Tag Archives: staff

Where were we? (more on church size)

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by Carol

Where were we?  Oh, yes.  We were looking at the impact of church size on volunteers.  We had just looked at the large and very large churches, but we didn’t look at the difference between them.

IS there a difference between large and very large churches when it comes to volunteers?  The size categories we’ve used are small (up to 100 in worship attendance), medium (101-350), large (351-750), very large (751-1800), mega (over 1800) and super (more on that in a later post).

So, what’s the difference when you go from 600 up to 1,500?  You are going to have a larger campus, more staff, more programs, more diversity in the congregation, higher quality in everything you do, and more distinction between skills of staff and volunteers.

If you ARE a volunteer, you are going to see these differences in the church.  But, honestly, you might not feel the difference in terms of how volunteers are led or organized.

Staff members and volunteers who lead volunteers, though, will find that it requires
**more intentional communication,
**more intentional recruiting, and
**more lead time for events.
By the time you get to 1,500 in worship, the staff members are learning from the mega churches — the tips, the tricks, and the systems.

For the volunteers, other things matter more than mere numbers.  A church in the midst of explosive growth (because of relocation, a new pastor, etc.) may not have all of the policies, programs, and systems in place yet.  The newly-large will look much different from a church that has been large for a decade.  A church that has been slowly succumbing to outdated leadership may be an unpleasant atmosphere for volunteers, even if it has all of the bells and whistles of the very large church.

Yes, there are differences between large churches and very large churches, but they aren’t as easy to spot  — which is probably why you don’t see many books and articles about their unique characteristics.  In fact, they often get lumped in together.  It could be that more people just means more of what you’ve been doing, rather than requiring anything distinctly different.

If you have some ideas about how volunteers are influenced by the unique features of large or very large churches, leave a comment.  Let’s explore this together!

3 Reasons for a Happy Dance

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Happy Danceby Carol

Between Medium and Mega lies the land of the Large Church and the Very Large Church.  For many church volunteers, this is the Land of the Happy Dance for at least three reasons:

1.  Volunteers leaders are needed and supported.  By the time you get to the mega church, many volunteer leadership positions have been taken over by pastoral staff, support staff, and even interns.  But the large church still relies on volunteers to lead volunteers.  These leaders often work closely with the support staff (ministry assistants and shared secretaries).  In fact, it is not unusual to see volunteer leaders hired onto the staff as the church grows to the next level.

2.  Volunteers can develop an area of interest.  Unlike the small church, where the jack-of-all-trades is crucial, the large and very large churches have room for specialists.  Musicians who aren’t professionals, for example, can shine in a variety of roles without feeling guilty that some other ministry of the church is struggling.  Volunteers gain experience and expertise, but they don’t have to be exclusively dedicated to a niche.

3.  Volunteers appreciate participating in programs that are done well.  Benefits come from having more people, the leadership of well-trained staff, and more resources (financial and otherwise).  The church doesn’t hesitate to foot the bill for training and workshops.  And the volunteers get positive feedback from church members who appreciate the quality of the music, children’s activities, teaching, interior décor, etc., etc.

Right Fit
Volunteers don’t always know what they are looking for, but they feel the difference when they find the right place to serve. Large and very large churches aren’t right for everyone, of course.  I always think about the question of whether you want to be a big fish in a little pond or a little fish in a big pond — assuming that being a big fish in a big pond isn’t one of your options.

So a few questions are in order:

Are you a jack-of-all-trades?
Are you a professional in some field and do you want to use that expertise in a volunteer capacity at church?
Do you like feeling that you have made a difference in whether a ministry will continue to function?
Do you put a high value on excellence above other things?
Are you more concerned with finding a place for everyone, even those with limited skills?

These are the trade-offs that volunteers consider, whether they think about them consciously or not.  It helps when the volunteers and their leaders are aware of what the trade-offs are.  In fact, they may even launch their happy dance!

The Twilight Zone Revisited: From Medium to Large

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by Carol

It’s interesting being in a medium-sized church that has a high proportion of members who have come from much larger churches.  I didn’t realize what was driving my expectations and those of other folks in the church until I started writing this post.

