Board Training Manual

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INTRODUCTION 3

FORMAT OF BOARD TRAINING 4

HOSPITALITY 5

FACILITATOR(S) 5

MODULE 1: THE SPIRITUALITY OF LEADERSHIP: HOW IS BEING ON THE BOARD A MINISTRY? 7

MODULE 2: WORKING AS A TEAM: HOW DO WE WORK WITH ONE ANOTHER AS A BOARD? 11

MODULE 3: SELF-CARE AS A LEADER: WHAT DO WE NEED TO DO AVOID BURNOUT AS LEADERS? 16

MODULE 4: ROLES AND RESPONSIBILITIES: WHAT EXACTLY DID WE GET OURSELVES INTO? 19

MODULE 5: DEALING WITH CONFLICT: GROWTH MEANS CHANGE AND CHANGE MEANS CONFLICT - HOW DO WE

DEAL WITH IT IN A HEALTHY MANNER? 26

MODULE 6: FINANCIAL DEVELOPMENT: HOW DO WE WORK TO FUND OUR MISSION AND MINISTRY? 33

MODULE 7: MANAGING OUR ASSETS: HOW DO WE RESPONSIBLY OVERSEE THE RESOURCES GOD HAS GIVEN US? 39

MODULE 8: OUTCOMES AND ACCOUNTABILITY: WHAT DO WE EXPECT TO ACCOMPLISH AND HOW WILL WE KNOW

WHEN WE HAVE? WHAT DOES IT MEAN TO HOLD ONE ANOTHER ACCOUNTABLE? 46

POWERPOINT RESOURCES 52

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ACKNOWLEDGMENTS

Thismanualisonlymadepossiblewiththegenerosityofpeoplewhohavebeenwillingtosharetheirhardwork,forwhichwearesograteful.Module1relieslargelyquiteabitontheworkofBarbCrabtreeandMarieTaskerModule4incorporatestheearlierworkofRev.ElderArleneAckerman,aswellasadditionalmaterialfromBarbCrabtreeandMarieTaskerModule5isbasedonaworkshoppresentedbyRev.PressleySutherlandModule6isinformedbyRev.ElderTonyFreeman’sworkonCreatingaCultureofGenerosityModule7incorporatesworkfromRev.ElderArleneAckerman,BarbCrabtree,andMarieTaskerTheconceptofusingmodulesandwhichmodulestoincludewasinformedbyLizBisordiSeveralofthemoduleswerepilotedbyRev.WandaFloydandCollisFloyd

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Introduction Serviceasaleaderinacongregation,andspecifically,onaBoardofDirectors(AdministrativeCouncil,BoardofServants,BoardofGovernors,BoardofTrustees…),isaministry,asacredtrust,oftenhardworkwithsometimesverydifficultdecisionstobemade.ThistrainingmanualwillprovideabriefoverviewofwhatitmeanstoserveontheBoardofalocalcongregation.Itisintended,then,notasacomprehensiveandcompletetraining,butabeginningpointorevenarefresher.Youwillfindthemanualhaseightmodules.ThemodulescouldbeusedasthebasisforBoardworkingsessionsorpartofaBoardretreatorinotherwaystoprovidetraining.Themodulescouldbetakenoneatatimeoverthecourseofseveralmonths,ortwoorthreemodulescouldbeusedasadayoftrainingoramodulecanbe‘pulledout’tocoverspecifictopicsneededataparticulartime.Eachcongregationwillneedtodeterminehowbesttousethemanual,aswellassupplementingorevenchangingittoberelevantfortheirowncontext.Fiduciaryandlegalissueswillnecessarilyvarydependingonlocal,state/provincial,andnationallawsandstandards.Inadditiontothewrittenmanual,eachmodulehasaPowerPointslidepresentationthatcanbeadaptedforuseintraining.Manyofthemodulesalsohavesuggestionsforadditionalresourcessuchaswebsites,books,andvideosthatcanbeusedtosupplementand/orexplorefurther.Thismanualshouldbeconsidereda“workinprogress”thatcanandwillbeupdatedwithadditionalmodulestoreflectanyneededchangesforcontinuedrelevance.Ifyouhavespecificfeedback,pleaseshareitwiththeOfficeofChurchandMinistryDevelopment(OCMD)attheOCMDFacebookPageoremailRevLisaHeilig@mccchurch.net.WeatOCMDwanttodoeverythingwecantosupportourMCCministriestobeeffective,faithful,andfruitful.Itisourhopethistrainingmanualcanmeetthoseneeds.

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Format of Board Training Eachmodulecontainsagreatdealofinformation,anditishighlyrecommendedthatnomorethanthreemodulesbeattemptedinanyonedaysoastoavoidoverload.Themodulesaredesignedtobeusedinanywayneeded.Afewsuggestionsonhowtousethemodules:ForanewBoard,aday-longretreatbeforethefirstBoardmeetingcanhelpthemtogetanoverviewandtobegintounderstandhowtheycanworktogether.Inthatcase,thismightwork:

o DevotionandIntroductions o Module1withtimetoworktogetheronaBoardcovenant o Break o Module2 o Break o Module4 o ReviewBoardCovenantandclosewithPrayer

Then,withinthefirstmonth,orforamoreseasonedBoard,anotherday-longretreat:

o Module3(doDevotionandCheck-InaspartofModule) o Shortbreak o Module7(withsupplementalvideo) o Break o Module8 o Creategoalsandclosewithprayer

Withinthefirstfewmonths,Module6aspartofaworksessionandModule5asneededForaBoardthatneedstospecificallyworkonTeamwork,aday-longretreatwith:

o Modules2,5,and8mightbehelpful

ForaBoardthatwantstofocusonBalancingDuties,aday-longretreatwith:

o Modules3,6,and7mightbehelpful.

ForaBoardtousethemanualonanongoingbasis,quarterlytrainingmightlooklike:

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o Modules1and4forFirstQuarter o Modules2and6forSecondQuarter o Modules3and7forThirdQuarter o Modules5and8forFourthQuarter

Hospitality Trainingneedstobeheldinalocationthatwillbecomfortable,accessible,provideprivacyandbefreeofdistractions.Restroomsshouldbeclosebyandappropriateforallgendersandabilities.Foranytrainingoveranhour,refreshmentsshouldbesupplied.Forretreats,arrangementsshouldbemadeformeal(s).Whendoingso,besuretotakeintoconsiderationanyspecialdietaryneeds.Makesuretoplanforaccommodatinganyadditionalspecialneeds.

Facilitator(s) WhoshouldfacilitatetrainingfortheBoard?Inmanycases,thePastorwillactasfacilitatorformuchofthetraining.However,theremaybepeopleinthecongregationornearbycommunityoringreaterMCCwhomaybewellequippedtohandlesomeofthemodules.Thefacilitatorneedstobefamiliarwiththetopicofthemoduletheyarepresenting,makethetraininginteractive,participatoryandinclusive.andmakesuretocontextualizethetrainingforspecificcongregationsandneeds.Facilitatorsshouldnotfeelconstrainedtojust“teachthemanual”,theyshouldfeelfreetobringinothermaterialsandresources.Facilitatorsshouldmakesuretopreparesessionswellaheadoftime,aswellasbackupplans.Inpreparingforthetraining,facilitatorsshouldidentifyanyneedsforprintedmaterialsand/ormultimediaandassurethoseneedscanbemet,suchascopies,computers,screens,paper,tape,markers,andanyotherequipmentorsupplies.Sometipsforfacilitatorsabouttailoringtrainingforadultlearners:

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o Makeitrelevanttoeachcontext.Helpmakeconnectionstothecurrentcongregation.Useplentyofappropriatelocalexamplestosupportandillustratethecontent.

o Makeitexperiential.Includeopportunitiesforstorytelling,discussion,andquestions.Includecreativeactivitiestopromoteengagementforthoseofallabilitiesandcultures.

o Makeitappropriatetothebackgroundsandculturesofthoseinvolved.Donotassumewhatthosemaybe,butfindoutaheadoftime.

o Makeitemotionally,aswellasintellectually,engaging.Useimagesandexamplesthatarepowerfulandtouching.

o Makeitmanageablebybreakingtrainingupintosmallerchunks.Alternatecontent-heavymoduleswithmorediscussion-orientedmodules.

o Makeopportunitiesforpracticeavailable.Usecasestudiesorask,“Whatmightyoudoif?”

o Makeitappealtodifferentsensesandstylesoflearningbypresentingnotjustverbally,butvisually.Utilizemusicandmovementwhenyoucan.Makesuretoincludepeopleofallabilities.

o Makeitreflectivesothatparticipantscanthinkaboutwhattheyhavelearnedandhowtorelatetoitpersonally.

Somewebsiteswithideasforactivities:MakingTrainingActiveIcebreakers,Energizers,andOtherInteractiveGamesLeadershipTrainingActivitiesManyadultsarevisuallearnersandrespondwelltotheinclusionofvideocomponents.EachmodulehasitsownPowerPointpresentationthatcanbedownloadedandadaptedforeachcongregation’suse.Inmorethanonemodule,therearesuggestionsforvideotrainingasanadjuncttothemanual.Formorevideoresources,checkbackregularlyatSacredSpaceOnlineLearningCenter.

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MODULE 1: THE SPIRITUALITY OF LEADERSHIP: HOW IS BEING ON THE BOARD A MINISTRY?

“[C]hurchleadershipasa...spiritualenterpriseisbathedinprayer,anddeep,deeplisteningasagroupoffriendsseektodiscoverwhatispossiblewithGod.”BethAnnEstockandPaulNixon,WeirdChurchWelcometoexploringtheministryofbeingontheBoardofDirectors(AdministrativeCouncil,BoardofServants,BoardofGovernors,BoardofTrustee,etc.).Ministry?BeingontheBoardisaministry?Yes!Itis!BeingontheBoardisapositionofleadership,forwhichoneiscalled,giftedandequipped.Asaspiritualleader,youarecalledbyGodtoservetheBodyofChristinyourspecifictimeandplace,touseyourparticulargiftsandskillsforthebuildingupoftheministryofyourparticularcongregation.Thisisindeedapositionof“servant-leadership,”withyourconcernasaBoardmembertoserveGodthroughthechurch,toserveGod’speople,toinspireandequipthemfortheministrytowhichyourcongregationisuniquelycalled.AsaBoardmember,withtheentireBoardandotherleaders,youwillengageinspiritualpracticesasyouleadthecommunity.Spiritualgroundingwillprovideafoundationofstrengthfromwhichtogrowandtomodelspiritualgrowthandformationfortheentirecongregation.Practicesofprayer,faithfulness,generosity,discernment,vision,andcouragewillberequiredtobeeffectivespiritualleaders.ItisimportanttotaketimeeverymeetingtodiscernandplanforhowtocourageouslymoveintothefutureGodhasforyourcongregation.ServiceontheBoardwillbeanexperienceofactiveandenergizedfaithifyouengagefullyinthespiritualtransformationofyourlifework,experiences,andskillsfortheworkofGod’schurch.TheBoardisindeeddeeplyinvolvedinthebusinessofthechurch,butitisdifferentfromotherbusinessbecauseitisGod’sbusiness.TheBoardisalsotomodelandleadinwaysthatimpactthespiritualwellnessofthewholechurch.

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SomespecificwaystopracticespiritualityasaBoardmember:1. Beginthemeetingwithanintentionaland

plannedtimeofprayer,meditation,orreflectiononScripturetoremindtheBoardthatitsworkissacred.SometimesaBoardbeginswithprayerorreflectionbutthenrushesintoitsagendatogettothe"realwork."Whendonewell,aworship-fullbeginningisnotmerelyanotheragendaitemtocheckoffbutawaytosetthetoneandcontextfortheBoard'swork.

2. ProvidetimeforaBoardmembertosharebrieflysomehighlightsoftheirownfaith

journeyandwhatthiscongregationmeanstothem.Thisistimewellspent.IthelpsmemberstoappreciateandunderstandoneanotherbeyondtheirrolesontheBoard.Itreinforcestheconnectionbetweenpersonalmissionandcongregationalmission.

3. Recognizethatsomesignificantdecisionsrequiretimefortheologicalreflectionand

interpretationinthecontextofthecongregation'smissionandvalues.Oftenwemovefromidentifyingaproblemtodeterminingasolutionwithnostepsbetween.Youneedtoask:Howdoesourfaithtraditioninformthisdecision?Howdoweinterpretthisdecisioninlightofourmissionstatement?Acongregationalboard'sdecisionmakingshouldstrengthentheleadership'sabilitynotonlytoanalyzethedata,butalsotoreflectonthatinformationthroughtheresourcesoffaithandthestatedmissionandvaluesofthecongregation.

