I believe the phrase, “running around like a chicken with its head cut off” is a common analogy for many in ministry. Busy weekends bleed into weekday staff meetings, programming preparation, rehearsals, and email writing. It’s so easy to get caught up in the busyness of what we do that we neglect matters of the heart. I will never forget when I got my wake-up call to slow down a bit and prioritize. I was busy preparing for a huge family ministry event and “running around like a chicken with its head cut off”—all while my little boy was waiting for me to pick him up on early release day at school. After he patiently waited for an hour, I got a call from the school inquiring if someone would be picking him up. My heart sank—I had been so wrapped up in what I was doing that I had forgotten one of the people who mattered the most. I arrived to find a scolding look from the front desk clerk but a huge smile and hug from my six-year-old—thankfully. I held him tight, apologized, and he just looked up and said, “I knew you would come!” I’m so grateful that his faith in me didn’t wane because I certainly had lost a bit of it in myself that day.

In the last chapters of Tony Dungy’s book, Quiet Strength, we journey with Dungy on some of the lowest and highest points in his life. Even during the darkest days and the greatest triumphs, Dungy consistently displayed his faith and character that was instilled in him by his parents and mentors. Here are some of the key points to take away as you read these last chapters:

Team Matters: In the game of football, every player has a role on the road to the ultimate prize—a Super Bowl ring. Some men may get more press and glory, but it takes the efforts of each individual and his gifts to raise that Lombardi trophy at the end of the season. The same is true in ministry—each leader and volunteer has gifts and abilities that contribute to the team. It takes a united and synchronized effort to reach children, teens, and families in our communities. We need to be confident in our roles and do what we do best in order to have the greatest reach for Christ.

They’re Watching You: Ministry is chaotic; a downright circus at times. How you react and respond in times of stress and distress will speak volumes to those you are trying to reach. I love Dungy’s wisdom in the book: “I think there are times when I believe God welcomes the circus into our lives to give us an opportunity to show that there’s another way to live and respond to things,” (p. 189). Even in times of adversity and challenge, we can be a light for Jesus just by how we respond and react.

Guard Your Priorities: No doubt, we believe what we do is important; it can be life-changing for the people we serve and reach. But if we do great things yet sacrifice the things that are dear and important to us, what do we truly gain? Dungy may not have always gotten it right, but he has been a life-changing example for many in prioritizing his faith and his family. “Higher priorities, such as spending time with God and family, must not be afterthoughts jammed into your schedule. But doing so requires faith—faith in your preparation, faith in your outcome, and for me, faith that God is watching over me, even when I can’t understand His plan,” (Dungy, p. 247). At the end of the day, your example to others, in the areas of your own faith growth and time spent with your family, may be some of the most important messages you communicate to your team, your families, and you community; don’t neglect these matters of the heart.

Think On This
How well are you working as a team in your ministry? How are you helping each person on your team develop and grow in their areas of service? How do you publicly react to the stresses and strains of ministry? What are you doing to assure that you’re growing in your own faith? How are you guarding your time with your family and keeping them a priority?

I love it when I can look back and see how God was at work throughout my life—especially in those times when I wasn’t very patient with His timing. One of those times was early in our marriage, when we found out we were pregnant with our second child; the timing was less than perfect to say the least. We thought we were doing everything right to prevent any unexpected little ones as my husband had just started graduate school and I was supporting our family on a minimal ministry salary. Yet, our daughter (and God!) had a very different plan. Our daughter decided to arrive two weeks early—right in the middle of finals—and my husband’s professors really didn’t have a lot of sympathy that his wife was having a baby; he still needed to show up for his exams. In the months to follow, we had no income coming in and somehow we always had just enough money to pay our rent, bills, and put food on the table. We questioned and wondered why God had us in such a difficult situation during that year. Then a light—graduation arrived and a job that has since opened so many doors in our lives. Looking back, I can now see how God was in the middle of our plans, working on His way and not our way.

It’s those virtues of trust and patience that can challenge us while at the same time, inspire us. In the next four chapters of Tony Dungy’s book, Quiet Strength, readers see how God had a perfect plan laid out for Tony in the NFL (and in life), even though it wasn’t easy to see as he was walking through it. Like so many of us, Dungy wanted to “make it happen” when God was teaching him to sit back and let Him do the work. As you read through these chapters, here are some takeaways you won’t want to miss:

Now and Forever: On page 57, Dungy quotes Coach Chuck Noll’s wisdom to him in this, “Football is what you are doing right now, but it’s not your life’s work. You’ve got to continue to prepare for your life’s work.” Sometimes it’s so easy to get caught up in our ministry lives that we forget our life’s work may be waiting for us to read a book to them at home or combing the stands to make sure we’re sitting there to watch them score the winning goal.
Takeaway: Work hard, play hard. Don’t forget to enjoy your life and the people in it.

