Every church is only as healthy as its leadership, and the
healthier the church, the better the chances it will maintain sound financial
management. Do you know how to assess the health of your leadership team? Do
you have signs of trouble? Review these eight factors of healthy church
leadership below and consider where your team is strong and where there may be
weaknesses:
1. Strong
chain of command
Employees should know to whom they should go for
decision-making insights and to observe the church’s hierarchy. This can be
reinforced by emphasizing the importance of department heads and their roles
during staff meetings. Keep everyone well informed by communicating the chain
of command consistently and updating staff on any changes. If someone tries to
work outside this structure, they should be reminded of the proper channels and
encouraged to follow through appropriately.
2. Open
door policy
Your church should have a policy or process by which staff
can appropriately express concerns. Do your employees readily share opinions
through the forums available to them, and does management act on employees’
recommendations? These forums could include anonymous surveys, roundtables, and
staff meetings. This allows for organizational growth because employees are the
“boots on the ground” and therefore the best source for identifying
improvements and making suggestions. When suggestions aren’t implemented, be
sure to communicate the reasons why so that employees don’t get discouraged and
stop providing input.
3. Modeling
of positive behavior
Leadership should consistently revisit the organization’s
values in staff meetings, include the values in the completion of work
projects, and consistently reflect those values in their words and actions.
Values can be emphasized not only through departmental meetings but even be
included in staff performance appraisals. Any deviation from values should be
followed up on and possibly disciplined. You may also consider rewarding
behavior that is consistent with living out the values of the church.
4. Sensitivity
to diversity
Management demonstrates its respect for all people through
its words and actions. There needs to be a high regard for all people on staff
and in the ministry regardless of race, culture, gender, or generation. Be careful
that you are not unintentionally communicating a different set of expectations.
Consider whether your staff reflects this type of diversity. If not, is there a
specific reason for it (for example, if it reflects the demographics of the
congregation or community)?
5. Positive
view of promoting from within
Does leadership consistently promote qualified internal
candidates before hiring outside candidates? Investing in staff training and
providing opportunities for advancement are two of the best ways to show that
you value employees’ contributions, as well as providing for the ever-changing
needs of the church.
6. Periodic
compensation evaluation
We realize that working for a church is not a “get rich
quick” scheme. However, management does have a responsibility to ensure
employees are paid appropriately. We want to make sure we are not taking
advantage of the calling individuals may feel to ministry. It is also important
to pay an
appropriate amount so the best candidates can be secured. Sometimes
you really do get what you pay for, and when you are paying far below market
rate, you may receive far below market services.
7. Emphasis
on the value of employee and volunteer contributions
It is easy for an individual to come into a ministry
excited about the vision and purpose, only to become disillusioned or even
bored over time. In direct ministry roles, it’s more obvious how the employee’s
work affects individuals and contributes to the church’s mission. When
employees or volunteers serve in a support role, such as human resources,
accounting, or information technology, however, the effect can be far more
difficult to see. Over time, processing accounts payable for the church could
start to feel the same as processing it for a local car dealership.
It takes intentionality to make sure each employee and
volunteer continues to feel engaged and understands the real effect they have
on ministry. Sometimes this can be facilitated by allowing employees in support
roles to participate in ministry during work hours. They shouldn’t be expected
to do this in addition to their role, but rather as part of it. Another way to
engage them is to share ministry stories with all staff, not just those
directly involved.
Remember that without the computers working properly or the
bills getting paid, everyone would come to a near standstill in their ministry.
Those in direct ministry roles need to understand their dependence on the support
roles and show an understanding and appreciation for those individuals.
8. Adept
navigation through change
Certainly change is a constant. How we plan for and react
to change is the only thing we can control. It is the leadership’s
responsibility to clearly explain the reasons for anticipated changes, how and
why each person’s role will change, and the organizational benefits of the
change. Communication during the change process must be frequent and clear, and
any deviations from previously stated expectations need to be conveyed and
explained. Management can help minimize employee stress and anxiety by
understanding that change is disruptive and creates apprehension for employees,
and by working hard to ensure that employees feel valued and understand how the
change will affect them.
After considering these factors, you can probably identify
the areas where your church is strong, and others where work is needed.
Celebrate together those things that are good, and prioritize — with specific
action steps — how you will address the others. Then make sure to look back
periodically and see where you have made progress. When change happens
incrementally, it’s easy to miss seeing just how far you have come.
As with our personal health, these changes and improvements
won’t occur overnight. Building good habits now, however, can lead to long-term
positive results.
Vonna Laue is an Editorial Advisor for
ChurchLawAndTax.com.
She joined the firm of CapinCrouse in 1996 and serves as
the firm’s Managing Partner. As West Regional Director, she works closely with
the West Coast audit team and with clients, and makes herself available
throughout the year to assist with special projects, answer questions, and to
address the ever-changing needs that face not-for-profits.
Vonna has published
articles in national publications and is co-author of the book Essential Guide to Church Financial Health.
First Posted HERE
This content is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. "From a Declaration of Principles jointly adopted by a Committee of the American Bar Association and a Committee of Publishers and Associations."
Due to the nature of the U.S. legal system, laws and regulations constantly change. The editors encourage readers to carefully search the site for all content related to the topic of interest and consult qualified local counsel to verify the status of specific statutes, laws, regulations, and precedential court holdings.
No comments:
Post a Comment