There is an old management axiom that goes, “What
gets counted gets done.” The idea behind
this is we are intentional about those things that we know are going to be
measured. With rare exceptions, nothing
worthwhile happens unless someone works to make it happen or chooses to become
its “champion.” This is true for
effective leadership teams as well.
The desire for an effective team begins with a
person. This is usually the pastor or
executive director of the organization but it may be a team member, a member of
the board, or a church member. If the
initiative does not come from the leader of the team, he or she must not only
buy into the concept but thoroughly embrace it.
The leader models the idea, nurtures its development, and intervenes to
assure its survival.
Although the leader does not give up his or her
leadership responsibility to the church or the organization, he or she will
have to leave ego at the door and adopt the roles of advocate, facilitator,
mentor, and coach. The leader is still
an essential part of the team because of the gifts that he or she brings to the
table but, Max DePree says in Leadership Jazz,
the leader becomes part of the
jazz ensemble rather than the conductor of the symphony.
the leader becomes part of the
jazz ensemble rather than the conductor of the symphony.
The most rewarding aspect of developing an
effective leadership team is that, if it is done well, then the team members
themselves will become its supporters and champions. As they see the value of being part of this
type of team, the team members will contribute to its success. They will come to appreciate the
opportunities for growth, service, and ministry such a team provides.
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