Conflict? Ask Ken: When and How Should I Fire a Church Staff Member
- Posted by: Todd
- Posted on: Thu, January 06, 2005
- Viewed 140
- (53) comments so far
From the Lone Star State
Dear Pastor,
You have raised a number of excellent questions. Hopefully, others on this blog will offer their advice as well.
I am going to restate your questions because I see an even larger dilemma. Congregations, especially those your size, commonly describe life in the church as being part of a “family,‿ with love and acceptance being hallmark characteristics. Hence, even if a person is not gifted in a certain area and is asked to serve in a different area, such a shift doesn't affect that person's membership in the church.Â
The same, however, cannot be said about a paid staffer. For example, if an associate pastor was hired to run small groups and has no administrative skills to do so resulting in a floundering small group ministry, a shift out of that ministry often means leaving the church. Why? Because if the church needs to hire someone else to carry out what it considers to be a vital ministry of the church, it probably doesn't have the funds to find or create a new position for the displaced staffer. The larger dilemma is, how does one “let go‿ a staff member for shortcomings when the church promotes the full acceptance of all despite their shortcomings?Â
Should an announcement of resignation be made, it is a confusing and upsetting message to many in the congregation. That's when a number will come to the defense of the staff member. That's when stories of how this person helped during times of trial will surface. That's when the board or Sr. pastor are called into account. That's when, in defense of their decision, the board or Sr. pastor feel compelled to list the associates shortcomings. That's when matters begin to feel like a personal attack. That's when supporters of the associate pastor begin to list the shortcomings of the Sr. pastor and remind everyone that he is not being asked to leave. Yikes! The larger dilemma is, the principles that are called upon to apply to the goose, are not applied to the gander by the very geese who promote those Biblical principles!
How to Minimize This Problem
The Bible says that money is a root of all sorts of evil. Though I say this “tongue-in-cheek‿ as it relates to staff, the reality is, money plays a role in this issue as described above. Because certain ones in the church are paid to do their work, unlike the bulk of volunteers, a different standard is applied to those on staff. Generally speaking, “performance‿ takes a higher precedence than “relationship‿ for church staff, and members need to be made aware of this dichotomy.Â
Because of this, it is critical for churches to have clear job descriptions against which to measure performance. Just as important, and because the church is a grace-oriented institution, it must also establish performance improvement plans for staff members who fall significantly short on performance.
More can and will be said. Next week I will continue this discussion, specifically delving into the subject of performance improvement plans (which you raised).
“Now to him who is able to keep you from stumbling and to present you blameless before the presence of his glory with great joy, to the only God, our Savior, through Jesus Christ our Lord, be glory, majesty, dominion, and authority, before all time and now and forever. Amen‿ (Jude 24-25).
Your Conflict Resolution Consultant,
Ken
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Ken Newberger, an experienced church conflict resolution specialist, earned his Th.M. from Dallas Theological Seminary, has ten years senior pastoral experience, and is in the dissertation phase for his Ph.D. in Conflict Analysis and Resolution at Nova Southeastern University, one of only two accredited doctoral programs of its kind in the United States. If your church needs individualized help, please visit Ken's website or call 301-253-8877.
Dear Ken, I am the senior pastor of a church that averages between 150 – 200 for Sunday morning worship. I have a number of questions relating to letting another staff member go. Here they are: When is it OK to fire a ministerial staff member? What role should the pastor have? What can/should he do to make sure that person is treated fairly even in termination?
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Comments
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William J. Moore on Thu, January 06, 2005
Ken,
Good topic. More of a problem than most people think.
You stated, “Generally speaking, “performance” takes a higher precedence than “relationship” for church staff, and members need to be made aware of this dichotomy.”
True…..including the Sr. Pastor. I’m conviced that in most cases the Sr. Pastor didn’t interview and hire properly. Being on a staff is a lot like a marriate. Performance or not, it is ALL relational…from the Sr. Pastor to the staff to the people in the congregation. ANY type of break up is bad, unless as mentioned, there is a moral failure…and that’s just horrible.
