THE STRENGTH OF TEAMS

Change is an ever-present challenge in which everyone has to learn to work. Churches and associations are not exempt from the ever-changing world. Change is inevitable, universal, crosses culture boundaries and crosses age levels, but is not by nature good or bad. Change is the environment in which we live, and how we respond to change determines whether it becomes good or bad.

One major change that affects the way we approach our work is management. Management is simply the methodology used to insure that the purposes and resources of any organization are used properly and effectively. The most common management system used today is the “committee” structure. This has served our churches well, and in some ways, offers a level of comfort and awareness that is mainly derived from familiarity.

Shifting to a team model is truly a switch in approach, not just another way of doing the same thing. Groups often change terminology in an attempt to be perceived as relevant or to model the current fad; they may change the structure, but they never really change the “way it’s done.” The new structure terminology is the old structure with a new window dressing.

Changing the way we think about approaching challenges is much different than just renaming the challenge. This issue bodes the question, “What is the difference between a team and committee?” The corollary question is, “Why is the change important?” To better understand the answers to these questions, you need to have a clear understanding of the differences between committees and teams. And before you have a clear understanding of the differences, you need to take a look at the changing positions for associations in a broader perspective.

Associations

• In the 1940s, 1950s and 1960s, the main role of the association was a conduit for the State and National bodies. This came about in very natural and benevolent ways. The main work of our Lord is still carried out by autonomous local church bodies. They then choose to identify and cooperate with entities to promote and carry out the larger mission of reaching the world for Christ. Associations have always been local churches banding together to conduct the larger ministry; each association is and was autonomous. The State Convention was also a product of local churches partnering in a still larger context for the larger work and each State convention is autonomous. The National entities were also created for mission work outside even the state context but still local churches partnering together for the purpose. What begins to appear is that associations and even churches began to be perceived as agencies of the larger entities. Then, what developed ever so slowly was that the association and local church was seen as the conduit to accomplish the goals of the larger entities. While there are times when the larger issues are better suited for those entities, the association begins to drift into a less than autonomous position of developing its own strategies and purposes.
• Strategic planning was done at the upper levels, and then the goals and objectives were passed down to the associations for accomplishment. In the process of developing this approach, the associations were seen as the main body to “promote” the material and strategies of the other two groups.
• Hierarchical association structures began to emerge, in which the role of churches was seen as serving the association.
• Another concept developed during this era that can be described as pastor to pastor. You have this in the Director of Missions guidelines as the role of the “pastor to the pastors.”
• Functionally, the association began to model either the role of the church or the role of the other entities.

Associations, as well as other structures, are reflections of the times and the environment from which they grew. Beginning in the 1970s through the present, the environment has been changing. Much of the association work has been struggling between the model that sees itself as extrapolating the work of the previous year and the model of moving into the future.

During that same time frame, the thinking process of the world moved from a mixture of the agricultural and industrial model to a communication model. The tightly-defined hierarchical thinking model began to change to a flat or inner-connected model. Management in the secular world moved to new models as well. A real concern develops when the functional style of management does not match the environment in which it lives.

Churches and associations are always caught between the role of changing the environment and learning to be relevant within any particular environment. The gospel is and will always be relevant, but the methods we use to share the gospel and minister to people should also be relevant. When the model no longer serves the group, it should be changed to a more relevant model.

The clearest pictures of the problems that occur when you do not make changes are those groups that have an old world approach, such as the Old Order Mennonite. They are wonderful people and have many strong characteristics, but in reality, refusing to even dress in new clothes or refusing to drive a car does not present a good invitation to the world.

We must always be “in the world, but not of the world.” This issue is reflected in the following statements:

• Dakota tribal wisdom says, “When you discover you are riding a dead horse, dismount.”
• “The company had become a prisoner of the past.”

Strategic Thinking for the Next Economy by Michael A. Cusumano and Constantinos C. Markides.

• “Don’t fire last year’s missile against this year’s MIG!”

Flawless Execution by Jim “Murph” Murphy

Observations for the Future of Association Work

Associations must be strategic by nature and based upon clearly-written base values and mission statements. They must cast their own vision for the future. The association must own its own past, its own present and especially its own future.

