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Explore the frustrations and cracks in the traditional "hands-on" Elder Board model in church leadership, and learn key principles to overcome these challenges and build trust within the congregation.
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Session One Our story – Rapid Growth and Frustration Session TwoChurch Elder BoardSession ThreePractical Stuff www.michaelwilkesco.com
Chris Dolson Senior Pastor of Blackhawk Church since 1994Mike WilkesFormer Elder Board Chair of Blackhawk Church www.michaelwilkesco.com
Elder Board – 1965-1998 “Hands on Model” – Size 50-600 people • Every Elder is directly involved in some area of ministry – e.g. finances; youth ministry; worship ministry; missions; adult teaching; care for the sick etc… •The elders all know each other well and they know about everyone in the church. They know everyone on the staff that the congregation has directly hired. •Elders are very familiar with the day to day operations of the church. They may all have a key to the building. •Elders are the MANAGERS OF THE CHURCH. [This is not a bad thing.] People come to the elders when they want information about ministry programs. •The ministry is Elder led. The elders recommend to the congregation who they should hire to run the ministry. www.michaelwilkesco.com
Elder Board – 1965-1998 “Hands on Model” – Size 50-600 people • Staff: 1-5 people. The Elders know all the staff well. • The Elders’ confidence to lead is based on: - Knowing and trusting one another and trusting the staff that the congregation has hired. - A personal knowledge of general information about ministry plans. www.michaelwilkesco.com
Cracks in the “Hands on Model” •The Elders feel frustrated: What is going on? We can’t know everything anymore. - Do we need more meetings? !! Warning: More and longer meetings may keep future good leaders off the board. - Do we need more clear communication? The announcement time during the Sunday services get longer and longer. Ministries fight for the coveted Sunday morning announcement time. (Turf War) - Do I need to resign? “My family can see the pressure that I’m under. This is not fun. Maybe I lack the dedication that I really need to be a good elder.” - Do I need to resist all these changes? “What’s happened to MY church?” www.michaelwilkesco.com
Cracks in the “Hands on Model” • The Congregation is frustrated: What’s going on? - Do we need more congregational meetings? (Some feel that their primary role as a disciple of Christ is to make decisions in a meeting not to do the work of the ministry.) - Who are all these new people? Some of these people don’t act like Christians. (Instead of seeing attracting the lost as a good sign, many are threatened by it). - What has happened to MY church? www.michaelwilkesco.com
Cracks in the “Hands on Model” • The Staff is frustrated: What is going on? - Who has the authority to make a ministry decision? Youth Ministry – Youth trips – elder approval? Missions Ministry – Mission trips – elder approval? Worship Ministry – Songs we sing – elder approval? - The Senior Pastor becomes a lightening rod for complaints. !! Warning: You can’t keep good staff if they feel that they are micromanaged and that they don’t feel like they are empowered to make ministry decisions. !! Warning: If the elders (who have full time jobs) believe that they know as much or more about the day-to-day operations of the church than the paid staff – you are heading for a collision. www.michaelwilkesco.com
Key Principles that We Learned • Get help. -Seminary didn’t cover this. -Be humble – admit that you are in over your head. Chris got help from: Bill Hammel; Bob Gillum; Tim Addington; Larry Osborne. -Hired Gregg Bergman (November, 1996). -Mike Wilkes www.michaelwilkesco.com
Key Principles that We Learned • Build Trust (This is the most important thing). - Three Lines of Trust- Pastor to the Board; the Board to the Pastor Pastor to the Congregation; The Congregation to the Pastor The Board to the Congregation; the Congregation to the Board - Clear Communication builds trust: Communicate to the Congregation in various ways – why we are doing what we are doing the way we are doing it. www.michaelwilkesco.com
Key Principles that We Learned • Build Trust (This is the most important thing). - I wrote a missional church paper and went around to Adult Bible Fellowships and taught that. (We still use it – on our Website). - I preached about being a missional church. “We exist for people who are not here yet.” (Preach thru Luke-Acts). - Mission Statement was formulated (1 year process) – “Building a community to reach a community.” - Communicate to the newcomers – Why we do what we do the way we do it. - Be as transparent as possible. www.michaelwilkesco.com
Key Principles that We Learned • Build Positive Momentum - Constantly tell stories about the bright spots • Take Breaks - “Study Breaks” started for me in 1997. [These are not the same as vacation.] www.michaelwilkesco.com
Church Elder Board: From Management to Oversight Presented by: Michael Wilkes, Principal MichaelWilkes&Co, LLC www.michaelwilkesco.com
Elder Board: Management or Oversight? • No right or wrong answer. Just a right or wrong situation. • In smaller churches, Elder Boards typically are the management • But, when church has full-time management – what does Board do? From: Board = Management To: Management = Management Board = Oversight of Management (assuring good mgt practices) www.michaelwilkesco.com
