8 Reasons Why Our Elder Board Works so Well

I just passed my one year anniversary at the church were I serve as lead pastor, West Park Church in London, Ontario, having served my entire ministry in the U.S. prior to my move to Canada. One of my greatest joys has been working with our current elder board. I’ve never worked with a board that has accomplished so much with so much unanimity and harmony. I believe these 8 reasons explain why this board works so well together.

board of directors 2
  1. PRAYER: We always begin our meetings with a focus on God’s Word and prayer. And our prayers are not the perfunctory prayer-ettes. We often pray for an extended time for the needs in the church. This keeps us focused on our shepherding role.
  2. PREPARATION: I meet with the chair and vice-chair a few weeks prior to plan our meetings. We prepare an agenda that we email to the entire team before the meeting. They know what to expect.
  3. NO TIE BREAKERS: Although I’m an elder, I don’t have a vote on the board. When the board has to approve some significant issue, I give my perspective, but I’m never in a position to be a deciding a vote. Most of the decisions the board has made have been unanimous or near unanimous.
  4. UNITY IN DISAGREEMENT: Our meetings are not filled with all happy talk. We’ve had serious discussions and shared different perspectives on issues. But we agree that when we leave the board room, we speak as one.
  5. LISTENING PERSPECTIVE: Every one on the board truly listens to everyone else’s perspectives. When we disagree, we do so with respect having first truly listened to each other.
  6. BLOOD, SWEAT, AND TEARS: No church is perfect and neither is ours. Before I arrived the board had invested extremely long hours dealing with significant issues the church faced. They have invested much and don’t sit in an ivory tower apart from the day in and day out tough stuff in every church. They have ‘paid their dues,’ so to speak, and want what’s best for the church.
  7. FOCUSED MEETINGS: We meet twice a month and just recently decided to give each meeting a  unique slant. Our first meeting of the month deals with tactical matters and the second meeting of the month deals with strategic issues. During the strategic meeting we set aside time to discuss usually only one key issue.
  8. APPRECIATION: Often I hear different board members share words of appreciation to each for a member’s unique contributions. I also often thank and appreciate the board members for their service.

It’s a joy serving on a board that works through tough stuff, but does so with grace and intention.

What keys have made your board work well?

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The Moody Leader: 4 Reasons NOT to be One

Churches, non-profits, and businesses require emotionally healthy and aware leaders. While competency, good management skills, and vision casting ability certainly matter, research now shows that emotional intelligence (EQ) profoundly impacts leadership effectiveness as well. One aspect of EQ, knowing our emotions, reinforces the idea that leaders must never be moody ones. Neuroscience gives us four reasons why.

Range of Emotions - Mad to Happy

Before I list the reasons why leaders should never be moody, here’s how I describe a moody leader.

  • Employes and followers aren’t sure what kind of mood he will bring to work.
  • When he feels anxious, which is often, he’s short with others and demanding.
  • He thrives on drama in the workplace.
  • He lacks self-awareness of how he comes across when he’s emotional.

So, here’s how neuroscience informs us about the downsides of moody leaders.

  1. Emotional contagion. Emotional contagion is the term that describes how others catch our emotions. If a leader is often moody, sour, or negative, that attitude will permeate that organization or church. I was once treated very rudely when I ordered a hamburger and fries at a hamburger joint. A few minutes later the cook yelled at the person who waited on me. At that point I realized who actually waited on me, the owner of the restaurant. His employees had ‘caught’ his bad attitude. I never returned.
  2. Uncertainty. Our brains don’t like uncertainty. When we sense it (“I wonder what kind of mood the boss will be in today?”), it sets up an avoidance response in us. Or flight-fight-freeze-appease center (the limbic system) ratchets up which results in fear, less team cooperation, and less creativity in the workplace. Moody leaders infuse uncertainty into the workplace. (My blog here describes our brain’s 3 leadership systems we should be aware of.)
  3. Mirror neurons. Mirror neurons are a specialized group of brain cells that cause us to mimic goal directed behavior. For example, when we see someone yawn or smile, we tend to subconsciously yawn or smile. But such behavior is not limited to yawns and smiles. If a leader constantly frowns or furrows his brow in a disapproving way, it sets a negative tone in the workplace or the church. Yet, genuine smiles can do the opposite by encouraging a positive, productive work setting.
  4. Theory of mind. Theory of mind is a concept that says our minds can somewhat intuit what others are thinking and feeling. Although not mind reading, the process called mentalizing, helps us understand another’s mental states. Mentalizing helps us imagine and interpret their needs, desires, feelings, and goals. When a leader brings moodiness into relationships, he inadvertently leads others to intuit negative intents, purposes, or desires which that leader probably does not want his followers or employees to think or believe.

