Managing Church Government:
Making the Systems Work for You
It is time to look at how we as pastors manage church boards, church committees, and the annual membership meeting.
 |
The ticket to the pulpit is bought with management dollars—fail to manage and soon you will fail to preach. It is just that simple.
I have to think hard and long to identify a pastor who has been requested to leave because he was a poor preacher, an insincere minister of the gospel, or a sluggard who refused to work. Typically, failure has to do with management—failure in managing time, people, morals, staff, boards, money, and family.
It is time to look at how we as pastors manage church boards, church committees, and the annual membership meeting.
Basic assumptions become the essential place to start. First, a pastor must have a fundamental understanding of how administration systems work. (See sidebar "Understanding Your Church’s Constitution and Bylaws.") How can any system function unless those charged with its execution comprehend what these systems are and how they work?
Second, a pastor can, with confidence, bank on the averages. In any given congregation, regardless of size, there will be enough people in the majority to provide good leadership when given proper direction. Of course, every church has its notorious troublemakers. But they will typically be balanced out with a majority influence that will carry the day. With good direction, a typical group of parishioners will rise to the occasion and make good decisions.
Third, a wise pastor understands that blame must be accepted as one-sided. When there is confusion and disorder in the church, the pastor must be prepared to accept responsibility. Why is this helpful? Because if the blame is placed on others, a pastor is powerless to address the problem. But if the pastor sees himself as the one ultimately responsible, he can move forward in identifying solutions to the problem. When leaders accept this responsibility—though rarely is the fault entirely theirs—the problem is well on its way to a solution.
Fourth, good leadership is committed to the long view. Leaders must be prepared to outlast the detracters. I recall a leadership challenge that developed in my ministry years ago. The solution took years to resolve. If I had been less than doggedly determined, it might have marked the end of my effectiveness in that particular pastorate. Effective leadership must be prepared to weather the storms and outlast the strategies of the critics. Here is a strong argument for long-term pastorates. It takes time to silence criticism in a positive and constructive way.
Fifth, wise leaders have learned the act of cautious response, in contrast to careless reaction. Years ago I faced a strong assault on my leadership as pastor. There was every reason to be confrontational and reactionary. But the Lord helped me understand the dynamics of this particular challenge. Imagine a donkey that is typically passive. Yet, with continual prodding, the donkey reacts with a strong kick. This was the mental picture the Lord dropped into my mind. I was like that animal. The Lord showed me that if I became agitated, my detracters would use that reaction against me. People who were fundamentally supportive would have been given reason to sympathize with the critics. It was my commitment to response over reaction that saw me through that significant time of crisis.
Sixth, effective pastors project a creative and contagious vision that is attractive to their people. There is nothing that promotes unity in the church as effectively as the presence of a God-given vision. People really do want to be led, and the instrument by which they are led is a clear, practical, Spirit-inspired vision. When people get their eyes on the harvest and God’s way to bring it in, they have little interest in the nonessential.
Finally, governmental structures vary greatly from church to church. (See sidebar "Weighing the Tough Issues Relative to Local Church Governance"). The typical Assemblies of God church follows a congregational form of church government—the pastor and board are elected by the full membership of the church. There are, however, modifications to this model that sometimes include a board of elders, either appointed or recognized, to serve alongside the elected deacon board. Their focus is on visitation, counseling, and the general support of pastoral ministries. Yet, in other churches, the managerial board of the church is referred to as the board of elders. Great care must be taken that the leadership structure of the church is representative of the people and separated from all forms of autocratic and dictatorial rule.
Let us look at the systems by which these leadership assumptions find expression in the ongoing governance of the church.
Church boards: friend or foe?
For 40 years I have been blessed by God with wonderful church boards. Initially it was a board of good men, much my senior, who trusted a 28-year-old greenhorn to assume the leadership of a rather large and influential congregation. I was both humbled and honored. Without their careful mentoring and wise leadership, I would not have stood a chance. I am forever indebted to this incredibly wonderful church board. They were my friends. (See sidebar "The Deacons and the Pastor" and "Pastor-Board Relationships in the Smaller Congregation.")
So it has been through the years. Through property acquisition, building programs, staff recruitment, and budgetary management, good boards have been used of God to impact the Kingdom. Church boards have been God’s gift to me.
I have a deep conviction that God not only speaks to me, but He also confirms that leading through the board. It is amazing what happens when board members understand that the pastor believes God also speaks through them. It follows that they will be careful in what they say when they know how seriously a pastor takes their words.