How many times do we encourage a struggling married couple to try again? Lots. I’ve discovered that Sr. Pastors quit trying because of the $$ factor and lack of production. Most build their case against a staff member, keep records of transgressions, etc., for legal purposes. I see that as an extreme that is, in my opinion, contrary to scripture. They should try to rebuild the relationship, mentor and fostor a good relationship. A thing called discipleship. A sharing of hearts, visions…getting on the same page. Takes work, huh? Just like a marriage.
After all of that if a staff member should realize that he fits or doesn’t. Let him take the route of leaving with good reputation intact, no church pressure from the leadership, no conflict.
Can it work? Don’t know. Most Sr. Pastors are more impatient than that and won’t invest the time. Of course, as you can tell, I speak from personal experience.
In our denomination, if the Sr. Pastor resigns, the entire staff tender their resignations pending the hiring of a new Sr. man. The new pastor can choose to keep or dismiss. Not sure I agree with the method, but I agree with the philosophy and ethic. Good for the church? I seriously doubt it, but it’s at least an understood “unwritten law.” For you see, that’s where I am now. Unemployed in ministry from a Sr. Pastor change. New guy made quick change. Church of 180 has lost over 60 attendees in less than 4 months over some of his decisions.
Me? I’m working elsewhere to pay the bills. The church will survive. The people leaving were not because of me. They treated us well and we had no conflicts. Bad decision? Bad performance from Sr. man? Only the Lord knows. After all, I’m just required to be submissive to those in authority. REALLY TOUGH sometimes.
Firing staff? Hard job. Do it for more than just plain job failure or incompentence. You hired them for more than that. At least there’s a lot more than that discussed in most interviews.
Blessings!
WJM
Greg Fell on Thu, January 06, 2005
It IS difficult, as stated by Ken, when you have to fire a staff member. Even though we measure on a performance level because they are paid, there still exists the relational link in the congregation. Some will cheer and others jeer when you “fire” a staff member.
As a Senior Pastor of 23 years, and now a district pastor, I have found it is better to have a staff member “self select out” than to fire them. I have faced this several times, and it has worked in all cases but one.
How do you get them to self select out? By having a system of accountability. You must do constant performance reviews, and stick to them. I used a 10 question performance review that they would fill out, we would then go over together, and both sign off on for each 4-6 month period. It was designed to get their feedback and offer my feedback as well, a two way conversation on their concerns as well as mine.
The FIRST question in the review was, “What do you consider to be your most significant accomplishments in the past___ months (the blank being the number of months since their last review)? The LAST question in the review was, “What do you hope to accomplish in the next ___ months?
When we met for the review the last question from the last review should match closely with the first question from this review. I would not always accept their answers cart blanche for the last question in the present review. I would often alter or add a MEASURABLE goal for the next ministry period which we would then discuss in the next review.
After missing on a specified area two or three times in a row, a staff member would realize on their own that they were not living up to the expectations of the job. They would be looking and usually resign before the third time, self selecting out.
That saves face for everyone involved and avoids the polarization the occurs when you have to go to the leadership team or congregation with a firing tecnique.
James Gill on Thu, January 06, 2005
Dear Pastor,
I really think the first question to ask is, how would I like to be treated if my job was in question. I think if you can answer that question honestly, then you will do the right thing.
Since it is so difficult to get another position when you have be released, the most christian thing to do is to let them know that things are not working out and give them a time limit, such as 6 months, to relocate. If they have been dillegent about seeking a new position and seem to be getting close to securing one, you might extend the time.
Christian Counseling should be offered at the Church’s expense during this time to help them deal with feelings of defeat and inadequacy.
If they are not dillegent then you should be free to release them with a generous exit package of at least 4 months salary and benefits but 6 months would be fairer. If the person is antagonistic and goes behind the pastor or committee’s back to gather support, that is insubordination and deserves immediate dismissal.
Honesty is always the best policy even when it is difficult to give and recieve. Be honest in love with a real sense of ministering to the staff member. Be willing to listen to them vent some without taking it personal. Again think about how you would react to the same information.
