Holding a Church Staff “Accountable”
- Posted by: Todd
- Posted on: Mon, July 25, 2005
- Viewed 90
- (26) comments so far
Pastor Jeff had been senior pastor for 5 years at his church of 250 members. While the church had not grown, most of his congregation gave him high marks for personal contact and preaching good sermons. But others had left the church, or never joined, because of problems with the other church staff members.
The office secretary, Annette, was often late, took many days off, and was disorganized. As a result, key work was never finished, or was late. Annette forgot to give Pastor Jeff important calls.
Associate Pastor Ed never seemed to make all his visitation calls. He failed to follow through on some assignments and was often late for committee meetings. Some members declined to serve on committees headed by Pastor Ed. Privately, they shared their discouragement over his poor leadership.
Pastor Jeff didn?t hold these staff persons accountable. As senior pastor, he would often cover the extra work himself, giving up time with his family, time preparing sermons, and time leading other church work.
In spite of the fact both Annette and Pastor Ed were failing in their jobs, Pastor Jeff felt he could not take action. Annette had been a fixture in the office for 22 years, and Ed was everyone?s friend.
Accountability
What is needed in this situation? In a word: accountability. Accountability is defined as "the obligation to give a reckoning or explanation for one?s actions and responsibilities." In the case of Pastor Jeff and his staff, it also means clearly defining work or ministry responsibility and then ensuring that each staff member follows through.Pastors often fail to confront poor performance because of their fear of church reaction. This perspective?that ministry must be nice to all employees?often masks an unwillingness to tackle issues.
Scripture instructs us to "walk in a manner worthy of the calling with which you have been called" (Ephesians 4:1*). Each Christian must be called by God and working in the area of his or her calling. Then the gifts and graces to be successful will operate in their lives and ministry.
An inner-city pastor was cited as a failure for only obtaining one new family for the church in a year. However, over 20 youths became Christians under his leadership. Fortunately, he and the church realized he was not called to be a senior pastor, but was instead a dynamite inner-city youth pastor. He took a youth pastor position with a large inner-city church, and his ministry blossomed. Had the original situation never been confronted, the church would have continued to struggle, and the inner-city church would have been denied the youth pastor God called.
While some workers are misplaced, others are not working up to their capacity. Because someone is busy does not necessarily mean he or she is effective.
Diligence is more than hours and activity?it is work focus. Paul gave us an example, "I run in such a way, as not without aim; I box in such a way, as not beating the air" (1 Corinthians 9:26).
Taking steps to improve
Meet with each staff member and outline in writing the standards and results you and the church expect. Be willing to give and take, but do not retreat from the minimum requirements. Confirm his or her understanding in writing. Then outline the importance of each task. Help each staff member understand the issue is not what you want, but what the church needs to fulfill God?s mission.For example, Pastor Ed might agree to make a minimum of four visitation calls per month and be on time for each meeting. Annette might be instructed not to exceed her allowed sick and vacation days, and salary would not be paid for additional days worked because of her disorganization. (Perhaps a time management course would be a wise investment for the entire staff.)
Follow-through is critical. Meet at the start of each week and evaluate how each person is doing with his or her goals. Praise positive results and correct poor performance. Do not gloss over deficiencies. The Lord?s work will suffer if tasks are not done well. Most often, work will improve with clear direction and enforced accountability.
If failure continues, sit down with the staff person again. Outline the previous agreement and ask the person to explain what is keeping him or her from accomplishing the assignments. Provide coaching, mentoring, and suggestions, but reinforce the principle that the responsibility belongs to each person individually.
Most often, performance will improve and the staff person?s successes can be celebrated. Do not forget to let this person know how his or her improvement has helped you.
When failure persists, discern the reason. Often, the giftings and talents are not a good fit with the job. A person may lack the ability to stay focused and disciplined enough to follow through on assignments, but may be blessed with an abounding creativity which can be successfully used elsewhere. Help your staff person discern what position might offer more success and provide the help needed to move forward into a new opportunity.
Taking a positive, proactive approach gives the best possibility of protecting relationships long term. Failure to act will result in poor performance and will increase the likelihood of a confrontation in the future.
As God holds us accountable in our lives, hold your church staff accountable. The result will be personal growth for you, your staff, and ultimately for God?s kingdom.
FOR DISCUSSION: We have a great number of church staff members who are reading this now. Has this type of accountability ever been a part of the mix at a church where you serve? For those of you who have been fired from a ministry position: was there this type of accountability present? Let's hear your thoughts...
