Tim Stevens shared a great post recently about “The New Normal Project” at Granger Community Church. It was a post written about what used to be known as stewardship campaigns. You should check out the full article.
This is the quote that grabbed my attention:
“We had very few extra events (i.e. banquets, home meetings) and focused everything we could around the weekend services. People are very busy with very good things—and most of them can only give us one shot a week. That doesn’t mean they are unspiritual or don’t love Jesus or the church. It just means they are living their lives, investing in their families and contributing to society.”
Tim was writing about their specific project, but I think we as church leaders need to be challenged by Granger’s learning. Generally, churches are very event-driven. We are a one-trick pony.
“Pastor, we’ve decided to move on.” These are some of the most difficult words that you, as a ministry leader, will ever hear—especially when they come from people you have lived, laughed and dreamed with.
It’s painful when we hear that people no longer want to be a part of our ministries. It’s additionally painful when they leave and don’t take the time to tell us why they’re leaving, where they’re going, or what we could possibly do to repair any damage in the relationship.
I wish that no one had ever left my congregation. I wish that everyone who has visited our church had fallen in love with us, gotten pumped up about our vision, found their niche in relationships and service, grown spiritually and stayed with us throughout their entire lifetime. That hasn’t been the case.
Theologically, we know that the church is called to leave what’s comfortable and propel itself out into the darkness as light, living the counter-culture life of the kingdom of God.
But here’s a question all leaders need to consider: How can a church accomplish that mission unless the families of the church are living with that same mindset? Every church would be “missional” if the parents understood their role in discipling their children.
Generally, we understand the word discipleship to mean teaching the truths of Scripture, the doctrine and theology of God, and establishing the moral codes of the faith. All this is good, but only if we understand the fuller meaning of Jesus’ idea of what a disciple is.
When He used the word, He actually meant what we might call an apprentice. Western—non-participatory—discipleship is satisfied when a person knows concepts about God, but apprenticeship isn’t satisfied until the person has learned to live the life of God. This is a simple but profound switch in thinking for several reasons:
I was watching my friend Parker the other night. He is an incredible student leader and a talented young man.
He was working lights at our Saturday night service during our "You Own the Weekend" series. He was killing it, super passionate, incredibly creative—even his parents came to see his work!
I looked around the room and was so happy—adults were around talking to students and generally keeping order—but in most cases, students were serving in a ton of areas.
Got me thinking—when did this happen? I can think of a time not too long ago when we didn’t have students serving in any significant way. When did students really start serving at our services like this? When did Parker move from attendee to ingenious lighting guy extraordinaire?
As a leader, there are many times I feel like the mediator between opposing viewpoints. I’m steering towards a common, shared vision, but there are a myriad of opinions in how we accomplish the vision.
I’m not afraid of conflict on a team. In fact, I think it can be healthy for the team if handled correctly. It keeps tension from building unnecessarily, simply because emotions and opinions are hidden rather than addressed. It brings new ideas to the table and welcomes input from everyone. When conflict is ignored or stifled, it makes people feel devalued and controlled.
When faced with conflict on my team, I realize the way I handle it will go a long way toward allowing the disagreement to work for the overall good. In fact, I must learn to better manage the conflicts rather than attempt to kill them.
Here are seven thoughts for managing conflict on a team: