~890 words - 3 minute read
Earlier, for multiple months, I shared a series of articles about my time with Peter Drucker and some of his sayings and teachings applied to churches. (See here, here, and here to start)
A conversation last week reminded me of the time I tried to correct him on a point.
Peter was sharing with a group of pastors and mentioned the two hardest jobs in the U.S. His answer that day was the president of a large public university and the pastor of a large “pastoral” church.
“Pastoral church” was his nomenclature for the megachurch.
Peter answered this question several times and gave a few different answers to different audiences. (See this older blog post from my friend DJ Chuang for a few of the other answers)
In the cultural context of today, we know how embattled university presidents have become. Being the pastor of a larger church brings similar challenges, but I suggest a parallel role that is more challenging.
In the session DJ cites with Steve Sjogren, where I was present, afterward, on driving him home, we discussed where I tried to suggest a slightly different answer.
(Not Peter and not me. Peter never drove me. But not a bad AI representation)
It is a role that, if done well, is hardly ever noticed. It provides little recognition. It can be extremely challenging and frustrating. And it is done with limited time and almost no resources.
The role is being the lay chair of the board of a large church.
I know some traditions and governing structures have the Senior Pastor as the formal chair of the board. This has its challenges and frustrations. Even in those instances, there is often a “lead elder” or vice chair of the board who assists in carrying out the role for the board and the church.
Peter responded, “You may be right, but I don’t have enough experience with church board chairs to give a good response.” And then he moved on. He said he felt that the board chair role for a public company or university could be more challenging in a crisis.
After consulting with large church pastors and board chairs for over 30 years, I see this as a crucial role in helping the board supercharge the church's ministry in fulfilling its mission. It is not a counterweight to a strong pastor but a partner of the church to navigate the various issues and challenges the church faces from all sides.
While large church pastors get paid, the board chair is often a volunteer who must cover their own expenses and be expected to contribute significantly to the cause. (multiply that by 10 for universities and large not-for-profits)
But the challenges to that person include:
Managing the expectations of a diverse group of stakeholders – large churches have various congregation groups as stakeholders with their own concerns and agendas. Add into that staffs where, although they do not technically report to the board, they feel they need access for some feedback. Plus, outside community members, denominational officials, and other organizations feel the church should pay them more attention, and a board chair can feel stretched and thin.
Providing spiritual leadership and guidance – in many cases, the board chair is expected to encourage the pastor in their own spiritual walk with Christ and give similar leadership to the staff and congregation at critical points.
Spiritual guidance can be emotionally taxing as well, in addition to organizational leadership.
Financial oversight and Stewardship – large churches have big budgets and expenses. They serve to ensure the congregation that there is accountability involved. Add in special generosity initiatives OR having to make significant reductions in times of hardship, and one can see how they could lose some sleep at night.
Manage the latest firefighting – Crises and perceived crises seem to abound. Some of those are internal, and some are external. They require discernment and diplomacy on the part of the board chair. They should be one of the non-anxious, calming presences to help guide the board and the church.
Handling conflict within the team – conflicts can come from internal or external sources. Some relate to the pastor, staff, as well as congregants. The chair doesn’t need to address all of these but should be one of the traffic cops in helping navigate and keep the mission moving.
There are certainly more.
But here is the hardest:
There is very little training or guidance for the role.
Every church is different here. Some have some mentoring and orientation steps for new board chairs. Some ladder responsibilities over time with chairs and chair-elects. A few would have super-length terms for chairs so that they can learn and provide stability to that role.
When I work with a church in our Senior Pastor Smart Succession Process, I work closely with the board chairs, who express their challenges to me. Part of my role is to “hold up their arms” as well as the lead pastors through the process.
A few desire to go through the Building Better Boards process, which looks at the whole Senior Pastor/Board relationship and task over a longer season.
My purpose today is to remind Pastors (the primary readers of this newsletter) who get Pastor Appreciation Month to carve out a space for “Board Chair Appreciation Week.” That doesn't exist yet, but it should!
2024 Calendar is filling now
Many of you have entrusted me with helping you and your church in my Senior Pastor Smart Succession.
January 2024 live dates are filled, as is most of February 2024. But I am starting a few clients with planning for March and later. We tend to start in Zoom anyway, and I can work a few in.
If you want the 2023 pricing, and not the higher 2024 pricing, I need to hear from you in December. We would need to set a time to talk and see if we are the right fit for your situation or not.
Feel free to reach out to schedule by dropping me an email at dave.travis@generis.com