Welcome to Lessons From the Church Boardroom—The Blog, a 40-week journey through the new book, Lessons From the Church Boardroom: 40 Insights for Exceptional Governance, by Dan Busby and John Pearson. Each Wednesday, we'll feature a guest blogger’s favorite snippet from the week's topic. Willie Nolte is our guest blogger this week for the third of four lessons in "Part 8: Boardroom Worst Practices.”
LESSON 29 OF 40 – Keeping the Boardroom Afloat
Are too many staff causing the boardroom to capsize?
THE BIG IDEA FROM THE BOOK: In a board meeting, the presence of too many staff members in attendance—or inappropriate staff-board interaction—can hinder the effective and productive governance functions of a board.
MY FAVORITE INSIGHTS from Lesson 29, pages 156-160:
• Church boards need input from staff members. It takes discretion and wisdom to discern how many staff members are needed in the boardroom.
• Unsolicited input/responses from staff members may indicate a potential problem. It may indicate an imbalance when a staff person feels free to share unsolicited comments during a boardroom discussion—or when board members engage staff members directly in a board meeting.
• Staff “speeches” are not appropriate. If staff use the board meeting to give speeches or argue a position not in harmony with the senior pastor’s position—there is definitely an issue.
MY COLOR COMMENTARY:
Hearing from staff is important and essential. My preference is to have staff reports submitted in writing for each board meeting. This accomplishes at least two things: 1) it informs the board of the ministry activities of the staff, and 2) it is a discipline for the staff to submit reports and to address measurable results.
Inappropriate staff involvement can drag the board out of governance and into management. It is an ongoing challenge for church boards to resist trying to manage the ministry from the boardroom. If having too many staff present—and allowing engagement which gets “into the weeds”—is occurring, there is imbalance and the board has gotten off its primary role of governance.
Personal relationships are also important. Having staff present at board meetings gives the opportunity for the board to hear from—and to support—the staff person in a more significant manner than simply receiving a written report. A rotating schedule of staff attendance would allow this ongoing connection and relationship to be a significant part of the board meeting.
THIS WEEK’S QUOTES & COMMENTARY BY WILLIE NOLTE:
WILLIAM NOLTE is the CEO/Mission Lead of Transformation Ministries. He joined the ministry in 2011. Transformation Ministries (TM) is a covenanting association of leaders and 200 churches in the United States and Northern Mexico committed to seeing more healthy churches. TM also owns and operates four camp/conference centers which serve over 40,000 people each year. All the activities and focus of the ministry align around: Developing Pastors as Spiritual Leaders, Church Health and Missional Vitality, and Planting Healthy Churches.
Before joining TM, Willie pastored in local congregations for 32 years in Illinois and California. He received an M.A. in Old Testament Studies from Trinity Evangelical Divinity School, an M.Div. from American Baptist Seminary of the West, and a D.Min. from Western Seminary. Willie enjoys reminding church leaders that “No church or leader was ever meant to do ministry alone—so don’t!”
TO-DO TODAY:
• Do you have an effective way for staff to inform the board of their activities? If not decide the best method to do so.
• Discuss with your board chair and develop appropriate interactions and behaviors by staff and board members. Together you can begin to get to proper balance in the board room.
• Visit the ECFA Knowledge Center and read and share the short chapter, Lesson 29, "Keeping the Boardroom Afloat."
• Inspire your board members to enrich their governance competencies at the ECFA Excellence in Governance Forums (eight cities, Fall 2019).
NEXT WEDNESDAY: On Sept. 11, 2019, watch for the commentary by Bob Fry on Lesson 30, “7 Ways to Avoid a Financial Train Wreck. Financial derailment of a church is usually a collective failure, but the finger almost always points back to the governing board.”
ORDER THE BOOK TODAY!