We’ve discussed several times about the different ways churches handle their pastors and staff. Some feel that the church handles staff too much like a business would; yet others are on the other side of the spectrum: not requiring any pastor or staff member to be evaluated on a pre-determined job description. There has to be a balance. In an article from Enrichment Journal, Steve Marr makes a great point for church staff accountability... Steve writes:…
Comments
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JMH on Tue, July 26, 2005
How do you “fire” these fixtures, in love, knowing they are probably crying out for you to do so by their lack of performance but you feel as if they want to use you as a scapegoat for their excuse to why they’re not __ anymore? This seems more difficult with volunteer positions and in the smaller “family” churches
W Lomax on Tue, July 26, 2005
This is a great article. As a pastor it is very difficut to do this consistently and yet it is necessary.
Thanks
Jeff Stewart on Tue, July 26, 2005
Where is “Pastor Jeff’s” accountability structure?
Steve Clem on Tue, July 26, 2005
I’m curious about how others run weekly staff meetings. Seems like staff meetings are the place to set the stage or lay the ground work for accountability. I want my staff meetings to be practical and helpful, yet also inspiring and encouraging.
JAG on Tue, July 26, 2005
This is very difficult. Just watched a church implode and split over handling of a long-time staff member. Often times personal feelings for an individual override performance factors. I believe written records/appraisals are necessary if for no other reason than to “justify” staff changes with the congregation.
Out of the Ministry on Tue, July 26, 2005
As a staff member that wanted accountability, I find the story to be interesting as the support staff is the ones without the accountability. What I’d really like to know is how a Senior Pastor is held accountable? I left 3 ministries because of Senior Ministers that were lazy, unaccountable, and didn’t pull their own weight, yet the support staff was where the focus always fell. Seems like the Senior minister should be held to a greater level of accountablity as well. I finally got tired of moving my family all over the United States and feeling the pain of poor ministry relationships. I think the article is great, Where is the accountablity, and do church leaders even know how to hold a ministry staff accountable? Not for me to worry about now I guess.
G on Tue, July 26, 2005
It seems that this is a problem for most of the churches I know. The one I am serving in now has an Assoc. Pastor who has been here for nearly 30 years. He is clearly the leader of the church, and consequently, no pastor can seem to establish himself as the leader. We’re a church of 350 active members, and the entire community seems to embrace a “status quo” approach to life. Many in the church talk openly about the AP’s need to move on, but they are unwilling to do anything about him. Accountability is a problem across the board. It’s very frustrating when my ministry staff and I try to maintain a high standard of effectiveness and productivity, but the other staff members do not seem to desire effectiveness in ministry. This is particularly frustrating when it comes to days off and such. We’re without a pastor again right now—shocking, I know. I pity the one who comes in and tries to implement any strict accountability measures—not because there’s not a need for it, but because he’ll face such stiff opposition. Any thoughts on this?
dsurvivor on Tue, July 26, 2005
Everything rises and falls on leadership. In a church “relationships” seem take precedence. The pastor had been there 5 years. There is no mention how long the associate was there but the secretary was there 22 years. The pastor should, at the beginning of tenure, bring in biblical accountability - even for himself. It can be simple as “Annette, I’ve noticed you take a lot of time off. I’m concerned. How can we help you and how can we do it and stay within budget?” For the associate, “I’ve noticed you haven’t done much visitation lately. Can we talk about it? Do we need to see if the standards reflect reality? Would you like me to go with you on a visit or two?”
Todd Rhoades on Tue, July 26, 2005
Good point, dsurvivor. But many times we don’t have the (whatever it takes) to even broach the subject, even positively. Usually what happens, is we sit and steam about it; and maybe bring it up during the annual evaluation.
I like your approach much better! http://www.mondaymorninginsight.com/images/smileys/smile.gif
Todd
JMH on Tue, July 26, 2005
Out of ministry: ...the support staff is the ones without the accountability. ...like to know is how a Senior Pastor is held accountable? ...Senior minister should be held to a greater level of accountablity as well.
I’ve seen just the opposite: parishioners and leaders wanting the pastor to ask permission to leave town for the day and yet they feel free to take a week, or more, vacation, usually beginning early Sunday and ending late the next Sunday, without bothering to tell their pastor. Laying out of church for trivial reasons, which sooner or later, becomes habitual. Then the pastor becomes the scapegoat, for not seeking the scattered sheep. I believe accountability should work equally both ways (Eph. 5:21). When trying to chart out a job description with various responsibilities that you needed at that time, you invariably run into something down the road that was left out, yet pertinent. Our modern pat answer, though many times unspoken, is “that’s not my job.” Not to be demeaning, but what if your child told you that, when you asked him to help his sibling to perform a task? Pastors sometimes focus so diligently on not lording over God’s heritage, that we fail to see how to properly lead and be an ensample to the flock. How is that unforeseen door included in the job description of staff leaders?