Church Growth = Mounting Frustration Frustration felt by Elders: “What’s going on?...Can no longer stay on top of everything! …Do I need to resist these changes?...Feel we are losing control” Frustration felt by Congregation: “What’s going on?...Do we need more congregational meetings? …All these new people aren’t like us?...What’s happening to my church?” Frustration felt by Staff: “What’s going on?...Who has the authority to make decisions?...Sr Pastor getting complaints from all sides…How can Board lead, they don’t work here every day!” www.michaelwilkesco.com
Biblical Examples: When Hands-On Management No Longer Effective • Moses was open for advice as he struggled to lead Israel… “What you are doing is not good. You and these people who come to you will only wear yourselves out.” • Disciples leading the NT Church - numbers were increasing, and so were the complaints…but… “It would not be right for us to neglect the ministry of the word of God in order to wait on tables.” www.michaelwilkesco.com
Common Threads? Moses, Disciples, and growing Churches today: • As the church grows, it gets more complex • It’s not the church it used to be – you may be losing control • Keep a pulse on what people are complaining or concerned about • A structure that worked when smaller, likely won’t when larger • Gifted spiritual leaders are not always skilled organizational managers - be open to practical management advice/methods www.michaelwilkesco.com
Rethinking Your Approach • Organizational structure is simply a “tool” • Tools are not good or bad in themselves • Moses/Disciples: Found a better tool for the situation or job at hand • One tool/structure that has gained traction for decades in nonprofit boards is Policy Governance www.michaelwilkesco.com
What is Policy Governance? • Popular structure developed by John Carver for improving effectiveness of nonprofit boards • Board maintains written policies on how board operates, and where organization is striving to go • Specific roles are defined (board, management, staff) with a distinct chain of command, which often gets blurred during growth www.michaelwilkesco.com
“Chain of Command” Christ – is Head of the Church (His Mission = The Great Commission) Elders – Stewards of Christ’s mission for this church, at this time. • Spiritual Leadership “reporting” to Christ. Assuring clear Mission and responsible for continually discerning His will. What results to achieve for Whom, at what Cost/Priorities. • Governance role responsible for oversight of Management throughSr Pastor (provide Direction, Accountability and Support) Sr Pastor – Reports to the Elder Board, responsible for Leading the church and staff, aligned with the Mission, and achieving the Ends Management/Staff – responsible for development and execution of plans and programs (means) to accomplish those results www.michaelwilkesco.com
“Policy” Governance – the Basic Model • Governance Process Policies • Board members job description, Chairman’s role, Governing style • Board/Sr Pastor Linkage Policies • Authority delegated to management, but outlines accountability and monitoring of Sr Pastor’s performance • Executive Limitations Policies • Sets boundaries for the Sr Pastor, but also gives him and his team the freedom to lead the church – as long as they stay within these boundaries • Ends Policies • How the church will effect the world outside itself. What benefit for whom? www.michaelwilkesco.com
But we are a Board of Elders Though some churches have multiple boards, for Policy Governance it is highly recommended to have only one governing board An Oversight Elder Board wears two hats: Spiritual Leadership is Job #1: “It would not be right for us to neglect the ministry of the word of God in order to wait on tables.” Oversee Management, not Manage: “Moses listened to his father-in-law…He chose capable men…and made them leaders of the people” www.michaelwilkesco.com
Typical Questions • How does the board function differently from what we’re used to? • Is this a good board structure for all churches? • But Pastor’s are trained as teachers and shepherds – not “CEO’s” • Can Staff members serve on the governing board? • How do our Committees fit into this structure? • Why are “Limitations” policies written in the negative? • Aren’t “Ends” policies just another name for our Goals? • How does the Sr Pastor report progress on all these policies? www.michaelwilkesco.com
How Does it Differ? • Board can only speak in “one voice” • All expectations captured in written policies • Distinct roles and clear chain of command • As Christ’s church, the board is ultimately responsible for representing the “owner”, or Christ’s mission for their church • The board’s one employee is the Sr Pastor - accountable to board for church achieving mission and operating effectively • Management reports to Sr Pastor, and Staff reports to Management Management = Management Board = Oversight of Management www.michaelwilkesco.com
Is This a Good Structure for All Churches? • More applicable if you have full-time management and staff • Smaller churches often require board members to manage • Not all church cultures or leaders can fully commit to this often dramatic change • “Trust” in people and responsibilities of the positions is essential • That trust is supported by clear communication and accountability www.michaelwilkesco.com
Our Sr Pastor is Not a “CEO”… • Though responsible for all church operations, your spiritual leader/pastor may not be as gifted in management or administration • If Sr Pastor is equipped to perform well in both, that’s a good start. (yet, these skill sets are often on opposite ends of spectrum) • Common to have Exec Pastor, Director of Operations or similar role report to Sr Pastor (much of operations responsibilities given to them) • Sr Pastor may have this person presentreports to the Board when appropriate – though Sr Pastor still ultimately responsible www.michaelwilkesco.com