A Different Transition
A while back (see 10-30-2015 post, The Twilight Zone of Transition), we noted that volunteers make the difference going from small-sized church to medium. The transition from medium to large, though, can be uniquely difficult to maneuver. Members of the congregation, including volunteers, struggle to adjust their relationship to the lead pastor.  While members of the small church expect direct access to the pastor, members in the larger church understand that the pastor can’t do everything.  As the church adds paid pastoral staff, members look to the staff for matters within their areas of responsibility.

Half & Half in Medium
In our medium-sized church, I get the best (and worst) of both worlds!  Folks who have been with the church since it was small go directly to the pastor with their questions and concerns.  Folks who came from larger churches come to me, expecting me to know everything and expecting me to have the ability to make adjustments.  They are familiar with going to the staff member instead of the pastor.

As a volunteer myself, though, I am frequently out of the “staff” loop and can’t make the adjustments.  We are a medium church — so I got the title, but no office or day-to-day communication with the pastor.  (Let’s just say that I like the ministry, and I knew what I was getting into.)  Nevertheless, the expectation is there.

Armed with this new insight, I can revise my expectations.  We live in a fuzzy area, where some members will go to the pastor and some will go to the pastoral staff responsible for the program.  Neither way is wrong in the medium church.  But what about the large church?

Transition to Large
As the church continues to grow, members need to learn to look to the staff members instead of going to the lead pastor.  It is becoming an Acts 6 situation, protecting his time to lead the church and prepare sermons.  And, of course, the church will probably hire a paid staff member to take my position to the next level (1 Timothy 5:18).

Take-aways
We could say that communication becomes critical during this transition — which is true.  But even more, leaders and other volunteers need to be flexible and tolerant.  Medium churches can do things that won’t fly in the large church.  Until it is a large church (and everyone in the church thinks like large-church members), there will be differences of opinion of how things ought to be done.

If you want the medium church to become a large church, let people learn and grow into the structure.  If you want to be sure that your medium church will never become a large church, be rigid and intolerant, insisting that everything be done the way that the large churches do it.

Middling, but Not Mediocre, Part 2

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by Carol

Be careful when you describe something as “medium.”  The Big Thompson River in Colorado is sort of a medium river.  It flows steadily throughout the year, swollen with mountain runoff in the spring and showing its rocky foundations in the summer heat.  I remember the canyon as a tourist attraction, with its old-fashioned motels and comfortable little cabins along the banks.

But one Saturday evening in 1976, the river turned into the most deadly flood in Colorado history, killing 143 people and injuring 150 more.   (See http://content-static.coloradoan.com/news/thompson/)

We’ve said that volunteers in the medium church (101-350 attendance in worship) tend to be steady, tolerant, numerically challenged, good (or great), contented volunteers who make competent leaders.  Like the Big Thompson River, the medium church can be a peaceful destination for fishermen or unimaginable power (destructive or positive) ready to be unleashed.  What makes the difference?

Think about the relationship between volunteers and the church staff (the paid kind).  Two words come immediately to mind:  vision and equipping.

Vision
In Part 1, we mentioned that volunteers need to be challenged.  Volunteers can keep on doing whatever they’ve been doing, whether it’s good for the church or not.  The paid staff needs to have the time and theological training to explore what the congregation ought to be doing.  Then the pastor and staff need to communicate these things to the members.  It’s called vision casting, and it should happen in any size church.

Equipping
The other important thing that the pastor and staff need to do is to equip volunteers. This includes spiritual growth, training, and managing “stuff” for them.

In the medium-sized church, “stuff” is where it gets tricky.  As soon as you start adding staff members, the pastor and staff have the opportunity to communicate on a day to day basis and get things done while the volunteers are not around.  Some things that volunteers were doing (or not doing) are done by staff without the input or participation of volunteers.

Let’s give a simplistic example:

The pastor sees a certain staff member every day, so the pastor asks the staff member to check the supplies in the children’s area.  The staff member sees a large tub of broken crayons.  The staff member assumes that the volunteers are not making good use of their limited storage space, so she throws them away. The volunteers come in the next Sunday night to find that the crayons they had expected to melt down for an art project are gone.  Ouch.

