Managing the Church
For council chairs, trustees, and others with gifts of administration
Become a team by being together
by Jeff Steckley
The members of church council weren’t quite sure what to expect. The buzz prior to the meeting reflected a group divided and anxious about the decisions to be made. Rather than diving directly into the issues, however, they were invited to pause and reflect on Mark 4:35-40, the story of Jesus stilling the storm. As they did so, the members connected the disciples’ fears and their own, and were reminded of God’s steadfast faithfulness during unsettling times. By pausing to reflect on this Scripture passage, the tone of the meeting shifted. From anxiety and self-interest, members moved toward trusting one another as a community of disciples, committed to seeking God’s comfort, assurance, and way.
Creating a sense of “team” within the church committees or groups we lead is often an elusive goal. Even though we’re following all the current gurus on how to produce dynamic meetings and synergy, the group struggles to get along, commitments aren’t met, and it’s difficult to nurture creativity. It seems there is some intangible barrier to the group’s ability to function as a team.
The elusive nature of team building serves as a reminder that it is a journey to be nurtured rather than a plan to be implemented. As leaders, our primary task is to shape the group’s travels in such a way that members discover their potential to be and work effectively together. Rather than attending to both “being” and “doing,” groups often focus only, or predominantly, on the tasks they have been called to do.
Parker Palmer, in The Active Life—A Spirituality of Work, Creativity, and Caring, refers to the “tug-of-war” that we experience as we strive for balance between activity and contemplation. Committees or groups, he says, often neglect contemplative activity, the very thing that has the greatest potential to nurture a sense of “team” and working together.
Our effectiveness as leaders will increase as we create contemplative space in our meetings, trusting that the actions that emerge will be spirited and Spirit-led. The following practices, if they are used consistently over a period of time, could help us to discover our potential to “be” and “work” together in our teams.
1. Check in with one another.
Do this close to the beginning of your meeting as a way of recognizing the life experiences that each person brings. In parts of Africa, people greet one another with the words, Sawa Bona, meaning, “I see you.” The reply, Sikhona, translates as “I am here.” This simple greeting acknowledges the presence of the other. As teams honor and affirm one another’s individual celebrations and struggles, the potential for nurturing strong, empathetic, interdependent relationships is increased. This checking in can also help participants, at least for a time, release those weighty struggles that might make it difficult for them to be fully engaged in the work of the team.
2. Ponder a Scripture text.
The use of a biblical story is a powerful way to help the members focus on what’s important. Rather than prepare a well-crafted meditation, carefully select a pertinent Scripture text that is in keeping with the meeting’s agenda. After a brief introduction, read or present the text and invite the participants to reflect upon the following questions:
Where is this story going on in the life of our committee or group?
What is this story beckoning us to do, to be, and to know?
Be comfortable with silence and allow participants the space and time to integrate their understandings of the text with the true work of the committee or group. You may even choose to record these reflections as part of the meeting minutes.
3. Reflect on the meeting before you adjourn.
We’re often anxious to leave a meeting and get on our way, neglecting what could be the most significant four or five minutes of the entire meeting. What would happen if we consistently built a few minutes into our agenda to reflect on what has happened in the meeting? Ensure that there is a balance between questions of being and questions of doing. What follows is a sampling of questions you might pose:
■ What were the high points and low points in today’s meeting?
■ Where did we struggle?
■ At what point in the meeting did things seem to fall into place?
■ What was the most exciting suggestion?
■ What insight or observation intrigued you most?
■ What questions remain unanswered?
■ What is the most challenging next step we face?
Jeff Steckley is Giving Project Coordinator with Mennonite Church Eastern Canada.