Monthly Archive for May, 2011

78. Planning and Leading “Mighty Board Meetings.”

Published by Dr. Larry Perkins on May 30, 2011 in Board, Board Chair, Board Governance, Board Member and Senior Pastor. Closed Tags: , , .

Do board members in your congregation look forward to or dread church board meetings? Boring, disorganized, focusing on minor things, catering to one interest group, too long, too frequent, members unprepared, no agenda — the list of faults seems endless and probably you could add a few from your own unique experience. The good news is that it does not have to be that way. And as the chair you are in a position to do something creative and stimulating about this perennial board member’s gripe.

As church board chair, what is your vision for “mighty meetings” of the board, meetings that enable the board to engage serious issues, discern Spirit-filled solutions and in the process enable each board member to fulfill his or her ministry with passion? Your expectations might not match mine exactly, but I suspect they come close. Now this issue of good board meetings affects every board member and so you might want to take ten minutes at your next meeting to solicit the key elements that create a “mighty meeting” for them. You might be surprised how much consensus there is about this.

Preparation forms the foundation for good board meetings. This includes your preparation as chair, the preparation of the lead pastor, the preparation of the other board members. However, the model you set as chair will undoubtedly influence and encourage others to come prepared.  Getting the agenda formed and circulated a week in advance is a good place to begin. Ensure that the agenda is structured in such a way that the most important decisions are dealt with first. Work with others in the board, staff and church to have reports and other important information circulated so that board members can ponder and pray about the best response. And do not forget your own prayers that God graciously will enable you to lead well and be perceptive and wise in your facilitation of the meeting. “No surprises” is a good maxim to work by, because when you or the lead pastor or board members are surprised by items, usually that disrupts the board’s ability to operate well. Make sure the board is dealing with substantive issues, as well as the necessary business. Help the board members know whether an item is being merely up for discussion, or requires decision, or is informational/educational.

Processing decisions and discussions within the board well has to be a key responsibility of the chair. You need to know how the board has stated it will operate (internal policies) and what are the board’s boundaries of authority so that you can guide it in developing the appropriate pathway for final decisions. Be attentive to what is actually happening in a board discussion and ensure that the dynamics remain positive and do not become spiritually toxic because of the poor behaviour of one or two board members. If someone is not participating in the discussion, make sure you draw them in and get their input. Stick with the approved agenda and the expected time frame for the meeting unless the board officially determines otherwise. As chair you have to be fair in guiding the discussions so that every board member feels respected and valued.

Prioritization of the board’s time on the most important questions is critical because board time is a scarce resource. Often so-called “urgent items” are not really as urgent as presented and they get inserted into the agenda without proper preparation. The church board then spends precious time trying to figure out what the issue really is and how to respond because they have had no opportunity to prepare for the discussion. As a strategy, when something unplanned does come to the board table, let the board discuss it for a few minutes and then ask “what process does the board want to develop to address this issue?” Once process is discerned, then you can move back to the agenda. Keep resisting the temptation that some board members will have to micro-manage the staff, unless a specific situation has deteriorated and requires such close attention for a short time.Discussing an important issue at one meeting and then coming to a decision at the next meeting provides a good rhythm for keeping the board moving forward.

Positive attitudes among all board members are conducive to great meetings. Sometimes as chair you do not know what a board member has been experiencing in that day and what pressures he or she may be enduring. Scheduling time at the beginning of the meeting for some sharing, updating, praying and worshipping, provides opportunity for each member to decompress, focus and recalibrate their minds and hearts spiritually upon the Holy Spirit and his direction. Humour is a great tool to use to defuse otherwise difficult discussions. Sometimes calling for a short, five minute stretch break in the midst an intense debate will break tensions and bring people to some surprising consensus. As you end the meeting, summarize the good things you accomplished, make sure action items are clear, and pray again. Let the board members themselves evaluate verbally whether they “advanced the mission” through their meeting and whether the marks of a “successful” meeting were present? It will keep them focused on the main thing.