“Stuff” can also be dates on the calendar, equipment in the rooms, decorations on the walls, and on and on.  In the small church, the pastor doesn’t have time to look at crayons.  In the large, staff-driven church, the staff manages the materials and a whole lot of other stuff.  Between the two extremes, though, the staff and volunteers have differing expectations.  Let’s just say that, without really good communication, volunteers can be blindsided and caught off-guard — with very unhappy results.  It’s just human.

The Big Thompson flood was caused by an unusual weather pattern over the canyon.  The flash flood caught up trees and boulders.  But it was much more deadly because the rising waters also picked up cars, propane tanks, cabins, and even entire bridges along the way as the water came down the narrow canyon.  Human stuff.

Bottom line:  Don’t let human “stuff” destroy the dedication of volunteers in the medium church.  Clear the debris and keep the channels of communication flowing freely.

Middling, but Not Mediocre, Part 1

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by Carol

Like the middle child, medium-sized churches often don’t get a lot of attention.  They don’t have the big, flashy programs of the mega church.  They don’t have the hand-to-mouth financial struggles of the small church.  They just go about their business on Sundays and throughout the week, doing their best to grow believers and share Christ in their communities.

So, what makes volunteers in the medium church (101-350 attendance in worship) different?

Steady
For one thing, these volunteers tend to be steady.  (Not all of them, of course, but more often than not.)  They know that people are counting on them, but they don’t have grandiose plans to wow the world.

Leaders
There are enough levels of leadership in a medium church for leaders to rise up and yet not be in over their heads.  It’s small enough that leadership flaws, when they exist, are not fatal.

Tolerant
Members in conflict, at least to a certain level, can co-exist under the same roof in the medium church.  On the Up side, people can simply avoid those with whom they disagree.  On the Down side, though, conflict may fester and remain unresolved.

Numerically Challenged
Where one or two volunteers could handle something in a small church, most projects or programs need more staffing (or funding) in a medium church.  It’s common for the medium church to take on more than its volunteer base can actually run.

Good / Great
Volunteers can be excellent, but they don’t have to be professionals — especially those with technical skills and in the area of worship arts.

Contented
In a medium church, volunteers can get locked into tradition.  Maybe it’s because the status quo is working, and there is no apparent reason to risk it.  But medium churches actually have more opportunities to experiment — they are neither a small rowboat that sinks easily nor an ocean liner that is difficult to turn.

In Part 2 on medium churches, we’ll look at the relationship between volunteers and staff (especially the pastor).  Volunteers in a medium church need challenges so that they don’t become mindless sheep.  The pastor and other staff members have a significant role to play in casting the vision and gathering resources for volunteers to fulfill their potential.  But that comes with a price that is often overlooked.

The Twilight Zone of Transition

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— by Carol

We’ve looked at volunteers in small churches.  Before we move on to medium-sized churches, let’s pause to look at volunteers in the transition zone.  More than any other transition, volunteers make the difference going from small to medium (or medium to small, but let’s not go there…).

For our purposes, the dividing line is an average attendance of 100 in worship each week.  Volunteers, though, can push this number higher or lower.  Experts point out that a small church is organized around family-type relationships, while a medium church is structured around programs.  Here, too, volunteers can change the picture.adult programs

Watch for some of these signals that tell you that numbers alone don’t tell the whole story:

  •  Volunteers who are strong leaders, helping to organize and direct other members.  They can lead programs — especially start-up programs.
  • Lack of strong leaders.  In some churches, the volunteers don’t get the leadership training or experience at work or in other community organizations.  The pastor has to be more involved in everything, which may lead to burnout or turnover.
  • Talented / skilled volunteers who pick up some of the roles (music, for example) that other churches hire part-time staff to fill.
  • Volunteers who “push back” against growth.  They prefer the close relationships of a small church, even though they may want the church to grow.

 

Try these keys to a successful transition from small to medium:

• Help volunteers to understand and buy in to the medium church structure (where relationships grow in small or medium-sized groups rather than across the entire congregation).

