Governance and Leadership

1. Governance and Leadership Bill Krejci, Associate in Ministry 512-363-5133 Monson, Krejci and Associates

2. Leadership and Governance Do not follow where a path may lead. Go instead where there is no path and leave a trail. – Unknown YOU have been sanctified as a leader in the church! – Matthew 9:36-38 True leadership means to receive power from God and to use it under God's rule to serve people in God's way. – Dr. Leighton Ford. • Your Leadership... • The “Mandatory” role - constitutional & legal responsibilities. • The “Chosen” role – In partnership with your Pastor: Interpret and cast the mission and vision of the congregation and the wider church to the members and partners of your congregation. Monson, Krejci and Associates

3. Governance and Leadership • Who are you accountable to???? • Council are trustees for the “stewards/stakeholders” of the congregation. • Q: Who are they in your congregation? • Councils/leaders focus on fulfilling the desires of those stewards. • Q: What are the desires of your stewards? • Ultimately responsible to God - guided by the Holy Spirit, using Jesus Christ as your rabbi and model. Monson, Krejci and Associates

4. Governance and Leadership • ACouncil’s role can be described in two broad categories: • Mandatory roles: based on the constitutional and legal requirements established for the council. • Chosen roles the council elects to fulfill. Many councils are dedicated and skilled in carrying out their work, providing clear and consistent leadership to their synod. Others, however, are not as effective. And almost all councils raise concerns at some time or another that their job is not clear and their work is at times difficult and confusing. A key to how well a council functions and contributes to the leadership of the synod is the type ofgovernance under which it decides to operate. Monson, Krejci and Associates

5. Governance and Leadership Governance... The processes and systems under which an organization operates. Ordained by God: And God has appointed in the church first apostles, second prophets, third teachers; then deeds of power, then gifts of healing, forms of assistance, forms of leadership, various kinds of tongues.– 1 Corin. 12:28 For as in one body we have many members, and not all the members have the same function, so we, who are many, are one body in Christ, and individually we are members one of another.We have gifts that differ according to the grace given to us: prophecy, in proportion to faith; ministry, in ministering; the teacher, in teaching; the exhorter, in exhortation; the giver, in generosity; the leader, in diligence; the compassionate, in cheerfulness. – Romans 12:4-8 Monson, Krejci and Associates

6. Governance and Leadership • Three activities found in any organization: • Governance: Policies developed by a board/council providing overall direction to the organization. • Management: Actions and conscious (and unconscious) decisions by a council ensuring appropriate human and financial resources are present for the church to accomplish its mission. • Operations: Activities, services and programs of the church. A council has no mandatory role in this area. It may see this as the responsibility of the pastor and staff. Or it may choose to actively participate in operations, due to its philosophy or the limited resources of the staff. Monson, Krejci and Associates

7. Governance and Leadership • Governance as Leadership • Q: How is the performance of your council? (1 to 5) • Three prevalent performance problems: • Inherent dysfunction found in any diverse groups of people. • Council members become disengaged. • The council doesn’t understand what their job is! Monson, Krejci and Associates

8. Governance and Leadership • Improving your performance: • Don’t focus as much on roles as on purpose. • Find your purpose as a council: • Is the council’s most important, official work governing? • Or is it its less important, “unofficial” work? • Enhance the fulfillment of council members. • Is your council too focused on means – and not primarily focused on ends? • You have a choice to make - to intentionally establish your governance model. Monson, Krejci and Associates

9. Governance and Leadership Several models to consider... Increasing size and complexity Monson, Krejci and Associates

10. One approach does not fit all congregations... • No two congregations are the same. • No two governance models should be identical. • A church’s governance needs will change with time, pastors, mission, staff, programs, ministry focus, etc. – It always needs to be re-examined. Monson, Krejci and Associates

11. Governance model comparison regarding... Visioning, Planning and Evaluating Monson, Krejci and Associates

12. Governance model comparison regarding... Organization and Operation Monson, Krejci and Associates

13. Governance model comparison regarding... Finances Monson, Krejci and Associates

14. Governance model comparison regarding... Human Resources Monson, Krejci and Associates

15. Governance model comparison regarding... Communications Monson, Krejci and Associates

16. Governance and Leadership Congregations and congregation councils ultimately need to make a determination on which is the most appropriate governance and working model for them to emulate. How does God call for them to oversee the three areas of responsibilities (governance, management and operations). • Three important questions they need to answer: • Which decisions does the council need to make and which can they delegate? • How much involvement does the council need to have in the management and operation of the congregation? • How will the reporting relationship between the council, pastor, and staff be defined? Monson, Krejci and Associates

17. Governance and Leadership • When a congregation council exercises its ‘appropriate’ governance, relationships between and among members, support staff, the ministries of the church and the churchwide organization are strengthened. • An inevitable outcome is that those served (the members and the ministries of your church) become more effective and responsible stewards of the church with the help of your leadership!!! Monson, Krejci and Associates

18. Governance and Leadership Bill Krejci, Associate in Ministry 512-363-5133 Monson, Krejci and Associates

19. Keys for Effective Councils • Governance keys: • Measuring the outcomes (strategic planning) • Council’s self governance (responsibilities, officers, committees, task forces, methods of self governance) • Pastor’s self governance (limitations, creativity, CEO capacity) • The council/pastor relationship • The Council President/Sr. Pastor relationship • The role of policies • Human element keys: • The commitment of the officers and members • The competence of the officers and members • Ability of council to collaborate on decisions and then remain united on them • The authority they have been given • The authority they assume! Monson, Krejci and Associates

20. Excerpts from A Theology of Leadership by Rev. Marlo Petersen Visionary Leadership: Vision means reading the signs of God’s promises in the context of present events and then translating them into ministry goals and objectives. The vision is from above to below and from the future to the present. The Purpose of Leadership: Leadership is to build community, not to perform tasks. This doesn’t mean tasks do not fit into this role, but they are not the primary focus. Moses’ leadership of the Israelites was to lead them to the Promised Land – but the ultimate goal was to establish an obedient, faithful community that embodied God’s Word. Boundary Setting: This is based on the belief that sin exists in individuals as well as social systems. The potential for sin is always present. The leader reinterprets the vision and the mission of the community in terms of appropriate boundaries in order to maintain quality of life and vitality within the system. Destructiveness must be limited. Monson, Krejci and Associates

21. Perspectives on Governance There are a number of challenges that congregations need to face in order to provide what is necessary in a time of change, when old ways of doing business are not only less productive but can be counterproductive. At the heart of the dilemma is the reality that our denominational structures and expectations, including those of our congregations, have been inherited and are being maintained despite the fact that they were built for another time for which they were appropriate and effective. • If council leaders see their role as problem solving, the demands made by members often increase. • Congregation councils commonly do not know what they are to produce. • A systems approach tells us that a system produces what it is designed to produce. • Church councils must learn how to focus the attention of their prayers, their people, and their resources on those places and people of potential for ministry. The Alban Weekly, The Alban Institute...Gil Rendle – June 2005 Monson, Krejci and Associates

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