Welcome to Lessons From the Church Boardroom—The Blog, a 40-week journey through the new book, Lessons From the Church Boardroom: 40 Insights for Exceptional Governance, by Dan Busby and John Pearson. Each Wednesday, we'll feature a guest blogger’s favorite snippet from the week's topic. Bill Hoyt is our guest blogger this week for the fourth of four lessons in "Part 7: Boardroom Best Practices.”
LESSON 26 OF 40 – Before the Board Meeting
Collaborate, then wisely plan the meeting agenda.
THE BIG IDEA FROM THE BOOK: The chapter’s helpful take-away comes in two parts. First, thoughtful pre-planning helps boost meeting productivity. Second, agendas, the product of thoughtful planning, are best prepared when pastor and board chair prepare them collaboratively.
MY FAVORITE INSIGHTS from Lesson 26, pages 138-143:
Three insights struck me as I read the lesson. The first was a “palm to forehead” while uttering “Duh!” We must “allow for reconnection.” While obvious to many, not so for “let’s get on with it” activists like me!
The second, “Provide time for heavy lifting,” was an “I knew that. When did I forget it?” experience for me. Planning ahead and allotting ample time for the more important and complex agenda items is just plain wise.
The third insight that struck me was “Pray for the board meeting.” We usually remember to pray at the board meeting—but preparing for it in prayer is at least as important as praying at the meeting.
MY COLOR COMMENTARY:
Two thoughts occurred to me while reflecting on this lesson. The first is a cautionary tale and the second, hopefully, a word of encouragement.
Here’s my word of caution. While either board chair or pastor preparing an agenda in isolation is less than optimum, there are two scenarios that, in my experience, are even more deadly. When two or three power brokers meet before the meeting and plan their private agenda that overrides the “official” agenda, there is “trouble in River City!”
The corollary to that is when two or three power brokers meet in the parking lot after the board meeting and make plans that override both the agenda and board decisions of the recently adjourned meeting.
Some might argue that a meeting disciplined by a carefully planned agenda, prepared collaboratively in advance of the meeting is confining and controlling. The opposite is true. Agendas prepared with the chapter’s seven principles in mind, create a context where relationships are nurtured, items are allotted the time their importance warrants, and differences of perspective and ideas can be fully processed.
THIS WEEK’S QUOTES & COMMENTARY BY BILL HOYT:
BILL HOYT served as pastor in three local churches and 15 years in a denominational leadership role on the regional level. He is currently President of NexStep Coaching. NexStep provides assessment and follow-up coaching for churches, denominational entities, schools, mission organizations, and secular, for-profit companies. In addition, he provides executive coaching for an international clientele of ministry and business leaders.
TO-DO TODAY:
• If you are not already planning agendas in a collaborative manner, get together with your counterpart (pastor, board member or CEO). Read this chapter together and agree on how you will implement the seven principles.
• Challenge all board members to pray for each board meeting frequently prior to your meeting. You might want to suggest specific prayer items based on the upcoming agenda.
• Visit the ECFA Knowledge Center and read and share the short chapter, Lesson 26, “Before the Board Meeting.”
• Inspire your board members to enrich their governance competencies at the ECFA Excellence in Governance Forums (eight cities, Fall 2019).
VIEW THE VIDEO:
NEXT WEDNESDAY: On August 21, 2019, watch for the commentary by David Middlebrook on Lesson 27, “Defending Risks Everywhere Is Not a Strategic Plan. You must discuss the risk elephant in the boardroom.”
ORDER THE BOOK TODAY!
Welcome to Lessons From the Church Boardroom—The Blog, a 40-week journey through the new book, Lessons From the Church Boardroom: 40 Insights for Exceptional Governance, by Dan Busby and John Pearson. Each Wednesday, we'll feature a guest blogger’s favorite snippet from the week's topic. Leonard O. Leach is our guest blogger this week for the third of four lessons in "Part 7: Boardroom Best Practices.”