Foremost, it should be bathed in prayer, seeking God’s guidance not his blessings on “your” decision.
Be sure to give an opportunity for the church and the staff member to say goodbye. Some kind of reception or the like.
I hope this is helpful.
James C Gill, Jr., Director
Music & Creative Worship
SC Baptist Convention
Bernie Dehler on Thu, January 06, 2005
William wrote:
“In our denomination, if the Sr. Pastor resigns, the entire staff tender their resignations pending the hiring of a new Sr. man. The new pastor can choose to keep or dismiss.”
That seems totally inconsistent with Christ’s teaching. There seems no way to get that kind of method from Scripture. Yes, as you say, it seems to totally go against the Shepharding and Discipleship concepts, some of the most critical tasks of a quality Senior Pastor (Senior Servant).
...Bernie
http://www.oneplace.com/ministries/247
Mike on Thu, January 06, 2005
This may be splitting hairs but I feel it necessary to offer one critique on your coments Ken. I do agree that the sticky situation is that it involves money, however the Bible says that the “love” of money is a root of all kinds of evil, not money itself.
I do believe that we should require competence from those who serve no matter whether they are paid or not. In unpaid situations it is possible albeit difficult to shift responsibilities and areas of service based on giftedness and abilities. And most people feel that their performance doesn’t matter because they aren’t being paid. However, we are all “working” for the same Boss and should be offering our very best to Him. When a person refuses to accept loving, corrective criticisms, it could be an issue of pride. When confronted with issues of performance, I find it hard to believe that a person who responds well would be unwilling to seek improvement or acknowledge they may not be the best for the job. Often the disagreement will be over whether they are doing a good job or not, and that is where the detailed job description will come into importance.
anonymous on Thu, January 06, 2005
On the other hand—what does a staff member do when the Senior Pastor is not “performing?” When the church is in decline yet the Senior Pastor is determined to stay 5 more years until retirement. When he seems to be content with “maintaining” the status quo.
"Bob" on Thu, January 06, 2005
I recently hired a youth minister who is making very little impact with youth in our community. He is extremely talented in other areas, but lacks the energy and enthusiasm to really connect with kids. We are a small church, so we can’t just create a position that fits his talents. I take total responsibility for this mistake and since I do not want to “kill” this young mans spirit, I am going to spend more time with him and help him grow and learn. Sometimes we jumped straight to firing, before we see if we can help the person develop. Do I have the extra time to give? NO, but I will make time because I made the hire. If it turns out that he “just doesn’t get it”, I believe I owe it to him to help him transition to another position or church. I don’t want to be responsible for killing his passion for ministry; I would rather help get him into the right place and the right position. Sorry for the free flowing thoughts.
Love to my fellow pastors, our jobs are difficult but there is no better calling on earth!
Dennis Kutzner on Thu, January 06, 2005
Good word from Ken and others. Wrongful dismissal of employees in churches has been the number one claim among the top Liability Insurance carriers for churches the last three years running; therefore, churches should make certain they are covered for such matters in their church liability insurance policy. Most companies do not make it part of the normal umbrella package, but can make the wrongful dismissal of employees an endorsement to the policy for an additional premium fee.
As Ken points out it is vital to have a complete job description for the position and it is absolutely imperative that the church hire a person who is genuinely qualified to fill the position. It is alarming the number of churches that do NOT have written job desriptions and too often hire individuals they like rather than someone who “fits the bill,” so to speak.
Furthermore, it is imperative that the employee understands the job description and his or her boundaries. Follow-up on job resumes may go a long way in preventing the firing of the employee since a simple resume follow-up may show the person is NOT qualified for the job opening.
Work agreements or contracts are a must for paid staff these days and it is, therefore, adivisable that an attorney with employment expertise be sought out in assisting the church to properly draw-up all employment policy and contracts.
Written handbooks are encouraged not only for paid staff but for all volunteer staff as well. Much more to say but churches, no matter the size, should put employment matters in order at the start and not when letting a worker go.