Participation of every board member in the activities of the board builds cohesiveness and trust. The church board is a ministry team and the board requires all of their collaborative wisdom, skill and loyalty in order to advance the mission and keep the trust placed in it by the congregation. Ensuring that the annual board retreat occurs, that there are informal occasions for board relationships to develop, and that board members share something of their personal testimony so that other board members get insight into their spiritual journey can be important means to encourage participation.

Planning ahead requires the board to be discussing what the future holds and how the mission of the congregation can be achieved given the trends that are developing. At least once a year as chair you should ask the board members what must they learn more about in the next twelve months that will help them fulfill their responsibility well. What risks are emerging that the board should address? What policies or bylaws or processes need to be reviewed? What programs should be evaluated?

Prayer has to envelop the entire board meeting. A church board’s work is spiritual work, it is worshipful work, it is ministry. We know as Christians that all ministry has to be supported with prayer. As chair you need to model this and encourage each board member to be placing the board, its members and its work high on their personal prayer agendas. Dale Dauten says that “a meeting moves at the speed of the slowest mind in the room. (In other words, all but one participant will be bored, all but one mind underused.)” I would modify this in the context of a church board and suggest that the work of a church board “moves at the speed of prayer.” Where board members are “prayed up” for meetings and spiritually engaged with the ministry responsibility they carry, board meetings will be motivating, effective, and tuned into the future.

Board meetings are your meetings. They do not have to be excessively long, poorly led, or ill-prepared. As chair you have a choice and you have a responsibility to steward the board’s time, capacity, and energy as effectively as possible. A website that you might find helpful include effectivemeetings.com.

One tool that facilitates a good board meeting is the Decision Profile. It is a one (or at the most two) page summary of a decision that a board needs to make. While it can take various forms, the one I am familiar with has five sections:

1.Decision Required (concise statement of the issue and the board’s mandate regarding this issue)

2.Strategic Relevance of Issue (concise description of the relationship of this issue to the mission and vision and why now)

3.Background (very brief outline of the process to this point)

4.Alternatives Considered (two or three possible directions that the board might take, worded in the form of possible motions. Perhaps each might have very concise, perhaps in note form, key pros and cons)

5.Recommendation (what the person or group is in fact recommending given the information available)

The board should have a very clear understanding that a  Decision Profile does not direct the board in any way. It is only designed to be a helpful summary of very pertinent information to assist the board in reaching a good decision. The person or group who is presenting the issue should be tasked to developing the decision profile. Presenting key decisions in this way enables the board to make good use of its time and wisdom.

77. What does it mean to “chair” a church board?

Published by Dr. Larry Perkins on May 23, 2011 in Board, Board Chair, Board Governance, Board Member and Senior Pastor. Closed Tags: , .

So what does a chair of a board do? Seems like a simple question. Of course, through the last 76 articles I have been talking about this role and thinking with you about its many different aspects. But when you strip it down to its fundamentals, what is a board chair supposed to do?

But we have to refine the question further because we are interested particularly in the role of a church board chair. The location of a board within the life of a congregation does give s specific shape to the chair’s role.

And then, once we have clarity about what a church board chair does, then we can think about the qualifications a person needs to serve in such a capacity.

1. Oversees the organization and operations of a church board. This includes the orientation of new board members, overseeing board evaluation(s), pushing for improvement in board operations, establishing agendas, internal board communication, conflict  resolution within the board, celebrating completion of board members’ terms, board education initiatives, evaluation of the lead pastor, establishment and operation of board committees, board discipline, etc. In short the chair facilitates the ability of the board to achieve its goals and fulfill all of its responsibilities. Within the context of the church board this oversight includes nurturing the spiritual health of the board and attending to its role as a ministry team in the congregation.