• Develop and use volunteers’ skills in positions that staff would otherwise fill.  (Caution: Don’t treat volunteers unfairly when you can and should be paying them for the time and skills they bring to the church.)

• Make training in Christian leadership skills an on-going, intentional process.

graphic of kids' church programs

It’s no wonder that experts can’t agree on the cut-off point between “small” and “medium” churches.  When you are counting noses, the noses of volunteers can make a world of difference.

Helping Church Volunteers to Thrive

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by Carol

Volunteers and church staff need to remind each other of the deep truths they believe and how that fuels their mission.  Simple enough.

But when holidays, special events, and the week-to-week routine roll around (= 24 / 7 / 365), that’s not as easy as it sounds.

Take Easter, for example.  (Side note:  If you let your events get hijacked by the so-called “Easter” bunny, you’re on your own, folks.)  Your church probably has extra services, more music, more sprucing up, more decorations (though not nearly what we do at Christmas), and more printed/electronic communication to the community.  All of these take a lot of additional time and creative effort.  And all of them can siphon off volunteer hours galore.

You would think that the extra emphasis on the Easter message would help volunteers and staff to appreciate Jesus’ suffering for our sin and His resurrection even more.  Many times, though, the appreciation stays on the surface.  Volunteers get tired and staff get burned out.  I’ve seen exhausted music directors turn cranky and crazy.

A quick prayer at the beginning or end of a rehearsal just doesn’t cut it.  A brief reminder doesn’t penetrate the veneer.  You have to be intentional about focusing minds and hearts on your purpose and where it fits within the overall mission.

It’s never too late to help church volunteers thrive, whether you are a leader or a co-worker.

Try these steps:

1.  Keep it healthy. 
Even Leonardo da Vinci had assistants.  No one needs to work around the clock. No one needs to lift and tote and build until they drop over.  No one even needs to shop ‘til they drop!  Provide healthy snacks, plenty of H2O, and adequate rest.  Recruit a big enough team — and let others help.  Pay attention to the health and safety of the people around you.  Worn out people can’t appreciate the meaning of ministry.

2.  Keep it happy. 
Laugh a lot and have fun.   Even the most serious projects and events should have moments when you enjoy each other’s company.  Yes, our efforts have eternal ramifications, but not every step has life-or-death consequences.  Tempers tend to flare when people get too tired or excessively serious.  Find ways to put a smile on your own face and the face of those around you.  Take your mission seriously, take yourself seriously, and take your joy seriously!

3.  Keep it holy. 
This may seem counter to #2, but it shouldn’t be.  Remember that you are with people who believe in the God who does not tolerate sin.  This is where you set limits on the things you do to provoke laugher or light heartedness.  This is where you take time to remind each other of the profound reasons that you are doing what you do.  This is where you remind yourself that members of God’s family are still growing — they need your patience, your example, and your wise counsel.  You shouldn’t have to think hard about how your activity ties to the reason you are doing it, but you may need to think ahead to communicate the reason.  Take more than a “moment” to think deeply and connect sincerely.  You will find that it is well worth the effort.

Spread the Load! Part 2 of 2

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by Kristi and Carol

What if …. Your usual volunteer pool is shrinking and your responsibilities are growing.

In part 1, we looked at the steps to evaluate your current situation:

TAKE A DEEP BREATH AND THINK: What is stressful to you or other leaders in your organization?

STOP FOR A SECOND AND LOOK CLOSELY: Are the job descriptions in your existing organizational structure up-to-date?

COMPARE REALITY TO WHAT IS ON PAPER: Although capable people are working hard, do their jobs match reality?

Now that you have identified the stress points and have a firm grasp on what your volunteers are actually trying to do, it is time to take action. Read on to see what “Org-C” did.

1. WE ADDED NEW FACES.

It looked like stay-at-home moms re-entering the workforce were depleting the pool of easily accessible volunteers. Older adult volunteers, though, had never previously been asked to take on this volunteer role. They were available to work on these tasks during the week and it gave them an excuse to get together with friends. Even better, they were excited to do something that they were good at.