Learn to Lead: Dungy had some incredible, godly men in his life as he learned to navigate the NFL and coaching. These men not only studied God’s Word with him, they provided godly counsel and wisdom on how to lead with integrity. When Dungy became discouraged, these mentor leaders were able to help him learn to be patient and to wait on God’s plan and timing—even when circumstances seemed grim.
Takeaway: We need mentors to help teach us how to lead and encourage us in both work and life.

Unexpected Doors: You never know where something might lead—especially when God is doing the leading. Dungy learned some valuable lessons when he met with one of his mentors, Tom Lamphere, as they studied the Book of Nehemiah together. First, Nehemiah’s opportunity came in God’s time, not his own. Second, Nehemiah prepared his mind and heart so he would be ready for God’s timing, and finally, Nehemiah needed to prepare to take on problems, doubt, and adversity that came his way.
Takeaway: God opens doors that aren’t always expected; embrace the unexpected blessings in life.

Think On This
How would you describe your “life’s work”? How can you be more diligent about taking time for that work? Who are the people in your life who teach and model leadership for you? In what areas of your life do you need to be more like Nehemiah?

Do you ever look back and wonder, How in the world did I end up here? When you hear that phrase, you hope the outcome of where someone ends up is for the better and not for the worse. I know for myself, I often look back with gratitude on where I ended up. Ministry was definitely not even close on the radar when it came to career plans out of college, but God had a different plan. Divine encounters and experiences that weren’t planned or expected slowly changed my course for the future. Not only did the tug at my heart to accept a call to ministry change my career plans, it also led me to my amazing husband and relationships with people that I easily call my “family.” It is definitely a wonderful thing to look back and see all of the ways God was working in my life—through the good and the bad—to lead me to where I am today.

In Tony Dungy’s book, Quiet Strength, readers will also see how God led a young, African-American quarterback on a journey that didn’t result in all-star success as an NFL player. God had a different plan for Dungy as he listened for God’s quiet nudge that ultimately led Dungy on the road to become one of the most successful coaches in the NFL. As we begin to read the quiet strength of this godly man—both on and off the field—let’s take a look at some of the highlights in the first four chapters of the book:

Parents Matter—Dungy grew up in a home that emphasized the importance of education and character. His parents built into him a foundation of faith and character that served to help him when he left home as he faced value choices in college and while in the NFL.
Bottom Line: Parents can influence and shape our future choices, decisions and faith.

Everyone Has Potential—As leaders who are helping kids and teens discover their faith, we need to remember that every child doesn’t wear the same size shoe. That is—each child learns in their own unique way. We can’t assume that every teen will respond to a crazy game that teaches a biblical point or that every child will sit and quietly listen while a Bible story is read to them. But, every child—every teenager—has the potential to learn about the Bible, grow in their faith, and discover who God is in a way that they understand and learn best.
Bottom Line: Everyone learns differently but everyone has the potential and the heart to seek God.

Be a Good Listener—Dungy often wanted God to speak to him in a thunderous boom or loud voice. What he discovered was that usually God spoke to him in the quiet moments that stirred his heart more than his head. When we put God first in everything we do, when we seek His way before our own way—this is when we can know with confidence that He is leading us in the right direction—even when it may seem unusual or it isn’t exactly as we had planned it.
Bottom Line: Put God first and everything else will fall into place.

Think About This
How have your parents influenced you—either in life or faith? How do you learn best? Why is it important to help kids and teens learn in a variety of ways? Describe a time when you believe God was speaking to you—what was that experience like? How can you be open to hearing God’s voice?

It’s March—which means our house is all about basketball. We love watching the college tournament, both men’s and women’s games, and the battles that take place on the hardwood. Our daughter cheers at Baylor University so we have become proud Baylor Bears fans over the past two years. If you haven’t watched their women’s basketball team, take a peek as they head into the Sweet 16 this weekend. This is a team that works together; they are unselfish in their play and tenacious about driving the ball to score. Their team leaders as well as their coach take setbacks and learn from them. The result—a National Championship team that’s driven in their pursuit of a second title. They’re fun to watch because they’re having fun on the court and are passionate about the game, the school they represent, and each other. These young women and their leaders strive to make progress every minute, every second of the game in order to achieve their goal of a National Championship.

