I'll never forget the first time I found out a staff member was disappointed because he didn’t think I supported his ministry. I had said no to a budget item for his ministry, because we needed to do something in another ministry. I felt horrible. I knew personally I valued his ministry – and him – but my actions had led him to believe otherwise.
I learned a couple of things from this experience. First, I needed to communicate the “why” behind my decisions better. Second, there are some things we do as senior leader’s others on the team can’t understand – and we shouldn’t expect them to.
As a leader, I have to consistently remind myself one person’s big deal may not be another person’s big deal.
Those in finance naturally believe their ministry is critical to the success of the church, which may lead them to think attention should be given to finances above everything else. It’s their big deal.
Those in small group ministry naturally believe their ministry is most critical to the success of the church, which may lead them to think attention should be given to small group ministry above everything else. It’s their big deal.
Those in worship planning naturally believe their ministry is most critical to the success of the church, which may lead them to think attention should be given to worship planning above everything else. It’s their big deal.
Those in children’s ministry naturally believe their ministry is most critical to the success of the church, which may lead them to think attention should be given to children’s ministry above everything else. It’s their big deal.
You get the point.
Of course, the ultimate “big deal” is the vision of the organization. As a church, our big deal – our vision – is to “lead people to Jesus and nurture them in their faith ." While everyone on our team agrees with this vision, they are also rightfully passionate about – and actively involved in – their specific role in accomplishing the vision. I wouldn’t want it any other way. I want them owning their individual ministry and doing everything they can to see it prosper. But, at times this specially focused passion for their role can cloud their ability to see the needs of other ministries.
Of course, all ministries have equal importance in accomplishing the vision – therefore, part of a leader’s job is balancing all the “big deals” towards one combined BIG DEAL – the shared vision. We can’t spend all our energy, time, and resources in one particular ministry, as important as it is to the success of the church.
Frankly, finding balance between these competing big deals has always been difficult for me, and at times one ministry does require greater attention than others. The key learning for me is I must continually recognize the individual contribution each ministry brings to our overall success, while always keeping the big picture in my mind of what we are trying to accomplish. I can’t allow one ministry to cloud my perspective of other ministries.
It’s a unique role of senior leader’s others on the team may not always understand – or even appreciate. And, we shouldn’t expect them to.