Learna Quammie on Thu, January 06, 2005
I really enjoy reading your answers to church conflicts. I to think regular performance reviews are important. It lets you (the worker) know exactly how your supervisor feels about your job performance. Also it gives you the opportunity to make improvements in the areas identified during the review. If expectations are not met, then discuss alternate solutions such as leaving the position voluntarily as you suggested, or move the individual to another area of ministry where they can use their talents more effectively.
Thank you for sharing your insights.
Warmest regards,
Learna
Tom on Thu, January 06, 2005
As an Associate Pastor for 19 years, it has been my experience that there are some situations that cannot be restored or repaired. In these moments, Associates have to go to the Sr. Pastor honestly, share their observations, trying to bring resolve. If there is no change in the situation, Associates should find other work.
I had to do this at my last church. It was painful. It was like a death in my family. I had to move away from my retired parents, my in-law family and other “perks” that my family prefers. All of this because of a Sr. Pastor’s reluctance to apologize to my wife for an ADMITTED sinful attitude toward her.
Sad part was that the church Board, well aware of the situation, took his side. At that point, I was dispensible and GRACIOUSLY the Lord found us employment 1500 miles away.
About to become Sr. Pastor, I have committed myself to making every effort to make “the team” concept work. In the words of “Good to Great” (which I would HIGHLY recommend reading) You have to get the right people on the bus, in the right seats, before you can identify and pursue the church’s mission.
That means, ocassionally, somebody has to move on. In my case, that was me. I did not fit on that bus, with that driver, headed in that direction. So, I got off the bus.
The miraculous part is that the conflict with the Sr. Pastor and his family and mine lasted for almost one year. No one in the church had any indication there was a conflict. Keeping it private and the church protected from the stress sustained the church. My wife and I are proud that our sitiuation did not spill over into the church at large.
Moved from Florida, Living in Kansas,
Tom
Daniel on Thu, January 06, 2005
Step one,
1 Peter 5:10-11
“As every man hath received the gift, even so minister the same one to another, as good stewards of the manifold grace of God.
“If any man minister, let him do it as of the ability which God giveth, that God in all things may be glorified through jesus Christ, to whom be praise and dominion for ever and ever. Amen.”
Step Two:
In the world’s system for employment - that is, without Christ - you could simply fire the person. Often-times enough, we arrive at a point where our focus is on the job that “the other person” is not doing - rather than how well we are doing ours. The service of leadership is a support role. “Feed my sheep.” If the person has not broken any of the laws of God any more than you or I, then we can cast our stones aside and deal with the heart of the matter.
Did you create a list of specific things that person has not done - and did they have a list of specific things in the first place that must be met? OAlmost always, issues circumnavigate the “island of unpoken expectations” among men. We expect someone else to know what is in our head.
I can’t help but feel like more than half of this situation involves lack of communication - but then again, I’m on the web reading everything from a detached and “outside” point of view. (That alone is not good). The web is good for info, and sharing opinion, but not for truth as an applied science. In any case, you must measure the person in question by the fruit of their works, and assemble a few witnesses and/or the elders of the church. The reason Paul demonstrates that model for exhortation is because in the end, the outcome willnot weigh heavy on your conscience alone, but others whose office is true will help shoulder the burden. This is not corporate America, but a humble place where our focus is both loving one another, and preaching the word in order for faith to come. That is the bottom line.
everything else can become a distraction, so sometimes it helps to get back to the basics as well. All of the “new approaches” being stewed up in churches today is not from God - because it was never needed before. Remember how that the Catholic church leadership placed “church” above the Word, and therefore God - because God is the Word.
PS - The position of Pastor is more about relationship than performance. Relationship to God and then man takes precedence over the world system of performance before relationship. Remember the first will be last, and the least will be greatest.
Stephen on Thu, January 06, 2005
Having had to twice manager staff out of posts I think there is some unrealism in saying “It’s the fault of the people who hired” as if this was a science not and art, and even more in saying “for the sake of relationship you have to make it work.” I have relationship with the underperforming staff member, but I also have relationship with the other staff who are filling the gaps this person leaves and becoming stressed; I also have relationhip with the congregation who are paying his salary and wondering why the work is not up to scratch. Those relationships force me to make the tough call.
