Q-Tips

I've got two packs of Q-Tips (registered trademark, I'm sure) in my office. I got them a dozen years ago and I use them as illustrations to my staff and colleagues several times a year. I pull them out when someone comes into my office with lots of frustration over what is going on (or not happening). I listen and then, as it is warranted, I have the following conversation:

Me: do you know what Q-Tip means? What is stands for?
Friend: no idea (with a completely bewildered look as in, Where the heck is this headed?)
Me: Quit Taking It Personally - QTIP
Friend: oh, cute.
Me: no, really. You, me, we need to separate the personal from the professional. When junk hits the fan, just step back (out of the way) and not let any of it get to you personally. Keep the professional and the personal separate.

About 25 or 30 years ago I read an article in Fortune from which I remember one line: "Attack the problem, not the person." Too often in work (especially in church work), we merge our professional and personal lives and it often has bad consequences. Too often in work (especially in church work), we try to fix problems by fixing people - also often with bad consequenses.

Church professionals need to separate our personal lives from our professional lives - our spouses will appreciate it! But also realize that when we attack a problem, ensure the person on the other end fully understands this is not about him/her personally.

Buy a pack of Q-Tips. When things get tense in the office, hand out the Q-Tips and remind people that all this professional angst will go away and they don't need to let it affect their personal lives. It is not an attack on who they are as individuals; it is just a professional issue and should be dealt with professionally.

Oh, one more thing - I'm sure the inventor of Q-Tips never thought of the slogan but I like it nonetheless!


Lead On!
Steve

Truth to Power

Many years ago I saw a documentary in which Presidents Gerald Ford and Jimmy Carter spoke about how and who they surrounded themselves with. They readily acknowledged that everyone that works with the president of the United States is eager to say "yes" to every idea the president has. No one wants to question the president much less confront him (even in a nice way) - on anything.

That is the nature of leadership - the people around the leader want to please him or her. That is why they are there, especially in churches. Most staff members have no desire to become the senior pastor; we're pretty content being the second chair (see "Leading from the Second Chair," an excellent book by Bonem and Patterson). Pastors need not be threatened by their staff and most of them are not. However, pastors rarely get the unvarnished truth from their staff. Staff often go out of their way to avoid telling their bosses what is really going on with the staff and/or with the members whom they see. Staff don't want to tell bad news to their superior. Staff will do almost anything to shield their leader from reality. Why?

Several reasons:

• they don't want to get punished as the messenger of the bad news.
• they might be asked to dig deeper into this and that might cause them to find even more unpleasant things
• they don't know how to tell their boss bad news

Presidents Ford and Carter gave a solution that is both simple but exceedingly hard. The answer, according to them, is to surround yourself with people of integrity AND to empower them to tell you the honest, sometimes brutal truth, even when it comes out harsh. The balancing act is to permit them to say it to you, the leader; to say it judiciously (not being a dark cloud all the time but using those rights in a wise way); and especially for the leader to receive it in a positive manner (constructive criticism). How the boss receives the information will completely determine how that person and others on staff respond the next time there is bad news to be shared or when a leader needs some excruciating honesty.

I can tell you it begins with the leader - as these two presidents stated. The leader must get the right people, give explicit rights to certain members of his/her inner circle to speak very frankly as needed, and then receive that info as info (not as criticism) in a way that will invite further honesty. After all, a leader must have people of integrity around him/her all the time - anything less hurts the organization and its purpose.


Lead On!
Steve

Uncertainty

I follow the stock market. Doing fairly well but only about 15% of the way to what I need till I retire. There are two big things I know about the stock market:

• Don't follow the herd
• The market hates uncertainty

I might spend another blog post on the first one but let me speak to uncertainty here because church members hate uncertainty too and it will show up in their support of their church - in their generosity of their time and the money.

Church's must have goals - targets at which they're aiming. Unless a church has one thing that unites them, then everything will divide them. Church members want to be part of something larger - that's why they joined and participate in a church. They want their church to be on mission to do something, go somewhere, be leading in some way. If their church is not, then it quickly becomes a social club. Country clubs (I've never joined a country club and won't, either) have no function except to serve their members - at least from my perspective. Church's are not country clubs - they are churches.

Get rid of the uncertainty in your church. Find a mission/purpose and charge that vision with everything you've got. Plan for it strategically and tactically (notice, I said "plan"!) and then fulfill that plan of attack. 