4. Takeameta-viewofdecisionsandbefuture-oriented.AliceMann,inherbook,CanOur

ChurchLive?(Alban,1999),posesthreeformativequestionswhoseanswersshapeacongregation'sdevelopmentandrevitalization:"Whoarewe?""Whatareweherefor?"'Whoisourneighbor?"Itishelpfultopausebeforetakingactionandrememberthese.ItisalsoimportanttotaketimetodiscernandplanforthefutureateachBoardmeeting.

5. Advocateforyourideas—butalsobewillingtobeinfluenced.OftenBoardmembers

feelthattheymustrepresentaparticularconstituency—nomatterwhat.Ittakesspiritualdisciplinetobeopentotheinfluenceofanother'sideas,experiences,ordata.Thebalancebetweenadvocacyandawillingnesstobeinfluencedprovidesan

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atmosphereofdialoguethatcanenrichdecisionmakingaswellastransformdecisionmakers.

6. Pauseforreflectionorprayerbeforeorafteradecision.Sometimeswerushfromone

taskoragendaitemtoanother.Pausingoccasionallybeforeorafteradecisionallowsparticipantstoputtheactionintoameaningfulspiritualcontextandtosharefurtherreflections.AskingforspiritualguidancecanbecomepartofthespiritualdisciplineofaBoardaswellasofitsindividualmembers.

7. Closemeetingswithapositivereflectionofwhathasbeenaccomplished.Thiscanbea

simplesharingbythosepresentof“onewordorphraseofsomethinggood”theyaretakingawayfromthemeeting.Ifyouhavethecapability,includesingingsongsoffaith.

Boardserviceisexactlythat,personalministrytothechurch,beingaservanttotheBodyofChrist.IfyoufeelthatservingontheBoardofDirectorsmakesyoumoreimportantinthechurch,ormorequalifiedpersonallytovoiceyourviewsonthelifeofthechurch,thenyouprobablyareinthewrongministry.EventhoughthesemaywellbetheapparentbenefitsofBoardservice,inrealitywhatyoubringtotheBoardiswhatisimportant,notwhatitgivesyou.IfyoubelievethattheHolySpiritleadsusinourcorporatelifeasachurch,thentheresultsofthechurch'sbusinessmeeting,includingyourelectiontotheBoardwasinfluencedbythenudgingoftheHolySpiritonthemindsandheartsoftheCongregation.Nowifthatreallyscaresyou,becomfortedbythefollowingcorollary...theHolySpiritalsohastheabilitytoleadusoutofanymessintowhichweastheBodyofChristgetourselves,includingBoardelectionresults!BywhateverpathyouarrivedatyourdecisiontoserveontheBoardofyourchurch,thekeyissueisforyoutotrytoidentifywhatyoucancontribute.Prayerhelps,butthediscernmentoftheothermembersoftheBoardandotherchurchleadershipisalsoofgreatvalue.Wheredoyouseethebiggestneedwherenooneelseisprovidingleadership?Possiblythatisthedirectiontowardswhichyouarebeingcalledtotakeleadership.TakingtheleadinthatareamaywellbeagiftyoubringtotheBoard.RememberalsothatcertaingiftsyoubringtotheBoardmaybeneededthisyear,whileothersmaybeneedednextyear.RememberthatwhenyoubeginservingonanMCCBoardofDirectors,youbringmanyskillstothetablethatyouhavedevelopedduringyourprofessional,academicandpersonalpursuits.However,theresponsibilitiesofanMCCBoardmemberarenotdirectlyanalogoustothoseofevenanotherchurch'sBoard.Itisnotthatyourskillselsewherearevaluelesson

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anMCCBoard,buttheyoftenhavetobere-focusedforthedifferent"terrain"onwhichyouwillbeemployingthem.YouarenotchosentoserveontheBoardtorepresentonespecificconstituencywithinthechurch.Youarenotselectedtoimplementanyagenda,whetherornotitisyours,thePastor's,oranyoneelse's.TrustintheHolySpirit'sleadership,orjustrelyontheHolySpirittoleadthechurch.Don'tbeafraidtoforcefullyargueyourperspective;thatisnecessary.Butwhenthevoteiscounted,trytorememberthatpoutingortakingyourfigurative"basketball"homeisnotproductiveBoardmemberconduct.NothingwillmorequicklydestroyyoureffectivenessontheBoardthanhavingeventheappearanceofaconflictofinterest.Allowingyourselftobecompromisedbyanyinappropriatebehavior-eventheappearanceofit-makesithardforyoutohavethemoralauthoritynecessarytoadequatelyperformtheoversightresponsibilitiesoftheBoard.YoumustbewillingtodothehardworknecessarytobeeffectiveontheBoard.Thatmeansbeingpreparedformeetings,andbewillingtodotheworkoftheBoardbetweenmeetings.Theworkcanbedifficult,butthroughthepoweroftheSpiritandmuchprayer,youcanbeaBoardmembergroundedinandgrowinginGod.Somequestionstoponder:o HowdoyouspecificallyfeelcalledbyGodtoserveasaBoardmember?Whatgiftsare

youexcitedtobringandshare?HowdoesitfeeltothinkaboutBoardleadershipasaministry?

o Whatspiritualpracticesdoyouengageintostayspirituallygrounded?Whatspiritual

practicesdoyouthinkwouldbehelpfultopracticeasawholeBoard?OneplaceforideaswouldbeSpiritualityandPractice

o Designadifferentkindofagendathatwouldintentionallyincludespiritualpractices,

includingdiscerningandplanningforthefuture,asanessentialpartoftheBoardmeeting.Seeoneexample

o DesignacovenantasaBoardoutliningbasicagreementsabouthowyouwilloperate

together. ➢ Howwillyoubehavetowardeachotherevenwhentherearedisagreements? ➢ Whatwillyouexpectofeachotherintermsofupholdingvalues?

Formoreinformationaboutthis,seeCovenantsofLeadershipBehavior

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MODULE 2: WORKING AS A TEAM: HOW DO WE WORK WITH ONE ANOTHER AS A BOARD? “....[I]tistheend--thegoal,thepurpose,thetelos--thatshapesChristianleadershipandmakesitmostdistinctivelyChristian.OurendistocultivatethrivingcommunitiesthatbearwitnesstotheinbreakingreignofGodthatJesusannouncesandembodiesinallthatwedoandare.Thisshouldshapethewaywethinkaboutourlives,ourinstitutionsandthewayweleadourinstitutions.”-L.GregoryJones,Seniorfellow,LeadershipEducationatDukeDivinity

Understandingyourselfcanhelptobuildmoreeffectiveandproductiveteams,byhelpingtheteamunderstandhowit“fits”together.Whenteamsworktogether,eachindividualbringsauniquesetofknowledge,skills,traits,andperspectivestothegroup.

Personalityassessmentscanbeagreathelpinbuildingunderstandingabouthowindividualsthinkandcommunicate,whichcanhelpbalanceteams,fosterempathy,andfittherightindividualswiththerightroles.Usedproperly,thedatacanhelpyouexperimentwithteamdynamicsandcreatemoreopportunitiestooptimizethewayyouwork.OnewayinwhichsuchassessmentscouldbeusedisforeachBoardmembertodoanassessmentindividually,takesometimetounderstanditabit,andlater,ataBoardretreatorworkingsession,tosharetheresultswithoneanother.Then,theBoardcanspendtimeunderstandingoneanotherandwhateachbringstotheteamandhowtheycanworktogether.Itisoftenquitehelpfultohavesuchsessionsfacilitatedbysomeoneoutsidethegroupandfamiliarwiththeassessment. Hereareafewpossiblepersonalityassessmentsthathavebeenusedbyotherteams:

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TheKeirseyTemperamentSorter16PersonalitiesTheBigFivePersonalityTestdiscPersonalityProfileAssessmentTheEnneagramTraitify TheBoard,whilecomprisedofindividualswithdifferentopinions,gifts,skills,andexperiences,isintendedtoworktogetherasateam,alongsidethePastor,staff,andotherleaders,toleadthecongregationintofulfillingitsGod-givenmission.Therearetwoprimaryaspectsofteamwork:taskandtogetherness.Theteam'staskiswhatitdoesinfulfillingthepurposeoftheteam,thereasonfortheteam'sexistence,whyandhowitworksintheministryoftheentirechurch.FortheBoardtofunctionwellasateam,thepurposeofthecongregationandtheBoardneedstobeheldincommonandbeclear,compelling,andconsequential..Inorderforteamstosuccessfullyfulfilltheirpurpose,itiscriticalfortheteamtofocuson5M's:

o Mission–thisisanexpressionofwhatyourteamdoes.ItisextremelyimportantthattheBoardisclearaboutthemissionofthechurchandtheirrolesandresponsibilitiesinhelpingthechurch'smissionstatementcomealive.TheBoardisinchargeofkeepingthemissioneverinfrontofthecongregationandmeasuringallactivitiesagainstit.

o Mandate–thisiswhatisaskedoftheBoardasateam.Thisprovides

theparametersfortheBoard,andisusuallyoutlinedinBylawsandPoliciesandProcedures.ThatdoesnotmeanthattheBoardworksinisolation,asitworksinconjunctionwiththePastor,staff,andotherteams.

o eMpowerment–thisisusingtheresourcesavailabletomakethemissionareality.TheBoardisresponsibleforensuringitandotherleadersandteams

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havethoseresources.However,onceresourcesareallocated,unlessmoreisneeded,teamscan'taketheballandrun.'

o Makereasonablegoals–thisisaboutsettingcheckpointsforachievingthe

missionandmandate.Thegoalsserveasaroadmapandoutlinetheactiontobetaken.Goalsarelong-termandshort-term,usuallyyearlyandmonthly.Theyshouldnotbetoomany,shouldbeeasytounderstand,andupforrevisionasneeded.Breakthegoalsintosmall,manageablepieces,andsetregulartimesforcheckinginonthemandreportingonthem.

o iMportance–thisisunderstandingthesignificanceoftheBoard'sworkinthe

schemeoftheworkandmissionofthechurch.Allteamscontributetowholeministryofthechurch;allareimportant.TheBoardmusthaveanunderstandingofthisbigpictureandwheretheyfitintoit.

Theteam'stogethernessisabouthowitpromotesthefellowshipnecessarytomaketheworktheworkoftheteam,insteadofjustanindividualorindividuals.Itisalsoabouthowitstructuresitselftobeaseffectiveandefficientaspossible.Itisaboutfosteringrelationshipsandbuildingupandknittingtheentireteamtogether.Inachurchsetting,thisisparticularlyimportant,asteams,yes,evenBoards,aretheplaceswheremanypeoplefindtheirspiritualandconnectionneedsmet.Inorderforteamstosuccessfullypromotefellowship,itiscriticalfortheteamtofocuson5A's::

o Aptitudes–thismeansunderstandingeachmember'sgifts,abilities,talents,skills,strengths,passions.KnowingthesewillhelptheBoardunderstandwheremembersarebestsuitedandsetsthemupforsuccess.Italsohelpsinunderstandingwhatmotivateseachmember.

o Activelyrecruitandtrain-thisisfindingnewandemergingleadersfortheBoard

withappropriateinterestandskills.Boardmembersmaymentorotherstohelpplanforsuccession.ItisalsoaboutensuringandempoweringtheBoardtoseekoutandutilizeanyresourcesforinformationandtraining.

o Acceptingatmosphere–thisisabouttheBoard'sneedtoensurethatitsmembersareacceptedandincludedintheworkoftheBoard.Itisalsoabouttheneedtomanageconflictasitarises–anditwill!Thekeyistomanageitinahealthyway,makingsure

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allaretreatedwithrespect.Inanacceptingatmosphere,itisimportanttohaveclearexpectationsforwhatbehaviorisacceptableandwhatisnot.Evenasallpeopleareaccepted,notallbehavioris.

o Accountability–thismeansholdingpeopletowhattheysaytheyaregoingtodo.It

seemstobehardinchurch,asallarevolunteersandweoftenfeellikewehavetobe'nice'tobeloving.However,ifsomeoneagreestosomething,itisnotunlovingtoholdthemtotheiragreementandcanbedoneinawaythatupholdsdignity.

o Affirmations–thisisaboutrecognizingresultsandexpressingappreciation.Ifa

Boardmemberhascompletedatask,hasbeendiligentintheirwork,andespeciallyiftheyhavegoneaboveandbeyond,itisimportanttomakesuretheyarerecognizedandthanked.

Boardmembersmustworktogethertocultivatetheirsharedidentityandsharedunderstanding;thiswillbreakdownbarrierstoworkingtogetherandassistintheflowofsharinginformation.Aboveall,toworktogethereffectivelyasateam,theBoardmusthavetrust.Theymusttrusteachmemberwilldothejobandthemutualspaceisemotionallyandspirituallysafe. ➢ Howisyourteamontask?Togetherness?Howareyoudoingonthe5Msand5As?

