Clergy/Leaders’ Mail-list No. 0-241 (Leadership Issues)

TEAMWORK WITHIN THE SMALL CHURCH (Part 2 – continuing CLM-0-234)

by Glenn C. Daman

After discussing how to formulate effective teams, Jack wondered aloud what next needs to be done. A second issue they then identified focused upon communication between teams.

2.There needs to be clear lines of communication between the teams.

Having served as a small church pastor, John realized that everyone wanted to have a voice in the decisions that were made. While the larger churches operated with a representative form of church government, in the small church the whole congregation was involved. One of the tensions he wrestled with was how to be organizationally effective, while at the same time working within the authority structure of the small church.

When he raised this question to the board, they agreed that if the church was going to be effective, then the teams needed to be given authority to make decisions. Otherwise, the church could easily become bogged down in organizational paralysis as decisions were postponed until the next quarterly business meeting.

As they discussed this issue, they recognized that the most important ingredient in reaching a workable solution to this tension was to maintain communication between the teams and with the congregation. Communication does more than inform people, it gives people a sense of participation and involvement. A lack of communication threatens the congregation’s sense of empowerment.

In order to facilitate better communication, the board suggested several ideas.

* First, each Sunday, they would highlight one of the different ministry teams in the bulletin. In the bulletin, the teams would report what was going on and what decisions were being made. This would keep the congregation aware of both the volunteer needs the congregation had as well as inform people what was going on.

* Second, once a quarter, they would have joint team meetings. These meetings, scheduled for a Sunday afternoon, would be both a time of fellowship as well as a time where the teams could discuss with other teams issues and ideas that involved other groups.

* Last, any decisions that affected the whole body would be communicated to the congregation before the decision was made. The one thing they did not want to do was surprise people with change. Consequently, they would be sure to communicate any issue initiating significant change in the ministry and format of the teams.

As they discussed this, the question about accountability and the role of the board arose. If the congregation gave more authority to the ministry teams to make decisions, how would the church make sure they are making correct decisions? In their discussion, they identified two principles, which John wrote on the board. First, they would maintain accountability through board participation. The second principle addressing this issue was the role of the board in establishing policies that set the parameters for the teams.

3.Maintain Accountability through board participation.

As they discussed ministry groups they also realized that God had placed the final authority for the spiritual care upon the board (Hebrews 13:17). Although effective leadership involves shared leadership; that does not invalidate the biblical mandate for the elders to be overseers of the congregation. Fulfilling this responsibility requires the board to maintain authority over the ministry teams. As they discussed how they could best accomplish this, several suggestions were made, which John wrote on the whiteboard.

* First, each ministry team would have a board member on the team. Since each of the board members were already involved in different ministries, they appointed the board members based upon their gifts and interests. The board member would then serve as the liaison between the board and the team. At each board meeting he would be responsible to give a report of the team’s activities.

* Second, the pastor would serve as an advisor for each of the teams, meeting with them to discuss any problems the team might be having. Since the pastor was already meeting with the team leaders to discuss goals for the team, this would be a natural outgrowth of that discussion.

4. Allow decisions through policies.

The second item John wrote on the whiteboard, as they discussed the team’s authority and the role of the board, dealt with decision- making and policies. They recognized that if the teams were to be effective, they needed to have ownership in their ministry. Ownership comes as the teams set their own agenda and decide how to best accomplish its purpose. However, to keep the teams working within the structure of the whole congregation, the board would be responsible to establish policies that serve to govern the teams. These policies would assure that each team is working together to accomplish the overall focus of the church as well as establish the parameters of the authority structure within the church.

5. Focus upon spiritual growth rather than organizational maintenance.

In their discussion, Rick, who always challenged everyone’s thinking with his biblical knowledge, mentioned that in the New Testament, the focus was always upon spiritual ministry and growth, rather than the organizational structure. Since he had been involved in small churches all his life, Rick recognize the danger of becoming organizationally focused so that the church becomes bound by its organizational structure, spending its time and energy maintaining the system rather than ministering to the needs of people.

After much discussion, the board realized that there were no simple solutions to the problem. However, they did come up with several questions, which needed to be continually asked by the church and by the ministry teams in order to assure that the focus remained upon helping people grow spiritually.

1. In what way are we ministering to the physical, emotional and spiritual needs of people?

2. Is there any way we can be more effective in ministering to the needs of people?

3. How does our activities reflect biblical principles for ministry?

4. Are there any physical, emotional or spiritual needs within the community or congregation that God has equipped the church to meet? As they closed their meeting in prayer, they recognized that their discussion was not completed. The next board meeting would be devoted to how to develop the team leaders who would oversee the teams.

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From Developing a Ministry Team In the Small Church – Mikros Vol. 6, No. 5 September-October, 2000

Mikros is published bi-monthly by the Institute for Small Church Health. http://www.westernseminary.edu/ichsmall.html

Dr. Glenn C. Daman, Editor. <>

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