So you can see that moody leadership does not contribute to healthy teams, trust, creativity, leadership effectiveness, or cooperation.

If you think you may be a moody leader, ask someone who truly cares about you to gently remind you when you start acting moody.

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The Dumbest Mistake I Ever Made as a Pastor

On the whole, I believe pastors are a pretty smart bunch. We earn advanced degrees, study biblical languages, go to conferences to learn, and constantly challenge our brains when we prepare messages and talks. I’ve earned two theology degrees and consider myself a relatively smart guy. But, brain smarts won’t guarantee ministry fruitfulness. Our walk with Christ fundamentally matters. And how we manage relationships probably ranks second in influence. As I look back over my 34 years in ministry, I realize I repeatedly made this one really dumb mistake in the relationship area.

Smart Vs Dumb - Choose Intelligence Over Ignorance

I hid out.

I don’t mean that I intentionally hid from people. But I isolated myself too much from staff and people in the church. I didn’t make myself visible enough.

  • In one church my office was the furtherest away from everybody else. And I stayed in it way too long during work hours. I seldom came out of the office.
  • In that same church I didn’t emerge from my office until three minutes before the Sunday service.
  • In another church as a low level associate, I would never meet with anyone unless they made an appointment several days in advance. This practice certainly may be necessary for the lead pastor of a large church, but not for my role at the time, my first full time position.

Since those early years, I think I’ve grown up and become much wiser. Most church people (and staff) recognize that lead pastors are busy. Yet, they want to feel they have some connection to him or her. They don’t want to feel we are always in a rush to be somewhere else.

I now recognize that my visible presence matters greatly. And I don’t mean that we should make ourselves 24/7 accessible. We, too, must keep healthy margins. But, church people and staff need relational touches. Even small ones matter.

Here are changes I’ve made to help me be less of a ‘hider.’

  1. When I’m not preaching on a Sunday, I visit the kid’s areas, poke my head in each classroom, and thank the leaders. I don’t just sit in my office and read (which I enjoy doing).
  2. Before each Sunday service I intentionally finish my prayer time with an elder 10-15 minutes prior to the service start time so I can shake people’s hands and chat.
  3. I ask an elder to close out each service in prayer and just prior to that as I share some final comments, I explain that I will be at the welcome center after the service and would like to meet new people.
  4. I more often manage staff using the MBWA technique, Management By Walking Around. Although I still keep my door closed to minimize interruptions, I intentionally break throughout the day and wander around to touch base with staff.
  5. When I talk to a staff person during the week or a church person on Sundays, I try to give them my full presence through eye contact and genuine listening. Even a minute or two ‘fully present’ interaction can make a positive deposit into the souls of others.

I’m much wiser now and hope that going forward I won’t make as many dumb mistakes as I did when I was younger.

What’s the dumbest mistake you’ve every made as a pastor?

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27 Questions to Ask Before you Take a New Job

When a pastor considers a move to a new church setting or any leader considers a new job, he or she should do whatever is possible to define reality.  As Max Dupree, leadership guru and writer said, “The first job of a leader is to define reality.”

When I’ve considered a new ministry change, I’ve sought answers to key questions. And over the years I’ve compiled this list of 27 questions (actually 30) to ask a search committee and/or your future boss. If you’re moving into a non-ministry setting, you’ll want to tailor your questions to your unique setting.

New job stamp
  1. Why me? What about me interested your committee?
  2. What stories of God’s moving do people still tell?
  3. What’s not going well that needs changing or needs to go?
  4. What are the burning issues?
  5. What are the biggest obstacles facing the church?
  6. What’s missing?
  7. What significant events, both successes and traumas, have marked your church’s history?
  8. How has your church responded to traumas and crises?
  9. How would your community describe the church?
  10. What do you most hope that I will do?
  11. What are you most concerned I might do?
  12. What are the major obstacles I will face?
  13. What ministries are struggling? Which ones are shining?
  14. What will be deemed a success under my leadership?
  15. How do you see the church in 1, 3, 5 years? What kind of growth do you expect?
  16. Describe how you see our working relationship?
  17. What should I focus on? What should be my priorities?
  18. How is the current staff moral?
  19. What is your expectation for my spouse?
  20. What were the previous pastor’s strengths and weaknesses?
  21. How was his or her relationship with the staff and board?
  22. What do you wish he had done differently?
  23. What problems seem to recur in your church?
  24. Does the church have any deep, dark secrets?
  25. Have any sins persisted in the staff or leadership?
  26. How would you describe the church’s tolerance for change?
  27. What has caused recent people to leave?