StagesofTeamFormationFormingateamtakestime,andteamsgothroughrecognizablestagesastheytransformintoaunitedgroupwithcommongoals.Thesestageswerefirstoutlinedin1965byBruceTuckman,andoverthedecadessince,haveproventobeausefultoolinunderstandinghowteamscometogetherandwork.Inturn,thatunderstandingaidsateam’seffectiveness.Stage1Forming:agroupofpeoplecomestogethertoaccomplishasharedpurpose.Theirinitialsuccesswilldependonlearningeachother'sworkstyle,theirexperienceonpriorteams,andtheclarityoftheirassignedmission.Thisstagecanlastforsometime,aspeoplestarttoworktogether,andastheymakeanefforttogettoknowtheirnewteammembersintheirrole.Stage2Storming:Disagreementaboutmission,vision,andwaystoapproachtheassignmentareconstantatthisstage.Thisstruggleiscombinedwiththefactthatteammembersarestilllearningtointeract,andcommunicate.Ifithasn'tbeendefinedclearlyhowtheteam

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willwork,peoplemayfeeloverwhelmedorquestiontheteam'sgoal,andmayresisttakingontasks.Stage3Norming:Theteamhasformedworkingrelationshipsthatareenablingprogressontheteam’sobjectives.Themembersarebecomingfunctionalatworkingtogether.Nowthatteammembersknowoneanotherbetter,theymaysocializetogether,andtheyareabletoaskoneanotherforhelpandprovideconstructivefeedback.Thereisastrongercommitmenttotheteamgoal,andstartstobegoodprogresstowardsit.Stage4Performing:Relationships,teamprocesses,andtheteam’seffectivenessaresyncingtobringaboutasuccessfullyfunctioningteam.Thisisthestageatwhichtherealworkoftheteamisprogressingashardworkleads,withoutfriction,totheachievementoftheteam'sgoal.Thestructuresandprocessesthathavebeensetupsupportthiswell.Stage5Adjourning/Transforming:Forcontinuousworkteams,suchasBoards,theremaybeahigherperformancelevelastheydevelopandtransformasindividualsandreformintorevisedteams.Itisimportanttonotethatcontinuousworkteamsmayreverttopriorstageswhennewpeopleareaddedtotheteam.

Everyteamwillgothroughallthestages;howeverthetimelineofeachstagewillbedifferent.

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➢ Whatstageisyourteamin?Haveyoubeenonateamthathasexperiencedthesedifferentstages?

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MODULE 3: Self-Care as a Leader: What do we need to do avoid burnout as leaders?

“Ihavecometobelievethatcaringformyselfisnotself-indulgent.Caringformyselfisanactofsurvival.”-poetAudreLorde Formanyleaders,particularlythetypeA,driven,ambitioustypes,self-careoftencomesattheendofalonglist,ifitisconsideredatall.ForChristianleaders,theremightevenbeasenseinwhichwefeellikewearesupposedtomartyrourselvesatallcostsforthemission.Itisimportantforustorememberourgreatleader,Jesushimself,tooktimeawayforhimself,forreflectionandprayer,forrenewalofselfforhispurpose.Arewenotcalledtofollowinhisway?

Takingcareofourselvesispartofourjob.It’snotoptional.ThetruthisifwewanttoliveoutGod’scalling,weneedtobeatourbest,withthemental,emotionalandphysicalenergytodoourbest.Ifwecontinuallyignoreself-care,eventuallywe’llperformatasubparlevel.Oureffectivenesswilldecreasewithsleepdeprivation,poornutrition,noisepollution,personalconflicts,financialconcerns,andashortageoftimetospendwithlovedones.It’stimetostopbuyingintothemyththatleadersmustbeselflessmartyrs.You’reputtingyourownhealthandwell-being,alongwithyourcongregation’seffectivenessandengagement,atrisk.Sometipsforself-care:o Startwithtinyhabits.Tocreateanewhabit,ithastobesomethingsmall. o Giveyourselfpermissiontopracticeself-care,andthenforgiveyourselfifitdoesn’t

work. o Makeself-careapriority.Freeuptimetofocusonyourwellness. o Treatyourselfandpamperyourself-dosomethingjustforyou o Advocateforself-careforeveryone.Encourageotherleaderstocareforthemselves. o Buildupasupportsystemandmaintaincontactwiththem. o TaketimetogetherasaBoardtocheck-inaboutcaringforyourselves.And,schedule

somefun,socialtimeasaBoardfromtimetotime.

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Somewaystocareforyourself:o Careforyourselfphysically-eatwell,drinkenoughwater,exercise,sleep o Careforyourselfemotionally-spendtimewithlovedones,seektherapy,journal o Careforyourselfmentally-taketimeforhobbies,learnnewthings o Careforyourselfspiritually-engageinspiritualpracticesthataremeaningfultoyou

Herearefourstepstoconsiderifyouthinkyoumightbeapproachingburnout:1.Recognizethewarningsigns.Burnout—astateofphysical,mental,andemotionalexhaustionoftenaccompaniedbyself-doubtandcynicism—isaseriousissue.Researchershavefoundprolongedperiodsofburnoutcanleadtoanumberofphysicalandmentalhealthproblems,andcanmanifestitselfinanumberofways,includingincreasedirritability,decreasedmotivation,changesineatingorsleepinghabits,orunexplainableachesandpains.2.RestandRecover.Ifyoufindyouareexperiencingburnout,youneedtotakeimmediatestepstogethelp.Startbytellingsomeonewhatyouareexperiencing.Ifyouremainsilent,yourexhaustioncouldleadtoisolationandcompoundyourproblems.Findwaystorestandresetsoyoucanrecover.3.ReflectandReorient.Afteryou’vegainedsomedistancefromyourexperience,it’stimetostartidentifyingthefactorsthatledtoyourburnout.Startbyreflectingonthetimelineofevents.Reflectonwhatkindofstressyouhaveexperiencedandabouthowyourpersonalityaffectsyourreactions.Throughthesereflections,yourgoalistolearnfromyourexperienceandgaininsightsthatwillpreventfutureepisodesofburnout.

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4.Rebuildamoreresilientyou.Ifyouhavegonethroughburnout,thegoodnewsisthis:youcanusethisexperiencetobecomeastronger,wiser,andmoreresilientperson.Butthatwillrequireintentionaleffortonyourpartandacommitmenttopracticingself-care.Asyoudesignyourownself-careplan,realizethatmultiplepathwaysexist.Yourphysicalhealthiscritical:researchershavefoundthatleadersandmanagersaremoreeffectivewhentheyareeatingright,sleepingwell,andgettingexercise.Besuretoconsideryouremotionalresponse-psychologicalflexibilityandemotionalagilitycanmakeyouamoreeffectiveleader.Andasyoubuildyourself-careplan,besuretotakeaholisticapproach,consideringallaspectsofwhoyouareandwhat’simportanttoyou:researchshowsthatyourspirituallife—thoseaspectsofyourlifethatprovideasenseofmeaning,purpose,andcoherence–canhelpincreaseyourresilience.➢ Whataresomewaysthatyoucareforyourselfcurrently?

➢ Whataresomeotherwaystocareforyourselfthatyouwouldliketoexplore?

➢ HowcantheBoardsupportoneanother,thePastor,thestaff,volunteersinself-care?

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MODULE 4: ROLES AND RESPONSIBILITIES: WHAT EXACTLY DID WE GET OURSELVES INTO? “Forasinonebodywehavemanymembers,andnotallthemembershavethesamefunction,sowe,whoaremany,areonebodyinChrist,andindividuallywearemembersoneofanother.Wehavegiftsthatdifferaccordingtothegracegiventous:prophecy,inproportiontofaith;ministry,inministering;theteacher,inteaching;theexhorter,inexhortation;thegiver,ingenerosity;theleader,indiligence;thecompassionate,incheerfulness.”Romans12:4-8

➢ Beforethismodule,ensureeveryBoardmemberhasacurrentcopyofthechurchbylaws,missionandvaluesstatements,policymanuals,andanyothersuchguidingdocuments.

ServingontheBoardisonespecifickindofministryandleadership.Butthereareotherministriesandotherleaders.Beingclearaboutexpectationsofeachministryandleaders,abouttherolesandresponsibilitiesofeach,willhelpensurethatministriesandleaderscanworktogethereffectivelytowardthesameendofhelpingthecongregationtoanswerGod’scallandliveintoitsmissionandpurpose.ThesearetheprimaryRolesoftheBoard:1.Understandandsupportthechurch’smission,purposeandvalues.ThisisundoubtedlythesinglemostimportantroleoftheBoardandallcongregationalleaders.EachcongregationhasamissionfromGodtowhichtheyareuniquelycalled;andvaluesthattheyliveby.Boardmembersmustbeabletoarticulate,believein,anddoalltheycantohelpthechurchliveintothosemissionandvalues.2.Ensureadequateresources.TheBoardisnotjustaboutmanagingwhatcomesin,butensuringthereareenoughresourcesavailabletofulfillthecongregation’smissionandcallfromGod.TheBoardwilloftenhaveasubcommitteeorworkwithateamorstaffmemberondevelopment,buttheyaretheoneswhoareaccountableforthisfunction.3.Ensureeffectivemanagementofthechurch’sfundsandotherassets.TheBoardalsoisaccountablefortheoversightoffiscaloperations,aswellasacquisition,management,andmaintenanceofallpropertyandassets.Toensurethisisdoneeffectively,theBoardwilloftencontractwithanaccountantandothercontractorsorevenhaveapersononstafftoworkononeormoreoftheseissues.4.Ensuresoundriskmanagementpolicies.Inordertominimizeriskoflegalorotherdamage,theBoardensurestherearepoliciesinplaceregardinghandlingofmoneyandassets,

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conflictsofinterest,andpersonnelmanagement,andthatthosepoliciesareadheredto.TheBoardsetsatonefortransparencytohelpensuretrustfromthecongregation.5.ParticipatewiththePastorandotherchurchleadershipindiscerningandplanningforthefuture.ThecallandmissionofacongregationwillchangeovertimeandtheBoardhasavisionaryroletoplayinhelpingthecongregationnotonlydiscern,buttomakeprogresstowardthefuturethatGodhasforthecongregation.6.SupportthePastorandprovideconstructivefeedback.TheBoardandPastorhavedistinctrolesandresponsibilitiesandformaximumeffectiveness,thereshouldbeacollegialrelationshipoftrustbetweentheBoardandPastor.7.ConsultwiththePastoronpersonnelappointments.ThePastorisheadofstaffofthechurch,buttheBoardsupportsthePastorwithprovidingtheresourcestohirestaff,aswellgivingfeedbackonhiringandonstaffperformance.8.ParticipateinselectingthecandidatetobeelectedbythecongregationasPastorasneeded.Whenthereisapastoralvacancy,inthetimeoftransition,theBoardplaysakeyroleasasteadyinginfluence,aswellashavinginput,perwhateverthecongregation’sbylawsindicate,inthepastoralsearchprocess.9.AssesstheperformanceoftheBoardofDirectors.Atleastannually,theBoardneedstosetasidetimetoassesshowtheyareorarenotfunctioninginhelpingthecongregationtoliveintoitsmissionandpurpose.10.EnsurethechurchhasBylawsthatareapprovedbyMCC.Bylawsarenotveryfun,buttheyarenecessary;andtheBoardmustassureadherencetothem.Theycanbechangedifneededtohelpwitheffectivenessandefficiency,butanychangesmustbeapprovedbytheOfficeofChurchandMinistryDevelopment.LinkstoMCCSampleBylawsareonthispage.

➢ Takesometimetolooktheseoverandunderstandthem.Noteanyquestionsyoumighthaveandwanttoexplorefurther.

ThesearetheprimaryRolesofthePastor:Servingasteacher,preacher,andspiritualleader;Orderingallworshipservicesofthelocalchurch;

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UsuallyservingasModeratoroftheBoardofDirectorsandCongregationalMeetingsandavotingmemberoftheBoardofDirectors;Actingasthechurch’sprincipal“convener”andservingaspersonneldirectorforthechurch.AccountabilityofthePastor:Calledbyandaccountabletothecongregation.BetweenCongregationalMeetings,isaccountabletotheBoardactingonbehalfofthecongregation.AnnualevaluationofthePastorandministryofthechurch:◦Evaluateagainstpre-statedagreed-upongoals!◦DeterminewhenandhowevaluationwilloccuronaregularbasisThePartnerRelationshipbetweenthePastorandtheBoardofDirectors:

o ThePastorandtheBoardareauthorizedtoprovidespiritualandadministrativeleadershipinthelocalchurch.(MCCBylaws)

o ThePastorandtheBoardarefullpartners. o Thesecomplementaryskillsandabilitiesarecombinedsothattheendresultismore

effectivethanifeitherpartnerswasouttherealone.