Some practical suggestions. Usually someone can be managed out with the right support, counselling, and some financial help - much better than dismissal. Secondly, you need to agree strictly what you and the staff member are going to say about his departure and then neither of you deviate from it. You can do this, painful though it is, without causing ructions in the chruch.
Gary Lowy on Thu, January 06, 2005
It’s interesting that all of the comments seem to suggest making “performance based” decisions as the world defines success and leave God out of the equation. In job descriptions the tendency is to detail responsibilities and requirements but leave out the most important detail…what is the measure of success. How would Jesus measure success in this position, in this person? Before a decision is made to terminate a staff member, we should partner with that staff member in reflecting on their calling and what are the measurements of success in their calling; remembering, that numbers are just a tool and the only number that matters is One. The issue is always health not growth. Are we measuring success by health or growth? We also must look at the log in our own eye before removing the speck. How have we helped this person succeed or fail? As the Senior Pastor have we provided the vision that guides all the other ministries. If we don’t review the bigger picture at the same time, there’s a good chance we will be repeating the process in the not too distant future. Once this analysis is done, then work with the staff member in preparing a plan of action, with success measurements, for both you and him. Monitor the plan frequently. It will become apparent to both of you quickly if you’re on the right track.
The next time you hire remember spell out the measure of success ahead of time, you’ll save yourself and your staff member a lot of headaches.
Shane Montgomery on Thu, January 06, 2005
I have to disagree with the assessment that the root of this conflict should come down to money. I will admit that the concept of good stewardship over the congregation’s finances is high on the list, the real issue is leadership.
The Senior Pastor should be leading both his staff and his congregation. He should know the new hire’s strengths and weakness, disciple him in the areas that need improvement and develop the kind of communication the associate needs to engender trust and growth. By doing this he creates an atmosphere where the is able to discuss his concerns about this person’s job performance based on integrity and the worth of the associate. In the absence of this foundation, the associate will feel threatened by constructive criticism and in a congregation as small as the one stated above, division and discord are sown.
Regarding the congregation, the Sr. Pastor needs to be honest with them as well. When the time comes to fire a staff member he should be honest with the congregation without going into details. The presence of truth, presented in a way that honors the integrity of the staff member uproots division and discord. Guess what, the congregation does not need us “spinning” staff transitions. They deserve our best and can handle the truth. I would be so bold as to say that the Pastor who transitions a staff member and is concerned more with the response of the congregation than what is best for the flock and for the staff member is not being true to the call of leadership God expects from his Shepards. Psalm 78 speaks of this two fold emphasis needed in this type of leadership ...
“So he shepherded them according to the integrity of his heart, And guided them with his skillful hands.”
On this BLOG I often proclaim that we must be who God has called us to be. Not CEO’s, not idea men, not even religious men. We must be true to the core of our calling as Pastors. Lead our flock, be it congregations or staff. Regretfully, we do well in hiring people but we don’t do so good in the transition out. That is a reflection on our leadership more than anything else.
Faceless on Thu, January 06, 2005
I think we got the assumptions all wrong! I don’t think there should be a senior pastor doing the firing or hiring. Afterall, isn’t it about teamwork?
Personally I think we are too quick to FIRE someone rather than to admit we made the mistake of HIRING ....
Then we give the poor old youth pastor or other staff member the shove. Here’s your 30days good luck with that.
Some don’t even get that, counseling or nothing. I think we need to handle things like we’d like to be treated ...There’s a thought. (Hmm sounds scriptural)(Treat others as you would like to be treated)
This year alone during Christmas time I’ve heard of over 3 firings ...Have a nice Christmas BTW you’re Fired!!
There are some organizations out there like pastorcare.org and parsonage.org trying to change this and help pastors cope with burnout, firings and such but nothing for YPs; maybe that is where Church staffing comes in.
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