The Congregational Consulting Group, organized in 2014 by former consultants of the Alban Institute, is a network of independent consultants. We publish PERSPECTIVES for Congregational Leaders—thoughts on topics of interest to leaders of congregations and other purpose-driven organizations. — Dan Hotchkiss, editor
A famous sign on Harry Truman’s desk declared, THE BUCK STOPS HERE. “The President—whoever he is,” Truman explained, “has to decide.” Truman’s example has inspired many leaders to accept appropriate responsibility. But a careless reading of his slogan can lead to the mistake of thinking that whoever can make a decision always should.
Lately, I have been getting a number of requests to evaluate the staffing designs of congregations with worship attendance in the 200–400 range. I am asked to assess the current staffing design and propose some options for the future. What are some of the trends I am noticing as I work with congregations about their staffing designs?
Nancy is failing in her new role as the Director of Education. The hiring committee carefully chose Nancy from a pool of six candidates. Everyone on the team was delighted with Nancy as their candidate of choice. She was articulate, well-educated and had experience as the principal of a private school. On paper and in person she looked like a great fit for the job.
Many of us have had the experience of working with an employee who, no matter how understanding we are or what we try, continues to be a problem. Sometimes he never gets the work done or clearly isn’t the right fit. Sometimes she upsets others or continues to resist something new she’s been asked to do. Whatever the issue, there is a point, almost always on the other side of training and support, when it is appropriate to terminate someone.
No one likes to fire anyone, but most of us will have to do it someday. If you follow the basic steps below, more or less in order, deliberately, and without procrastination, you will be able to do what you need to do and maybe even end up in one piece. I began this article by …
by Dan Hotchkiss
Building a healthy partnership—negotiating roles, addressing misbehavior, setting and achieving goals—is hard work that requires an atmosphere of trust. Firm boundaries and self-differentiation—knowing who I am and how I feel while keeping lines of communication open—are essential for a healthy partnership.
by Sarai Rice
“I promise that no one will lose their job unless they really mess up.”
I’ve heard these words, or something like them, twice in the last ten days—once from the chair of a large congregation’s personnel committee and again from the executive director of a social services non-profit created through the merger of two other organizations.
These words scare me.