ThePastorneedsajobdescriptionandacontracttoclarifywhoistodowhat!AsMCCchurches,wehaveadynamicmostotherdenominationsmissoutoninthatourpeoplecomefrommanyvariedreligioustraditions.Ourculture,ifyouwill,hasnotyetarrivedatacommondefinitionofwhatthetermPastormeans.Eachpersonbringsthe

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culturalbaggageoftheirprevioustraditionstous,andoftentheexpectationisourPastorswilllook,act,andbejustlikethePastoralmodeltheyknew.So,intentionallyestablishwhatthePastor'sroleisinyourchurch,allowingforindividualstyle.MakesureitisclearthatthePastordoesthatjob,nottheBoard.TheBoardhasoversightresponsibilityforthelifeofcorporation,butdoesnotdotheday-to-dayworkofthechurch.ThatistheresponsibilityofthePastorandthestaff,beitvolunteerorpaid.CompensatethePastorproperly.Thatcompensationisaboutmorethanjustmoney/benefits;italsoincludesmutualrespect;andappreciation.APastorcan'tsurvivewithoutallthree.Mutualrespectisoneofthoseintangibleswhereyourecognizeitspresenceorabsence,butcan'teasilydefineinconcrete,get-your-teeth-aroundterms.Itsabsencewillkillthepartnership.Ithassomethingtodowithboundaries,andalottodowithtreatingeachotherlikeadults.Mutualrespectentailsspeakingthetruthtoeachotherinsupportiveways.Appreciationisrememberingbirthdays,anniversaries,sayingthankyou,aloveofferingatChristmas,providinganiceofficeifthereisachurchbuilding,andtellingthePastoroccasionallywhenthesermonorsomethingreallywaswelldone.Evaluationsandgoodfeedback–Giveconstructivefeedbackaboutissuesthathavebeenbroughttoyourattention.HelpingthePastortoclarifytheprioritizingofgoalsandthefine-tuningofthetimingoftheproblem-solvingwillbeofimmeasurablevalue.Thepropertimeforthistypeofgive-and-takeisprobablyduringthePastor'sreportattheBoardofDirectors'meeting.RaisingissuesandhelpingthePastorbeawareofhowitisplaying"outthere"iswhatthisprocessisallabout.Namingwhoisupsetandbeingverycarefultoaccuratelyreflectwhatisbeingsaidorfeltisimportant.

➢ TaketimetomakesureeveryoneunderstandstheresponsibilitiesofthePastorandtheresponsibilitiesoftheBoardtoandforthePastor.Discussanyquestionsthatarise.

➢ Thisisagoodopportunityforreallifeexamples,“Whatwouldyoudoif…”questions,orabriefcasestudy.

➢ IfthePastorisnotfacilitatingthetraining,itmightbeusefultohearafewwordsfromthemabouttheirhopesfortheirrelationshipwiththeBoard.

ResponsibilitiesoftheEntireBoard:

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o Know,support,andliveoutthechurch’smission,purposes,values,bylaws,goals,policies,programs,andvision.

o Representandservethechurchasawholeratherthananyspecialinterestgrouporconstituency.

o Worktowardconsensusasoftenaspossible.Onceadecisionhasbeenmade,theBoardspeakswithonevoice.

o Avoidprejudicedjudgmentsbasedoninformationreceivedfromindividuals;urgethosewithgrievancestofollowestablishedpoliciesandprocedures.

o ConsultwithotherBoardmembersorthePastoraboutdifficultorconflictiveissuesinsteadofsurprisingthem.

o PrepareforandparticipateinBoardmeetings. o Carefullyreviewthechurch’sfinancialstatements. o Maintainconfidentialityofclosedsessions. o Avoideventheappearanceofaconflictofinterest. o SupportthePastorwithtimelyinformationorfeedbackonmattersandissuesof

importancetothewell-beingofthechurch. o CounselwiththePastortooffersupportintheeventoftheirdifficultrelationships

withgroupsorindividuals. o Participateinthelifeofthecongregation,includingbeingagiverofrecord.

➢ TaketimetomakesureeveryoneunderstandstheresponsibilitiesoftheentireBoard

andclarifyasneeded.Discussanyquestionsthatarise. ❏ Somepossiblequestionstopursue:

❏ Whatdoesitmeantospeakwithonevoice?❏ Doyouknowthepoliciesforthosewithgrievances?❏ Whatwouldpromptaclosedsession?❏ Whatdoesconfidentialityentailexactly?❏ Whatconstitutesaconflictofinterest?❏ WhyisitimportantthatBoardmembersbegiversofrecord?

SpecificResponsibilitiesofBoardPositions

➢ BeforedivingintospecificresponsibilitiesofBoardpositions,onepossibleactivityistopaireveryoneoffandhavethemworktogethertomakelistsofwhattheyknowabouttheresponsibilitiesofeachoftheofficerpositions:Moderator,Vice-Moderator,Clerk,Treasurer,Member-at-Large.Haveeveryonecomebacktogetherandshare.Then,addorclarifyforeachpositionbasedonthefollowing.

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ResponsibilitiesoftheModerator:o ModeratoroftheBoardofDirectorsandoftheCongregationalMeeting. o PresidentoftheBoardandCEOofthecorporation. o CreatesasenseofstructurefortheBoard. o HelpsBoardmemberstodeterminetheofficers. o Facilitatesdiscussion/dialoguewithintentofreachingconsensusonanissueinan

unhurriedfashion. o EnsuresthatallMCC,local,state,andfederalreportsarecompletedinatimely

fashion. o ModeratesCongregationalMeetingsandCongregationalForumss.

ResponsibilitiesoftheVice-Moderator:

o ModerateBoardmeetings,asneededand/orrequested. o ModerateCongregationalMeetings,asneededand/orrequested. o InabsenceofthePastor,isinchargeofday-to-dayoperationsofthe

church/corporation. o Whenitisnecessarytomakeanimmediatedecision,advisetheBoardatthenext

meetingorsooner. o ConductBoardpollsbetweenmeetings. o MakesurethePastor’sreviewiscompleted. o PreparetheBoardofDirectorsReportfortheCongregationalMeetings. o ReceiveconcernsfromotherBoardmembersthatmightleadtodisciplinaryaction. o Maintainmutualrespect,openness,trust,andhonestywiththeModerator,other

Boardmembers,andcongregationn. ResponsibilitiesoftheClerk:

o ModerateBoardmeetingsintheabsenceofModeratorandVice-Moderator. o ModerateCongregationalMeetingsintheabsenceofModeratorandVice-Moderator. o PrepareagendaforBoardmeetings. o PrepareagendaforCongregationalMeetings. o OfficialsignatoryfortheCorporation. o RecordMinutesofeachBoardmeeting. o Maintainofficialdocumentsofthecorporation. o PrepareBoardcorrespondence. o Historian/MemoryoftheBoard. o Managemeetingfollow-up.

ResponsibilitiesoftheTreasurer(formore,seeMCCChurchTreasurer’sManual):

o Maintainup-to-dateanalysisofthecurrentfinancialpositionofthechurchforreviewateachBoardmeeting.

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o Bankaccountbalances,fundbalances,anddetailedactualversusbudgetedincome/expenseanalysisoftheOperatingFund.

o PreparemonthlytithereporttoMCC. o PreparequarterlyPensionFundreport. o Reviewandsignoffoneachcheckrequest. o Signweeklychecks. o Reconcileaccountstomonthlybankstatements. o Conductbusinesswiththebank. o Oversee,butNOTsupervisethebookkeeper! o PreparefinancialreportsforCongregationalMeetings. o Assistinthebudgetprocess. o MakerecommendationtotheBoardforcashmanagement. o Ifpayrollmanagedbyoutsidesourcing,makesureasystemisinplaceforpayrollinfo

tobesubmittedeachpaycycle. o Ifpayrollhandledwithinthechurch,makesurealldocumentationisasitshouldbe,

includingW-4s,quarterlywithholdingtaxesand941stoIRS,yearlyW-2sand1099s o Befamiliarwiththechurch’sfinancialoperationprocedures. o Providetaxinformationtomembersofthecongregationontheirgiving. o CoordinateandscheduleotherBoardmemberstomakesureallserviceshavea

designatedBoardmembertocounttheofferings. ResponsibilitiesoftheMembers-at-Large:

o Beprepared;befamiliarwithBylaws,StandardOperatingProcedures,andPolicies. o Participateandbecommitted. o Cooperateandsupport. o Acceptresponsibility.

➢ TaketimetounderstandyourparticularroleandhowitfitsintotheBoard.

Aspartofitsresponsibility,theBoardshouldhaveanannualcalendarwhichincludesaspecifictimesetasidefor:

o areviewoftheBoarditself, o anevaluationofministryoutcomes,

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o anevaluationofthePastor(basedontheagreed-upongoals), o preparationfor,and,holdingof,AnnualCongregationalMeeting, o athoroughbylaw/policyreview, o ariskmanagementandfinancialaudit, o year-roundstewardshipplans,and o othersignificantactivitiesandevents.

ThiscouldbecompletedatanannualBoardretreatorworksessionandreviewedateachBoardmeeting.

➢ Doesyourcongregation’sBoardhavesuchacalendar? ➢ Whatdoyouthinkshouldbeonthecalendar?

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MODULE 5: DEALING WITH CONFLICT: GROWTH MEANS CHANGE AND CHANGE MEANS CONFLICT

- HOW DO WE DEAL WITH IT IN A HEALTHY MANNER? “Theeasiest,themosttempting,andtheleastcreativeresponsetoconflictwithinanorganizationistopretenditdoesnotexist.” -LyleE.Schaller

➢ Priortothis,participantsshouldcompleteWhat’sYourConflictManagementStyle

Mythswehaveaboutconflict

o Ithappensduetopoorleadership o Unitymeanswedon’thaveconflict o Ifwewerejustspiritualenough,wewouldn’thaveit

Conflictis,however,universal,normal,andinevitableinhumanandcongregationalaffairs:itcanbehelpfulandpositive;maybedestructive;andcannotalwaysbeavoided.Conflictinitssimplestexpressionisasituationinwhichtwoormorehumanbeingsdesireandstruggleovergoalsperceivedtobemutuallyexclusive.Conflictexistsatsomelevelorstageofintensityatalltimesineverycongregationoranygroupofpeople.Conflict,withinreasonablebounds,isinevitable,routine,andnotintrinsicallybad.

o Healthyconflictisapositive,creativeforcethatcanpropelustobettersolutionsandwaysofbeing

o Unhealthyconflictisasymptomthatpointsustosomethinggoingondeeperwithin.

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Indealingwithconflict,thereareatleastfivedifferentconflictmanagementtechniquesorstyles.Mostofushavepredominantstyleofmanagingconflict,butmaychooseormayneedtochooseanotheroptionbasedondifferingcircumstances.Understandingthestyleswillhelpinmakingamoreeffectivechoice.Thereisnotonebeststyle,noristhereawrongstyle;anyorallofthesemaybeneeded.

➢ Accordingtothesurveyyoutook,whatisyourconflictmanagementstyle?

BasedonThomas-KilmanConflictModeInstrument(TKI)5,thefiveConflictManagementTechniquesare:

o Collaborating:Iwin,youwin o Compromising:Youbend,Ibend o Accommodating:Ilose,youwin o Competing:Iwin,youlose o Avoiding:Nowinners,nolosers

DESCRIPTIONSOFCONFLICTMANAGEMENTTECHNIQUES

CollaboratingOwlCollaborating:Iwin,youwinFundamentalpremise:TeamworkandcooperationhelpeveryoneachievetheirgoalswhilealsomaintainingrelationshipsStrategicphilosophy:Theprocessofworkingthroughdifferenceswillleadtocreativesolutionsthatwillsatisfybothparties'concerns.Whentouse:

o Whenthereisahighleveloftrust. o Whenyouwantotherstoalsohave"ownership"ofsolutions. o Whenthepeopleinvolvedarewillingtochangetheirthinkingasmoreinformationis

foundandnewoptionsaresuggested. o Whenyouneedtoworkthroughanimosityandhardfeelings.

Drawbacks:o Theprocesstakeslotsoftimeandenergy. o Somemaytakeadvantageofotherpeople'strustandopenness.

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CompromisingFoxCompromising:Youbend,IbendFundamentalpremise:WinningsomethingwhilelosingalittleisOKStrategicphilosophy:Bothendsareplacedagainstthemiddleinanattempttoservethe"commongood"whileensuringeachcanmaintainsomethingoftheiroriginalpositionWhentouse:o Whenpeopleofequalstatusareequallycommittedtogoals. o Whentimecanbesavedbyreachingintermediatesettlementsonindividualpartsof

complexissues. o Whengoalsaremoderatelyimportant.

