5 Take-Aways for Churches
Open Leadership is a guidebook offering methods and techniques of how an organization can develop a relationship with the consumer, establish trust and gain their loyalty. If marketing is to be effective, a relationship with the organization and customer is required. “Without a relationship in place, the best marketing campaigns will fall on deaf ears, especially as people struggle to channel the real signal in the cacophony of today’s media clutter.”[1] Many of these strategies are relevant in creating a thriving church culture and emphasize the importance of developing an open relationship between the leaders and the congregation. Counting down from 5, I will address 5 key points applicable to church culture.
The Engagement Pyramid and the 5 steps of watching, sharing, commenting, producing and curating are reminiscent of how every church starts with “the visitor”. Throughout the church culture evolution, it appears we have become savvier on how to treat visitors. Like the pyramid suggests, they usually want to remain a watcher, so to identify them by having them stand to introduce themselves is counter-intuitive. I cringe thinking about how many times we have interrupted this natural flow by coercing the watcher to become a display item for everyone else to watch and scrutinize. Faces come to mind in my church who have evolved from a watcher to a curator where they are now an active part of the shared of church culture. Psychologists say, it takes about 2 years to really know someone so to expect someone to move directly to the curating stage in 2 months could be unsafe for the leader or the participant. It seems healthy and appropriate to allow the natural evolution process to take place so trust and an authentic relationship can be developed on both sides, ensuring a more safe and predictable experience.
When the author encouraged “…not to become overly focused on people at the highest, most engaged levels of the pyramid,”[2] and to refocus your efforts at the base of the pyramid in order to establish a good foundation, I immediately resisted the concept. Although there is valuable truth to this, I often see church leaders poorly focused on for care, trainings, accountability, and mentoring. An organization is only as good as its leaders and I often see church leaders suffering from alexithymia which has a dramatic impact on the base of the pyramid. As a body, we need to function as a living organism, sustaining and caring for each other while dispelling the myth that church leaders are the sole sustainers of the body.
The 4 major open objectives: learn, dialogue, support and innovate are valuable concepts for church culture. In order to develop open leadership, learning is an essential element to growing and evolving. As a therapist, it is required to have 36 Continuing Education Units, CEU’s, every two years or I lose my license. What if church leaders had to have CEU’s to retain their position or ordination so as to insure learning is occurring? Learning also happens beautifully through dialoging and fosters relationship with church members. Often, the communication seems to go one way- from the top down- and voicing a difference of opinion can be viewed as oppositional. Dialoging would establish equity and cultivate a culture of mutuality. Finally, encouraging creativity in church through expression of arts does much do develop church identity and provoke inspiration.[3] Fostering an ethos where innovative ideas can be expressed and applied needs to be intentional if a church wants to have open leadership.
3 minutes used wisely can do much to create efficiency in an organization. Often, we misuse leadership resources to field reoccurring questions that deter leaders from leading. “Indirect deflection”[4] can field commonly asked questions, conserve leadership resources, and give speedy service to the customer. One business was able to do an extensive indirect deflection plan that efficiently met the needs of the consumers in just 3 minutes. Saving valuable time for the church leaders and the parishioners is appreciated on both sides. Having practical information readily available on a website, social media, and answering machines alleviates frustration for the “watcher” and frees up the leaders to focus on leadership tasks and development.
The 2 main aspects of the Obama campaign: humbleness and respect. Really, this speaks for itself. It is profound and refreshing for politicians to have these core values and as their operating ideology in relating to their supporters and opponents. These leadership characteristics have been regularly reflected in past readings as the attributes of great leaders. I wonder if the general population would assign these two leadership characteristics to church leaders?
Finally, the number 1 key point so applicable to church leadership “is for everyone to understand that this is valued work—valued by the company and valued by the customer or employee.”[5] When we value what we do, others feel it and feel valued as well. Great leaders build valuable organizations because they teach others how valuable they are. This in turn, inspires them to produce valuable work. It would be an amazing feat for people to walk in to church feeling valuable and walk out inspired to produce something of value. Our world would be a more beautiful place.
Open leadership produces relationships, and this is the heart of our very relational, innovative God. He waits patiently as we move from watcher to active participant, and dialogs with us throughout the journey, supporting our every step. He moves in 3 seconds what would take us 3 years, yet He humbly respects our pace. Finally, He values the work He’s done in us and through us so much, He has made our hearts His home.
[1] Charlene Li, Open Leadership: How Social Technology Can Transform the Way You Lead, (San Francisco, CA: Jossey-Bass, 2010), Kindle, 1095-1096.
[3] William A. Dyrness, Visual Faith: Art, Theology, and Worship in Dialogue Engaging Culture, (Grand Rapids, MI: Baker Academic, 2001), 20-21.