Here are the imperative principles.
Establish strong and healthy relationships with each member of the board.
Since effective ministry flows out of relationships, building these relationships becomes critical. What is experienced in the boardroom relationally, good or bad, will soon be felt in the pew. Good pastoral leadership will make healthy pastor-board relationships the highest priority.
The key is trust. Following is a checklist that can assist a pastor in determining the extent to which this trust is being cultivated:
- Am I careful never to presume upon the board by assuming their concurrence without inviting their input?
- Do I provide full disclosure of all information that is essential to wise decisionmaking?
- Do I lead the way in preserving confidentiality so the decisionmaking process is not compromised?
- Do I live my personal life in such a way that nothing I do reflects negatively on the church board and the membership they serve?
- Do I state accurately to the membership the results of board action and make sure that its actions are appropriately implemented?
Pastor-board disunity inevitably becomes pastor-church fractures. Conversely, rarely is there discord in a church where the pastor and board are working together in harmony. (See sidebars "Eight Steps for Effective Board Decisions" and "Wise Timing for Board Decisions.")
Choose board leadership with great care.
Typically, and wisely, church bylaws require that nominees for the office of deacon (or deacon/trustee) be selected by a board-appointed committee. (See sidebars "Appointment Process: Board Member/Elder Selection" and "The Board Selection Process.") The work of that committee is most important. Although a prescreening of all potential nominees may be helpful, it is finally the responsibility of the nominating committee to make wise choices. The pastor, as chairperson, has the privilege and responsibility to lay down the rules for the functioning of this committee. The most important rule is that any member of the committee has the privilege to pass on any person under consideration—and that without stated reason. This safeguard also gives the pastor opportunity to eliminate persons who might not serve the church body well without having to state reasons, and to make sure all nominees have a strong commitment to the stated vision of the church.
I have yet to work with a board member who was contrary and difficult. The process outlined above has provided me the procedural rationale by which board selections can be appropriate and strong. A pastor who fails to exercise good leadership at this central junction will live to deeply regret that failure.
Make the agenda work for you.
The board I work with meets monthly. Several days before each meeting an agenda, complete with all reports, is mailed to each board member (For an example of a board meeting agenda, see sidebar "Monthly Meeting of the Official Board.")
The agenda packet includes the following:
1. Complete financial reports. These provide full disclosure of church finances. A church board cannot function in an informational vacuum. This report includes all income and expense balances, is linked to the annual church budget, and shows whether or not each department is in compliance. These same rules apply, regardless of the size of the church.
2. Letters of requests for missionary funding. Typically a request for funding includes a letter of rationale and intention. Board members must have the privilege of reviewing these materials before the board convenes.
3. Items for decision. Each item to be discussed is described and contextualized. Then a course of action is recommended by staff. In some instances, staff only requests that the board discuss and give direction. In this way, the board does not need to speculate on the position held by the pastor and staff.
After a catered meal together we begin each meeting with a devotional. These rich moments of fellowship provide an opportunity for prayer. We then move through the agenda. A board meeting should not exceed 2 hours.
Careful attention to detail and wise execution of administration systems is vital to preserving capable persons to serve on the church board. Individuals who work in corporate environments will be intolerant of poor pastoral leadership when it comes to administration. A pastor who tries to take shortcuts here will pay a high price for that indiscretion.
It is advisable that the pastor present only items that can gain the support of the board. A wise pastor will discover solutions even to complex problems and offer those solutions to the board for their consideration. Good pastoral leadership is proactive and solution oriented. A well-led board will function in unity and maintain a positive, constructive focus.
Navigate the dangerous curves.
Early in my ministry when a decision needed to be made that would be met with significant opposition, I chose to go easy and allow several months for the item to be discussion only. Finally, the motion to approve the matter was made by the man whose opposition was most apparent. It is hazardous to push for decision when there has been insufficient time to work through the issues involved. A little patience can often make the difference between the solidification of opposition or the solicitation of support and cooperation.
Here are some suggestions that can help a pastor navigate the dangerous curves:
- Pick your battles carefully. Be sure you do not waste valuable leadership currency on unimportant challenges.
- Treat each board member with the highest level of respect. Listen. Think. Control your emotions. Believe the best. Speak words of encouragement and support.
- Be willing to admit you may be wrong. Vulnerability goes a long way. Board members will respond to a pastor’s openness and willingness to take another look.
