Several years ago, I questioned my call to the ministry. I almost didn’t go through with my ordination into the PCA. And not for denominational reasons. I was surrounded by men who had a more managerial vision of the pastoral office. And that’s not me.
I find the tension is between creativity and control. Both are required.
I am very creative in my workplace, where all I see is opportunity. But there is also a business to run, which needs guidelines.
Myself and management have an understanding. Let me go off and try stuff, because if we don't explore new things, we fall behind. But I need to be willing to be reigned in or told No. And it works because we trust each other.
I think it involves a risk balance.
My context may be wrong, but I feel that is a difficulty within any organization including churches.
this also results in quenching the spirit. 1 Thessalonians 5:19 NASB95 19 Do not quench the Spirit; - Almost all new ideas even those that come by way of the spirit and will be beneficial and are often viewed as dangerous, rebellious, or as if it's playing with fire to do anything new. Little if any support is given to them. They don't fit the narrow framework of pre-made goals and systems.
Management is useful, but leadership is essential. There is no point optimizing an effort that is headed in the wrong direction.
But I would emphasize something that I've found every management and leadership book agrees on: the importance of communication, and how hard it is to get right. I've noticed you can often tell when a church or ministry is starting to have problems, when their communications starts to get too heavily controlled, or things are getting covered up.
A church that is as transparent as possible, where everyone can talk straight to one another, would be a wonderful thing. A management incentive program can't produce that, it takes genuine leadership.
I find the tension is between creativity and control. Both are required.
I am very creative in my workplace, where all I see is opportunity. But there is also a business to run, which needs guidelines.
Myself and management have an understanding. Let me go off and try stuff, because if we don't explore new things, we fall behind. But I need to be willing to be reigned in or told No. And it works because we trust each other.
I think it involves a risk balance.
My context may be wrong, but I feel that is a difficulty within any organization including churches.
First time to comment. Hope that was ok.
this also results in quenching the spirit. 1 Thessalonians 5:19 NASB95 19 Do not quench the Spirit; - Almost all new ideas even those that come by way of the spirit and will be beneficial and are often viewed as dangerous, rebellious, or as if it's playing with fire to do anything new. Little if any support is given to them. They don't fit the narrow framework of pre-made goals and systems.
Management is useful, but leadership is essential. There is no point optimizing an effort that is headed in the wrong direction.
But I would emphasize something that I've found every management and leadership book agrees on: the importance of communication, and how hard it is to get right. I've noticed you can often tell when a church or ministry is starting to have problems, when their communications starts to get too heavily controlled, or things are getting covered up.
A church that is as transparent as possible, where everyone can talk straight to one another, would be a wonderful thing. A management incentive program can't produce that, it takes genuine leadership.
Very well said, Michael.