Transforming Church

Today, in most 20th Century organizational model congregations, there are six to nine standing committees, whether they are active and functioning or not. For decades there has been more and more of a challenge to get people to serve on these committees. The typical response is, "I want to help, but please don't ask me to be on a committee." Many congregations have given up trying to keep one, a few, or even all of these committees active.

There are probably few congregations that do not desire change to some degree. The one thing you cannot do, however, is make a simple jump or transition from committees to teams. There are churches that mistakenly think the starting point is simply to rename their standing committees as teams. Please do not do that; you are digging a deeper hole. If you want a gentle transition rather than an aggressive makeover, begin teams gradually that identify with one standing committee or another.

At whatever point you begin teams, make sure those who make up a team have some perception of what a team is, and that you will be coaching them into a team identity along the way. The anatomy of a committee and a team presented here is to help you do that.

To see the comparison of Committee and Team side by side, download the attached word document here. Download file

Work as a Committee· A committee has a defined area of responsibility. If it is an on-going committee for the congregation, generally that description of responsibility is spelled out in the congregation’s bylaws or continuing resolutions.
· A committee's specified areas of responsibility translate into items on an agenda. That agenda requires the primary attention of the committee.
· It becomes obvious the committee must meet regularly to accomplish the tasks spelled out in its agenda. As a result committees generally meet on the same weekday and week of each month.
· The committee needs officers to efficiently run the committee’s meetings, minimally a chairperson and secretary for minute taking. Chairpersons are responsible for the agenda.
· Most committees pay attention to at least their perception of Robert's Rules of Order to conduct their meeting. Few committees fully understand that order but use the parts of it they feel they need.
· Committees approach their task from finding the best solutions to the problems or tasks laid before the committee.
· Committees gather to make decisions about the ministry. What is sought is a single view, presentation and method as the solution. Decisions are often shaped by the perception of what the congregation desires or wants.
· Since most committees are answerable to the Congregation Council, there is a member of the committee who is liaison to the Council and regularly reports to it.
· Many congregations elect or appoint councilmembers to each committee. This way they really keep an eye on the committee.
· Committees, as part of and by virtue of the very organizational structure of the congregation, have their primary focus on the membership of the congregation and only then on the parish area or community around the church.
· Goals set by the congregation, Council or a planning group determines the objectives of the committee. Strategic planning is shaped by those goals and objectives.
· Committee frustration begins to set in when they realize that they are meeting every month but are not gaining ground with solutions to the problems and tasks they need to accomplish.

Work as a Team·
· A team ideally has one area of ministry on which to focus. When that area of ministry has been accomplished often the team is dispersed. If that area of ministry is ongoing, so is the team. Too many responsibilities requires sub-teams or additional teams.
· The area of ministry adopted by the team takes shape as they go about the ministry. No one "assigned" them with predetermined single or multiple responsibilities.
· Even though strategy may begin "work as we meet," as purpose and direction become clear there is a shift to "meet as we work" or simply "carrying out the ministry." There is no need for teams ever to just "meet.".
· Teams do not need an appointed or entitled officer. All effective teams find they have a "key leader," generally the one having the greatest passion and vision for that ministry.
· Since teams don't "meet," they need no guidance to conduct meetings. All team members are seen as leaders, and at some stage of the ministry each will step forward and lead. Permission-giving is the key.
· Team members consult with each other as they go about their ministry as to how they can best grow disciples for Christ.
· Teams welcome multiple views, exposure and methods. They even welcome conflicting views knowing that as the team works to resolution it is the ministry that will benefit from additional perspectives.
· What teams do is answerable to the mission and vision given to the congregation by God. That is the focus of accountability for the team’s ministry.
· In transformed congregations, ministry is not managed by the Congregation Council. The Council is to manage instead the business affairs of the congregation.
· Teams, called to ministry by God and made up of persons with spiritual gifts for that ministry, have their primary focus on making disciples for Christ. The congregation is backup to the team but never the objective or primary focus.
· Since teams are called to ministry by God and not appointed or directed by the Congregation Council, goals, etc. are set by those closest to the ministry.
· Since team members are working within their passion and not wasting 80% of their time in meetings, burnout never becomes an issue. They clearly sense their call and role in the mission/vision.

Teams operate in an atmosphere of trust and permission-giving, knowing that unless what they intend to do fits into the mission and vision given the congregation by God, they DO NOT do it. Even though the trust and permission-giving is huge, because of the commitment to God's mission and vision, the congregation actually becomes a tighter ship. The accumulative effect in the congregation is one of being "all business," God's business. That's what it needs to be, because far too many congregations today spin their wheels with member desires, believing that's what it's all about, but gaining very little or nothing for Christ.

For further reading, see Building Trust in the Body of Christ, The Body of Christ as Ministry Team, and Building Effective Teams.