Can Staff Members Serve on the Board? • The Board is transitioning to oversight of church management • A “conflict of interest” if staff serves as its own overseer • Only exception is Sr Pastor…often a full voting member of the board • Sr Pastor has one vote, as all Board members – but excused on topics related to Sr Pastor personally (ie: compensation, performance, etc) • Note: An interesting dynamic to be balanced… • SP is board’s only employee (accountable to board) • SP is also the church’s appointed spiritual leader • SP is also each board member’s Pastor www.michaelwilkesco.com
Where Do All Our Committees Fit? • Numerous Board committees cloud the clarity of roles/responsibility • Many churches retain standing committees for various functions • Functional committees are often of great value to Management…so should be established by, and report to Management…not the Board (Also gives volunteer professionals opportunity to serve the church) • A common exception - an Audit Committee assigned by Board • Temporary committees occasionally formed for single purpose/task – disbanded immediately after completion of task assigned by board www.michaelwilkesco.com
Why are Limitation Policies “Negative”? • Takes getting used to – but these policies are actually empowering • The Board wants management to use their gifts and creativity as they lead the church • As long as - they do it legally, ethically, with fiscal responsibly, and in a God-pleasing manner (“May not” treat people poorly, or spend at will, work outside the law…etc) • These “limitations” are boundaries the board requires management to stay within as they lead the church • The Sr Pastor must regularly report management’s “compliance” www.michaelwilkesco.com
Aren’t “Ends” another name for Goals? • Yes and No (they define a goal – but are more) • Term given by Carver to assure distinction from other operating goals • Ends policies should always focus on what the Board expects outside of the church (internal goals/programs are “means”) • WHAT are the desired outcomes to be achieved, and for WHO? (who specifically will benefit?) • And…at what COST or PRIORITY will that outcome have? • Together - the desired outcome, for whom, at what cost/priority constitute true Ends statements www.michaelwilkesco.com
How Does Sr Pastor Report on Policies? • Regular reporting is required on two sets of Policies – Ends and Limitations Policies • For Limitations, often an annual report of “Compliance” (or non-compliance) for each Policy is all that’s necessary • Reporting on Ends is more unique per church – however Board and Staff agree progress is best reported (by policy, by ministry, etc) • The Sr Pastor defines management’s “interpretation” of the policy, and progress toward achieving (Ends), or proving compliance (Limitations) • The Board approves that the interpretation is acceptable, and that acceptable progress is being made, or compliance is met www.michaelwilkesco.com
How Do We Even Begin?? • Honest discussion about “why?” What are you trying to accomplish – what challenges trying to overcome? (NOT a “silver bullet”) • Are the required “management” skills in place on staff? • Is there enough understanding by the Board members to commit to what might be a major culture change? (and will Bylaws allow?) • Board members: Do you have the right people on the bus? www.michaelwilkesco.com
New Structure – New Skill Set The perspective and skills sought for Board members have changed (for governance role, not their spiritual leadership role) • Tends to think in terms of systems/context, not quickly go to details • Ability and eagerness to deal with values, vision, and the long term • Ability to participate assertively in deliberation • Willingness to delegate, to allow others to make decisions and manage • The Board ultimately “speaks in one voice” – requiring commitment to support a Board decision, even if not your first choice www.michaelwilkesco.com
Sequence of Implementation • Fairly standard templates available for “how we will work together” (Governance Process Policies & Board/Sr Pastor Linkage Policies) • Limitation Policies also tend to be an exercise in “customizing” commonly used policies #1 and #2 simply define the PG game and rules of the game • Ends become the actual work of the Board. Much time will be spent in discernment, visioning, applying values, sharing, discussion, trial & error, before the Board hones in on Ends policies that feel right. I have found it is this process of struggling together on the “tough questions” that keeps Elders in their spiritual leadership role www.michaelwilkesco.com
Policy Development About developing policies from Pastor Chris Dolson, Blackhawk Church: “Everything is written down. Clarity is in black and white. This can be an arduous process, but we found that this was helpful for us. Think in terms of years, not months or weeks.” “The work of Ends never ends” – Carver Ends become the actual work of the Board. Much time will be spent in discerning Christ’s will, applying values, and updating to assure relevancy. www.michaelwilkesco.com
Questions / Discussion www.michaelwilkesco.com
How is it working TODAY? That’s the next presenter… www.michaelwilkesco.com
Organizational “Adolescence” – What is it? • Similar to human adolescence – toughest stage of development! • No longer a small organization, but lack the management practices and systems of a larger, or more mature organization • Maturity has nothing to do with age, but with the relationship between flexibility and controllability • Need to distinguish between normal “growing pains”, or chronic problems requiring immediate attention • The goal: Timely address growing pains of current stage, so equipped to tackle the more complex pains of the next stage www.michaelwilkesco.com
Session ThreePractical Stuff www.michaelwilkesco.com