2. Leads the church board meetings. About four weeks before a board meeting the chair begins working with the lead pastor to develop the agenda for that meeting. Successful meetings occur because of the work that is done by the chair prior to the meeting, as well as good facilitation within that meeting. The convenes the meeting, ensures there is a quorum, welcomes the members, organizes the initial worship session, ensures that the board members have all necessary information, keeps the meeting in good order and on time, ensures that decisions are recorded accurately, informs the members of upcoming meetings and events related to the board, and encourages the board members in their ministry. Along the way he or she involves every member in discussions and chairs in a way that enables each member’s voice to be heard. When discussions become overly exuberant, the chair has to exercise wisdom and tact to maintain order.

3. Represents  and advocates for the congregation in the larger community. The chair of the church board has an official role to represent the church as agency within the civic community. Of course, this responsibility is often shared with the lead pastor. However, the chair is one of the legal representatives of the agency and so in legal contexts the chair is the one who represents the congregation. But there is a larger role of advocacy in the civic community that a chair can provide, whether this relates to social issues, religious perspective, business relations, or interaction with political representatives. Building and sustaining good relationships is an important part of developing the reputation of the church in the community. Above the chair advocates for the mission of the congregation and seeks to keep this at the very heart of all board operations.

4. Communicates the board’s perspective to the lead pastor and the congregation. It is normally the case that the lead pastor is part of the board, either as a formal voting member or ex officio. So normally he is fully aware of the decisions made by the board because he is participating in them. However, when it comes to employment issues (i.e. salary, evaluation, study leave, etc.), the lead pastor is in a conflict of interest and cannot participate in the board’s deliberations about those matters. So decisions taken in such situations will be communicated to the lead pastor by the board chair. Official correspondence from the board may also need to have the chair’s signature on behalf of the board. In the annual general meeting normally the board chair presents the board’s report and any special recommendations that the board is presenting to the congregation for their consideration. Usually communications will be of a formal nature because the chair must be careful to present the specific voice of the board. However, at times informal conversations will be necessary and helpful to keep board operations well-oiled.

5. Ensure that the board is operating legally and ethically. In order to preserve the congregation’s reputation and witness in the community and strengthen trust with the congregation, the chair keeps the board alive to its legal and ethical responsibilities. In a certain sense this is good risk management, because it prevents issues of liability from occurring. The chair should ensure on behalf of the board that appropriate officers and directors liability insurance is purchased and kept current. Finances should be audited or at least reviewed annually in order to prevent misappropriation of funds. Trust is good, but it flourishes when bolstered by appropriate testing. Employees should be treated fairly both in legal and ethical terms.

How a chair manages these responsibilities will very depending upon whether he or she is leading a working board, a management board or a policy board. As well, the stature and position of the lead pastor may mean that some of these responsibilities are handled under his jurisdiction or in close collaboration with him. As well, a good board secretary can help the chair manage these responsibilities.

From the standpoint of a church board chair these responsibilities are framed by one’s commitment to Jesus and the expectation that the Holy Spirit will guide and empower such leadership.

 

76. The Board Chair and a Long-Term View of Governance.

Published by Dr. Larry Perkins on May 16, 2011 in Board, Board Chair, Board Governance, Board Member and Senior Pastor. Closed Tags: , .

While many who participate in church boards think that their role is to make sure the present congregational operations are sustained, in my view the more significant and critical work of a church board has to do with the future. Whether one talks about ‘transformative governance’ or ‘good faith governance’ or ‘policy governance,’ the focus ultimately comes to rest on how the board will govern into the future. The board’s perspective has to be long term and cannot become totally preoccupied with managing the present, no matter how pressing or urgent present matters might seem to be. Like a person rowing a boat, once you lose sight of your destination, you are liable to row in circles. Although a board chair is not the only one in the boat, he or she is like the coxswain, calling the beat and managing the rudder to keep the entire board ministry team rowing directly to the target.

What factors contribute to a future, generative stance as a chair and board person?

