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Interview With Thomas E. Trask

Management: the Other Side of Pastoral Ministry, Part 1

While preaching and teaching are the primary spiritual responsibilities of the pastor, there is another side of pastoral leadership that must not be overlooked or underemphasized—the business and management side.

In this first of two interviews on the subject of managing the local church (the second will appear in the winter 2004 issue), General Superintendent Thomas E. Trask puts on his management hat and talks about church governance, the church office, and working with staff.

There are several church-governance models used today. What governance model is most effective for churches?

Trask: A governance model should not put all authority in leadership. None of the biblical models do that. A governance model that gives the pastor the flexibility he needs, but also has accountability built within that model, is critical. If this is not done, the church may end up with a dictatorship where the authority is invested in one person who has no accountability. In the Word of God we see that with leadership comes accountability.

How do you distinguish between leadership and managerial roles in the ministry?

Trask: A leader deals with the spiritual aspects of the church; the manager deals with the functional aspects—budget, facility maintenance, staff care, and day-to-day operations. Some feel that management is an unspiritual task. But you can’t divorce the church from management; it is part of the responsibility of leadership.

If some pastors are not gifted as managers, then it is necessary for them to either develop their managerial skills, or find someone who has these skills to help them. Many larger churches have administrators or executive pastors who help the senior pastor manage the church. There is a biblical pattern for this. The Early Church appointed men to serve as administrators so others could give themselves to prayer and studying the Word. However, if a church doesn’t have the resources to provide an administrator, then the responsibility falls on the shoulders of the pastor.

Pastors can increase their managerial skills in many ways. God equips those whom He calls. However, that doesn’t remove pastors of the responsibility to avail themselves of the helps provided today. For instance, if a person lacks fiscal-management skills, she can take a course and increase her abilities in that area.

The Holy Spirit also helps pastors with their managerial skills. In a pastor’s daily devotions he can say, "Lord, I need wisdom for today. I need Your help. I need insight." As he listens, God will give the ideas and direction needed.

What are some of the dynamics in managing staff and volunteer workers?

Trask: The first responsibility is to see that job descriptions are clear so others understand what is expected of them. Second, once the ministry responsibilities have been clearly defined, the pastor must give the staff the freedom to function in their roles. When I had 10 full-time staff members, I gave them their portfolio, but I didn’t stand over them to watch if they performed their tasks. People must understand what’s expected and then be accountable to the church, the senior pastor, and the Lord.

Releasing others in ministry has risks. How can pastors reduce these risks?

Trask: Pastors can minimize risks by being selective about the people they put in positions. Know their capabilities and limitations. Make sure the lines of communication are always open so there are no hidden agendas and no secrets. And pastors need to trust. The rewards of empowering people far outweigh any liability. The few problems I had to deal with usually resulted from me not being careful enough in selecting personnel.

What are the advantages of selecting staff from within the local church?

Trask: I see four main advantages in hiring from within. First, the congregation knows that person. Second, that person is committed to the vision of the senior pastor. Third, loyalty and trust have already been established. And fourth, it carries with it a reward system. If a couple comes into the church and begins to volunteer and it is evident they have the call of God on their lives, when a need for apaid staff position opens up, the pastor can say, "We have noticed your gifts in ministry. We would like to reward you. Come on staff with me." It says volumes to the laity and to the church.

Who should be responsible for hiring and supervising staff?

Trask: That depends on the size of the church, but the pastor has to be the point person. In a multiple-staff church, a business administrator, senior administrator, or executive pastor may hire some staff, but the senior pastor must be kept informed of who is on staff and to whom they are accountable. The bottom line is the senior pastor is held responsible for all staff positions.

Some churches are hiring fewer paid pastoral staff members and utilizing more volunteers. Please comment on this.

Trask: Leadership must prepare laity for the work of the ministry. The more people you get involved, the more work can be done. It’s a mistake to put all leadership roles in paid staff. When a church grows, you need to add paid staff for oversight of the various ministries. Those people still need to involve volunteers in the work of the ministry. That’s one of the roles of the leadership for the local church.

Why is it important for the church to maintain an efficiently run office?

Trask: Having an efficient office begins with the pastor. As ministers, we must guard our time. A pastor must spend time at the church office to be available to people. That requires time management. When I was senior pastor, I let my secretary know that certain days and certain times of the day were given for devotions, sermon preparation, and preparation for ministry. There were also certain days I was available for counseling and staff matters. People need to know that somebody is tending to the business of the church.

If a pastor is the only full-time employee, regular office hours must be kept. The pastor might not be able to keep a schedule like a church that has a full-time secretary or receptionist, but the congregation needs to know that the pastor is available to them 24/7.

Pastors of smaller churches also need to manage their time. Perhaps they can’t afford a full-time secretary. If this is the case, the pastor can ask volunteers within the congregation to staff the office. One person might not be able to carry the full load, but two or three part-time volunteers could answer the phone. The congregation should still know that the pastor or a volunteer will be at the church to answer the phone during a predetermined part of the day. If pastors will do this, people will not need to call them at home. Pastors of smaller churches need to communicate their schedules to their congregations. This creates a healthy discipline essential for the church and pastor.

The pastor must maintain excellence in the office operation of the church. We are serving the kingdom of God, and it deserves our best. The church office should be kept neat and orderly. When people come to the church office, they should be received in a professional manner. Our business dealings tell the public what kind of church we are.

What about connecting the church office to the internet?

Trask: While there are benefits to having Internet access in the church office, caution must be exercised because many pastors and church employees have been caught in the trap of pornography. The enemy will lay any trap possible.

Several Internet service providers screen for objectionable sites to prevent users from accessing questionable material. As well, many software programs prevent access to objectionable sites. These systems must be put in place to prevent any misuse of the Internet in the church office.