1Tim. 5:19-20 speaks of accusations against elders needing 2 or 3 witnesses, and then, if found guilty of sin, rebuking before all. The question may be whether your charge is one of sin or of your perception of how they should spend their time. God may be leading them to focus on something that hasn’t been divulged as of yet. And maybe, when they feel sure the Lord is ready, they will communicate that plan to the leaders and the church as a whole.
N8DoggNAC on Tue, July 26, 2005
Our church is just now starting to do annual performance reviews, which greatly help in good accountability. As a director, it is also helpful for me to hear from the people working FOR me. Does anyone know of some good “upward-evaluation” forms?
KimK on Tue, July 26, 2005
I served as Music Minister at a church of 700. Our custodian had been on staff for 25 years and is now in his 80’s! Precious man, but the restrooms really weren’t very clean. He also spent most of his time standing in my office telling me the same stories of the “old days” as he did the week before. Not only did no one address this problem, but he received a raise each year and volunteers to help him. He made about double what I did! Not that that is the issue, but shouldn’t God’s people be more responsible with His money? My main issue was our stewardship with what God has entrusted us with - namely, His church. When we look at the issue as wasting GOD’S money and time, it puts a different spin on things. We ended up leaving the church. Sad! :(
Jim on Tue, July 26, 2005
The article and comments have been interesting to read. I am a lay person at a church of about 450 with three paid pastoral staff positions and three part-time non-pastoral staff. Our church is getting ready to celebrate 20 years as a church body this September (with the same senior pastor for those 20 years), and we have always done staff reviews of performance and salary on an annual basis. Some of those reviews have been tough, but the elders hold all of the staff accountable, and each pastoral staff member participates in the evaluations of those who report to them. Evaluations can and should be done annually, but the comments made at the annual review should not be a surprise as the issues should be addressed as they come up during the year. There are two good books that discuss these issues, Bill Hybel’s “Courageous Leadership” and one written by the executive and administative pastors of Granger Community Church called “Simply Strategic Stuff.”
imajslvr on Tue, July 26, 2005
I currently serve as AP in an 8 1/2 year old church of 150 - 200 members - 50 of which are faithful. I believe a very large portion of why we do not see the growth and commitment from the membership, is the lack of accountability - and that, primarily from the staff. I have been AP for 8 years. The Pastor who started this work is still here, and called of God to Pastor this work. So what is the problem? I love my Pastor with all my heart. But, while there is accountability TALKED about, there is NONE present. Our monthly staff meetings are maybe once every six months - if that often. I know my place in the body, and I do what I can. But often I feel as though my hands are tied. God has not released me yet, and I will stay until He directs otherwise. Praying all the time.
Any thoughts?
James on Tue, July 26, 2005
Boy, Todd you know how to get ahold of the real issues in our minsitries. I left a thriving ministry because of a change in Pastors. The new Sr. Pastor was inadequate and in over his head. He came from a small Sr.s church of 100 to a multi-generational church of 1,200 - 1,300. In five years it dropped to a little over 700. It still is not growing and people are complacent, and many talk of leaving but hang on hoping things will change. I see a large part of the churches responsibility in accountability is for the Sr. Pastor. The staff cannot hold the Sr. Pastor accountable with any degree of power or authority. The reason being the staff is directly (most of the time) under the Sr. Pastor. Only the elder or combined boards have, in my opinion have any clout with the Sr. Pastor in any official capacity. But if the boards have been stripped of any power to honestly evaluate and take care of the congregation then what you have is a congregation taking care of the Pastor and not truthfully holding him accountable. I had to leave because the accountability all went toward the staff and only minimal mention to the Sr. Pastor. His preaching was sub-standard, his leadership was week, no vision for the future of the church and as a result grew the congregation down. Staff was let go under “questionable” reasoning, which only reinforced that the Sr. Pastor has all the power. Accountability is very important, but I believe it must be shared and leveled in both directions, not just an evaluation toward staff, but even the staff evalutating the Sr. Pastor and the lay leadership of the church. There are plenty of Lay leaders who need to be moved on because of narrow-mindedness, lack of vision and complacency.
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