LESSON 25 OF 40 – Address Absentee Board Member Syndrome
There are three unhealthy ways that many church boards respond to empty chairs at board meeting. (Ho Hum. Hint. Harass)
THE BIG IDEA FROM THE BOOK: In Lesson 25, the authors stress the view that absenteeism should not be tolerated on the church board. They list seven healthy insights that provide a more appropriate and effective response to the problem of absent board members.
MY FAVORITE INSIGHTS from Lesson 25, pages 133-137:
• Recruit committed and faithful people up front to avoid absentee problems.
• Establish a written policy on board meeting attendance requirements.
• “Affirm, Affirm, Affirm.” The authors explain, “When board colleagues affirm each other, then engagement will heighten and board service satisfaction will soar.”
• Address absentee issues early.
MY COLOR COMMENTARY:
It has been my experience that many people like to wear the badge of board membership but few want to accept the burden of responsibility, particularly where attendance at meetings is concerned. Fewer still are aware of the blessing that is theirs from serving the Kingdom of God by giving faithful service through membership on the church board of directors.
Your board needs and deserves those who will faithfully invest the time to contribute to key matters of church governance by showing up at the board meetings.
Additionally, your board should be challenged with the thought of the “ministry of presence.” They should also be challenged with the truth that board membership is a blessing as board members are participating in the Kingdom of God work of “making disciples for Christ.”
Finally, as your church board continues to pursue its Kingdom of God assignment, encourage members to see the big picture and faithfully participate in every stroke that better defines, develops, and maintains that picture.
THIS WEEK’S QUOTES & COMMENTARY BY LEONARD O. LEACH:
Leonard O. Leach has served 22 years as senior pastor of the 61-year-old, Mount Hebron Missionary Baptist Church of Garland, Texas, now blessed with 2,500 members.
Prior to his tenure at Mount Hebron, he served in many capacities for 19 years on staff with the late Dr. E. K. Bailey of the Concord Church Dallas. Pastor Leach is a graduate of the former Bishop College, in Dallas, Texas, Texas A & M University in Commerce, Texas and Southwestern Baptist Theological Seminary in Fort Worth, Texas. He is married to his childhood sweetheart, Sharon. They have two daughters, seven grandchildren, and two great grandchildren.
TO-DO TODAY:
• Review board policies. Do they include a policy on attendance? If, not, write one!
• Deal with habitually absent members quickly, kindly and consistently.
• Visit the ECFA Knowledge Center and read and share the short chapter, Lesson 25, “Address Absentee Board Member Syndrome.”
• Inspire your board members to enrich their governance competencies at the ECFA Excellence in Governance Forums (eight cities, Fall 2019).
NEXT WEDNESDAY: On August 14, 2019, watch for the commentary by Bill Hoyt on Lesson 26, “Before the Board Meeting. Collaborate, then wisely build the board meeting agenda.”
ORDER THE BOOK TODAY!
Welcome to Lessons From the Church Boardroom—The Blog, a 40-week journey through the new book, Lessons From the Church Boardroom: 40 Insights for Exceptional Governance, by Dan Busby and John Pearson. Each Wednesday, we'll feature a guest blogger’s favorite snippet from the week's topic. Justin Steinhart is our guest blogger this week for the second of four lessons in "Part 7: Boardroom Best Practices.”
LESSON 24 OF 40 – How Many Board Members Are Present in Your Boardroom?
It’s more than just answering the roll call.
THE BIG IDEA FROM THE BOOK: In Lesson 24, the authors note that in order to have effective meetings, board members must be present—not just physically—but with their attention as well. As the board chair (and in some churches, the Lead Pastor), it’s your responsibility to lead this meeting and lead it well so that the board can be fully present at each and every meeting. Some of the suggestions include:
• Start your board meetings on time and end on time.
• Postpone the meeting if there’s not a strong agenda.
• Create an environment and culture conducive to work.
MY FAVORITE INSIGHTS from Lesson 24, pages 129-132:
• “Board members are some of the busiest people we know.”