Your church is like a ship. There are places it cannot go easily like a ship cannot easily go on dry land. But two-thirds of the earth is water so your church/ship can go to more than half the world. The church are crew members, not passengers. If your church were passengers then you'd have a cruise ship which goes out to sea each Sunday morning and returns to the safe harbor before sundown. But your church members want to sail the high seas - they want a purpose in their church. They want to aim for the horizon and THEY WILL PAY GLADLY if their leader will take them to the far side of the world. Don't underestimate your church - give them the adventure of their lives - the adventure that God promised each of us when he asked us to be fishers of men and women.

If you rob people of the chance to sail into deep and scary waters, then you've created uncertainty. No one knows where the cruise ship will head this week, what are our goals (to have a better meal than last time, a better Sunday morning show?), where are we going together and why are people leaving our church/ship for other places or even leaving the faith altogether. Don't create uncertainty - create a vision. Clothe, feed, and nurture that vision every two or three weeks (Bill Hybels says that vision must be cast every 28 days or less). Be specific, be challenging, be big in your dreams, be willing to work with other organizations, be more God-sized in scope. Give your church a purpose and you'll be amazed at the number of people clamoring to get on board.


Lead On!
Steve

Laughter

Several years ago one of my former bosses told me during the interview process that he doesn't get worried when he sees staff members talking in the halls of the church offices. He gets worried when he doesn't hear them laughing.

There is a LOT of wisdom to that statement. Laughter is medically proven to be good medicine. It helps in all kinds of ways that I don't understand and don't need to know except it is is very healthy for the body. And the mind and the soul.

One of the things about laughter is that it means the staff feels comfortable with each other enough to make jokes, share funny stories, and tell self-embarrassing moments. If your staff is engaged in laughing with each other then odds are your staff is not whispering behind your back.

Perhaps the opposite of staff laughter is gossip. Gossip can be serious and vicious and filled with innuendo. Gossip is not good for an organization. Don't get me wrong, I believe in the office grapevine and use it, but that is different than gossip, especially malicious gossip.

Encourage your staff to laugh. Find ways to make them laugh. Get them to tell stories on themselves (but never a story that embarrasses someone else). Listen to the halls of your office. If you don't hear laughter on a regular (several times a day) basis, you need to worry and find ways to get your staff to laugh - together.


Lead On!
Steve

Adults Have Wallets

Several years ago my wife worked for a pastor in North Atlanta. The church grew incredibly fast: in a few years it went from a couple of hundred people to over a thousand. The growth was because it was the only Baptist church in an area of Atltanta that exploded in population. The church built buildings as fast as it could afford. They created a master-plan and communicated to everyone what the plans were for future expansion of the facilities. But the need for buildings meant that they had to rent some trailers for temporary housing of some Bible study classes.

The pastor and other leaders made the decision to put adults in those mobile home-like classrooms. He took some flak for that decision. Here was his response, "Adults have wallets, chidren don't." If the adults were uncomfortable with their trailer classrooms, then the adults should give more so the church can build more rooms. It worked. Within a dozen years the church had completely finished their master planned campus. It is really nice. I'm sure they still have debt, but everyone is in the same set of buildings all because the pastor was willing to challenge the people with wallets, adults, to give more.


Lead On!
Steve

Offerings

Offerings are to many worship leaders one of the most awkward times of a service. So, they fill it with special music to distract people from the passing offering plate. I regret that. I'd like to offer a different way of viewing the offering time but one that will require some work and planning.

The offering takes about 90 to 120 seconds in the average church. I suggest that in that time, you tell a story. Tell stories about how the offerings have been used in the past week to tell how a missionary did some really cool work, how a family was fed, how a minister did some counseling, how a teen publicly said he was going to be a Christ-follower, how a mission team to Africa did some awesome things, what the youth trip this summer will be doing, how many kids were at Vacation Bible School and what they studied, etc. Find 52 stories in a year and tell the church how their money is being used.

Younger generations (under 40) want to hear stories about specific people being helped with the money they give to the church. That will motivate them to continue to give and give more money. Older generations like to hear the stories, too.

So, use the offering time to TELL STORIES. After all, that's what Jesus did!


Lead On!
Steve

Executive Leadership

The adult Bible study class I lead is going through Joshua - we study a book of the Bible verse by verse and chapter by chapter. It's a lot of fun leading a very discussion oriented class. We just began Joshua.

