If your church is like many others, it probably has a limited budget. Plus, the staff is likely busy with ministry activities, and it is difficult to take on additional responsibilities. This can be an issue when it comes to risk management — improving safety for congregants and enhancing your facility’s security.
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States require us to purchase auto insurance. Banks make certain we have mortgage insurance. Parents with children buy life insurance to protect their families in case of an unexpected death.
Yet, despite the fact that research shows we are much more likely to become disabled for more than three months than die in any given year, many of us do not have disability insurance.
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Debi Nixon wears many hats at Church of the Resurrection, a United Methodist congregation of nearly 20,000 members. Her title is broad in scope; but to put it succinctly, she’s a connective leader, helping the church implement its vision and move forward in the right direction.
Read More >Most people don’t like change. Most leaders want to challenge the status quo. Leadership is, in part, the process of helping people see the need for change, embrace the vision for change, and then implement the change.
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Succession planning is the process of developing high-potential employees who have the ability to play leadership roles within your organization. It involves careful evaluation of staff capabilities and development of a process that includes training, mentoring and skill development.
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I’m a firm believer that everything on earth belongs to God. Our money. Our houses. Our cars. The word of God. Our families. The people we encounter — and the facilities in which we worship. God has entrusted us with the stewarding of all these items.
For me, stewardship is less about what we give and more about taking care of what we have been given — of all that’s entrusted to us.
So, how do we define “entrusted”?
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In work or professional settings, the best feedback is face-to-face. However, I have found it is very difficult and utopian to expect that everyone will act this way. As a result, we have implemented the use of 360 feedback as a part of our annual reviews and, on occasion, as a part of time-sensitive feedback needs.
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I recently had coffee with a young(er) minister. He asked a great question: What can I do right now? The young minister (he’s around 20) wanted to know how he could lead better. Starting today. He caught me a bit off guard. After all, leadership is learned and refined over time. Pastors spend years growing. He knew that, but he also wanted to know what could be done immediately.
I’m not that far removed from being a “young” pastor (at 35, many might still categorize me in this way), but I have learned — some things the hard way — from pastoring for 10 years. There are a few practices young ministers can do right now that will help them grow immediately. Here are three leadership practices I shared with him.
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We frequently ask ourselves questions such as, “What’s an acceptable way to show affection to youth in my care?” or “How should I react if a child runs up for a hug?”
These are important questions, because boundaries promote a lifetime of healthy relationships.
When Barrington Goldson founded Calvary Tabernacle in Hempstead, NY, nearly 25 years ago, there were 19 congregants worshipping in a motel room. Now, Calvary hosts nearly 800 members in a 12,000-square-foot building every Sunday and supports two K-8 charter schools and 27 churches in five countries.
Getting from Point A to Point B required Goldson to further his education. So, in 2011, he enrolled in an online MBA degree program at Phoenix-based Grand Canyon University to learn to meet the demands of his growing church.
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