• “Minimizing boardroom distractions will maximize meeting impact and enhance the possibility of hearing the still, small voice of the Holy Spirit.”
MY COLOR COMMENTARY:
We’re social beings, so rather than try to pull people away from updating one another at the start of the meeting, why not include it as a part of the meeting? At our board meetings, the first item on the agenda is to have everyone give a personal update. This draws everyone into the meeting and requires personal attentiveness to those speaking. Starting out the meeting in this way grabs their attention and causes them to care from the onset of the meeting.
Since most of your board members are busy, it’s important not to meet for the sake of meeting. Everyone has things to do and people to see, so if there’s no need to meet, cancel the meeting. Your board will thank you and appreciate your leadership and discernment in postponing the agenda until the next meeting.
THIS WEEK’S QUOTES & COMMENTARY BY JUSTIN STEINHART:
For the past seven years, Justin Steinhart has served as the Administrative Pastor at Mill City Church in Fort Collins, Colo. Mill City Church is a multi-site non-denominational ARC church-plant and has been an ECFA member for the past four years.
TO-DO TODAY:
• Read Patrick Lencioni’s book, Death by Meeting: A Leadership Fable...About Solving the Most Painful Problem in Business.
• Review your meeting frequency to see whether or not you need to increase or decrease the frequency based upon the season of work you’re in.
• Do you honor your board members by starting and ending on time?
• Visit the ECFA Knowledge Center and read and share the short chapter, Lesson 24, “How Many Board Members Are Present in Your Boardroom?”
• Inspire your board members to enrich their governance competencies at the ECFA Excellence in Governance Forums (eight cities, Fall 2019).
NEXT WEDNESDAY: On August 7, 2019, watch for the commentary by Leonard Leach on Lesson 25, “Address Absentee Board Member Syndrome. There are three unhealthy ways that many church boards respond to empty chairs at board meetings.”
ORDER THE BOOK TODAY!
Welcome to Lessons From the Church Boardroom—The Blog, a 40-week journey through the new book, Lessons From the Church Boardroom: 40 Insights for Exceptional Governance, by Dan Busby and John Pearson. Each Wednesday, we'll feature a guest blogger’s favorite snippet from the week's topic. Kevin Conner is our guest blogger this week for the first of four lessons in "Part 7: Boardroom Best Practices.”
LESSON 23 OF 40 – Pastor Pay—It’s About More Than Just Money
Getting the compensation-setting process right must be a priority.
THE BIG IDEA FROM THE BOOK: In Lesson 23, the authors discuss the importance of church boards developing a compensation setting process. This process should be thorough, ongoing, and consider more than just cash compensation. It should also consider the full scope of possible fringe benefits. While potentially uncomfortable to discuss in the beginning, if the process is developed with care and diligence, the end result will benefit the pastor, the board, and the church as a whole.
MY FAVORITE INSIGHTS from Lesson 23, pages 124-128:
One of my favorite insights from this chapter centers around the idea of making sure the compensation is reasonable. The authors make an excellent point in that reasonableness can cut both ways. In other words, compensation can be either unreasonably high OR unreasonably low. In many scenarios, the unreasonableness breaks on the side of being low, not high. Working within the budgetary restraints of the local church, using comparability data is critical to ensure the compensation is reasonable and pastors are being paid a fair salary for the services they provide to the church.
MY COLOR COMMENTARY:
Often, in our organization, we find ourselves working with church boards on a variety of issues. One of the recurring topics discussed is compensation setting. Not knowing how a church should go about setting compensation is often at the core of the conversation. Helping them understand the board’s role and the need to set up a recurring process of evaluation has been an important element of our discussions. Directing them to comparability data and taking into consideration potential fringe benefits are also important parts of the dialogue.