In Joshua 2.1, "Then Joshua secretly sent out two spies from the Israelite camp..." Some points to consider:

• He sent out two (2) spies - 40 years before, Moses sent out 12 spies and only two came back with a favorable report. The other 10 were so pessimistic that their majority report caused the nation of Israel to wander in the desert for 40 years until every person age 21 and over had died.
• He sent them out - Joshua had probably selected these guys and trained them for a dozen years or maybe more. That reminds me of the quote of General of the Army, George C Marshall, Chief of Staff during World War II, "I want an officer for a secret and dangerous mission. I want a West Point football player." Joshua got exactly the person he wanted for this mission.
• He sent them out secretly - Joshua did not ask for a vote of everyone; he didn't ask them to huddle for a church-wide prayer meeting; he just did it and knew that if things went wrong, he'd bear the blame. But he was willing to do that. He weighed the consequences of having everyone know what he was doing (and maybe word getting out to the wrong people) versus doing what he knew was right and getting the info he needed for his decision.

Leadership is tricky. In this case, Joshua decided executive leadership was necessary and that's what he did. In other circumstances, legislative authority (corporate buy-in) is necessary. Frankly, I feel that executive leadership is needed more often than it is used; executive leadership must always be tinged by the advice of clear-headed counselors. The decision can/must be explained to all later, but a leader must lead - that's why God made leadership and leaders.


Lead On!
Steve

IRS Baptist Church

In August 2004, Hurricane Ivan hit Pensacola, Florida and caused massive devastation. First Baptist Church of Pensacola suffered damage as did many other churches. At some point in the storm, the "F" and "T" of "First" fell off giving the church a new name: IRS Baptist Church!


Lead On!
Steve

A Bad Funeral

This happened this week - there is no moral to the story. It's just one of the many things that happen in church life that are hard to believe.

As is their custom, the ministers drove their own car and led the hearse and other funeral procession cars from the church out to the cemetery. The ministers got out of their car at the gravesite and began walking to the hearse as all the other cars were parking and people walked to the gravesite. As the ministers approached the hearse, they heard the undertaker mutter, "Oh, sh**!" Since that is not normal language at a funeral, one of the ministers asked what happened.

"We locked the keys inside the hearse." And they didn't have a spare key with them. When they called the funeral home to get a spare, the funeral home said they didn't have a spare, either! After a quick huddle, the ministers and the family agreed to proceed with the funeral at the gravesite without the body since the casket was inside the locked hearse. The undertakers spent the funeral trying to get into the hearse. When the funeral was over, the ministers, family and friends left the undertakers standing outside their locked hearse in the bitter cold of a January day.


Lead On!
Steve

My Favorite Fundraiser

This story happened in the mid-1980s somewhere in South Carolina. A friend whose parents witnessed the event told their son who told me. It is the most amazing church fundraising story I've ever heard.

It seems that a small church wanted to raise $1.5 million for a new building. The Finance Committee and Building Committee met, reviewed the options and potential and then came to a church business meeting to make their presentation. Everyone felt that the new building was very much needed and then it came time to vote on whether or not to do a fundraiser.

During the Q&A time before the vote, several pertinent questions were fielded. But then one of the older, most respected men of the congregration stood and began to speak. He spoke slowly and deliberately, "Well, let's see. I tell you what. I'll give half a million dollars if Fred over there gives half a million." All heads immediately turned to Fred to see if he would accept Sam's challenge. Fred stood up and spoke, "Hmmm, okay. I'll give half a million if Bob here gives half a million." Again, in unison, all heads turned to look at Bob who stood up. "Yeah, I'll give half a million." The congregation erupted in applause for these three men and the fundraiser was officially over!

I like this story for several reasons: its fun, funny, very true to life, shows the most church members can give more than they think, should help pastors realize that some church members have very deep pockets and will give if asked (but pastors are scared to talk about money), and finally it demonstrates the leadership of three respected older gentlemen. They had no problem talking about money (each knew what the other could afford) and when given the opportunity to give their money to something worthwhile, they stood up.

I encourage all ministers to cultivate wealthy members. Have lunch with them periodically. Ask them to teach you how to manage money but more importantly how to talk about money with others. These men and women will be glad to oblige - we've just got to ask.


Lead On!
Steve