Drawbacks:o Importantvaluesandlong-termobjectivescanbederailedintheprocess. o Maynotworkifinitialdemandsaretoogreat. o Canspawncynicism,especiallyifthere'snocommitmenttohonorthecompromise

solutions. AccommodatingTeddyBearAccommodating:Ilose,youwinFundamentalpremise:Workingtowardacommonpurposeismoreimportantthananyoftheperipheralconcerns;thetraumaofconfrontingdifferencesmaydamagefragilerelationships.Strategicphilosophy:Appeaseothersbydownplayingconflict,thusprotectingtherelationshiporoneself.Whentouse:

o Whenanissueisnotasimportanttoyouasitistotheotherperson. o Whenyourealizeyouarewrong. o Whenyouarewillingtoletotherslearnbymistake. o Whenyouknowyoucannotwin. o Whenitisnottherighttimeandyouwouldprefertosimplybuildcreditforthe

future.

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CompetingSharkCompeting:Iwin,youloseFundamentalpremise:Associates"winning"aconflictwithcompetitionStrategicphilosophy:Whengoalsareextremelyimportant,onemustsometimesusepower,confrontationandinfluencetowin.Whentouse:

o Whenyouknowyouareright. o Whentimeisshortandaquickdecisionisneeded. o Whenastrongpersonalityistryingtosteamrolleryouandyoudon'twanttobetaken

advantageof. o Whenyouneedtostandupforyourrights.

Drawbacks:o Canescalateconflictquickly. o Losersmayretaliateif‘face’hasbeenlost. o Losersmaylosetrustfordealingopenlyinfutureconflicts.

AvoidingTurtleAvoiding:Nowinners,nolosersFundamentalpremise:Thisisn'ttherighttimeorplacetoaddressthisissue.Strategicphilosophy:Avoidsconflictbywithdrawing,sidestepping,orpostponing.Whentouse:

o Whentheconflictissmallandrelationshipsareatstake. o Whenyou'recountingtotentocooloff. o Whenmoreimportantissuesarepressingandyoufeelyoudon'thavetimetodeal

withthisparticularone. o Whenyouhavenopowerandyouseenochanceofgettingyourconcernsmet. o Whenyouaretooemotionallyinvolvedandothersaroundyoucansolvetheconflict

moresuccessfully. o Whenmoreinformationisneeded. o Whenasituationseemsunsafe.

Drawbacks:o Importantdecisionsmaybemadebydefault. o Postponingmaymakemattersworse. o Aclimateofchroniclatentconflictcantakeholdcharacterizedbymisdirectedanger.

➢ Somequestionstoconsider

❏ Canyouseehoweachstylemightbeappropriatefordifferentsituations? ❏ Canyoudescribeatimeyouhaveseenconflicthandledinahealthyway?

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ESCALATINGSTAGESOFCHURCHCONFLICT1.(Sometimes)AnUncomfortableFeelingSomethingdoesn'tfeelright.Youcan'tquiteputyourfingeronit.Nothingexplicithasbeenmentioned.Theconflictisstilllatent.Thatis,theconflictpotentiallyexistsbutneedstherightconditionsforittoappear.ProactiveResponses:Assessment,Investigation,Training,Communication,Relationshipandtrustbuilding(overallculture),SystemsTheory2.AProblemEmergesAnidentifiableproblemhasemergedanddealingwithitisthefocus.Theparticipantsarecivilandrespectfultooneanotherastheyeachsharetheirperspective.Solutionsareproposedand,inmostinstances,issuesareresolvedinacalmandcollaborativefashiontoeveryone'ssatisfaction.ProactiveResponses:Coaching,Education,ConversationFacilitation,AppreciativeInquiry,DeweySequenceofProblemSolving,DirectDealing,SystemsTheory,Collaboration3.APersonToDifferWithThefocusofconversationchangesfromwhatshouldbedoneandwhatisthebestsolution,toadebateofwhoisrightandwhoiswrong.Frustrationsetsinbecausetheattempttoachieveone'sgoalsisunderminedbyanother.Partiesmaybecomemorecautiousindealingwitheachother.Thedisputecanstillbeconstructiveifthepartiesmakeagreaterefforttoseetheotherperson'spointofview.Ontheotherhand,ifthematterisnotresolved,thesituationcaneasilydeteriorateintodestructiveconflict.ProactiveResponses:Education,ConversationFacilitation,Collaboration,AppreciativeInquiry,DeweySequenceofProblemSolving4.ADisputeToWinCollaborationwanes.Otherproblematicissuesoftenappearconfusingmatters.Disputingpartiescommunicatelesstoeachotherandmoreabouteachotherwiththosewhotaketheirrespectiveside,increasingpolarizationinthecongregation.Andwhiletheremaynotbeanyintenttohurtone'sopponent,itoftenresults.Becausetheoverridinggoalisforone'sneedstobemetorintereststoprevail,thereappearstobelessconcernabouthowthataffectsothers,furtherexacerbatingtheconflict.Onesidecomestobelievethattheothercareslittleaboutthem.Asonesideseekstoachieveitsgoals,theothersidefeelsliketheirinterestsarebeingall-too-readilydismissedorsacrificed.Actionthenbegetscounteraction.ProactiveResponses:Intervention,GuidedSelf-Mediation,Rehabilitation5.APersonToVerballyAttack

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Apowerstruggleemerges.Partiesnowseethemselvesasadversaries.Aninvisiblelineiscrossedthatdoesnotbodewellforthatrelationshiporforthechurch.Nowisthetimetocontactamediator.Originalissuesandcontextnowbecomesecondary.Atthisstage,theproblemisidentifiedasaperson."Youare/heis/sheis/theyare/theproblem."An“usagainstthem”mentalitysetsin.Emotionsadverselyaffectobjectivethinking.Selectiveperceptionconfirmsandfuelsnegativestereotyping.Oncestereotyped,theothersidecanbe“written-off.”Partiesavoideachotherandassumetheworstoftheother.Intheabsenceofdirectcommunication,eachfactionviewstheotherthroughanincreasinglydistortedfilterofsuspicion,falseassumptions,exaggeration,andmisinformation.Eachsidejustifiesitsownhostilebehaviorasreactionstoitsopponentandtoexternalcircumstances.Bycontrast,theactionsofone'sadversariesareattributedtointernaldeficiencies,suchastheircharacter,competency,orspirituality.Publicadmissionofhavingexercisedpoorjudgmentorofhavingmadeamistakebecomesincreasinglyunlikely.Inthisnegativelychargedenvironment,suchanacknowledgmentwouldlikelyopenoneselftoembarrassment,furthercriticism,andreprisal.Thedisputingpartiesprotectthemselves,theirvulnerabilitiesandinsecurities,byattacking.Negotiationsarehardtosustainandfrequentlybreakdown.Resistanceintensifiesagainstanadversary'sideasoftenbecauseitisone'sadversarywhoproposedthem.Unilateralactsbecomethenextlogicalstepwhichinevitablyleadstoanescalationoftheconflict.ProactiveResponses:Thirdparty–Mediation,rehabilitation,reconciliation6.My"Face"ToSaveTheterm"face"referstohowapersonisviewedbyothers.Aslongassomeoneisviewedasarespectablememberofthecommunity,alliswell.Butwhenone'spublicimageisseriouslychallenged,expecttheintensityoftheconflicttoescalatefurther,asithitsonaverypersonallevel.Theattackerseeksto"unmask”theotherperson'strueanddespicableidentity.Totheextentthatthis“insight”isbelieved,thepriorcourseoftheconflictisreinterpreted.Withthesenewlenses,wordsoractionsthatmayhavebeenoriginallyperceivedinapositivelightarenowviewedaspartofalarger,deceitfulstrategy.Falsemotivesareattributedthroughout.Theconflictisnolongerunderstoodintermsofshadesofgray.Itisperceivedintermsofblackandwhiteandanideologicalbattlebetweentheforcesofgoodversusevil.To“saveface”againstsuchanattackonone'sidentity,peoplewillrespondwithanequallyferociousassaultoftheirown.Disputantswillunleashatorrentofnegativedescriptionsagainstthosewhohaveattackedandmalignedthem,attemptinginturn,toundercutanddiscreditthem.Theywilllabelthoseontheothersideasunreasonable,immoral,untrustworthy,mentallyunbalanced,and/orsub-human.Thisconclusionjustifiesalmostanyactionagainsttheotherside,exacerbatingthecycleofconflicttodangerouslevels.ProactiveResponses:DecisiveIntervention,Arbitration,Rehabilitation,Reconciliation7.APersonToExpel,WithdrawFrom,orRuin

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Thepartiesarelockedinanall-or-nothingbattle.Thechurchisnolongerbigenoughforeveryone.Thesolutioniseithertodriveouttheproblempersonorpeopleorleave.Or,theconflictmaybesopersonalized,intractable,orirrationalthattheadversarieswouldrathersufferprivatelossorthechurch'sruintoseetheiropponentdefeated.“Togetherintotheabyss”theygo,asoneindividualsoberlydescribedit.ProactiveReponses:DecisiveIntervention,PartingArbitration8.TheAftermathWhenthedustsettles,theworship,fellowship,andtheworkofthechurch,aswellasindividuallives,areadverselyaffected,oftenforyearstocome.Forsome,winningthebattleordrivingapersonfromthechurchisstillnotenough.Theruinationofaperson'sreputationmaycontinuelongafterthebattleisover.Anotherfactionwillexpressshameandbewildermentforwhattheyhavesaidordone.Theymayloseconfidenceinthemselvesforhavinglostcontrolofthemselves.Otherswilldenythedepthorseverityoftheiractions.Stillothers,acknowledgingtheirembarrassingactions,willblamethosewholedthem.OnePastor,referringtoherchurchthathadsplitfivewaysinthetwoyearspriortohisacceptingthecalltopastorthatcongregation,said,“Iwasespeciallycarefulduringmyfirstfourorfiveyearshere.Wespentalotoftimeaddressingtheissuesofguiltanddisappointment.Manyfeltguiltyfortheiractions.Therestweredisappointed-intheirfriends,theirpastors,themselves,evenGod.”ProactiveResponses:Rehabilitation,Reparation.Summary:Themoreintensetheconflict,themoreirrationalitbecomes.Twointensifyingprocessestakeplacethroughout:(1)anincreasingfrustration/angerovertheunresolvedissue(s),and(2)anincreasingnegativeperceptionofthecharacteroftheotherside.PrimarySource:Dr.KenNewberger.InstituteforReconciliationandPeacemakerTraining.www.ResolveChurchConflict.comThemoreweareabletounderstandthedynamicsofconflictandouroptionsforresponding,themoreconfidentcommunitiesandleaderscanbecomeintransformingconflicthealthily.Onegreatresourceforlearningthismorein-depthisthewebinar,BecomingConflictWise,availablethroughSacredSpaceOnlineLearningCenter.Itincludestriedandtestedresourcesandtoolstoassistinovercominghelplessnessandthedownwardspiralofnegativity,thatmanycongregationsexperiencewhenconflictssurface,includinghowtoworkstepstothroughtoresolutionofconflict.

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MODULE 6: FINANCIAL DEVELOPMENT: HOW DO WE WORK TO FUND OUR MISSION AND

MINISTRY? “Indeed,ifweraisefundsforthecreationofacommunityoflove,wearehelpingbuildthekingdom.WearedoingexactlywhatwearesupposedtodoasChristians.Paulisclearaboutthis:‘Makeloveyouraim’(ICorinthians14:1,NJB).” FatherHenriNouwen,aDutchCatholicpriest,professor,writer,andtheologian,ASpiritualityofFundraising Quiteoften,theroleoftheBoardisseenasfocusedonmanagingthecongregation’scurrentassets,particularlythefunds.Whilethatisimportant,inreality,oneofthemostsignificantrolesfortheBoardofDirectorsistoensureresources,includingfinancialresources,aresecuredforthefulfillingofthecongregation’smission,itspurpose,itscallfromGod.Inordertofulfillthisrole,theBoardwilloftencreateateamorteams,suchaStewardshipTeamand/oraFundraisingTeam,orevenastaffperson-paidorunpaid-tofocusonfinancialdevelopment,oratleastpartofit.Ultimately,though,theBoardisaccountableforthisfunction.Moneyisoftenananxiety-producingsubject,especiallyinthechurch.Notonlyaretheremixedattitudestowardsmoneyinmanyculture,therearemanyinstanceswherechurchleadersandcongregationshavemisusedormisappropriatedfundsorsimplyembodiedbadtheologyaboutmoney,giving,andgenerosity.Additionally,thereareanincreasednumberofgivingopportunitiesforthosewhowishtodogoodwiththeirfinancialresources;thereismorecompetitionforresourcesthatcouldgotothechurch.ThenumberofnonprofitsandNGOsareincreasingintheUSandglobally.People,then,areoftenanxiousabouttalkingaboutmoneyandgivingmoney.Boardsandotherleadersareoftenanxiousaboutsecuringresourcestofundministry.If,however,wecanfocusonthegenerosityofGodandhowwecanbegenerouslikeGod,thefocusmovesfromourfearandanxietytoGod’sactionintheworldandhowwecanbepartofit.Inreality,whenwearegenerouslikeGod,wegrowspirituallyandexperiencemorefulfillment.IftheBoardwillmodel,embody,andteachgenerosityintheserviceoftheloveofGod,thentheanxietylevelislikelytogodownandthegivingtoministrygoup.