- Be sensitive to timing. A sensitive matter introduced at the right time stands a much better chance of approval. For example, a wise pastor will not introduce a salary increase for staff when the church income is down. Wait until things improve. Then raise the question. Success will come far more easily.
Maintain good records.
Because the church I pastor has good financial records, the board is able to project income a full year in advance. Past trends in giving shed helpful light on future giving. It works out with amazing precision. In addition, maintain a current membership list, minutes of all meetings, attendance information, and a record of all events with historical significance. (See sidebar "Minutes of Meetings—A Guide.") The past speaks to the present. And that message requires good records.
Create vision together.
Someone has appropriately said: "A leader with no one following is only taking a walk." Yes, the pastor is the God-given visionary for the church. But unless he uses other leaders to confirm that vision, nothing of significance is going to happen.Here are some essential steps in participatory vision casting:
- A pastor with a God-given vision.
- A vision that has the confirmation of other leaders.
- A plan of action that moves from vision to implementation.
- A congregational buy-in to the vision.
- An inflexible commitment to see the vision become a reality.
There is no work that a pastor does that presents a greater challenge than vision casting. Why? Because the urgent keeps crowding out the important. But an effective pastor will pursue a God-given vision with a passion.
Keep the meetings of the board official.
A cartoon shows a church board about to dismiss. This is the caption: "The meeting will reconvene in the parking lot." Sometimes board members caucus on their own and carry on discussion that is appropriate only in a duly called board meeting under proper pastoral leadership. Pastors must train board members to resist the temptation to short-circuit proper protocol and try to influence opinion in ill-advised ways. A good board member will value collective wisdom and refuse to participate in opinion formation that is void of the safety provided by proper procedure. Teach your board to say, "I would rather wait until the pastor and the full board are present before this matter is discussed." That simple practice of good procedure can prevent division.
Membership meetings—dread or delight?
I have heard of church membership meetings that have gotten so out of control that the police have been called. Unthinkable. Inexcusable. The fallout from a disruptive membership meeting is beyond measure. God’s people need to see their collective decisionmaking as an opportunity to demonstrate the Spirit of Christ. Anything less is intolerable.
There is a better way, and most churches have consistently experienced it. While I have chaired membership meetings that have been less than harmonious, I have also, more characteristically, been witness to the cooperative work of the church being done in a way that honors the Lord and speaks well of His church. (See sidebar "Conducting the Church Board/Business Meeting.")
What can a pastor do to help the church conduct its business in the proper way?
Let Robert’s Rules be your friend.
For years I have carried my copy of these procedural rules into the annual membership meeting. (See sidebar "Robert’s Rules of Order—Parliamentary Procedures.") To the best of my ability, I have followed them. This way, the work of the church is conducted in a manner that provides the maximum opportunity for participatory decisionmaking. A pastor, who out of ignorance or careless disregard, violates these rules will eventually pay a heavy price for that failure.
"We just let the Spirit lead." Right. That pastor is living in an unreal world. It is much safer to believe that what "seemed good to the Spirit and to us" (Acts 15:28) can most easily be discerned within proper parliamentary procedures.
Keep your hands on the reins.
The gavel in the pastor’s hand is there to be used. It is his responsibility to chair the meeting in such a way that fairness, objectivity, and reason prevail. If the pastor chooses to address a motion on the floor, let him temporarily surrender the chair and speak as a participant. It is the chair’s responsibility to preserve the full rights of every voting member and be sure the business of the body is executed in a proper way. It is right to rule as out of order all attempts to disrupt the corporate will of the body. Obviously, in doing so, pastoral leadership must always exude a spirit of humility, sensitivity, and grace.
Be overprepared.
Congregational meetings flow in a way that is consistent with preparation. Here is a checklist that can help:
- Have I properly announced the meeting as to time, place, and agenda? (See sidebar "Church Business Meeting Agenda")
- Have I prepared and made available all reports that will provide context for each item on the agenda?
- Have I appointed persons to serve as ushers and tellers?
- Am I well familiarized with each item that is going to come before the deliberative body for action?
- Have I refreshed my mind on the fundamental rules of parliamentary procedure so I will be prepared to make appropriate rulings?
- Have I made the upcoming membership meeting a matter of urgent prayer?
- Am I prepared in my heart to bring to the meeting an attitude characterized by faith, love, and vision?
