Go out into the world...

Some final thoughts on what can help multiple staff relationships.

First, a yearly planning retreat in which you take a calendar and plot out the schedule for obvious events in the church year can help everyone get the basic year’s structure laid out. My staff would normally do this in June because the school year significantly structured our ministry. Planning together helped avoid obvious conflicts and the time together, including lunch, etc. helped us feel a part of the team.

Another very important yearly event was a “fun” day. We took a day to simply play together. Over the years we did different types of things. One time we went to a place that taught us to do pottery together. Another time, I gave them a handful of tokens at a game shop and told them to introduce themselves to the games that youth were playing. One of their favorites was when I took them to a Barnes and Noble. Their first assignment was to go to an area in B & N that they would rarely visit, find a book in a totally new area, and bring back to the group some new idea that they had learned from that book. Then I would tell them that they had $75 to spend on books if they picked them out while we were there. After they selected their books, they came together to share what they had picked out. There are many other type of activities that you could choose. Once we went on a ropes course. Hiking together is always good.

Our events always included a good meal at a restaurant. Food tends to enhance conversation. Think together what would be a fun experience and plan a day away to have fun together. You might find it fun to invite another staff from a nearby church to join with you.

One of the strengths of the Presbyterian faith is its understanding that you don’t have to be perfect to do good. At the same time, there is a touch of irony in the fact that though we proclaim a faith centered on love for each other, many multiple-staff churches find it difficult for staff to maintain a good relationship with each other.

Part of the challenge is that the ministry is so demanding that we don’t take time just to relate to each other. Even regular staff meetings, which I believe are essential to maintaining good staff relationships, are often so filled with the agenda of our work that we can fail to face some lingering discomfort within the staff.

Yesterday we spoke of a conversation that the head of staff should have with a new staff member after they had been on board for four to six months. Now I want to suggest that a variation on that conversation might be valuable for the whole staff at least on a yearly basis. Consider some of these questions as a basis for that conversation.

1. Has there been anything in the last year, either in your personal life or in the life of the church, that has altered your perspective on what God is calling you to do in your ministry?

2. What are some growing edges to your call and what type of support do you need from the rest of us in pursuing them?

3. Where have you experienced significant grace moments in your life and ministry in the past year?

4. Are there particular areas of concern or stress that you would like the members of the staff to hold in prayer over the next year?

5. What brings you the greatest joy at this point in your ministry?

It is important that all staff members, including the head of staff, participate in this conversation. It needs to be emphasized that what is said is to be held in confidence. Having such conversations on a regular basis can strengthen the sense of family among the staff.

You’ve introduced your new staff member to some key figures in the congregation and encouraged that person to take some time to talk with them about the congregation. You’ve also put them in contact with a religious professional in a parallel position in another church and asked that person to give them a tour of the nearby community. Once that staff person has settled into the community and church, it is easy to get so caught up in the immediate demands of the congregation and ministry that we don’t take the time to take advantage of this new situation.

Some four to six months after a person has arrived, it would be good to set aside some time for a further extended conversation that could benefit both you and the staff person. In preparation for that conversation, ask that staff person to reflect on the following.
1. As a relative newcomer with a professional background, paint a picture of what this congregation looks like to you with both its strengths and weaknesses.
2. Give me an idea of at least two directions you would like to focus on. 3. What do you see as possible barriers to overcome or assistance you need in these efforts?
4. What excites you personally about this call?

It is always good to get a fresh perspective on the congregation. It is also important for a staff person to know that you are interested in their call and the challenges that they see.

Tomorrow, I want to comment on how a variation on this conversation might be of value for all the staff on a yearly basis.

In most cases when you bring on a new staff person, they are moving from another community. Sometimes we forget what a major readjustment that requires. It could be very helpful for the search committee to brainstorm some of the numerous decisions, contacts, and orientation that will be necessary. Home rent or purchase and location. If the person has children, there are issues of schools. Finding doctors, grocery stores, shopping centers, etc.

Consider how helpful it would be if the committee separated these into categories and identified a person that could be helpful in each area. You might share the list with the new person and ask what additions should be made. That list, together with phone numbers could ease a lot of stress. It might also be helpful to say from the beginning that you understand that certain time periods need to be set aside during the work week to explore the area.

Next, identify a person in a similar position in a nearby church and ask if they would be willing to take that person on a half-day tour of the community and introduce him or her to community resources that might be helpful. My wife recently took a new pastor around the community and showed her some of the major social service agencies and explained what they did. In the process she met the people in charge as well as got a sense of the larger community.

What you are doing is demonstrating hospitality in a practical way. It benefits both the church and the new person and helps them have a strong beginning.

A church expends a lot of energy in seeking and hiring a new staff person. Then s/he comes and people hold their breath to see if it all works. While there are lots of intangibles that determine whether a new person fits, there are some things that the head of staff can do that can make it more likely that s/he gets off to a good start. Recently the Harvard bulletin had an article about helping a person get a good start that I think is adaptable to a multiple staff position.

The first suggestion may seem obvious but a little intentional planning can help it happen more efficiently. You can help that person get oriented faster by identifying key “stakeholders” in that person’s area and making sure that they meet right away. You could arrange for an evening dessert with some of these people or set up some lunch opportunities.

At those meetings, form some helpful questions for them to explore. What has been taking place in that area that the people hope will continue? What dreams do they have about future development? Who are some of the gifted people in that area that can be counted upon? And allow time for the new person to share about his or her background and some of the past accomplishments that provided real satisfaction.

You could also make a list of what the article calls the cultural carriers or people who can help a person get things done. These may not be in the area of specific focus but they are people in the congregation that can be of help as the new person gets a sense of the culture of the church. It would be valuable to make a list of 5 to 10 such people that would be helpful in this way. Again, encouraging your new person to meet with them soon after beginning can be a lot of help.

We will look at other suggestions tomorrow.