Leaders will often say that the people in their organization are its most important asset. Many probably believe this. As I have been thinking about the development of clergy leaders, I wonder if lay and denominational leaders believe this. Is there sufficient investment in retaining, developing, and maintain clergy leaders?
In his book The Systems Leader, Robert E. Siegel suggests that investing in staff should be a priority concern. Let’s look at his observations and apply them to our church and denominational settings.
First, Siegel observes that it is cheaper and easier to retrain that replace. He writes, “Studies show that it often costs less to reskill a current employee than to recruit, hire, and train a new one. According to the Society for Human Resource Management, finding and training a new employee can cost as much as six to nine months of their salary.”
This means reskilling existing personnel is not just the right thing to do, but often the most cost-effective strategy. When so many of our churches are finding it difficult to find effective leaders, this idea might be applied in a couple of ways. Denominations should invest in pastoral leaders who have struggled in present or past positions, providing opportunities for continuing education, skill development, mental health support, and coaching. As churches reevaluate staff priorities and restructure, the first strategy should be to identify those already on staff who might shift their responsibilities with additional training and support.
Second, investing in people boosts moral and discretionary effort. When an organization invests in retraining its professional leaders, it sends a powerful message. Siegel says, “Continuing education and upskilling are crucial for fostering loyalty, enthusiasm, and a productive workplace culture.” In any setting, including churches and denominations, offering the opportunity to hone and enhance one’s skills expresses support and acknowledges the importance of that person and their ministry.
Third, institutional knowledge is an invaluable asset. Prioritizing fresh ideas, new talent, and innovation is not only important but compulsory in today’s changing climate, but systems leaders understand the unique value of institutional knowledge—the insights, perspectives, and relationships that only come from experience. Leveraging these can be keys to solving present and future problems. Institutional knowledge in churches and denominations should be not feared but utilized.
If we really believe that people are important, let’s show it.
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