Leadership culture:  as church board chair you are one person, but you have relationships with other primary leaders in the congregation. If as many argue leadership primarily is the expression of influence, then you are in a position to shape and affect the leadership culture of your church. Much of this influence will occur through example or informal conversations. However, you influence the ethos of the church board directly as you facilitate meetings, prepare agendas, interact with the lead pastor, and discern educational focuses for the board. As debate on various issues ensues, you can direct board members’ attention to the mission, values and vision that should shape each decision, i.e. the future. You shape the developing leadership culture of the congregation intentionally or unintentionally. The choice is yours.

Reputation for integrity: as chair you know that the decisions of today shape the congregation of tomorrow. When poor decisions are made for the wrong reasons, this creates a significant threat for the future, and destroys the board’s integrity. The accumulated impact  of various poor decisions will sap the spiritual energy of the congregation and seriously erode confidence in the congregational leadership. It is better, once your discover the board made an inappropriate or ill-advised decision, to regroup, re-think, and if necessary change direction. Humility is better than perpetuated foolishness. While a board chair does not carry all the responsibility for maintaining board integrity, he or she should act as a bell weather for the board in such matters or should ensure that some one in the board is paying close attention to such matters. If you try to build for the future using shoddy material, you know eventually the steep price that will be paid.

Successful governance depends on the skill, dedication and integrity of leaders: future potential and  vision will only be realized if leaders act today with integrity and employ their skill and spiritual wisdom to advance the church’s mission boldly. The generative work of a board does not happen just because people show up to a meeting. Without every board member working hard to come prepared and aware and filled with prayer-shaped expectation, then the opportunities the board has to advance that mission will often be wasted. The chair by example, verbal encouragement, personal prayer, and skillful leadership enables the board both to realize the trust they carry and have the courage to embrace it vigorously and in a sustained way.

Attention to the small stuff:  we are often told “don’t sweat the small stuff” and there is wisdom in that. However, when leaders neglect to do the small things well, it’s like throwing sand into a gearbox. The gears grind, but what a racket — and the damage may fatal. Board’s get distracted rather easily and often it is the small things, such as late agendas, poor reports, lack of follow through, etc. that prevents a board from working to its potential. Much of the responsibility to ensure that the small stuff is being attended to competently falls on the shoulders of the chair. Sometimes the chair can be assisted by a well-organized board secretary in managing these matters, if the chair does not consider himself or herself particularly task-oriented in these matters.

Strategy and Risk oversight: do you as board chair know clearly where your congregation is headed strategically? Are you aware of any pending risks to the accomplishment of the congregation’s mission? Although omniscience is not a required trait for a board chair, discernment and wisdom are and nowhere are these gifts and abilities more needed than in defining actions needed by the board to help the congregation achieve its mission. And as this is being done, the chair will also be encouraging the board members to define the risks and take necessary steps to mitigate such risks and. There will be no movement towards the future without strategic discernment and boldness to risk.

Continuous learning: the ability to facilitate church board operations that are future-oriented requires a chair to be involved in continuing self-education about the church, its community, and the nature of governance within the Canadian (or American or other) reality. This can be done informally or formally. The congregation does not exist in a vacuum and a board cannot exercise appropriate and responsible governance if it governs as if it existed in a bubble, immune from any external realities. Our understanding of church life changes, the way people think about and respond to leadership alters over time,and the way congregations relate to the society is a dynamic reality. In all of this congregations grow — and decline. Leaders come and go. Being a student of the church, of board governance, of spiritual leadership, and of team dynamics can equip you to exercise adaptive leadership. Walking with God in and through all of this is itself a life-altering experience.

Adaptive change: no matter the size of the congregation, the ethos of the church board, or your own situation, over the longer term things change. As chair you bear a significant part of the responsibility in the board to help the member become aware of the need for change and discern how that change should be shaped and managed. It is not a question where change will be needed, but when. Sustaining the essence of the mission agency while concurrently re-shaping its vision and the implementation of that vision to achieve mission forms a significant part of a chair’s competency.

Prudence requires a board chair to embrace a long-term view of governance. Equipping and disciplining oneself to provide such leadership for a church board is part of the kingdom commitment we make when we assume such a role.