In the last two chapters of The Progress Principle, our authors wind down their teaching on what drives progress and talk about the daily grind—when leaders need to take a look at the end of the day and evaluate if progress was made. Leaders need to stay attuned to their team and evaluate how to provide the catalysts and nourishers people need to make progress. Like a great basketball team, leaders in organizations need to step back and at the end of the day, determine if they’ve done what it takes to reach their goals. This means learning from mistakes, gathering team input, and approaching both successes and failures as learning opportunities. As you evaluate how you’re doing as a leader who cultivates progress, check out the Daily Progress Checklist on pages 170 and 171 to determine how you’re doing in helping your team progress and grow.

Finally, a team can only be as healthy as its leader. What are you doing to make sure your inner work life is in check? The authors recommend that leaders spend time journaling in order to give them an outlet to write down and reflect on their own day; the wins and losses, the positive and negative, the progress and the setbacks. Tips for journaling are outlined for you on page 187—use this as a guide but add your own pertinent questions to ask yourself that fit the culture and climate of your organization and team.

March is nearly over and the madness will spill over into April as both the men and women will crown new champions for 2013. A lot can be learned about progress and leading a team when you take in a game or two, so I encourage you to watch one this weekend. As you do, consider all of the things this book has taught about progress—the catalysts and nourishers as well as their foes, the inhibitors and the toxins. Watch how these factors play out on the court and then compare how they play out on your own teams in ministry. Then commit to building a championship team as you move forward and commit to progress in ministry.

I’m so excited for Easter! It is my favorite celebration day because the entire day is about joy, hope, and life-change. So, it brought a huge smile to my face when our three kids, who are spread across the country, all said they wanted to be home with us for Easter because for them as well, it is their favorite celebration day. With limited time and budgets, we’ve decided as a family to meet in Arizona—our first “home” as a family. And this sparked my excitement even further because it means we will attend worship at the first church I served at in ministry—it is still ministry “home” for me. I certainly wasn’t paid the big bucks during my time on staff, but my relational bank was always overflowing; I worked with an amazing team and served wonderful families—my “work” definitely had meaning and purpose that was far more rewarding and fulfilling than any paycheck.

In Chapters 3, 4, and 5 of The Progress Principle, there is a ton of material and research that supports the importance of why meaningful work is so important to progress and success. The church I will visit next week is an example of this principle: the staff feel meaning in their work and as a result, the church has grown to over 10,000 members—lives in the church and the community are changed because of the ministry taking place there each day. Here are some key points from these chapters that you won’t want to miss as you read:

When Meaning Dies: Nothing can be quite so miserable as being in a job or position that you find no meaning or fulfillment in. While a paycheck can be rewarding, if the work isn’t meaningful, the productivity will flat line and people will be looking for the nearest exit. Authors Amabile and Kramer describe three things that can kill meaning at work:

1. A loss of ownership in the work one is doing;
2. When work and ideas are dismissed or overlooked by leadership; and
3. Employees doubt that the work they do will ever actually see the light of day.

Think On This: What are the things in your position in which you find meaning and fulfillment? How do you create meaning for your staff—paid and volunteer? How do you help your staff feel ownership in your ministry?

The Catalyst Factor: These are the events that directly enable your progress at work such as clear goals and adequate resources. There are also things that can crush the catalyst factor—these are called Inhibitors; these are the things that make progress difficult to achieve. Examples of inhibitors would be unclear goals, micro-management, or a lack of resources to accomplish goals.

Think On This: What are the things in your position that are catalysts for progress? What are the inhibitors? How can you be a catalyst provider for your team rather than an inhibiting leader?

The Nourishment Factor: These are the things that support your inner work life such as respect and emotional support. While these may not be directly related to the job you do, they can determine whether or not you will be successful or make progress. If you don’t feel nourished, your happiness quota plummets. The opposite of nourishment is toxins—these are things such as feeling disrespect on the job or working in a hostile environment.

Think On This: What is nourishing you on the job right now? Are there any toxins that you need to get rid of? How do you demonstrate respect and support to your team?

Bottom Line—meaningful work will happen if human relationships are present. Even if you work in a room alone, if you feel that your work is contributing to something—to people—you can find fulfillment on the job. Going back to Arizona next week is special because I know that I was a part of something while I was there that was bigger than myself; I’ll see kids who were in my children’s ministry who now have kids of their own. Meeting those children will show me that good seeds were planted and continue to be fruitful—and my cup will runneth over.

