. Be ready to address your observations, standards expected in the future, why the standards are important, and the consequences if the employee chooses to not follow the standards. Indicate in this discussion the number of chances he will have to correct himself before he places you in a position where you will need to terminate his employment.

6. Hold a meeting as soon as possible. Tell the employee the day before that you are concerned about him because you have noticed the difficulties he is having in achieving his job description. Ask him to be ready to share his perception of these difficulties as well as viable solutions.

Empower the subordinate to begin the conversation as you guide the discussion. A significant potential exists that he will mention, from his perspective, the very issues that disturb you. If not, pray for the Holy Spirit to lead into the conversation. At the proper time, elaborate on the information you collated. Review with the employee the Scriptures the Lord provided during your Bible study. Commend each strength the worker possesses. Ask the employee to have the Holy Spirit affirm your assertions. Communicate supporting behavioral examples.

If the employee disagrees, ask a senior personnel member to confirm your observations (Matthew 18:16). For change to ensue, it is critical that the worker acknowledges the problem and repents. Do not end the appointment until this happens. A subordinate has a duty to achieve the requirements of the job and obey you (Hebrews 13:17,18).

Encourage the employee to devise solutions while you supply input. Mutually agree on a decision and put it in writing. Be sure to include specific action steps and completion dates. Leave him with the thought from 2 Corinthians 7:16, "I am glad I can have complete confidence in you" (NIV).

7. After your meeting, catch him behaving right and wrong. Extend positive feedback when things are working well. When improper actions recur, bear in mind the number of chances you decided you would give him before you would terminate him.

CONCLUSION

When a pastor chooses to discipline, marvelous payoffs are available for him, the employee, and those whom the employee’s life touches. A pastor’s mental and physical health does not decline, supervisory effectiveness increases, problems do not snowball, and morale and productivity remain high. The employee experiences a decrease in stress, becomes more Christlike, and continues receiving a paycheck from the church. In addition, he provides a solid nonverbal witness consistent with his verbal witness in any future secular jobs, reflecting the strong work ethic a Christian should exhibit. For people impacted by his previous undesirable behaviors, the pain in their lives decreases due to the cessation of unacceptable actions they were formerly forced to endure from this worker.

Let the Holy Spirit speak to your heart. Has He convicted you of a problem with an employee that is not being properly handled? Is the first step toward resolution repentance from you? Do you need to take hold of your God-given leadership role? Let Him guide you for God’s glory.

Lynne Haggerman, M.S., is president/owner of Haggerman & Associates, an employment, human resources, management training, and outplacement consulting firm in Springfield, Missouri.

*Employee discipline problems are not gender specific. The masculine pronoun is used throughout this article for readability.

**Scripture references are from The Message unless otherwise noted.