Anticipate the fireworks.
A wise pastor will anticipate, inasmuch as possible, any challenges to leadership. Is it possible to meet with any dissidents prior to the meeting? Has everything been done procedurally to minimize negative reactions? Is leadership prepared to meet any opposition with firmness, fairness, and compassion?
Prior to the annual membership meeting in the church I pastor, the board thinks together about issues that may surface and in what ways they might best be dealt with. "Pastor, why don’t you address this matter in your report before a member has the opportunity to surface the issue in a negative context?" Doing that has eliminated potential and disruptive challenges.
Pave the way with kindness.
It is true: "A soft answer turns away wrath" (Proverbs 15:1). I’ve seen it work over and over.
"Pastor, I appreciate how you handled that matter. You exhibited grace and kindness. Thanks." Respect and kindness will combine to disarm critics and render their influence ineffective.
Parishioners expect nothing less. They will quickly dismiss improper responses from delegates, but they will long remember any pastoral response that expresses anger, vindictiveness, or resentment. Here is a marvelous opportunity to demonstrate the likeness of Christ. Always see conflict as an occasion to preach by demonstration a sermon on the fruit of the Spirit.
Church committees—benefit or waste?
It is true that when God wants something done, He calls a person. But how is that person going to fulfill the demands of the call? I doubt that Noah built the ark alone. The prophets gathered to themselves other prophets—the school of the prophets. Even Jesus called the Twelve to join with Him in ministry to the multitudes. The Lord never intended that anyone should work alone.
However, there is, at least potentially, no greater waste of time than church committees.
Avoid busy work like the plague.
Scrutinize existing committees for effectiveness. If the original purpose is not being accomplished, recess the committee. And before appointing a committee, ask: Is this work essential to the mission of the church? If not, by all means abandon the effort before it begins. Some churches are so entangled by committee work that the real work of the church—touching people for Christ—is squeezed into oblivion.
Transform committees into mission groups.
This simple change in perception will move the task to a priority of mission. Committees are abandoned in exchange for a call to mission. Persons who are recruited are challenged to embrace a mission. And that mission must conform in a complementary way to the overall mission of the church. Here is the fundamental criterion by which these groups are commissioned: Will the proposed task contribute directly to fulfilling the stated mission and vision of the church?
Here is how it works. A person develops a God-given burden for an area of ministry and communicates that burden to church leaders. Leadership then validates that burden and authorizes its development. A call is given for others to join the visionary. Corporately the group sets forth its strategy to achieve its mission. Incidentally, if the visionary moves on for any reason, it may be good to recess the group—unless, of course, someone else steps forth with the same burden. Quickly dissolving groups that are without passionate leadership is wise. The willingness to allow church committees (or mission groups) to die with dignity is good for any church.
Organize for output.
While the mission-group concept will help provide focus and assure effectiveness, it is still essential to organize for output. Here is the checklist that will regulate output:
- Is the task (or mission) clearly stated and understood?
- Is each member passionately committed to its fulfillment?
- Have subordinate tasks been carefully assigned to persons who possess the proper gifts?
- Has a timeline been established that will provide the accountability necessary to ensure each task is accomplished in a timely fashion?
- Has criteria by which success, or the absence thereof, been thoughtfully delineated?
- Is there a profound sense that the power of the Spirit is at work in the effort?
Conclusion
The work of the Kingdom is far too urgent for leadership to settle for less than fully utilizing every believer’s gifts and callings. Ministry is everyone’s call. And it is leadership’s privilege and responsibility to be sure church systems are designed to ensure the fullest possible release of ministry.
Here is the key: Church systems must be designed to function. If they don’t, drop them, replace them, or rework them. But don’t tolerate hindrances to effective ministry.
If the bylaws are restrictive, do something about it. (See sidebar "Navigating Treacherous Waters.") If the board functions in a negative manner, lead the way to change. If committee structures steal precious time, propose a new approach. If the record system is awkward, be a voice for change. If any of the administrative systems of the church become restrictive, do not rest until they have been dropped, amended, or in some way made the servant of progress.
Pastor, here it is: the system must work for you and your leadership team. If not, the God-given vision will never be realized, the work of the Kingdom will be stifled, and the people of God will be frustrated. That is a price no church ever dare pay.
Pastor, make the systems work for you.
Richard L. Dresselhaus, D.Min., is an executive presbyter and former senior pastor, First Assembly of God, San Diego, California.