Fixing a Toxic Team
Transforming the culture of a toxic team is hard work, and it begins with looking at the team’s behavioral norms.
The Congregational Consulting Group, organized in 2014 by former consultants of the Alban Institute, is a network of independent consultants. We publish PERSPECTIVES for Congregational Leaders—thoughts on topics of interest to leaders of congregations and other purpose-driven organizations. — Dan Hotchkiss, editor
Transforming the culture of a toxic team is hard work, and it begins with looking at the team’s behavioral norms.
I needed something like Will Strunk’s Elements of Style for spirituality—pithy rules like “use the active voice” or “omit needless words,” to reorient my life the way Strunk’s book has sharpened up my writing. Here’s what I came up with.
It’s not easy being a pastor, priest, or rabbi. People come to congregations bearing an incredible variety of hopes and aspirations. When reality falls short—as it inevitably does—the clergy leader often takes the fall. That process is almost always painful, even when it turns out to be a good thing for all concerned. A lot of clergy fail, but others manage to avoid the pitfalls and succeed despite the odds. A key to success is to remember that the congregation’s mission, not its minister, is the central issue.
Character trumps every other attribute of leadership—including skills, charisma, vision, motivation, and persistence.
Terminating a staff member is difficult under the best of circumstances. When the congregation gets reactive in response to the termination, leadership becomes especially tricky. Five guiding principles can help you navigate the turbulence than follows a dismissal.
Don’t automatically replace departing staff with another person doing exactly the same work. Use staff turnover as an opportunity to examine how those dollars might be better used in a different staff configuration.
“Shrink-Smart” communities have something to teach congregations about how to thrive where population is declining.