Sticky Teams

Larry Osborne

• Publisher: Zondervan
• Year: 2010
• ISBN:
  9780310576181
• Topic: Theologie & Religion
• Subtopic: Christliche Kirche

Learn the secrets to building and maintaining a healthy, productive, and unified ministry team that sticks together for the long haul.

Serving as a church leader can be a tough calling. Whatever your role, odds are you've known your share of the frustration and disillusionment that comes with turf battles, conflicting vision, and marathon meetings. You may have asked yourself, "How did it get this way?"

With twenty years of front-line ministry experience, Larry Osborne understands congregations (as baffling as they can sometimes be) and he know how the best-intentioned teams can become disrupted and disunified. With this book, he aims to shore up the foundation of a healthy team--what does a unified and thriving church leadership look like and how can it be achieved?

Sticky Teams is divided into three main sections, dealing with key aspects of what it takes to develop long-term, efficient harmony:

• Landmines and Roadblocks exposes the organizational structures, policies, and traditions that can unintentionally sabotage even the best of teams. You'll discover strategies for managing conflicts and getting around obstacles.
• Equipped for Ministry explores what it takes to get everyone on the same page and headed in the same direction. Chapters deal with practical tips for board, staff, and congregational alignment.
• Communication examines what it takes to keep everyone on the same page, with a special emphasis on some especially dicey areas and issues of ministry, such as conversations about money.

Whatever your situation; from start-up phase, to mid-sized, to megachurch, Osborne has been there. As the pastor of North Coast Church, he's walked his board, staff, and congregation through the process of becoming more genuinely unified, and, because of that, better able to carry out God's design for his church.

With warm encouragement and insight, he shares expertise that most pastors and leadership teams learn only from long experience: how to invest the time to create church harmony and how to lead so that unity is maintained long-term.

Chapter 1
The Unity Factor: The One Thing That Can’t Be Left to Chance

I GREW UP IN a Christian home. My dad was a deacon. I have no idea how I ever got saved.

It’s not that dad and mom were hypocritical. They were anything but. It’s just that, well, Dad was a deacon. And that was enough to show me the dark side of church. It taught me early on that serving as a lay leader can be a tough assignment filled with late-night meetings, petty squabbles, acrimonious debates, and worse.

In addition, one of my best friends was the pastor’s son. When the church went through a split, my family was on the other side. It was ugly, really ugly.

So I found it rather bizarre when God called me to become a pastor. I’m still not sure why I didn’t pull a Jonah.

When I became the pastor of North Coast Church, the church was just three years old. I was twenty-eight. The founding pastor had recently moved on to further his schooling. But since he was a good friend of mine (he’d been an usher in my wedding) and the congregation was small, I figured it would be a rather seamless transition.

I must have been smoking something.

Six months in, I was embroiled in controversy. Attendance was steadily shrinking. Worse, the board and I were having a hard time seeing eye-to-eye on anything. I literally lay awake at night wondering what I’d do when they finally asked me to leave, or when the church split, or when a congregational meeting turned raucous.

Fortunately, none of those things happened.

Instead, with God’s help, a once divided board and splintered congregation (I didn’t have a staff to mess up, or that too would have been a disaster) became a tightly knit leadership team in a church now widely known for its health and unity. Along the way, I learned a ton of lessons. But none was more important than this simple truth: A unified and healthy leadership team doesn’t just happen. It has to be a priority.

Why Worry about Unity?

I don’t think it’s an accident that Jesus predicted church growth but prayed for unity. If left unattended or taken for granted, unity quickly disappears. Unity is the one thing that can’t be left to chance. You’d think I would have known that based on my early church experiences. But I didn’t.

That’s because I chalked up conflict to sin, and of course when I quarreled with somebody, most of the sin was on “their” part. I had no idea that organizational disunity was more the norm than the exception. I had no clue that personality differences, differing perspectives, and even organizational structures could cause good people to do bad things.

I should have.

From Aaron and Miriam’s harsh criticism of Moses, to Paul and Barnabas’s heated argument and eventual split over John Mark, to Euodia and Syntyche’s sharp clash at Philippi, to last week’s big mess at First Church, God’s people and God’s leaders have had a hard time getting along. It’s nothing new.

But I thought we would be different. I assumed that as long as we put good people on the team and stayed focused on the Lord and the Great Commission, harmony would naturally follow. If you would have told me to slow down and focus on camaraderie and unity, I would have chided you for your self-centered, holy huddle approach to ministry. We had a world to conquer and disciples to make.

I was wrong. I didn’t realize the power organizational problems have to create and exasperate spiritual problems.