I once worked at a place where I just dreaded going to “creative” meetings. While each individual sitting around the table was hired for their creativity, it wasn’t valued at the meetings. Ideas would be shared and quickly shot down or ignored by leadership. It didn’t take long to realize that not saying anything at all was better than being shut down or worse, sharing an idea with no acknowledgement and then watching leaders take the credit for it down the road. People were not happy in those meetings and productivity diminished the remainder of the day as heads drooped in gloom and defeat. Soon, employees began leaving for greener pastures. Some became involved in other areas of the company where they felt their ideas were listened to and valued. Those that stayed felt obligated or stuck, hoping that change was just around the corner.

When people aren’t happy—either at work that is paid or unpaid—their productivity diminishes and they’ll likely consider moving on to work that is fulfilling and valued. In chapters 3 and 4 of The Progress Principle, authors Amabile and Kramer dig deeper into the inner work life and what keeps employees motivated and productive. Here are a few key points to focus on as you read:

Creativity Booster—the diary study conducted by the authors revealed that there is a definitive connection between positive emotion and creativity. If people are happy in their career, their more likely to be creative and positive about the work they’re doing. Psychologists call this the “incubation effect”—a pleasant mood stimulates greater breadth in thinking; which can linger and build for days.

People Are Perceptive—Employees will see their organization and their leaders in a positive light if they feel their environment is one where collaboration, cooperation, and input are valued. People want their ideas heard and evaluated fairly.

Intrinsic Motivation—People are motivated more by intrinsic things such as the enjoyment or satisfaction of a job well done, than by extrinsic motivation such as the promise of rewards. Again, creativity can be affected by what type of motivators are being used—intrinsic will win out every time.

The Progress Principle—While there are many things that influence a positive inner work life, the authors found that the single most powerful piece for progress is meaningful work. People want to be part of something that’s fulfilling and worthwhile. Feedback is a powerful tool for motivation and the work itself can often provide the most worthwhile feedback.

Think On This
What boosts your creativity? How do you evoke creativity in your team? In what ways do you encourage your team to contribute new ideas? How can you help bolster intrinsic motivation among your team? How are you instilling an environment of collaboration and cooperation?

I can honestly say that I’ve been fortunate to have always had a job that I loved. But, just because I loved what I did, it doesn’t equate to always being happy at work. At one point in my career, I accepted a position that I thought would be my dream job. The first few months were an absolute “honeymoon” phase and I was oblivious to some of the warning signs around me. There were little things that began to get me down; a lack of feedback on projects or indifference in a job well done that had me questioning my competence at work. I wasn’t alone—others felt similarly for a variety of reasons. After a year, the work environment became a place where everyone was walking on pins and needles and I realized that even though I loved the work I was doing, I wasn’t happy doing it. I knew deep down that I was successful at what I did, but my day-to-day feelings at work told me something different and soon all I could think about was how I could get out.

This month, we’re going to take a look at the book The Progress Principle by Teresa Amabile and Steve Kramer. This book explores our inner work life—the confluence of perceptions, emotions, and motivations that we experience and react to during the workday. The inner work life of employees has a tremendous effect on the overall performance of an organization. Managers, in particular, can affect the inner work life of their employees and consequently, the creativity and productivity of the organization as well. Over the course of digging into this book, you’ll discover how you can support your inner work life, regardless of your environment, so you can maintain high performance and dignity on the job. Here are a couple of thoughts from the first chapter about “the inner work life”:

It’s the Little Things—Amabile and Kramer share an interesting study done in 2008 that revealed people are happier when they have small, regular events occur in their lives—such as attending church or working out at the gym. “Small positive and negative events are tiny booster shots of psychological uppers and downers,” (p. 25). When managing people, you really do need to pay attention (and sweat!) the small stuff.

What’s On the Inside—Inner work life is “inner” because it tackles the feelings and perceptions that are going on inside a person at work. It’s usually not something that others don’t notice nor do they feel comfortable revealing what they’re experiencing to others—especially superiors.

On the Job—Your inner work life is something that you only experience while at work; it is specific to the tasks and experiences that occur on the job. Consequently, your personal life can spill over and affect your job and vice versa.

Part of Life—Since most people spend so much of their lives at work, it becomes a huge investment and encompasses a lot of who we are and our self-worth. When people don’t feel happy at work, they have little drive for success and productivity begins to fall short.

