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Leadership

Leadership, Pastoring, Preaching
Top Five Tuesday — Top Five Ways To Cope When You Want To Quit Ministry
June 14, 2016 at 3:43 am 0
Ministry is like most occupations:  there are times when, in the immortal words of Johnny Paycheck, when you want to take this job and shove it So what do you do when you're a pastor and Mr. Paycheck is singing to you? For you? Well, as a survivor of a few of those Shove It seasons, here are the five best ways to respond:   1. Focus on what you do well rather than trying to shore up your weaknesses.  At those times when pastors feel failure acutely and when the criticism comes the most freely, it is so tempting to respond with an accelerated effort to improve those areas that are getting you in trouble.  Don't.  That's ministry by reaction rather than ministry by calling.  Instead, take a breath, and get to work on those projects at which you excel and which bring you life.  In my case, there were always more sermons to prepare and hospital patients to visit. 2. Don't air your complaints or struggles on social media.  And in a related matter, don't "sub-tweet" your frustration with certain parishioners or even staffers.  That's passive-aggressive and only serves to diminish your ministry. 3. Do have a trusted advisor/counselor/therapist/support group.  And yes, I've had all four.  Those connections are why I am still here. 4. Understand the genuine source of your opposition's opposition.  Most ministerial malaise stems from opponents within the congregation.  In those instances, I have found it helpful to realize that most of the time, clergy and churches are convenient outlets for people's frustration in other areas of their lives.  Folks are really mad at their parents, their spouses, their bosses . . . but because they're powerless to do anything about those relationships and frustrations, they take it out on you. 5. Check your Encouragement File.  When you feel like you are a failure and have never done anything of eternal value for Jesus, check your Encouragement File and read the notes and cards people have sent you through the years.  It will make you realize that the truth is in those testimonies, not in the lies running around in your head.  Oh!  You don't have an Encouragement File?  Then today is the day to start . . .   Some of these ideas are found in Chapter Four of my new book, Solve.  That chapter is called Oppositionists and communicates the core truth that God sends opposition to grow desperation.  You can order Solve here. Solve            
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Leadership
A Recent Staff Mantra
October 6, 2011 at 8:21 am 1
I've been saying it so much to staff recently that they've begun repeating it back to me with wry smiles.

The most important part of your job is not your job. It's helping this team be the best team it can be.

Inspired by Patrick Lencioni's Five Dysfunctions Of A Team, the mantra has helped us as a staff to have a marked increase our "cross departmental" cooperation.

It's why Maintenance Staff helped with last Sunday night's BigHouse Uptown Mission.

It's why Music Staff and Youth Staff are lending major assistance to this Sunday's Life Group Launch.

It's why Children's Staff serve key volunteer roles at BigHouse.

It's why Congregational Care Staff helps everyone do everything.

We've got a long way to go, but I like the direction of people recognizing that their job is much bigger than their area of ministry.

What's the most important part of your job?
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Leadership
Face Time
May 4, 2011 at 5:48 am 2
At last week's Leading Edge event in Kansas City, the project's benefactor said something interesting to our table:

If you see a CEO on TV advertising his company's product, don't buy the stock. It's obvious he doesn't get it.

My mind immediately went to Lee Iaccoca & Chrysler in th 1980s:



and then to Dave Thomas of Wendy's in more recent years:



What did our benefactor -- a man who has run companies in the information technology industry for over 30 years -- mean by his comment?

This: when leaders identify themselves too closely with the organizations they lead, trouble ensues. The focus lands on personality traits rather than organizational strengths.

The application to pastors and churches is obvious. The best pastors remember to keep the church's mission above their own personalities -- actually, effective pastors specialize in working themselves out of a job.

The goal is for the people of the church to "own" the ministry to such an extent that if something unexpected happens to the pastoral leader, the congregation can continue to thrive.

This post is not prelude to any kind of announcement. However, it is part of a "reset" I want to engage in as a leader so that the people here will feel more empowered to steward the ministry.

And so that my face won't appear in any of our advertising.
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Leadership
Teaching & Reproducing
December 6, 2010 at 7:18 am 0
No, I'm not teaching on reproduction. I'll let others handle that.

But I've been mulling over something a pastor said about pastoral ministry:

We teach what we know, but we reproduce who we are.

I'm pretty confident that I can do the first part. There are some subjects about which I know a fair amount -- the Gospel of Mark, the letters of Paul, and how to prepare and deliver a eulogy, for example -- and so I can teach on those things.

But reproducing who I am? I'm not as sure about that one . . . or even if it's desirable.

I suppose I hope that the congregation will become passionate about the things I'm passionate about . . . cultivating a small church feel in a large church body, becoming a thoroughly 'full color' congregation, and, in this season of the church's life, the rescue of slaves from bondage at the hands of oppressors.

If those are reproducible (is that even a word?), then I'm on board.

In the meantime, I'm going to keep pondering what that pastor said about pastoral leadership:

We teach what we know, but we reproduce who we are.

Do you think that's true? Or not?
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Leadership
Smart Enough To . . .
December 1, 2010 at 6:00 am 0
I got some good leadership advice at the Y the other day.

I was speaking with someone about the business that he owns and operates. He summarized its success by saying, "I'm smart enough to hire people smarter than me."

I like that.

In many ways, I've lived it at Good Shepherd. I didn't set out to hire people smarter than me, mind you, but when I see the way the staff takes some raw ideas that I have and improves them exponentially, that's the conclusion I have to reach. You'll see a lot of that in the design and execution of our next series, What Child Is This?

With what kind of people are you surrounding yourself?
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