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
Performance management conversations are inherently difficult. It is just hard to talk with another about failed expectations. When the supervisor and employee don’t share similar cultural backgrounds, these conversations can be treacherous.
Only the largest congregations have the resources to hire full-time supervisors. The average congregation employs a “head of staff” who also preaches, teaches, provides pastoral care, leads mission and ministry, and guides the work of the board. Given this breadth of responsibility, how many employees can a pastor effectively supervise?
Healthy employment relationships require accountability. Accountability involves setting clear expectations, providing ongoing feedback, and inviting employees to step it up if performance falls short of expectations. This fundamental cycle of communication seems easy enough to grasp, in theory. In practice, many of us demonstrate a failure of nerve when it comes to holding church employees accountable. We grapple with whether we can expect much from our employees, especially when we pay them so little.
One good way to make things happen is to organize a team. At their best, teams benefit from members’ varied strengths and reach results no one imagined in advance. But what makes a team effective? A lot has been written about teams—by John Wimberly and George Cladis among others—and I don’t mean to replace or duplicate their work. Instead I want to share a simplified approach to that has been useful to me in building teams, and to my coaching and consulting clients. You may find it useful, too!
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.
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.