As things steadily got worse, it finally dawned on me that we were never going to change the world out there if we couldn’t solve the conflicts in here. So I did something I never thought I’d do. I set aside all of my ministry and church-growth goals and, for the next two and a half years, focused on molding a cohesive leadership team. I made it my number one priority.

It was a move made out of desperation, but it was one of the best moves I ever made. It changed everything. So much so that to this day I consider maintaining the unity of our board and our staff as one of my most important leadership priorities, far ahead of other worthy goals—including even evangelism, church growth, and community outreach—because without unity, everything else falls apart.

But unity doesn’t just happen. You have to work at it day after day, because if you don’t, it quickly slips away. And once it does, it won’t matter how clear your vision is or how gifted your team is. When the foundation rots, it’s not long until the whole house collapses.

It All Starts with the Board

When it comes to building a healthy and unified ministry team, it all starts with the board. As the board goes, so goes the rest of the church.

Mark my words. If the board room is a war zone, it doesn’t matter what kind of revival you’re having in the sanctuary. If the infighting continues, it won’t be long until there’s a coup d’état or a resignation. I guarantee it.

That’s what happened to my friend Brian. When he took over a struggling church, he assumed that the unanimous call of the board meant that everyone was ready to move on to the next level. He came armed with vision, ideas, and a game plan to get there.

What he didn’t take into account was the close friendship that two of his board members maintained with the previous pastor. When Brian began to make changes, they took each one as a personal affront to his predecessor. They began to resist nearly everything he proposed.

From the congregation’s viewpoint, things were great. After years of decline, attendance and giving were way up. Young families poured in. Evangelism and community impact were at an all-time high.

But that’s not the way the board saw it. Poisoned by the continual complaints of the two ringleaders, they catastrophized every complaint and criticism they heard from an unhappy parishioner. The difference between their perspective and the congregation’s was amazing. The board thought the church was on the edge of disaster. The congregation thought it was on the edge of revival.

But no matter how much affirmation Brian received from the congregation, no matter how many people came to Christ, no matter how fast the church grew, it was still the board to whom he reported. They set his salary, approved or vetoed his ideas, and controlled much of what he could and could not do.

After five years of frustration and constant battling, Brian finally quit. He and his wife decided life was too short to spend it skirmishing with the very people who were supposed to have his back. The congregation never saw it coming. They were in total shock. Before it was over, the church was decimated, a mere shell of what it had been under his ministry.

Sadly, Brian’s story is not unique. It’s all too common. I’ve heard it time after time. My guess is that you have too. But I’ve seldom, if ever, heard the opposite: a riled up congregation driving out a pastor who has a supportive and unified board.

That’s because as the board goes, so goes the rest of the church. And that’s why I always recommend focusing on unifying your board, even before the staff and the congregation. Your board needs to be healthy, unified, and working together, because otherwise, everything else soon goes south.

The Unseen Realm

There’s another reason why unity, not only within the board but also among the staff and congregation, needs to be a priority. It’s the impact that sinful bickering and division have in the unseen realm.

Think of what happened when Achan pilfered some of God’s spoils from Jericho. It probably seemed like a small thing to Achan. But it sabotaged Joshua’s battle plan at Ai. Innocent people died, not because Joshua’s battle plan was inadequate but because one man’s sin had created a major spiritual disruption in the unseen realm. And that disruption had disastrous consequences.

I don’t know all the details about how the unseen realm works. I’ll leave that to others. But I’ve been in ministry long enough to know that what goes on behind the scenes and in the hearts of God’s people has a huge impact on what goes on in our churches.

It’s been my experience that whenever a board or staff suffers from significant conflict (whether it’s a civil war or a cold war), the whole congregation suffers—even when the conflict is largely kept under wraps. Sin has a way of leaking out.

And make no mistake. Festering conflict and disunity are sin. Jesus said some strong things about forgiveness, bearing with one another, and love. When the church board, staff members, or simply a group of folks in the congregation refuse to heed his words, we can hardly expect God to bless us with spiritual power and fruit.

That’s why maintaining unity is so important. It not only impacts organizational health; it impacts spiritual health and power.

As a pastor, it’s my job to help people move along to spiritual maturity, to make sure that as a church we’re fulfilling both halves of the Great Commission: leading people to Christ and nurturing them on to full obedience.

I used to think that could be accomplished by putting together challenging sermons, forming great small groups, and helping people to identify and use their spiritual gifts. I still consider these things to be important. But I now realize that I was leaving out a vital first step: creating an environment conducive to spiritual growth, which means removing the divisions, turf battles, and bitterness that sabotage the work of the Spirit.

As a farmer needs to clear the land before planting his crop, a pastor needs to clear out any conflict within the board, staff, or congregation in order to plant and reap a spiritual harvest.

And if you can’t weed out all the conflict, get rid of what you can. It will make a huge difference.