Another area I have discovered in which church boards should educate themselves is the way in which ministers are taxed by the Internal Revenue Service. It has been my experience that once compensation is established, many church boards are woefully unaware of how ministers are taxed with respect to federal, state, and self-employment taxes. This lack of understanding can create significant tax liability to pastors, especially with regard to the self-employment taxation of the minister’s housing allowance or use of the church-owned parsonage.
It is my belief that most boards have a desire to treat their leaders fairly. If a compensation setting process became part of their annual meeting agenda, it would force them to address the issue on an annual basis. While potentially uncomfortable in the beginning, the end result will be one that will ultimately benefit both the pastor and the local church.
THIS WEEK’S QUOTES & COMMENTARY BY KEVIN CONNER:
KEVIN CONNER is the Director of Finance & Operations for the Oklahoma District Council of the Assemblies of God. The Oklahoma District Council currently serves 480 churches and 1,600 ministers within the State of Oklahoma.
TO-DO TODAY:
• Download the ECFA ebook, 8 Essentials of Compensating Ministers.
• Set an annually recurring agenda item to discuss the pastor’s total compensation package.
• Visit the ECFA Knowledge Center and read and share the short chapter, Lesson 23, “Pastor Pay—It’s About More Than Just Money.”• Inspire your board members to enrich their governance competencies at the ECFA Excellence in Governance Forums (eight cities, Fall 2019).
NEXT WEDNESDAY: On July 31, 2019, watch for the commentary by Justin Steinhart on Lesson 24, “How Many Board Members Are Present in Your Boardroom? It’s more than just answering the roll call.”
ORDER THE BOOK TODAY!
Welcome to Lessons From the Church Boardroom—The Blog, a 40-week journey through the new book, Lessons From the Church Boardroom: 40 Insights for Exceptional Governance, by Dan Busby and John Pearson. Each Wednesday, we'll feature a guest blogger’s favorite snippet from the week's topic. Tim Lucas is our guest blogger this week for the fifth of five lessons in "Part 6: Boardroom Time-Wasters, Trouble-Makers, and Truth-Tellers.”
LESSON 22 OF 40 – Big Rocks, Pebbles, and Sand
Church boards have a natural gravitational pull toward issues that should be reserved for the church staff.
THE BIG IDEA FROM THE BOOK: In Lesson 22, the authors describe a gallon jar filled with big rocks, small pebbles, and sand. To lead effectively, church boards must laser-focus on “big rocks”—the major issues impacting their church’s future—not day-to-day ministry minutiae that should be delegated to staff. A pebbles and sand approach in the boardroom will frustrate leaders and inevitably limit a church’s growth.
MY FAVORITE INSIGHTS from Lesson 22, pages 117-122:
• “Many smaller churches fail to grow because their boards are populated with pebble-pickers!”
• “Pebbles and sand are the church operational issues, staff supervision, specific ministry plans or strategies, and details of church life that other people should handle. Follow the basic rule of delegating everything possible to the church staff.”
• “The board chair…and senior pastor must build into the board’s DNA a stewardship conviction that big rocks are their focus. If not done with intentionality, minor issues will inevitably tempt board members to build sand castles—not Kingdom structures.”
MY COLOR COMMENTARY:
We’ve all been in “those” meetings—you know, the ones that got hopelessly lost in the weeds of ministry minutiae like: debating dates for the Christmas program…the logistics of a missions trip…or critiquing the new youth outreach.
Precious time is lost—and energy squandered!—when board members succumb to the temptation to dabble in the “pebbles and sand” that are best handled by church staff.
In contrast, high-performance boards are laser-focused on addressing the “big rocks”—the major issues driving the church’s mission, generating ministry momentum, and forging the church’s future.
What are “big rock” issues? Mission-critical topics such as:
• Vision and Values
• Adding New Campuses
• Financial Projections
• Facility Expansion
• Succession Planning
Notice that most of these topics are future-oriented—vision, expansion, projection, long-term planning. What’s intentionally omitted? Day-to-day operations that are best delegated to church staff (examples: staff supervision, calendaring, specific ministry plans, etc.).
