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
In “Staff Team Design for a New Era,” I wrote about the ideal staff team to meet your congregation’s future challenges. But let’s be frank: designing a new staffing structure is the easy part. The hard part comes when you realize you have the wrong player in a key position and you have to do something about that if you’re going build a better team.
Pastors can be in a tough spot—on the “losing” end of an evaluation process—whether they’re the evaluator or the employee. Unclear expectations and flawed accountability structures create stresses that can threaten any pastor’s ministry. Fortunately, the church can do better.
As the Covid era passes, employers and churches face some similar dilemmas. Employers struggle to decide how and whether to transition back to in-person work. Churches wonder whether they should try to bring everybody back into the sanctuary or accept remote worship as part of the new norm. Since going backwards is hardly ever successful, we need to benefit from one another’s thinking about how to move ahead.
Church staff approach the beginning of a program year with enthusiasm and energy, but as the year winds down, this often gives way to malaise and exhaustion. Staff rely on the summer months for revitalization before the cycle begins anew. This cycle of overwork, exhaustion and renewal has never been healthy, but during the pandemic, the summer hiatus has not offset months of overwork and stress. Many staff are running on empty—already burned out while the program year is still new.
It’s time to break the burnout cycle by instituting healthy, sustainable church workplace practices.
I still dread performance management, especially annual evaluation of staff. I’ve built a structure that makes evaluation conversations doable, but they still make me so anxious that I want to run away and hide. Recently, Frederick Buechner collided with Harvard Business Review in my morning brain, and I started to wonder about adding a new question to the evaluation process—Should we alter course?—that could draw me out of my anxiety into a richer and more meaningful evaluation conversation.
During the COVID-19 shutdown, we all learned a new term: the frontline worker. Since the spring of 2020, frontline workers have put their health and lives on the line working in industries critical to keeping our economy running. Healthcare workers, firefighters, and grocery store employees, among others, have to work outside their homes, at continual risk of exposure. While I had the luxury of staying safely at home in front of my computer, my spouse, who is a manager in the transportation industry, went in to work every day. Thankfully so far, none of his co-workers have contracted Covid on the job.
Staff who negotiated the first waves of the pandemic with resilience may be hitting the wall now. The relentless stress of this season is incapacitating some of our best employees. If you are a supervisor, you may wonder how to recognize and respond to traumatized members of your team. Five key practices will help you provide a trauma-informed workspace.