• Structure should be fluid, and solutions to needs should be easily approached and accomplished. To function better, the management should move to a flat, interactive management style and move away from the hierarchical model.
• In the struggle of trying to accomplish more with less shared revenue, the association needs to become more self-reliant and partner with others to accomplish the work outside the realm of the Association.
• The relevant association in the future will develop a model of thinking that reflects the concept of “World Missions Begin Here.”
• The association of the future will find ways to use the strength and giftedness of the members of the association for training, support and accomplishing the work before them. Depending on other entities to provide that resource will diminish even more than what is occurring in the present day.
• Associations of the future will work out of a minimal calendar where the emphasis is on shorter term projects instead of long-term, continual programs. The work should be PROJECT-BASED instead of PROGRAM-BASED.
• The budgeting process of the future will be based on projects and needs rather than line item budgeting. The budget should become a reflection of what the association is doing instead of what it is promoting. A zero-based budget offers the best approach when the beginning of each year is not simply a reflection of what we spent and how we intend to spend that same amount next year. The move should be to “What does God want?” instead of “How much money do we have to spend?”
• Associations that are relevant in the future will find their funding tied to the strategy of the local churches. It should serve the churches rather than the churches serving the association. The association should always understand that it is not the church and should not duplicate the ministry of the local churches, but rather find ways to assist the churches to accomplish their own ministry plus devise methodology to accomplish ministry/mission needs that are too large for any one church to accomplish. Associations should be “Church First.”

Committees

The committee structure is hierarchical by nature and design.

• It operates from a “downward” determined strategy, one that is developed from a group that is outside the local setting.
• Committees are study groups that seek understanding to be handed off to someone else.
• It is controlled by its structure. Decisions are determined by a voting basis and rules are used to lead through the process.
• Committee members are elected based upon the need to fill all positions so as to maintain a quorum.
• Membership and participation of committees are fixed. Only the elected members are allowed to have input, and the number of members is set so as to eliminate any tie votes, i.e., 5, 7 or 9 members.
• Committees are led by a chairperson. The chairperson also serves on the larger organizational planning group where the hierarchical strategy is passed downward. This moves the position into an instructional model, one in which the chairperson instructs the members on what should be accomplished.
• By nature, this is a slow process because it has to work within a fixed chain of command structure. Accomplishing a project is cumbersome because of all the “hoops” or other structures that must be informed or give approval before actions are taken.

Teams

• A team develops its own strategy. When this is done, the collective strategies of all the teams become the strategy of the association.
• Teams are responsible and empowered to implement their own strategy. Reporting to the association becomes an informing process rather than a permission process.

• Teams should be empowered by the association to perform and act rather than study and solicit.

A committee’s first question is usually a budgeting question: “How much money have we been allocated in the past and how much do we expect to be available this coming year?” A team’s first question is, “What do we need to accomplish this task?” The answer to that question becomes a future budgeting issue and the amount of the request is based upon the need.

• Team members are enlisted based upon their PASSION for the scope of the team’s responsibility.
• Participation in teams is flexible. Anyone can attend and participate while the appointed members become the facilitating group. If a project becomes large enough to need other people to accomplish tasks, teams should be empowered to solicit others for the task. Task Action Groups exist only for the duration of the project and are not elected by the Association to serve a pre-described term. These can be called TAG teams.
• Teams are guided by a facilitator whose sole responsibilities are insuring that meetings are scheduled and presenting a less-anxious presence within the team that seeks the best information, response and passions from the gifted team members.
• Teams are a much more fluid and flexible response approach.

"Hey Guys…remember everyone on this team

has equal responsibilities."

Essential elements that must be in place for the successful team ministry

• The first is a commitment by the leadership of the association to endeavor toward the success of the teams.
• An organizational commitment to the team model is absolutely necessary. The organizational commitment needs to include empowerment, task budgeting and prayer support.
• An environment of trust will insure success.
• Teams should be empowered to perform their tasks without cumbersome hoops to jump through.
• The real strength comes from a diversity of individual expression within each team.
• Competence in team leaders/facilitators and members will grow based upon the passion for the task.
• Committed and passionate team members who are trained will work better.
• Adequate resources are essential for the implementation of the tasks.