Effective boards don’t spin their wheels rehashing the past or even belaboring the present—instead, they look forward to where the church will be in three to five years. By delegating responsibility for day-to-day ministry decisions to staff, the church experiences a “double win:” 1) staff feel empowered to lead their people; and 2) the board is freed to dream about God’s future from a 30,000-foot level.
But the win-win won’t come easily. Hosting “big rock” discussions at the board level requires discipline. Every team includes personalities who, by nature, tend to be pebble-pickers who prefer getting into the weeds of church life. (A common rationale for pebble-pickers? “I just like to know what’s going on.”)
But an effective board chair and senior pastor will work together to carefully craft a “big rock” agenda in advance, put guardrails around discussion, and remain “alert for small rocks, pebbles, and sand finding their way onto the board table.”
What happens if the meeting runs aground or discussion hits a sandbar? All board members should be empowered to “throw flags” if a conversation veers too far off-topic and graciously course correct to the major issues at stake.
Be warned: The growth of your church will rise and fall on your board’s ability to handle “big rocks only!” As the authors note, “It is very difficult for a church to grow beyond the small church ‘glass ceiling’ unless it gives up a pebbles and sand approach in the boardroom.”
Leaders, let’s roll up our sleeves and move some boulders!
THIS WEEK’S QUOTES & COMMENTARY BY TIM LUCAS:
TIM LUCAS is the founder and lead pastor of Liquid Church, recognized as one of America’s Top 100 Fastest-Growing Churches by Outreach magazine (2018). Tim started Liquid “on accident” with a dozen twenty-something friends meeting in the basement of a 150-year-old church. Since launching in 2007, Liquid has been on a rocket ship ride, growing to seven campuses across New Jersey with 5,000 people in Sunday attendance and more than 2,200 baptisms to date.
A new book, Liquid Church: 6 Powerful Ministry Currents to Saturate Your City for Christ, by Tim Lucas and Warren Bird, will be published Sept. 10, 2019. A dynamic communicator, Tim is a sought-after conference speaker known for connecting God’s Word to modern life with humor, heart, and creativity. Liquid’s innovative approach to ministry has been spotlighted on CNN, FOX News, and The Today Show.
Tim leads the Northeast Pastors Coaching Network to equip pastors, ministry leaders, church planters, re-planters, and churches of every shape and size. A graduate of Wheaton College, Wheaton, Ill., Tim, and his wife Colleen, are raising their two children just outside of New York City. Follow him on Instagram and Twitter @pastortimlucas.
TO-DO TODAY:
• Review the agendas from your last two to three church board meetings. What categories would you put each agenda item in—sand, pebbles, or big rocks?
• For your next board meeting, the senior pastor and board chair should meet in advance to plan and identify the big rocks for consideration. Map out the agenda together and agree in advance how to respond (and graciously redirect pebble-pickers) if small rocks and sand find their way into the discussion.
• Visit the ECFA Knowledge Center and read and share the short chapter, Lesson 22, “Big Rocks, Pebbles, and Sand.”
• Inspire your board members to enrich their governance competencies at the ECFA Governance in Excellence Forums (eight cities, Fall 2019).
NEXT WEDNESDAY: On July 24, 2019, watch for the commentary by Kevin Conner on Lesson 23, “Pastor Pay—It’s About More Than Just Money. Getting the compensation-setting process right must be a priority.”
ORDER THE BOOK TODAY!
Welcome to Lessons From the Church Boardroom—The Blog, a 40-week journey through the new book, Lessons From the Church Boardroom: 40 Insights for Exceptional Governance, by Dan Busby and John Pearson. Each Wednesday, we'll feature a guest blogger’s favorite snippet from the week's topic. John Vawter is our guest blogger this week for the fourth of five lessons in "Part 6: Boardroom Time-Wasters, Trouble-Makers, and Truth-Tellers.”