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Itisabsolutelykeytounderstandresearchshowsthatpeoplechoosewheretogivebasedprimarilyonthreefactors:

1) Theybelieveinthemissionandfeelliketheirgivingmakesadifferenceintheworld.

2) Theyhaveahighregardfortheworkandintegrityofstaffandleaders.3) Theyseetheirgiftsbeingusedwisely,withaccountability,andnotjusttomeeta

budget.TheBoardhasconsiderableinfluenceonallthreeofthesefactors.They,alongwiththePastorandotherleaders,aretheonestoliftupthemissionandkeepthecongregationonmission.TheyhaveaconsultativerolewiththePastoronstaffandleadershipissues.And,theBoard,morethananypersonorbody,ischargedwithbeingwiseandaccountablewithgifts.InordertohelpBoardsmorefullyunderstandandliveintodevelopingfinancially,followingarepracticesproventohelpcongregationsgrowintheirgenerosity.Haveaclearmission&purpose,concretelyconnectinggiftstoministries’impactPeoplegivetomissionandministry,nottoinstitutions;tomakeadifference,nottopaybills.Tellthestoriesofthecongregation,itsministriesandpositiveimpact,inmanyformats:inworship,onsocialmedia,innewsletters. ProvidemultipleopportunitiestogivefinanciallyandthroughserviceandsocialjusticeEnsurepeoplecangivefinanciallythroughregulargiving,specialofferings,andlegacies.Offervariousavenuesforgivingfinancially,includingelectronicgivingonsiteandonline.Onlinegivingisanabsolutenecessity;mostpeoplenolongercarrychecksoralotofcash.Hereisaresourceforpossibleonlinegivingplatforms.Fosterinvolvementincommunitysocialoutreachthroughactiveengagement.Peoplewanttoactivelyparticipateinthemissionandmakeapositiveimpact.SoundoperationalmanagementofcongregationalresourcesBetransparentasmuchaspossibleinbudgetingandotherfiduciarydecisions.Havepoliciesandproceduresinplacetoguidemanagingrisksofchurchresources.Showappreciationforgiftsgiven,includingthankyouletters,withregulargivingreports.Allgiversshouldbethankedinwritingregularly,andspecialgiftswhengiven.

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Stewardshipintegratedintoworshipandcongregationallifeyear-roundBeintentionalaboutincludingstewardshipinsermonsandinotheractivitiesforallages.Maketheofferingtimeanactofworshipthatconnectsgivingtoministry.Offeringtimeisatimetosharehowtheministryismakingadifference.ProvideopportunitiestolearnaboutstewardshipofpersonalresourcesOfferfinancialworkshopsandclasses.CreateandnurtureacultureofgenerosityandgratitudeUsethechurch’sresourcesgenerouslywithandforthecommunityandworld.Setanexpectationthatcongregationleaderswillbegoodexamplesofgiving.Providestewardshipformationindevelopingnewmembersandcongregationleaders.Findmultiplewaystothankpeopleforsharingtheirgifts.FundraisingisministryFundraisingshouldalsobe‘friend’raising,providingforwidercommunityinvolvement.Therearepeoplewhomayneverattend,butwanttosupporttheministry.Calleveryoneintoanew,morespiritualrelationshipwiththeirneedsandtheirresources.ThefiduciaryresponsibilityoftheBoardissummedupinthreebasicresponsibilities:

o Settingthefinancialdirection-thatis,approvingthebudget,reviewingandapprovingfinancialguidelines,policies,andprocedures,inaccordancewiththechurch’smission

o Delegatebudgetimplementationtoappropriateleader(s)-thatis,onceresourcesaresetaside,empoweringministries;theBoardshouldnotapproveeveryexpenditure

o Monitorfinancialstatus-thatis,ensuringthecongregationisontargetwithplannedexpensesandrevenues,isfinanciallysolvent,andplanningforfutureexpenses

OnewayinwhichsomecongregationsandBoardshavefoundhavehelpedthemtolivemorefullyintotheirmissionandtobeorientedtowardthefuturemissionistodevelopanarrativebudget.Anarrativebudgetgoesbeyondspreadsheetsandnumberstotellastoryofthecongregation’smissionandserviceandhowthepartsofthebudgetsupportthemission.Allexpensesandgiftsarelinkedtotheministriestheysupport,andhowtheministriesarethewaythecongregationlivesintoitsmission,itscall,fromGod.Howtocreateanarrativebudget

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Step#1DeveloporReviewtheCongregationVisionandMissionStatementLeadersshouldreviewthepurposeanddirectionofministryeachyear,discerningtogetherwiththecongregationthecallofGodforthecongregation.Step#2DefineongoingactivitiesandnewactivitiesforcomingyearEachcommitteeorteamreviewstheirpurposeanddeterminesactivitiesandoutcomesfortheyearahead.Areasoffocusaredefinedforthecomingyear(s).Step#3ConnectactivitiestoVisionandMissionofCongregationCommunicateplannedactivitieswithleadershipgroupandotherteams,committees,taskgroupsandcommitteeswhomaypartnerorbeaffected.Step#4DeterminetheinvestmentofministrydollarsforeachactivityEstimatethecostofthespecificactivitiesplannedforthecomingyear.Step#5DeterminetheinvestmentinstaffsupportforeachactivityEstimatethetimenecessarybysupportstafftoadminister,facilitate,leadorequippeopleforeachministry.Itmaybehelpfultoestimatethevolunteerhours.Step#6DetermineotherinvestmentsmadeineachactivityEstimatethecostofmaterials,suppliesandotheritemsnecessarytocarryouttheactivities.Thisincludesspaceinthefacility,printing,postage,etc.Step#7DeterminecostfactorsforspacesusedinbuildingDevelopacostfactorforhourlyuseofeachroomofthechurchproperty.Thisshouldincludeallocationofmortgage,utilities,maintenanceandotherbuildingexpenses.Step#8DeterminecostallocationofoverheadandsharedexpensesTheFinanceCommitteecandevelopacostfactortoreflectadministrativeandmiscellaneousexpenses.Thiswouldincludesecretarialandcustodialservices.Step#9Summarizedollarcostforeachcommittee,taskgrouporteamTheFinanceCommitteecanaddtogethertheallocationofstafftime,investmentsinactivities,spacecostsandadministrativecoststogetherforeachcommittee,taskgrouporteam.Step#10AllocatecoststoareasofministryfocusorgoalsAllocatetheinvestmentdollarsandcoststotheprimarygoalsandfocusforthecomingyear.

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Thismaybespecificministriessuchasworship,educationandoutreachorfunctionalareassuchasfaithformation,serviceorspiritualgrowth.ThenlookforstoriesthatillustratehoweachoftheseministriesischanginglivesandansweringGod’scall.AveryroughexampleofSampleNarrativeBudget:

➢ Income=$45,000 ○ PledgesandLooseOffering=$40,500-Congregationalgivingmakesup90%of

theincome.Thecongregationdoesnothaveanendowmenttofallbackonandreliesheavilyonthegenerosityofcongregantstomakemissionandministrypossible

○ ChurchUseIncome=$4,500-Eachmonth,thecongregationtakesin$375indonationsforbuildinguse.Morethan10groupsusethebuildingforsupportgroups,activities,andeducationandtheyareaskedtomakeadonationforuseofthespace.

➢ Expenses=$45,000 ○ Fellowship-Wearecalledtoradicalfellowship.Fellowshipincludesthe

buildingbeingusedbymanycommunitygroups,aswellastimesthecongregationgathersforsocialfunactivities.

○ Worship-Wearecalledtopassionateworship.WorshipisacelebrationofGod’spresence,givingourattentiontoGodtogether.WorshipoccursonSundayandspecialservicesandincludesmuchofthepastor’ssalaryandthemusicdirectorstipend,aswellassuppliesandbuildinguse.

○ Discipleship-Wearecalledtointentionaldiscipleship.Discipleshipishowourfaithisdeveloped,individuallyandcommunally,throughstudy,support,spiritualdirection,specialservices,andincludespartofthepastor’ssalary,supplies,andbuildinguse.

○ Serviceship-Wearecalledtodaringserviceship.Serviceshipisreachingoutandservingneighbors,community,andworldincompassionandforjustice.Thecongregationprovidesspaceandvolunteersforafoodbank,supportsaGLBTteengroup,fundsneighborhoodservicegroupsandincludesbuildinguseandfunds.

○ Relationship-Wearecalledtotransformingrelationship.Relationshipswithinthecongregationandwiththedenomination,community,andworldhelptotransformindividualsandtheworld.Thecongregationprovidespastoralcareandsupportwithhospitalvisits,griefsupport,andaprayerchain.Tostayconnected,thereisanewsletterandFacebookgroup.GivingtoMCChelpstofundMCC’smissionaroundtheglobe.Expensesincludesupplies,stipendtoadminassistant,internetandphoneservice,andfundssenttoMCC.

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Thismaybespecificministriessuchasworship,educationandoutreachorfunctionalareassuchasfaithformation,serviceorspiritualgrowth.ThenlookforstoriestoillustratehoweachoftheseministriesischanginglivesandansweringGod’scall.Someadditionalrecommendedresourcesforfinancialdevelopment:NotYourParents’OfferingPlate-Ashortbookfromoneofthetopauthoritiesonchurchfinancialdevelopment,providingpracticalstepstohelpcongregationalleaders.BeyondtheOfferingPlate-Ananthologyofessayswithdifferentperspectivesonstewardship.ASpiritualityofFundraising-AclassicessayfromFatherHenriNouwenthatmanagestobebothspirituallygroundingandpracticallyminded.AvailableforfreeasPDF.CenterforStewardshipLeaders-AwebsitesponsoredbyLutherSeminary,withblogsfromvariousauthorsapproachingstewardshipandfinances.EcumenicalStewardshipCenter-Awebsitewithresourcesonvariedaspectsofstewardship

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MODULE 7: MANAGING OUR ASSETS: HOW DO WE RESPONSIBLY OVERSEE THE RESOURCES GOD

HAS GIVEN US? “Ifoneofyouwantedtobuildatower,wouldn’tyoufirstsitdownandcalculatethecost,todeterminewhetheryouhaveenoughmoneytocompleteit?” Luke14:28 Weliveinalitigioussocietyandtobeunawareofthepotentialrisksisdangerous.Onelawsuitcaneffectivelycloseachurch,damagethereputationofthePastor,orputaBoardmemberinpersonalfinancialjeopardy.Itmightalsoleavesomeoneinjuredwithoutcoverage.Inconsideringrisk,legal,andinsuranceissues,therearedifferentlawsandstandardsindifferentcountriesandstates,andwithnowaytocomprehensivelycoverallsituations,itcannotbeemphasizedenoughthattheBoardofeachcongregationshouldconsultwithinsuranceagents,lawyers,CPAs,and/orotherprofessionalswithexpertiseinmanagingassetsandrisks.Onewebsitethatprovidesgreatresourcesinmanagingresourcesresponsiblyishttp://www.churchlawandtax.com/.ItisUS-based,butmuchoftheinformationwillpertaintootherpartsoftheworldaswell.Muchofwhatfollowsisbasedonresourcesfromthatsite.ABoardofDirectorsisentrustedwithcertainresponsibilitiesforwhichindividualmemberscanbeheldlegallyaccountable.EverythingyoudoasaBoardmembershouldbeguidedbythestandardsofDutyofCareandaDutyofLoyalty. DutyofCareTheDutyofCare:Thismeansyouaresupposedtoactivelyparticipateinmeeting,comepreparedtodiscussandmakedecisions,andmakesureyouareactinginthebestinterestsofthechurch.Youalsoareconsideringtheissueswiththecareareasonablyprudentpersonwouldexhibit.

o YouattendBoardmeetings.Non-attendanceatBoardmeetingsisnotacceptablebehavior.Emergenciesarise,sure,butifyoucan'tattendBoardmeetingsregularly,youshouldresignortheBoardshouldremoveyou.

o Youneedtobeinformed.Readinformationaheadoftime.AskpersonsyoutrusttheiropinionsonsubjectsbeforetheBoardfordiscussionanddecisionmaking.Askformoreinformationifyoudon'tfeelyouhaveenoughtomakeaninformeddecision.

