I was hired as a youth pastor fresh out of college. Having never worked at a church, I had no idea how to plan curriculum for a year, structure a youth group meeting, calm the anxieties of parents as they let a 22 year old cart their kids around in an oversized van, create a budget, or even how to deliver a good message. My degree was in chemistry and my experience was building relationships with high schoolers through a parachurch organization. Needless to say, the church took a risk on me.
It was an ideal situation for me. The associate pastor, my supervisor, was a wonderful mentor who not only showed me the ropes, but every week asked with genuine curiosity how I was doing both in ministry and in life. The senior pastor was a gentle leader who allowed me to take risks, even encouraged them, as long as I learned from my mistakes. Within a year of me being at the church, he challenged me to preach on Sunday morning to the congregation because he saw something in me.
During the first couple of years at the church, the staff had an unbelievable amount of relational vitality. We had coffee together everyday at 10:00 a.m. Often, it ran well longer than 30 minutes as we talked about each other’s lives, what was happening in the church, around town, the latest movies and shows we were watching. The ministry staff had lunch together once a month and did more of the same. These times may not have been productive in the typical sense, but it created a culture on staff where we all knew we belonged and where we all cared for each other. It made work fun.
As I reflect on those first years of ministry, I’m convinced I grew because I trusted them. And I trusted them because I believed they truly cared for me.
And then it all changed.
Both the senior and associate pastor took positions with new organizations and churches. The church went through an anxious year-and-a-half search to find a new pastor. A new senior pastor was hired and a new culture began to emerge. Relationships were treated as secondary as doing ‘big things’ became the focus. Trust was replaced by micromanagement. Personal growth was given lip service while it became clear that organizational growth was what really mattered. Where I once felt comfortable, valued, and encouraged to grow, I began to feel stymied, managed (not in the good way), and replaceable.
The culture changed. As did my desire to remain. It wasn’t long before I offered my resignation.
Reflecting on the two experiences I had at that church, I’ve come to believe that good leadership pays attention to the culture of the organization. Unfortunately, culture is often overlooked in comparison to strategy. On the one hand, this is understandable. All organizations, including churches have a vision of where they are going and objectives to accomplish on the way to that vision. All of this requires strategy. Strategy is necessary. Good policy is important. Ambitious goals are commendable.
Mission matters. But so does culture.
Unfortunately, we may not consider the culture of the workplace because we assume that a strategic vision and a purposeful mission provide enough incentive to get the best out of our staff and volunteer leaders. And it may for a season. But there’s a saying that undermines this approach: “Culture eats strategy for breakfast.”
It isn’t enough to only pay attention to strategic goals and actions. Good leadership keeps its eye on the culture of the organization.
Good organizational culture prioritizes its people by ensuring that everyone has the opportunity to develop because it recognizes that organizational development depends on individual development. What made the experience of the first church culture I was a part of so wonderful was that, as a person and as pastor, I was given the opportunity to grow.
As you begin to think about the culture of your organization, here are a few questions to use as reflection prompts:
- How relationally connected are staff and leaders?
- Is there a lot of laughter even when discussing difficult topics?
- Do staff and leaders know how to give feedback?
- Is it safe for them to give feedback and critique?
- Are people taking risks and trying new things?
- Are people willing to take responsibility for mistakes, or do they try to hide or minimize them?
Creating a culture where everyone is valued, relational vitality is prioritized, and trust is cultivated will not only result in a healthier organization, but will also better serve the mission.