A concluding observation. Within the context of a Christian worldview our service for God as a leader in his church arises from both the creation and redemptive mandate. From the standpoint of the creation mandate we are to steward and care for the created order under God’s authority. From the perspective of a church board I would suggest this relates to good management of the personnel and other resources God has provided so that people in our employ flourish and the resources of the congregation are administered in ways that are environmentally responsible and contributing to the “shalom” of society in general. In terms of the redemptive mandate church board’s govern with a view the Messiah’s mission of worldwide disciple-making and that this entails. These fundamental mindsets guide a church board so that it knows how to govern with a view to the future.

75.“’Thinking Institutionally’ – the Mindset of a Board Chair”

Published by Dr. Larry Perkins on May 9, 2011 in Board, Board Chair, Board Governance, Board Member and Senior Pastor. Closed Tags: , , , .

Hugo Heclo in a recent book entitled On Thinking Institutionally (published by Paradigm Publishers, 2008) challenges the current primary focus on the self as the sole determiner of value and meaning. He explains and argues for the value of “institutions” such as the legal system, health services, education, government, family and marriage, and philanthropy. “They can be “enabling constraints that make it possible for us to live out and further develop our humanity”(43). Human beings as moral agents have to consider “what it is to think as moral agents within a framework of institutional values”(79).

He argues that “thinking institutionally” requires the following mindset:

i.                    to “be committed to the ends for which the organization occurs rather than to an organization as such”(90). The mission and values of the institution require the loyalty of those involved, not necessarily its current forms and functions;

ii.                  to live and act “mindful in certain ways, exercising a particular form of attentiveness to meaning in the world”(97).  Decisions and actions reflect the organizations vision and values, accumulating to habitual responses demonstrating a certain kind of intelligence;

iii.                to be “in a position primarily of receiving rather than of inventing or creating”(98). There is a sense of rootedness  in the legacy received that has shaped the institution. An indebtedness to carry forward the vision and values in “faithful reception” shapes the consciousness of this involved;

iv.                 to embrace “value diffusion as well as infusion. Institutions diffuse values by connecting a person to something that goes beyond the self-life”(102).  People personally are shaped by these values and the life of the organization in turn more or less incarnates those values;

v.                   to attend to precedent and “to stretch your time horizon backward and forward so that the shadows from both past and future lengthen into the present”(109). We work with what belongs “to predecessors and successors”(110), guided by a deep sense of stewardship.

Sometimes leaders in the church shy away from regarding it as an institution because many voices urge us to see it only as family or community. The word ‘institution’ breathes hierarchy, authority, bureaucracy, and rigidity.  However, if we apply Helco’s definition of institution to the church, we can agree that the church does constitute “enabling constraints that make it possible for us to live out and further develop our humanity.” Of course, it is more than this, embodying as it does the mission and values of the Messiah himself. However, it demonstrates institutional traits and so it is important for its leaders to be able to “think institutionally” about the church.

The board chair is one of those leaders.  What might be some of the implications of “thinking institutionally” about the church as Heclo would enjoin? I would suggest the following:

i.                    the current shape of the church as institution is only an imperfect representation of its vision and values as defined by the Holy Spirit in Scripture. While there may be culturally conditioned reasons for doing certain things certain ways in a particular church setting, a board chair must be able to think more fundamentally, i.e. to be asking how the vision and values embraced by the congregation can best be expressed in policies, systems, programs, facilities, use of resources, etc. The means are important, but not as important as the ends. For example, the fact that your board has never required an annual evaluation of the lead pastor does not mean it should be implemented. The more important question is whether such an evaluation will enable the board to achieve the ends or goals that the congregation has established. If the board does not require this, will it be delinquent in its stewardship of the congregation’s resources and leading towards vision fulfillment?

ii.                  a church board chair has the responsibility to become so imbued with the church’s vision and values that he or she habitually guides the board in its decisions in ways that embed these values along with their corresponding vision in the fabric of the church. There is an exercise of spiritual intelligence that consistently shapes the church’s life as its leaders make decisions, inter-relate, and act. Not every proposal brought to a church board aligns with its mission or its vision or its values. The chair will help the board members to discern this and act accordingly.