Think On This
How happy are you in your current work position? Explain. If you are a leader or supervisor, how would you rate the satisfaction and happiness of your employees on the job? What are the little things that you need to pay closer attention to—for yourself as well as for your employees? How is ministry unique when thinking about the “inner work life?”

My husband travels to China for business at least once a month and so we’ve become used to a lot of long-distance communicating. I’ve learned that my husband becomes so engrossed in what he’s doing while he travels that he sometimes forgets to communicate things that are important. Case in point: About a year ago Dan was on one of his usual 10-day trips to China. We hadn’t spoken in a few days but when he called, he started telling me all about shopping for dishes and a new mattress and how he couldn’t understand why nothing was set up yet at the “apartment.” After a moment of silence, I finally chimed in with a lot of sadness in my voice and asked, “Are you moving to China?” The response was quick as Dan backtracked and explained that they had gotten an apartment for an employee that included an extra room for he and other employees to use when they were in the country—a cost savings for them—a moment of panic for the wife. While it now makes for a great humorous story, in the moment I felt crushed and Dan felt horrible for failing to communicate about the apartment before he left. My husband and I normally make a pretty good team—but we are keenly aware that tension builds when we aren’t communicating clearly with each other.

Part 3 of Larry Osborne’s book, Sticky Teams, covers the critical topic of communication. In this section, Osborne highlights four key areas where communication is crucial for teams to stay sticky:

Change—I love the line Osborne gives about the advice an old farmer gives to a young and newly arrived pastor of a church, “Go slow, son. Churches are a lot like horses, they don’t like to be startled or surprised. It causes deviant behavior.” If you’ve ever served at a church you can totally relate to the farmer’s advice. Communication is so important when implementing change in an organization. It’s vital to test the waters, listen and respond to the change resistors, and to sell the idea to individuals before presenting it to the group at large.

Salaries—This is a topic that seems to be covered too lightly at board meetings because it’s tabled until the end when everyone is tired and ready to go home. But salaries aren’t something that can be decided on a whim; it’s important for the board to discuss it as both an investment and an expense and determine how pay will be structured before hires are made and evaluations are conducted.

Money—The subject has split, even leveled, many churches over the years. It’s the topic that no one really wants to talk about but expects that it will be there to pay for everything in relation to church and ministry. When communicating about money, it’s important to plan—saving is a good thing and don’t make assumptions—always consider the facts in regards to money. And one of the best ways to communicate in regards to money—a simple thank you to those who generously and sacrificially give.

The Tough Stuff—Churches aren’t perfect because people aren’t perfect. Churches have to tackle tough situations at times such as moral failures, financial crisis, or releasing staff to name a few. Discretion, honesty, and grace are all important elements to be used when communicating in areas that can, if navigated incorrectly, leave wounds and damage that will scar for years to come.

Think On This
How would you currently rate your staff’s communication today? In what areas could communication be stronger? Why are topics such as change, salaries, and money tough to talk about? What are one or two things that you can specifically do this week to improve communication with your team?

A few weeks ago, I was at a high school soccer game and watched the team I was cheering for get beaten. It wasn’t that they didn’t have the talent; they definitely had the skills and the know-how to put up a win. The coach was calling good plays and even the referees were making fair calls. But it’s tough to win when not everyone is on the same page—and that was an obvious problem that I could see midway through the game. The team had a forward who wouldn’t pass the ball; he hot-dogged down the field even when the coach was screaming for him to pass. He had a lot of talent, but he was more interested in his own agenda for winning than the team’s plan. And that attitude rarely results in a win for a team.

In Part Two of Larry Osborne’s book, Sticky Teams, we’ll take a look at the importance of getting everyone on the same page. While every church culture is unique and each staff is made up of unique (and often “strong!”) personalities, it is vital that the healthy church has teams and staff that are aligned and working toward the same goals. Here are some key takeaways from this section of the book:

Don’t Lobby, Train: Sometimes leaders think training entails giving a pitch over and over again to win the hearts of the listeners. Make sure that you’re actually training your team—teaching them what you want them to know and learn and sharing your heart. Equip your team for success and invest in them with the tools and training they’ll need for success. And don’t forget repetition—don’t just say it once and expect your team to remember it and apply it—you need to repeat, repeat, repeat!

Board Alignment: It’s important to train your board as well, so consider having a meeting that concentrates solely on training and relationship building. The more you educate your board, the easier it will be to work through business and get things done at your regularly scheduled meetings. Osborne suggests concentrating on these three things at your extra “shepherding” meeting: team building, training and prayer.