What questions would you add to this list?

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How to Foster ‘Aha’ Moments in your Team

Wise leaders encourage their teams to solve their problems with their own insight rather than with the leader’s insight. When an staff person or a volunteer brings a problem to us, it’s often easier and less time consuming to give them advice and solve their problem. Yet in the long run such a response can foster dependency on us to solve their problems and diminish their motivation simply because the solution isn’t theirs. And, people are less likely to act on somebody else’s ideas anyway. So how can we replace ‘answer giving’ with self generated insight?

Idea face

Insight is a solution to a problem that recombines what we know in a new and fresh way that often leads to creativity. Rather than solving a problem analytically, when we focus our attention outwardly on the problem, insight occurs when we turn our attention inward and becomes less focused. This inward focus can help us experience a sudden ‘aha’ solution. This historical illustration about insight describes the ‘aha’ process well.

We use the word ‘eureka,’ attributed to Archimedes (c. 287 BC – c. 212 BC), to describe an ‘aha’ moment, a flash of insight we sometimes get. As a brilliant scientist in antiquity, Archimedes is perhaps known for a story about his inventing a method to determine an object’s volume. A goldsmith had forged a crown of gold for the then king, King Hiero II. He was concerned, however, that the goldsmith has substituted the cheaper metal silver for some of the gold. He asked Archimedes to find the truth without melting the crown. This stumped Archimedes until a flash of insight appeared to him.

One day as he took a bath, he noticed the water level rise as he stepped in. Suddenly he realized that by making few mathematical calculations, he could use water volume displacement of the crown to determine if it was indeed made of pure gold. In his excitement, he ran into the streets naked crying, “Eureka, Eureka!” which means in Greek, “I have found it.” Thus, the word ‘eureka’ we use for insight. Through this insight he then discovered that the goldsmith had indeed substituted silver for some of the crown’s gold.

Archimedes had discovered an insight in a moment when he wasn’t even thinking about the problem. When we get a ‘eureka’ or an ‘aha’ insight, we just know the answer without actually knowing how we got it. The insight doesn’t come piece by piece, but usually all at once.

Researchers who study insight use a word game called Compound Remote Associate (CRA) problems. Study participants try to create three two-word phrases from three words that could share a common word. For example, consider these three words: barrel, root, and belly. What two-word phrases can you create that share a common word? Participants often use the word beer to create beer barrel, root beer, and beer belly. After they solve the problem they press a button to indicate how they solved it, either logically or with an ‘aha’ insight. Using both EEG and fMRI, neuroscientists then examine their brain functioning (Jung-Beeman et al., 2008) to learn what happens during insight.

Through these studies they’ve discovered a process that occurs in our brain when it receives an insight. First, our brain is at rest in what is called the default mode. We may be daydreaming or our minds may be wandering. MRI studies show that at this stage, the alpha wave (the wave active when the brain idles during daydreaming and relaxation) spikes. This indicates that our brain is visually gating (Sandkühler & Bhattacharya, 2008), reducing the visual input it’s processing to reduce distractions.

This is in contrast to the brain’s dominant wave, the beta wave, active during visual focus and alertness. The alpha wave shows that the part of our brain behind our eyebrows is more active prior to an insight. This part of the brain, the anterior cingulate cortex, lights up when it senses conflict. This makes us more aware of competing alternatives and enhances our predisposition to switch between difference solutions (Beeman, n.d.), potentially creating an insight. That is, if one solution doesn’t work, the brain will try another. This part of our brain helps orchestrate attention since it is so highly connected to the rest of the brain.