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o Youneedtobeabletorelyontheinformationyouarefurnished.ThosethatbypositionorrelationshiptotheBoardarereliedupontogiveaccurateandneededinformationtotheBoardareobligatedtodosoinorderfortheBoardtobefullyinformed.

o Youneedtomakeindependentjudgments.Yourepresenttheinterestsoftheentirebody,notaspecificconstituency.Ontheboard,youactinthebestinterestofeveryone.

o TheBoarddoesnotmanageday-to-dayoperations,buthasoversightresponsibilityandtheestablishmentofpolicy.

o HelpingBoardmembersproperlycarryoutthedutyofcareisuptotheBoardcollectively.Startmeetingsontime.Maintainatimeline.Learnhowtoredirectthosewhotalktoomuch,orgodowntangents.Recognizethatvisitorsarevisitors,notparticipantsintheBoard'sdeliberationsunlessinvitedtodosoforspecificissues.Getmaterialsoutonaregularlyscheduledbasis,asinminutesofthepreviousmeetingbeingoutaheadofthenextBoardmeeting,anddistributefinancialreportsregularlybeforethenextscheduledmeeting.Agendasshouldbereadyaheadoftime,asshouldbeanywrittenmaterialtobeconsideredforBoardaction.

DutyofLoyaltyTheDutyofLoyalty:Loyaltyinthelegalsensemeansdon'tlookforpersonalprofitfromBoardservice;don'ttakeadvantageofyourboardmembershiptoutilizeinsideinformation;anddon'tviolateourconfidentialityrequirementswhicharedesignedtoprotectboththedignityandprivacyrightsofindividualsandtheneedforsensitivematterstobedealtwithappropriately.Recognizeconflictofinterestissues

➢ Beawarethattheyexist. ➢ Disclosethem. ➢ OtherBoardmembershavetherighttomakedecisionsaboutyour

participationinanydecision-makingaroundissueswhereyouhaveaconflictofinterest.

o Becomesensitivetothisissue.ThinkabouttheissuesbeforetheBoard,andwhatconflictsofinterestyoumayhavewiththem,orwhatperceivedconflictsmightexist.

o Thinkaboutyour"dottedline"relationships,suchasyourformerlovercomingbeforetheboardforconfirmationasaClergyCandidate.Ifthereisanydoubt,discloseit.

o Clerksneedtomakesuretheminutesreflectthesedisclosures,andtheactiontaken. o CorporateOpportunityissuesrequireyoutodisclosewhenyouareplanningtodo

somethingseparatelythatmightwellbesomethingthecongregationmightdo.

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ConfidentialityistoberespectedbyBoardmembers.Sinceallotherbusinessisdiscussedandaccomplishedinopensession,confidentialityissuescannotarisearoundthenormalbusinessofthechurch.Personnelissues,andsensitiveissuessuchaslawsuitsorotherlegalactionsclearlyaredealtwithinclosedsessionandconfidentialityrulesapply.PracticediscretionwithacapitalD.OtherLegalResponsibilities.BeyondtheissuesoftheDutiesofCareandLoyalty,Boardmembersalsohavecertainotherlegalresponsibilities.

o Makesurechurchbylawsdonotviolateanystateorlocallaws.Havethemreviewedbyanattorney,especiallyaftermakingsignificantchanges.

o Theseincludereportingillegalactivitiesappropriately.SuchsuspectedactivitiesshouldbereportedtothePastoror,totheVice-ModeratorincaseswhereitisthePastorwhoisengagedintheseactivities.FailuretorespondappropriatelymeanstheissueshouldgotothefullBoard,andthenappropriateactiontakentosafeguardthecorporation.Thisisaverymurkyarea,ascertainviolationsrequireimmediatereportingtotheappropriateauthorities,andinmanycases,theactionsareprobablyinviolationoftheCodeofConductaswell.Getcompetentlegalcounselasquicklyaspossiblewhensuchpossiblesituationsexistanditfeelslikethefactsarebeinghidden.

o Boardmembersalsohavearesponsibilitytomakesurethatdesignatedfundsarespentasdirectedbythegiver,orthetermsofthetrustinstrument.Don'tspendmoneygivenforanorgantopaythelightbill.Itwillnotonlymakethedonormad,itisillegal.

COMMONLEGALISSUES1.IncorporationoflocalchurchesAlthoughitisnotlegallyrequiredthatlocalchurchesareincorporated,itislegallyadvisableandisrequiredbyMCCBylaws,exceptwhereprohibitedbylocalorstatelaws.IntheU.S.,churchesareincorporatedunderastate'snon-profitcorporationlaws.Suchincorporationshouldnotbeconfusedwith"federaltax-exemptstatus,"adesignationbaseduponsection501(c)(3)oftheIRScode.Toincorporate,yourchurchmustfilethenecessaryapplicationtotheSecretaryofState'sofficeinyourstate.Youshouldseektheservicesofanattorneyforthisprocess.Youalsomustsubmitannualreportsfornon-profitcorporationsrequiredbymoststates.CheckwiththeofficeoftheSecretaryofStateinyourstate.2.TaxexemptstatuswiththeIRSAllMetropolitanCommunityChurchesintheU.S.areexemptfromFederalincometaxundersection501(c)(3)oftheInternalRevenueCodeassubordinateorganizationsoftheUFMCCunderitsgroupexemptionnumber(GEN)2401issuedonFebruary17,1976.Eachyearthe

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UFMCCfilesacurrentlistofsubordinateorganizationswiththeInternalRevenueService.Thisstatusisdistinctfromandunrelatedtonon-profitincorporationasdescribedabove.AcopyofIRSdocumentswhichverifythisstatusareavailablefromMCC.ItisnotnecessaryforalocalMCCtoapplyforfederaltaxexemptstatus;and,itisnotnecessaryforalocalMCCtofileanannual990formwiththeIRS.ItisnecessaryforalocalMCCtofileanannualcongregationalreportformwithMCCasthisprovidesinformationwhichtheUFMCCmustreporttotheIRS.Itisalsoimportanttonotethegroupexemptionnumber(GEN)isdifferentfromanemployeeidentificationnumber(EIN).Eachchurchmustobtainitsownemployeeidentificationnumber(EIN).DonotuseMCC'semployeeidentificationnumberforalocalMCC!3.PoliticalactivitiesbychurchesPoliticalactivitiesbychurchesintheU.S.arerestrictedbytheIRSCode.Twoareasofrestrictionshouldbenoted:1.)Churchesarelimitedintheextenttowhichtheymayattempttoinfluencelegislation.Basically,achurchmaynotspendmorethan20%ofthefirst$500,000ofitsannualbudgetforactivitieswhichattempttoinfluencelegislation.2.)Churchescannotparticipateinthepoliticalcampaignonbehalfofanycandidateforpublicoffice.Amongothers,thispublicationfromPewResearchCentermaybehelpful:PreachingPoliticsFromthePulpit4.CopyrightissuesforlocalchurchesManychurchesintheU.S.followtheillegalpracticeofreprintingorphotocopyingmaterialundercopyrightwithoutpermission.Thisusuallyinvolvesprintingofhymnsorchorusbooklets,photocopiesofchoirmusic,orreprintingofpamphlets.Todosoisaviolationofcopyrightlawsandcaninvolvesubstantialactualorstatutorydamagesbeingrecoveredbythecopyrightholderfromyourchurch.Asingleinfringementcouldresultindamagesofupto$20,000;ormoreincertaincases.FormoreinformationonU.S.copyrightissues,CopyrightGuidelinesforChurchesLIABILITYISSUESa.MisconductofpersonnelAchurchmaybeexposedtolegalliabilityonthebasisofvicariousliabilityforthenegligenceofitsemployees(orvolunteers),negligentselectionofpersonnel,ornegligentsupervisionofpersonnel.Twoofthemostfrequentproblemareasarenegligenceofchurchworkersassociatedwithuseofacarforchurchbusinessandsexualmisconductsuchasmolestationofaminororseductionofacounseleecommittedbyachurchworker.Negligenceisconductthatcreatesanunreasonableriskofforeseeableharmtoanother'spersonorproperty,andinfactresultsintheforeseeableharm.

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b.DisciplineofmembersThedisciplineofchurchmembersisaconstitutionallyprotectedrightofchurchesandthefirstamendmentguarantyofreligiousfreedominsulatesthechurchfromlegalliabilityinmostcases.Becauseotherchurchmembershavearighttoknowaboutmattersinwhichtheyhavea"commoninterest,"disclosurestochurchmembersonlyarepermissibleconcerningthedisciplineormisconductofcurrentmembers.Suchdisclosurescannotbemade,however,tonon-members.c.SecuritieslawsIfalocalchurchengagesintheissueofchurchbondsforfinancing,membersoftheBoardofDirectorswillbesubjecttovariousstateandfederallaws.Becausestatesecuritieslawsvary,anychurchconsideringsaleofbondsshouldhaveappropriatelegalcounsel.Bothfederalandstatesecuritieslawscarrycriminalaswellascivilpenalties.d.EmploymentlawsAschurchesbegintohireemployees,employmentissuesbecomeincreasinglyimportantandcomplex.Thechurchshouldassurethatpersonnelpoliciesandproceduresareinplacetosatisfybothlegalandethicalcriteria.AcompleteguideonimportantemploymentissuesforchurcheshasbeenwrittenbyJulieL.Bloss,J.D.,TheChurchGuidetoEmploymentLaw.Forsomequickanswerstoquestions,seeBestEmploymentPracticese.LiabilityofofficersMoststateshaveenactedlawsimmunizinguncompensatedofficersofnonprofitorganizationsfrompersonalliabilityfortheirordinarynegligence.Insomecaseshowever,lawsuitshaveattemptedtoimposepersonalliabilityonsuchofficers.Specificliabilityinsuranceisavailable.f.ContractsContractsenteredintobythechurchshouldbereviewedbyanattorneypriortosignatures.Insomecasesacontractualrelationshipmayexisteventhoughawrittencontracthasnotbeensigned.Whensigningcontracts,churchofficersshouldbecarefultodisclosetheirrepresentativecapacitywiththeirsignature.Thismayprotectthemfrompossibleindividualpersonalliabilityfortermsofthecontract.g.InsuranceEachlocalchurchshouldbecoveredbyawell-developed,comprehensiveinsuranceprogram.

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REPORTINGTOGOVERNMENTS

o Makesuretoknowandfollowallapplicablecounty/parish,state/province,andfederallaws-forreports,taxes,andotherforms.

RISKMANAGEMENTInaddressingthechurch'soverallrisks,somekeyriskmanagementareasinadditionto

o Corporatestructure; o Governingdocuments; o Tax-exemptstatusandcompliance;

include,butarenotlimitedto:o Policiesandpolicymanuals; o Financialconditionandfinancialcontrols; o Adequacyofinsurancecoverage; o Humanresources(personnel); o Sexualharassmentandassault; o Keyoperationalareas; o Publicrelations; o Physicalsafety;and o Leadershipsuccession.

Aneffectiveriskmanagementplanisaholisticone—onethataddressesriskinallaspectsofthechurch'sactivities.Theriskmanagementplanshouldalsobeproactiveratherthanreactive,identifyingrisksbeforetheybecomeliabilitiesandtakingappropriatestepstomitigatethem.DavidPollack,inhisbookBusinessManagementintheLocalChurch,speakstotheissueofrisk,hewrites,“Therearefourwaysachurchcancopewiththepossibilityofclaimsarisingfrominjuryorotherformsofliability”:1.EliminatetheRisk:Itispossibletototallyeliminatecertain,specificrisks.Thesecouldberelatedtoemployeesusinginferiormaterialsorunsafeequipment.Moreover,perhapsyourbuildingsaredesignedwithhazardouswalkways,lowclearance,slipperysurfaces,orbrokenstairsandotherareasdemonstratingclearnegligence.Achurch,likeanyotherorganization,risksthepossibilityofinjuriesandliabilitybynotidentifyingandeliminatingtheseproblems.Ifleadersdon’ttakethesepotentialhazardsseriously,theycouldbeexposedtolawsuitsand,insomeinstances,couldbecriminallyliableandmaybesufficientcauseforaninsurancecarriertocancelyourpolicy.