iii.                 a church board chair realizes that he or she stewards a legacy, one created by predecessors and faithful stewardship requires attention be paid to this heritage. This does not mean that tradition rules, but rather that significant change occurs carefully and prayerfully, so that essence of the church continues even as its forms and functions ebb and flow. One practical application of this principle would be the realization that the vision and values of the church are more important than the particular desires of any particular individual or small group. As much as we desire in Christian organizations to be sensitive to the needs and desires of individuals, at the end of the day no one person is more important than the whole. As chair you model this principle in your leadership of the board.

iv.                 the life of a church board represents the continual diffusion and infusion of values. The board chair and the other board members are moral , kingdom agents acting individually and collectively to carry forward the congregational mission. The values of the church must diffuse through their deliberations and decisions and in turn infuse the life of the congregation. In this sense everything a church board does has spiritual implications because it reflects the values of the congregation.

v.                   a church board chair leads with a deep consciousness of time – both past and future, as well as present. Decisions must be made with consideration not just for present stakeholders, but for the congregation as it will be in five or ten years. Often this becomes evident when planning a new facility or renovating and expanding current facilities. The planning has to consider what the congregation will require in ten years, not in the next twelve months. This long term vision should be operating in the case of all major decisions.

Thinking institutionally forms a key part of a board chair’s perspective as he or she facilitates the church board’s work. It is a practiced set of habits that improves with attention to and thoughtful engagement in the mission of the church.

74. The Chair, the Board, and Disgruntled Members.

Published by Dr. Larry Perkins on May 1, 2011 in Board, Board Chair, Board Governance, Board Member and Senior Pastor. Closed Tags: , .

A group within the church has managed to elect to the church board a person whose singular agenda is to be ‘watchdog’ for that group’s special interest, namely controlling the lead pastor. How will you as chair help the board fulfill its trust to the entire congregation in such circumstances?

Or consider another scenario.  A board member who has served with distinction for many years for some reason recently has become agitated about the ‘direction’ the church is going. He has become obstructionist in his board dealings and at times quite confrontational in discussions with other board members. Can you as a board chair allow such behaviour to continue, knowing that it is affecting the ability of the board to fulfill its spiritual ministry?

Or maybe the board has decided to recommend to the congregation a statement that proposes to define the position of the church about a critical issue, e.g. an approach to evangelism. However, because the essence of the position has been shared informally at previous congregational meetings, the board is aware that a small, but vocal group in the church, people respected for their many years of service, does not like the proposal. Yet, after much prayer and deliberation the board still thinks the recommendation is appropriate and necessary. How can the board chair speak to this question at the upcoming congregational meeting so that this group, while not agreeing fully with the position, will nevertheless continue to be a part of the congregational family?

You probably have your own stories of disgruntled church or board members who have become particularly challenging for you in your leadership as board chair. What can you do to minimize such things from happening in the first place, and when they do occur, what approaches can you adopt to enable the board to continue its ministry and function with some degree of effectiveness. These are tough situations which tend to sap the spiritual energy and joy from the board’s ministry. Here again the leadership of the board chair potentially serves to sustain the health of the board and the congregation.

As you become aware of such situations, take each seriously and treat it respectfully. Sometimes individuals or groups desire to know that their concerns are being heard, even though the final position of the church board about the issue may give good reasons for not accepting their preferred outcome. As well, you may discern a perspective that the board has not considered and needs to evaluate. A church board does not have a monopoly on wisdom and God’s Spirit does guide all of his people.  Usually when you as chair show respect, it will be reciprocated.