Finally, at the moment an insight occurs the gamma wave spikes (Kounios et al., 2006). A gamma wave, the fastest brain wave, sweeps across the entire brain 40 times per second to bring our brain to attention, much like how a conductor synchronizes an orchestra when he raises his baton. The gamma band activity indicates new brain maps are being formed, the insight. And when that happens it literally feels good because neurotransmitters are released. As the insight occurs at the point of gamma synchrony, right hemisphere activity also increases to help us make connections with subtle associations we might have otherwise missed. The brain’s right hemisphere, which process information more intuitively and holistically, apparently drives the insight process.

I envision a setting ripe for an insight akin to a guy drinking lemonade while sunning in a lounge chair at the beach. Then, as he reads a fishing magazine, the solution to a nagging work problem suddenly pops into his mind. That image contrasts to his intense mental state a week prior at work when he tried to solve the problem, much like how Rodin’s famous sculpture ‘The Thinker’ pictures. So, insights are more apt to come when are brains are less focused and rested.

Consider these tips to help your team learn to develop insight.

  • Daydreaming: Insight often comes when we daydream and allow our minds to wander (Christoff et al., 2009). Teach your team how daydreaming can help them solve problems. Encourage your team to schedule times to daydream and to allow their minds to wander rather than always actively trying to solve problems. Help them realize that thinking less about a problem may actually bring the solution. In fact, some companies such as Google, Intuit, and Twitter expect their employees to take time for daydreaming about projects other that than those they’re working on (Waytz & Mason, 2013).
  • Mood: When we are in a positive mood, problem solving often comes more easily (Subramaniam et al., 2008). Yet when we’re anxious, we solve fewer problems because the anxiety uses up brain resources. So if you’re facing a dilemma in your organization, it might help if the team watched a funny movie to stir the creative juices.
  • Location: Encourage your team to discover the kinds of activities that help put them into an insight state. Two settings have helped me generate insight. Ideas pop into my mind when I read and walk at a reasonable pace on my treadmill. Insight also comes more readily when our family leaves for vacation while it’s still dark. I’m the driver and I’m usually the only one awake that early in the morning. With little roadside distraction, my brain has generated many good ideas during those three or four hours of solitude.
  • Application: Although insight gives us a nice dopamine rush (the neurotransmitter involved in attention and reward), we all know that the feeling eventually wears off. Remind your team to record their insights in an easy to remember location so that they won’t forget them. Even if your team member can’t immediately act on an insight, getting him to commit to acting on it at a later time can help translate the insight into action (Rock, 2007, p. 108).
  • Speed: If you’re working with a team member who is trying to find a solution to a problem, don’t rush the process. Give him time to engage his brain. Allow space in conversations and encourage him to carve out some down time to give his brain a break.

The above is a brief excerpt from of my newest book to be released next April entitled Brain-Savvy Leadership: the Science of Significant Ministry. 

How have you helped foster ‘aha’ moments among your team members?

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Sources:

Beeman, M. Insight in the Brain. Available from: <http://groups.psych.northwestern.edu/mbeeman/PLoS_Supp.htm>.

Christoff, K., Gordon, A.M., Smallwood, J., Smith, R. & Schooler, J.W. (2009) Experience sampling during fMRI reveals default network and executive system contributions to mind wandering. Proceedings of the National Academy of Sciences, 106 (21), pp.8719–8724.

Jung-Beeman, M., Collier, A. & Kounios, J. (2008) How insight happens: learning from the brain. Neuroleadership Journal, (1), pp.20–25.

Kounios, J., Frymiare, J.L., Bowden, E.M., Fleck, J.I., Subramaniam, K., Parrish, T.B. & Jung-Beeman, M. (2006) The prepared mind: neural activity prior to problem presentation predicts subsequent solution by sudden insight. Psychological Science, 17 (10), pp.882–890.

Rock, D. (2007) Quiet Leadership: Six Steps to Transforming Performance at Work. Reprint. HarperBusiness.

Sandkühler, S. & Bhattacharya, J. (2008) Deconstructing Insight: EEG Correlates of Insightful Problem Solving. PLoS ONE, 3 (1), p.e1459.

Subramaniam, K., Kounios, J., Parrish, T.B. & Jung-Beeman, M. (2008) A Brain Mechanism for Facilitation of Insight by Positive Affect. Journal of Cognitive Neuroscience, 21 (3), pp.415–432.

Waytz, A. & Mason, M. (2013) Your Brain at Work [Internet]. Available from: <http://hbr.org/2013/07/your-brain-at-work/ar/1> [Accessed 26 June 2013].