LESSON 21 OF 40 – Back Off the Ledge of Dysfunctional Mayhem
When dysfunction reigns, healthy board members head for the door.
THE BIG IDEA FROM THE BOOK: In Lesson 21, the authors note that not all church board members are healthy, mature, and mutually cooperative. This is sad news—but it is reality.
Nevertheless, gracious and candid confrontation on the part of the senior pastor and the board chair can solve the problem of dysfunction, either through resignations of unrepentant board members or genuine repentance. Obviously, the latter is the most desirable.
MY FAVORITE INSIGHTS from Lesson 21, pages 112-116:
• It is a blessing when the senior pastor and board chair can agree on the “problem children” on the board.
• It is an even greater blessing when the senior pastor and board chair are truth tellers who solve personnel issues with the grace of God…but they do solve the problems.
• It can be painful, but addressing the problems of immature board members is beneficial and healthier for the church in the long run.
MY COLOR COMMENTARY:
Francis Schaeffer said, “The spirit of the age always finds its way into the church.” The mean-spiritedness and the lack of healthy introspection in our society have found their way into the church boardroom in some instances.
The issue of listening to, hearing, and obeying the voice of the Spirit of God begins with our being willing to “be quick to listen” in listening to one another, honoring others as more important than ourselves, and being quick to preserve the unity of the Spirit in the bond of peace.
Someone has wisely said that genuine listening is: paying attention until we understand, asking questions to help us understand, and making sure the person knows we are listening to him/her.
Too often church board members are chosen without any sense of Biblical standards, any commitment to good board behavior, and/or any stated commitment to being a respectful, Christian, mature and edifying member. Asking board members to sign a covenant and commitment to God-honoring behavior before they join the board—and annually—will help to solve the problem of dysfunctional boards and dysfunctional board members.
It is not easy and it is not fun; indeed, it can be hard and it can be painful. But, for the senior pastor and the board chair to address dysfunctional behavior and insist on mature Christian behavior, helps both the board and the church have Christ-honoring ministry into the future.
THIS WEEK’S QUOTES & COMMENTARY BY JOHN VAWTER:
Dr. John Vawter is a board member/coach with Timothy Connection and a consultant/speaker with Church Assistance Ministry. He has been in ministry since graduating from the University of Oregon. He served for 10 years with CRU, including helping start the ministry in England and being the Northwest Area Director. He has pastored churches in Minnesota and Arizona and has been president of Western Seminary and Phoenix Seminary.
John has taught D.Min. courses on pastoral leadership in seven seminaries and has also served as interim pastor at seven churches. He speaks regularly at conferences on the subject of male friendship based on the book he co-authored, Achieving High Performance Friendship: A Book for Men. He also speaks on addiction in the pastor’s home based on his book, Hit by a Ton of Bricks: You’re Not Alone When Your Child’s on Drugs.
Editor’s Note: John is also a “golf ball hawker” and is the author of the hilarious Kindle book, Anything for a Golf Ball: The Art of Finding Lost Golf Balls. He donates many of the thousands of balls he’s found to local high schools. His “hobby” was featured in this newspaper article in 2017.
TO-DO TODAY:
• There must be a commitment to candor and a willingness to confront dysfunctional behavior on the board—even if it is only one board member.
• Much dysfunctional behavior is precluded by asking every member to sign an annual statement committing themselves to God-honoring behavior and honest discussions about the lack of it.
• Visit the ECFA Knowledge Center and read and share the short chapter, Lesson 21, “Back Off the Ledge of Dysfunctional Mayhem.”
• Inspire your board members to enrich their governance competencies at the ECFA Governance in Excellence Forums (eight cities, Fall 2019).
NEXT WEDNESDAY: On July 17, 2019, watch for the commentary by Tim Lucas on Lesson 22, “Big Rocks, Pebbles, and Sand. Church boards have a natural gravitational pull toward issues that should be reserved for the church staff.”
ORDER THE BOOK TODAY!