Work hard to discern the key issue generating the misbehaviour or contrary position, but not getting distracted by the emotion with which it may be presented. People often feel very passionate about their causes and their emotions lead them to express things more graphically or forcefully then the issue warrants. This will require careful and intentional listening. Take time to restate the issue as you heard it so that you confirm that you have heard them correctly. Write it down so they know you have captured it accurately. I have found it helpful in such situations not to try and respond at that point but to say something such as, “Let will think about this for a few days and then respond. As well I will make sure that your concern is shared with the full board.” This gives time for me to calm my own emotions, prayerfully consider their concerns and prepare a thoughtful response.

Build on the credibility and trust you and the board have built through past leadership. If you and the board have led well or if the board has a history of functioning well together, then you have a legacy of trust and confidence upon which to build. If you deal well with minor issues that may be contentious, this also prepares groundwork and establishes process for resolving more significant questions. Conflict resolution is a learned skill, and the learning has to occur on the part of leaders and followers.

Communicate responsibly and always Christianly. As hard as it may be to control yourself, if you as board church in a board meeting or a church meeting lose your cool, then it will be very difficult for matters to move forward. In the case of a board member suggest that you meet him or her for coffee and try to understand as fully as possible what the problem or issue might be that is generating the unusual response. Explain carefully that the board needs to work in unity, but not unanimity and illustrate the difference. Let the person know that he or she does not need to speak angrily to or disrespectfully of other board members in order to express a viewpoint. Perhaps, if it is a board member, remind them of the code of conduct that the board has agreed to follow in their deliberations. If it is a procedural issue, then you might invite the board member to define it and proposed a change so that the board might debate the proposal on its merits. In a case where a group within the congregation is opposing the direction being recommended by the board, build into the formal, written proposal explanations that respond to their concerns (i.e. anticipated questions and answers) and give a rationale for not adopting their preferred plan. However, if the board is able to make some adjustments in the proposal so that is partially responsive to their concerns, this can be helpful in demonstrating their ideas are valued, were considered, and in some cases adopted.

Sooner or later matters will have to be resolved and sooner is usually better. When disagreements arise, often our instinctual response will be avoidance. Few people ‘enjoy’ conflict and the pathway to resolution can be risky and arduous. However, delay usually will not resolve the issue. Even if people become frustrated because they see no response to their concerns and therefore decide to leave your faith community, the issue is not resolved – it has only morphed into a different and often more complex one. Scripture encourages us to embrace differing ideas and viewpoints and also guides in how to sustain relationships with those whose ideas are at variance with our own. For example, Paul devotes considerable space in Romans 14-15 to such questions. Conflict per se is not evil, but often the motivations and emotions that get entangled in it create opportunity for sinful behaviour.  Often reaching out to such people and seeking reconciliation or resolution through informal means serves to demonstrate your concern for them, your desire to maintain their trust, and your determination to help the board make the best possible decisions.

Be prepared to take matters as far as necessary for resolution, so long as you are prepared to accept the consequences. For example, if the disgruntled board member does not adjust his or her behaviour, you may need to ask the board to censure the board member and even ask for his or her resignation. If a group in the church refuses to follow the leadership of the board and the majority of the congregation, then the board, on behalf of the congregation will need to address this. No matter what the size of your congregation, this is tough stuff and it requires you as board chair to help the board follow proper process, go the extra mile in seeking resolution, but in the end taking seriously its responsibility to advance the mission of the congregation. Ultimately the congregation will make the decision at the next election of the board members.

You won’t succeed all the time. No one bats a thousand in such matters. No matter how hard you work at such things, you will not reach suitable resolution with all parties. Accept it. At the end of the day you as chair have to be able publicly to demonstrate that the board have listened carefully, evaluated wisely, and for very good reasons reached a different decision and outcome than that desired by an individual in the board or a group in the congregation. If you as chair have led well in such instances, then how the individual or group responds is out of your hands. They are responsible to God for their behaviour.

It is in such situations that we prayer earnestly that God’s Spirit will enable us to possess and model the peaceable wisdom that has it source in God (James 3:17-18). As well, the principles expressed by Jesus in Matthew 18:15-35, by Paul in Galatians 2:1-10 and by Luke in Acts 15 provide spiritual guidance in the matter of conflict resolution.