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2.LowertheRisks:Fromapracticalstandpoint,itwouldbeimpossibletoeliminateeveryrisk,evenifyouknewwheretheywere.So,shortoftotalremoval,thenextbestthingistoreducetherisks.Takeaclose,criticallookatyourchurchbuildingsandgroundstodeterminewhat,ifanythingcanbedonetolessenpossiblehazards.Whatprecautionarystepscanbetakentoreduceyourexposureintheseareas?Forinstance,thedangeroffallingoffaladdercannotbeeliminated;buttheuseofasafetyladdercanreducetherisk.Hallwaysneedtobefreeofobstacles;walkwaysshouldbeclearofelectricalcords.Havingagoodpolicyregardingtheissuingofkeystobuildingsandprotectingcomputersandofficeequipmentfrombeingcarriedawayareexamplesofwaystoreducerisks.3.AccepttheRisks:Acceptingtheriskcanbeappropriatewhentheriskcannotbetotallyeliminatedorthecostofinsuranceisprohibitive.Asanyinsuranceagentwilltellyou,itispossibletobuyinsuranceforalmosteveryconceivablerisk.Butthatsimplyisn’tpracticalformostchurches.Furthermore,therearesituationswhere,eventhoughthechurchcarriescoverageforaspecificrisk,itmaybeadvisabletogoaheadandpaythedamages.Thisapplieswhenthereisalikelihoodyourpremiumswillincreasesignificantlyasaresultoftheincidentorwhenthecostsoftheclaimsarewithinthepolicy’sdeductibleportion.4.ShifttheRisk:Purchasinginsurancecoverageenablesthechurchtotransferitsrisks.Ineffect,whenyoubuyinsurance,youagreetoabsorbsomeofthesmaller,periodiclossesintheformofpremiumsanddeductibleinexchangeforavoidingthelarger,uncertainclaims.**Itishighlyrecommendedaspartofthismoduleoratanothertime,allBoardMembers/leadersviewthewebinarDigitalFraudPreventionAlso,checkSacredSpaceOnlineLearningCenterforothervideosonrelatedtopics.AresourcefromMCCwebsite:SamplePolicyManual

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MODULE 8: OUTCOMES AND ACCOUNTABILITY: WHAT DO WE EXPECT TO ACCOMPLISH AND

HOW WILL WE KNOW WHEN WE HAVE? WHAT DOES IT MEAN TO HOLD ONE ANOTHER

ACCOUNTABLE? “...thepurposeofapastorandthepurposeofacongregationistomakeadifference.Becauseofthepresenceofthatpastororthatcongregation,overtimesomethingistohavechanged-andhowcanwehaveanyindicationofthischangeifwedonot,insomeway,measure?”-GilRendle,DoingtheMathofMission:Fruits,Faithfulness,andMetrics

➢ Howdoyouknowifyourcongregationismakingadifference? ➢ Whatresultsareflowingfromtheworkyouaredoing? ➢ Whataretheoutcomesoftheministryinwhichyouareengaged?

Toanswerthesequestionsrequiresnotjustcountingnumbers,butalsomeasuringchange.Measuringoutcomesisaboutthemissionofyourcongregation.YourcongregationwillonlyknowitisindeedlivingintoitsGod-givenmissionifitisevaluatingitsperformance.Congregationalleadersneedtobeabletodescribetheintendedchangethattheybelievetheyarecalledtoproduce,sotheycantalkaboutwhetherornottheyaremovingtowardfulfillingtheircallfromGod.Itisoftenquitetemptingtosimplycount,asitiseasier:

o ‘Howmanypeopleattendworship?’iseasierthan‘Howarepeople’sspirituallivesimpacted?’

o ‘Howmuchmoneyisbeinggiven?’iseasierthan‘Howareweimpactingthecommunity?’

Wecancountourresources,wecancountouractivities,butwealsoneedtomakesuretomeasureouroutcomes,thatis,thedifferencewearecalledto.GilRendlesays“Thebestquestionsofmeasureaskbothaboutchangeandabouttime.‘Overthelastsixmonthsorayear,howfarhaveweprogressedtowardthedifferencethatwebelieveGodintendsustomake?’”Weneedtolearntomeasureinamorefocusedandconcreteway,notsimplyawish.TheoutcomethechurchneedsiswhatGoddreamsaboutforourlivesandforourcommunities.Measuringisnotworryingaboutwhatwedon'thave.Itisn'twaitingforwhatmighthappenifwejustkeepdoingwhatwedo.TheoutcomesweneedarethosedescriptionsofwhatwillbedifferentifwefollowGod’scall.

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Anoutcome,accordingtoGilRendleinDoingtheMathofMission,is:

1.Themeasurable/describabledifference:ThefundamentalandobviouspropositionoftheChristianfaithisthatbecauseChristisinourlives,somethingshouldbedifferent.Weshouldbedifferent.Ourrelationshipswithothersshouldbedifferent.Whatwegiveourselvestoshouldcreateadifference.Wearenotheretopreserveandprotectbuttochallengeandchange. 2.YoubelieveGodhascalledyoutomake,theproductofthepurposeGodhasgivenyou:WhatistobedifferentisnotaboutourpreferencesbutaboutGod'spurpose.TheoutcomeofacongregationisnotaboutwhatwecanthinkoftodonextbutaboutwhatGodcallsustomakedifferent.AfaithfuloutcomeofhealthyministryrequiresmorediscernmentofGod’swillthandecision-makingaboutourownfuture.3.Inthisnextchapterofyourlife,i.e.,tobeaccomplishedinaclearlydefined,andrelativelybrief,periodoftime:AnoutcomeisnotforalltimebutisthenecessarynextstepofdevelopmenttowardthelargerdreamthatGodhasbutwhichwecannotyetfulfill.Outcomesaretimelimited.Theyareaboutwhatweneedtolearnhowtodo,howtolive,next.

WhatisthespecificdifferencethatGodasksyoutoaddressinthisnextchapterofyourlivesandwork?YoucanthenaskthesamequestionagaininthreetofiveyearsaboutwhatGodcallsyoutodonext.Itiseasytofocusonprocess-whatyoudo,whoyouserve,howmanyattendees-insteadoffocusingonoutcomes-whatisGodcallingustoaccomplish,whatkindsofchangeareweworkingtoward,whatlevelofresultswe’dliketoseethisyear.Wehavetolearnhowtoturnourintentionsintooutcomes.Specificityindescribingtheoutcomesbringsclarityinhowwegoaboutourministry.Withoutthespecifics,itremainsafuzzyintention.Forexample,wecansaywewanttobeawelcomingcongregation.Ifwedon’tdescribewhatawelcomingcongregationlookslike,howwillweknowifwetrulyarebecomingamorewelcomingcongregation?Weneedto:

o beclearonthewhy-howitfitsinourmission, o focusonthespecificwho,andthen o nametheclearlydefinedoutcome

● themeasurable/describabledifference ● WearecalledtobyGod ● Forwhatperiodoftime

➢ Practicewritinganoutcometogether:

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Onceyouhaveanarticulatedoutcome,thetaskwillbetoworkbackwardinorderto

determinetheresourcesandactivitiesnecessarytorealizetheoutcome.

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➢ Usingyourpracticeoutcome,fillintheflowchart.Approachthisinaspiritofopennessandadventure,withmuchprayerandcommunication..

Understandthisisonemodelandalthoughitispresentedinalinearfashion,theprocessoccursinacircularfashionwithfeedbackandevaluationgivensoadjustmentscanbemade.Whatisimportantisthatplansandstrategiesarebeingcreatedanddevelopedasawayoftrackingprogresstowardoutcomes.Otherwise,howwillyouknowifyouractionsoractivitieshavemadeadifferenceandyourcongregationisachievingitsmission?Itisbesttomeasureprogresstowardyouroutcomeasyougoalong,inordertomakesureyouroutputsarebeingachieved.Waysofmeasuringarehighlycontextualbasedontheoutcome.ItisimportanttogatherdataasawayofmeasuringprogresstowardfulfillingGod’sspecificmissionforyourcongregation.Don’tcountjustforthesakeofhavingnumbers.Whatevermethodsyouuse,besuretoarticulatethemwhenyouarecreatingyourplan––otherwise,measurementwillbecomeanafterthoughtmostlikelytobeforgottenamidstyouractivities.Itisimportanttobeintentionalintakingtimetoreflectandevaluateactionstomeasureandadjustprogresstowardoutcomes.Action/reflectionisactuallyoneofthebesttoolsforadultlearning,andifyoucanmakeitanessentialpartofyourcongregation’sculture,thecongregationcanlearntoadapttothemanychallengesitfaces.Indevelopingtheoutcomesandplanningstrategiesforimplementation,itisalsoimportanttoclarifywhoisresponsibleforwhichspecifictasks.Forbothpaidstaffandvolunteers,makesurethetaskorroleisclearlydefined,aswellasparametersandresources.IncreasingAccountabilityIncongregations,sometimeswehesitatetoholdvolunteerstoexpectationsbecausetheyarenotgettingpaid.However,thevolunteershaveagreedtothetaskortheroleandarethereforechoosingtoberesponsibleandaccountable.Thisappliestoallvolunteerrolesinthecongregation,includingBoardservice.Allvolunteersshouldbeexpectedtoprovidethehighestqualityservicetheyareabletoprovide.Sometipstoincreaseaccountability:

o Whenrecruiting,berealisticabouttimeandcommitment.

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o Beclearonexpectationsofthetaskorrole. o Ifdeadlinesaremissed,acknowledgeanddiscussthempromptly. o Providesupportandfeedbackasneeded.

Thetruthis,peoplewantfeedback.Theywanttobethebesttheycanbeandfeedbackcanhelpthemtoknowiftheyaredoingwellorifthereisanythingtheyneedtochange.Whengivingfeedbackofanykind,doso:

o Atregular,agreed-uponinterval. o Basedonaccurateandfullinformation. o Directedtowardfutureactions. o Providingspecificsratherthangeneralities. o Upholdingthedignityandrespectofall. o Whengivingpraise,itisimportantto:

● Betimely-immediatelyisnottoosoon. ● Beveryspecific-tellhowandwhatwasgood. ● Begenuine-meanwhatyousay. ● Lookforopportunitiestoencourage

Attimes,theremaybespecificnegativeperformanceorattitudeissuesthatneedtobeaddressed.Rememberthatpeopleusuallyreallydowanttodogoodworkandtobeeffectiveintheirroles.Withoutconstructivecriticism,theywillnothaveanopportunitytomakecorrectionsandperformuptotheirability.Constructivecriticismisnotpersonal,andisnotdemeaningordiscrediting.Tobeconstructive,criticismstaysfocusedonspecificactionsandisgivenwithgoodintentionsandthoughtfully.Itisalsogivenatatimeandplacethatallowittobeheard,withoutdistraction.

Onewaytogiveconstructivecriticismisthe“sandwich”technique.Beginwithpositivecommentsaboutthesituationandtheperson’sabilities.Communicatehowimprovementscouldbemade,focusingonthebehaviorandwithspecifics.Offersupportinmakingimprovements,andexpressconfidenceintheirabilities.

Sometimes,despitecoachingandconstructivecriticism,issuesarenotresolved.Sometimes,issuesarisethatclearlybreakexpectationsofappropriatenessandmustbeaddressed.These

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kindsofconversationscanbechallengingbut,thegoalistohelppeopleintheirgrowthanddevelopment.Itwillactuallyimpedegrowthanddevelopmenttoleaveissuesunaddressed.Toaddressandconfrontanongoingissueorinappropriatebehaviors:

o Makesureitisactuallyanissueorbehaviorthatcanbeimproved. o Stayfocusedonthebehaviororissue. o Beverythoughtfulinresponding. o Dosoatatimeandplacewhenthereisenoughtimeandwhereyoucanbeheard. o Startbydescribingtheissueorbehavior. o Askthepersonhowtheyviewthis. o Askabouttheirintentversustheimpactoftheiractions. o Ifneedbe,remindthemofyouragreements. o Beclearaboutexpectations. o Askthemforsolutionstoalignintentandimpactandtomeetexpectations. o Provideresourcesandsupportasneededandappropriate. o Reviewwiththemwhattheplanistoimprove. o Agreeonatimetofollowup.

Ifitisanissuethatcannotbeimproved,ortherearepersistentoregregiousissues,itisprobablytimetodiscussrelievingthepersonoftheirduties.Ensurethatyoufollowanybylawsorpoliciesinplaceanddosowithsensitivityandprayer.Ultimately,theworkofthecongregationisworkforthemissionofGod,sowehonorthegiftsofallandaregoodstewardsbyputtingourbestbeforeGodforGod’suse.

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POWERPOINT RESOURCES

ThefollowingPowerPointpresentationswillcomplementeachmodule.

MODULE1MODULE2MODULE3MODULE4MODULE5MODULE6MODULE7MODULE8