Defining Unity

So what does unity look like in a church board or ministry staff? How can we know what we’re aiming for?

Unfortunately, unity can be hard to define. It’s a vague term. While we easily recognize its presence or absence, few of us have taken the time to carefully spell out its essential elements. Yet defining exactly what we’re looking for is an all-important first step if we’re serious about developing and maintaining a unified leadership team on any level.

When I first decided to make unity a priority, I realized that I had no way to measure it. When I started asking practical questions about what it looked like, the answers weren’t as clear as I’d expected.

Did unity allow room for doctrinal disagreement? If so, how much was too much? Could we have a split vote and still be unified, or did unity mean unanimity? How close were our relationships supposed to be? Did unity mean being best buds? Did we have to share Thanksgiving dinner?

Eventually, I settled on three irreducible minimums that defined what I was looking for. They became the grid through which I judged how we were doing and what we were aiming for on both a board and a staff level. They form my working definition of a unified leadership team. Your list may differ. But this is a good place to start.

1. Doctrinal unity
2. Respect and friendship
3. Philosophical unity

Doctrinal Unity

I’ve found that the first component of a unified and healthy leadership team is doctrinal unity. By doctrinal unity, I mean agreement with our church’s statement of faith, not necessarily total theological or political uniformity.

Every church has an irreducible theological minimum. For some, it’s a lengthy and detailed document. For others, it’s a few brief statements. Either way, for the sake of integrity, it’s important that those in leadership honestly adhere to it.

But after that, we’re wide open. If Jesus put Simon the Zealot (an insurrectionist who hated the Roman occupiers) on the same team as Matthew the tax collector (a collaborator with the Romans) and then made them room together, I’m not sure why we can’t have some strong differences on the hot-button issues of our day and still march together under the banner of unity.

In fact, unity that insists on uniformity isn’t unity at all. It’s a cheap counterfeit. Genuine and biblical unity is found in the midst of real and passionate differences that we set aside in the recognition that the differences we have are nowhere as important as the King we serve.

Let’s admit it. Our Christian hot buttons constantly change. One decade’s battleground is another decade’s yawn. At North Coast Church, we once had to navigate the passionate differences between charismatics and cessationists, pre-tribbers and post-tribbers, those who enjoyed a glass of wine and those who saw any use of alcohol as a dangerous sellout. Today the battles tend to be found in other realms: politics, the environment, or the finer points of theology. No doubt you and your church have your own hot buttons that flow out of the unique cultural setting, background, and theological pedigree of your ministry.

So how can we allow for this kind of diversity without blowing everything up? The key is to clearly determine ahead of time the things we won’t fight about and then make it crystal clear to everyone that these issues are off-limits.

For instance, at North Coast everyone in leadership understands that we’re on the welcoming committee, not the programming committee, when it comes to the Lord’s return. They know that we’re apolitical as an organization. We don’t take public stands on candidates or propositions. They know we’re all about obedience and a high view of Scripture, but arguments over limited atonement or God’s offer of salvation to all are off-limits. And the list goes on.

That doesn’t mean that our board members and staff aren’t free to have strong opinions. It simply means they can’t try to force everyone into their mold. It’s okay if they see something as an important issue, even a very important issue. It’s not okay if they treat it as the most important issue, one to divide and fight over.

Making clear what you will and won’t fight over will save you lots of grief. In nearly every theological tussle I’ve been asked to moderate, the battle hasn’t been over something spelled out in the church’s doctrinal statement. It’s been over a peripheral issue that someone felt should have been an essential issue.

If we don’t spell out ahead of time what we won’t fight over, sooner or later someone will add their favorite doctrine or political issue to the list of essentials and then wage war on all those who disagree.

Respect and Friendship

The second component of a unified and healthy ministry team is respect and friendship. That doesn’t mean everyone has to be best friends. But it does mean that we must get along well enough to avoid the miscommunication, stereotyping, and personality conflicts that so easily get in the way when it’s time to tackle a tough or difficult issue.

Yet I’ve found that many boards (and even some staffs) are filled with strangers. They may know one another’s name and have a casual acquaintance, but that’s about it.

When I arrived at North Coast Church, one board member was going through serious psychological difficulties, and another’s marriage was on the rocks. Yet none of the rest of us had a clue. With those kinds of superficial relationships, it’s no wonder we found unity hard to come by.

Concentrating on developing camaraderie paid rich dividends. It made serving on the board an enjoyable experience. Instead of having a hard time getting people to serve, we suddenly had a hard time getting anyone to leave.

It also radically changed the dynamic of our meetings. Friends and strangers have very different patterns of relating to one another. Friends are vulnerable, while strangers hold their cards close to the vest; friends tend to give each other the benefit of th...