[4] Charlene Li, Open Leadership, Kindle, 1616.
About the Author
Jennifer Dean-Hill
9 responses to “5 Take-Aways for Churches”
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Jen, another point you quoted above (“Without a relationship in place, the best marketing campaigns will fall on deaf ears, especially as people struggle to channel the real signal in the cacophony of today’s media clutter.”) fits in with your ‘key’ point – “When we value what we do, others feel it and feel valued as well.”
People must feel GENUINELY valued or they may see the “real signal in the cacophony” as phony. Only a good relationship, seasoned with time helps people see that it is real. They are not just another body taking up space and writing checks.
I really appreciate the psychological expertise you bring to the discussion. And your examples are so helpful. I think the way you are helping pastors and leaders understand these things is super! God bless you and Happy Thanksgiving.
Jenn, you make an excellent point: “As a body, we need to function as a living organism, sustaining and caring for each other while dispelling the myth that church leaders are the sole sustainers of the body.” I think that the thriving church communities are those who care for each other–I see this in families as well. Openness influenced by control, and failure is always a challenge. But openness influenced by relationship keep control and failure at bay. That is one reason I think Li’s thesis is so important for the church in particular. The ultimate reason for openness is relationship. Granted, in Li’s context, it is relationship to customers or organizational members. In the church, it is the community of faith. Even more important to focus on relationship. Thanks for your post!
Jenn, you make an excellent point:
“As a body, we need to function as a living organism, sustaining and caring for each other while dispelling the myth that church leaders are the sole sustainers of the body.”
I think that the thriving church communities are those who care for each other–I see this in families as well. Openness influenced by control, and failure is always a challenge. But openness influenced by relationship seems to keep control and the fear of failure at bay. That is one reason I think Li’s thesis is so important for the church in particular. The ultimate reason for openness is relationship. Granted, in Li’s context, it is relationship to customers or organizational members. In the church, it is the community of faith. Even more important to focus on relationship. Thanks for your post!
I really appreciate the way you have laid this out, Jen. I did have some pushback on one of your points, though. You mentioned, “When the author encouraged “…not to become overly focused on people at the highest, most engaged levels of the pyramid,”[2] and to refocus your efforts at the base of the pyramid in order to establish a good foundation, I immediately resisted the concept.”
I can see what you are saying, but I do think organizations must begin with leaders who are already at the “curating” stage, and focus on those who are in the watcher stage to build openness. This doesn’t mean we don’t keep developing our leaders, but openness for our public is crucial. I do love the idea of CEU’s for church leadership (I know some denominations require this). Let’s put this at the top of our leadership development list and include openness training in those CEUs!
Jen, the creative organization of your post this week was masterful. I especially appreciate the examples you shared on the 4 open objectives.
How wise it would be for us to require/encourage church leaders to maintain some regular form of continuing education/growth! We seem to expect so much professionally of our leaders, yet require so little (and even downplay) the value of their education.
Re: dialogue– open communication is essential for a healthy body of Christ; in fact, my coworker is currently finishing his draft on the deep communication that happens in conversation.
And yes, I am a huge advocate of integrating creative ideas into the life of the church. Nicely said, thanks.
Hi Jen, I love this statement
“Great leaders build valuable organizations because they teach others how valuable they are.”
This is great in theory as I learned as a manager. Many receive it and understand by responding positively. There are the few who respond to you negatively no matter what.
What do you do when the teaching doesn’t work?
I remember God saying to me “”I never promised you that they would do unto you as you have done unto them.”
“Open leadership produces relationships, and this is the heart of our very relational, innovative God.”
Open leadership requires transparency with a purpose and vulnerability. God desires the same thing from us. It is important for us to be open to innovative ways to connect and have true fellowship.
I love how you discussed Li from a psychological perspective. It is always great to see your insights.
Jen,
I Love the way you structured this post….. and
‘humility and respect’ sure seem like a long time ago, but I think – politics aside – the Obama campaigns, especially the first one where he was truly a surprise contender, show the power of this kind of narrative and technique…. as long as it is more than just a technique….. this only works, it is only effect and disruptive (in the positive, transformational sense) if it isn’t just a tag line or a tactic but a core ethos.
As leaders we can’t just say that we are humble and the we respect others…. We actually have to show it with how we lead and who we are.
“Open leadership produces relationships, and this is the heart of our very relational, innovative God. He waits patiently as we move from watcher to active participant, and dialogs with us throughout the journey, supporting our every step. He moves in 3 seconds what would take us 3 years, yet He humbly respects our pace. Finally, He values the work He’s done in us and through us so much, He has made our hearts His home.”
Jen, this is so well written. God is indeed the greatest networker of people. Great post!