ARTICLE VII - MINISTRY TEAMS

The following Teams shall be composed of members elected for three-year terms, one third of members replaced each year:

(1) Worship Team (composed of 6 members),

(2) Evangelism Team (composed of 9 members),

(3) Discipleship Team (composed of 9 members),

(4) Ministry Team (composed of 12 members, three of whom will be from WMU leadership, the Campus Minister at Averett College and the Hargrave Military Academy Chaplain to serve as ex-officio members),

(5) Support Team (A) Properties (6 members), (B) Personnel (6 members), (C) Nominating (6 members), (D) Finance/Stewardship (6 members), (E) Historian and Association Historian.

SECTION 4. Ministry Teams

A. Worship Team....will facilitate corporate worship among the churches of the Association and strengthen the worship ministry of the individual church through annual meetings and conferences.

B. Evangelism Team....plans and executes events that provide opportunities for sharing the Gospel.

C. Discipleship Team....responsible for providing opportunities for training and consulting with churches on matters of Sunday school, discipleship training, church growth and Vacation Bible School.

D. Ministry Team....discovers and provides creative means of doing ministry through mission events, missions education and pastoral care ministries.

E. Support Team....provides the administrative infrastructure for the Association.

1. Finance/Stewardship -- shall propose a yearly Ministry Action Budget and work with the Treasurer to administer the budget. The committee shall develop and coordinate a year-round stewardship program and recommend methods of financing the work of the Association. The committee shall secure a yearly audit of the Association’s financial records and report the findings during the Fall Association Meeting. The committee will also be prepared to assist member churches with stewardship programs.

2. Nominating -- shall nominate to the Association individuals to serve as officers and committee members.

3. Personnel -- shall make recommendations to the Association concerning the employment of all employees, and propose a job description, salary and employment agreement for each. The committee shall present or recommend future staff requests or needs to the Executive Committee and/or Association.

4. Properties -- shall be responsible for the maintenance and protection of all properties and the purchase of new equipment as approved by the Association and/or Executive Committee.

General Guidelines

The Constitution and Bylaws give us the larger scope of the team structure and should be empowering instead of restricting. It should be responsible for providing funding, support and encouragement to the accomplishing of the tasks. The visual below may help to see the difference.

Committee Structure

Committees work out of clearly defined and separated arenas and work separately and independently of other committees. They are usually seen as study, reporting and suggesting structures.

Team Structure

Where teams have common connections, they work together and use the resources of the other teams to accomplish the task.

Worship Team

The broad sense of the scope is two-fold.

• The first is to facilitate worship among the churches.
• The specific direction for this facilitation is open for discovery and planning.
• The second is to strengthen worship through the annual meetings and conferences.
• The older committee function of this task was to simply plan the service; it began as an extrapolation of the previous services.
• This included the choosing of the hymns, the speakers, and the order of service.
• While this is still necessary, an expanded understanding may be to see the annual meetings as an event to focus on worship. This is facilitated better in the Spring meeting since the focus is not on business, but could enhance the Fall meeting as well while we do the business. The facilitation could also be seen as an opportunity to explore other forms of worship and use the time as a training event.

Evangelism Team

The broad sense is to plan and execute events that provide opportunities for sharing the Gospel.

• The older model of the committee structure was to promote the evangelism programs.
• Moving from programs to projects opens the door for much discovery.

Discipleship Team

The broad sense is to providing training and consultation in the education areas of the churches.

• Like the others, this model in the past has been one of promoting the material and providing opportunities to understand the use of those materials.
• Moving from programs to projects opens many doors for participation in hands-on projects and “How To” training sessions.

Ministry Team

The broad sense is to discover and provide creative means of doing ministry through mission events, mission education and pastoral care ministries.

• Opportunities for discovery and providing creative means of doing ministry are exhaustive and exciting.

Support Team

This team has the following four components: the Finance/Stewardship Team, the Nominating Team, the Personnel Team, and the Properties Team.

One way to see the work of these teams is to see them as the facilitating or empowering arm for the other teams.

• Providing finances to accomplish the work is vital.
• Providing and finding people with a passion for the tasks they serve as well as giving them direction is also vital.
• Providing personnel at the association level is as vital as any other.
• Providing space and caring for the space is equally important.