In this second week of learning about church administration, I read about boards, governance and planning. If you want to follow along, this week I’m reading and reflecting on chapters 3 and 4 of Church Administration by Robert N. Bacher and Michael L. Cooper-White.
There was a great deal of helpful and practical content in this section on a variety of topics: the role of a council, its theological foundation, how to call and orient new members, how to manage risk and conflict, how to have good meetings, and how to keep on track.
As I read through these sections, I recalled specific situations and people from my congregation currently, but also churches in the past; good and not so good situations.
On page 55, Bacher and Cooper-White articulate the need for the chair (or president) of a council to draw from the quieter members who otherwise don’t speak up very often in meetings. Likewise they also encouraged the chair to intermittently, especially during discussion on “hot” issues, to do a “round table” and ask for the thoughts and/or questions of each council member before proceeding with more formal discussion or decided-upon action through a vote. Using a reference such as Robert’s Rules of Order is helpful to keep meetings moving, but the authors warned to avoid “heavy-handed legalistic meeting conduct.” At a previous congregation, I observed that one council member in particular was helpful with referring back to Robert’s Rules of Order when the meeting got stuck. She was outspoken and confident, helpful but also made me nervous.
I couldn’t help but listen to the question rolling around in my head as I read these chapters:
How do you trust people to be leaders and bring their expertise and gifts…and trust them?
I could take on all the work myself… I could waste time searching for sixty name tags instead of asking my co-worker where the box is. I could cold-call dozens of people to help with my project instead of asking my co-worker for a list of her all-star adult volunteers. I could plan for five hours of large-group teaching content about vocation instead of having students learn about vocation by also serving and talking with a trusted adult.
These are some of the administration-related questions that surfaced during my internship project a few months ago. I had a dream that students and adults could discover and feel affirmed in their vocations by learning together, serving together, and debriefing together over 5 weeks. There were (and still are) 30 students. So with my 30 mentors, that’s 60 individuals’ contact information (& parents’ email addresses), schedules, assessment results, assessment codes, and booklets to track, manage, and somehow get into a tidy bin for the confirmation pastor at the end of five weeks to demonstrate their learning.
How do you trust people to be leaders and bring their expertise on a board, on a council, or for an internship project?
I’m still not completely sure, but I think it has to do something with this: It’s not about making people do things for you, it’s about seeing and pointing out an opportunity for that person to try out a gift that you’ve seen in them over and over again.
I’m so lucky to be in this work, because when I hear that someone at church is really into mentoring, and wishes that our church was more into mentoring, I can tap on their shoulder and say “Hey, I heard that you were really into mentoring, and I could use someone with your passion and presence as I try out this project for a couple weeks, could you help me?”
As an intern, I’m probably doe-eyed thinking that all things governance and administration can be significantly altered if we just identify and invite people into opportunities. Rather than the bulletin announcement, “NEEDED: 1 council member,” maybe it’s a tap on the shoulder that affirms someone’s quiet but persistent leadership, and without that tap on the shoulder, they would have never known they had that gift, or a gift.
Has there ever been a time when it was necessary to trust another leader and it was tough to do? Was there ever a time you trusted a leader with a responsibility, volunteer or otherwise, and they betrayed your trust? Why do you think it’s so hard to trust others and delegate responsibility? What are the gifts of trusting others with responsibility?