Staff Alignment: Osborne recommends using ministry “plumb lines,” a way to make sure that your programs, ministries, and decisions line up with your church’s core values and priorities. Plumb lines don’t mean that there’s only one way to do ministry, but they do assure that the creativity your staff brings to programming and ministries all align with what’s most important in your church by providing a guideline for when things start to steer off course.

Congregational Alignment: Your church members need to hear your values and priorities over and over as well. Osborne gives five tools for congregational alignment: 1) a clear and simple mission statement, 2) a front-loaded pastor’s class, 3) the drip method of preaching, 4) sermon-based small groups, and 5) short and sweet congregational meetings. Our church grew by leaps and bounds one year when our church started providing materials for our small groups that were based on the sermons. It provided repetition and time for people to debrief from the weekend. And Osborne’s suggestion of having mini informational meetings for your congregation before your annual meeting is brilliant—another tip that I’ve seen in action at our church. This process makes the long, drawn-out, argumentative, stress-filled congregational meetings a thing of the past because everyone is aligned with what you’re voting on before the meeting even occurs.

Think On This
Why does lobbying by church leaders tend to backfire? What plan can you put in place so people hear your values and priorities over and over again? What are the plumb lines in your church? How are you implementing the five tools for congregational alignment? What do you need to change or add so that your congregation feels part of your team?

This was a big week in the world of high school swimming here in Colorado: Not only was it the state championship meet, it was also the final high school competition for Olympic gold medalist, Missy Franklin, to compete for her high school. You might wonder why such a decorated swimmer would want to continue to swim for her high school team. As one might obviously guess, Missy swept the events that she competed in but when interviewed, she downplayed her record-setting times and medals with tears in her eyes and told reporters that the best part of the weekend was her team winning the state title. She was honored to do her part and to share in a state title celebration with the girls she swam with before she became famous. As fun as it is to win that single event, there’s something quite special when you can win as a team.

Part 1 of the book, Sticky Teams, is jam-packed with the traditions, policies, and structures that can tear a church apart. These types of roadblocks can crush the unity of your board and leadership, which ultimately trickles down to an unhealthy church. Like Missy Franklin, our “wins” at church are much more sweet when we experience and celebrate them as a team; with people we are relationally connected to in working toward and serving a common purpose. This section of the book covers a huge amount of valuable information that you won’t want to miss so make sure you dig in and take good notes! Here are a few of the highlights:

Healthy Boards: Your church board is an integral part of your leadership team and can either be a catalyst for health and growth or a deterrent to either or both of those things. Osborne covers five issues that can stifle unity for a church board:

1. Meeting in the wrong place: Consider taking your meeting to a home rather than always sitting around a cold table.
2. Ignoring relationships: Don’t forget to tend to each other—it’s easy just to let “business” run the meetings and forget about the needs of people.
3. Not meeting often enough: Consider getting together exclusively for fun or team building outside of the usual business meeting.
4. Constant turnover: Don’t necessarily put limits on time served; allow for a time period when everyone can evaluate if a board member should continue and don’t put tight restrictions on how long one can serve.
5. Too many members: Huge groups tend to have difficulty communicating and limit change and innovation; keep your board to 12 or less.

Team Players: There are a lot of variables when considering who you want to be part of your leadership team, and Osborne provides great suggestions and elements to grapple with when putting together a staff team. You want folks on your staff like Missy Franklin: individuals who work hard to do their part but also understand the importance that their efforts are part of a bigger picture. While “silos” may produce one outstanding ministry in the church, they also fuel turf wars and unhealthy environments. Recruit teams that are dedicated to excellence because they know no matter what their role, they’re a significant contributor to the health and growth of the church.

Clarify Roles: It’s pretty difficult to be successful or thrive in a position when you’re unclear what your role is. Imagine if you were on a swim team and you just swam up and down the pool, unsure of which stroke you were supposed to do, length you were supposed to swim, or time you were expected to meet. You would probably end up with a few strong swimmers but not a state title—that takes team members clearly understanding their roles and the expectations for meeting goals. Make sure your board, staff, leaders, and volunteers know their role so they can be successful and your church can be unified in serving God, each other, your church, and your community.

Think On This
How well do you know your church board? How can you work at building a stronger relationship with your board? When it comes to your church staff, do you feel like you’re part of a team or are you a silo? How can you encourage a team atmosphere for your staff or volunteers? How clearly do you understand your role on staff? What would help you clarify your role better and how would that change, if anything, what you’re doing currently in ministry?