2. WE ADDED NEW PLACES.

Although many moms couldn’t come during weekdays to do prep-work, some could work from home.

3. WE ADDED NEW POSITIONS.

It may seem counter-intuitive to increase the number of volunteer positions. To keep the supervisors focused on people (the volunteers they supervised), we created new job descriptions related to the computer work. These “extra” volunteers were designated to handle issues at the command center desk while the supervisors were in hallways and classrooms. They cross-trained in many areas and were able to help with tasks beyond the computers.

4. WE ADDED A NEW STATION.

A gathering point a few feet down the hallway became a new check-in station for supervision and dispatching of rotating substitutes. This took the congestion away from the main command center. Handling substitutes seemed to get in the way of the supervisors’ core job, and it could easily be done by volunteers with administrative talents. We sliced off those responsibilities and created a whole new volunteer position. Several volunteers were passionate to fill this role, as it was scheduled just for the first portion of the program day, and if they wanted to, they could finish and leave. In many instances, these volunteers stayed to pitch in and help with other needs that arose.

Spreading the load may seem like a lot more work at the beginning, but purposeful adjustments in this area will have multiple benefits. After new positions were created and the load was more evenly shared at Org-C, the supervisors were more successful in supervising volunteers. Prospective volunteers began observing an organization that was no longer frenetically out of control. Instead, they saw an organization they could successfully join. In case after case, the volunteers who came into the new positions eventually spread their efforts beyond their initial job descriptions. Because they felt fulfilled in the role that fit their key passions, many had enough energy to help in other areas — and had the motivation to do so because they had become loyal to the supervisors and to the program.

BOTTOM LINE: If you can’t recruit more of the volunteers you are looking for, start looking for different volunteers for different positions!

 

Spread the Load! Part 1 of 2

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by Kristi and Carol

What if …

Let’s say that you’re currently looking for a certain type of volunteer. What if you were never able to recruit more of that type? What if — despite your best efforts and most eloquent pleas — prospective volunteers stopped saying “yes” when you asked them to take a role in your organization?

IMG_5211 - cropped

 

 

 

 

 

A few years ago, I (Kristi) consulted with an organization we’ll call “Org-C” — “C” for chaos!!! Their leadership admitted that, to the general public, they appeared to be “running around with our heads cut off” or operating under “controlled chaos.” The challenge was to recruit more volunteers into an existing structure.

We evaluated the system and determined areas of high stress. By expanding the organizational structure, we took pressure off of them. As a result, they gradually came to a place of projecting a calm and efficient leadership presence, and new volunteers joined the team.

How can you do that?

TAKE A DEEP BREATH, AND THINK: What is stressful to you or other leaders in your organization?

In Org-C, it was easy to see the stress points. Three supervisors planned ahead. But on the program day, chaos ensued: regularly scheduled volunteers did not show up; last minute rotating subs did show up, but they hovered around the main command center desk, clogging up an already congested thoroughfare until they were sent to the right location; visitors showed up and needed to be assigned to classrooms; and invariably, some missing supplies would be needed from the back room.

STOP FOR A SECOND, AND LOOK CLOSELY: Are the job descriptions in your existing organizational structure up to date?

In Org-C’s past, when the 3 supervisors started serving, the organization was staffed with many stay-at-home moms. The moms volunteered during the week so that everything was ready. But like many organizations, Org-C felt the changes in society as women went back to work. Often “supplies” were one of the tasks that slipped through the cracks in preparation. The supervisors tried to pick up the slack on program day, in addition to data-entry in the new digital age, and making last-minute assignments for more substitutes in a growing ministry. None of these new responsibilities were in the job description.

COMPARE REALITY TO WHAT IS ON PAPER: Although capable people are working hard, do their jobs match reality?

Once everything was on paper, it didn’t take long to see that the 3 supervisors in Org-C were being stretched beyond their limits. Their main role was to supervise volunteers. With a smaller pool of volunteers, more technology, and an expanding organization, no one had quite understood how the work load of the 3 supervisors had become unmanageable.

The next step? Do something about it.

Come back for Part 2 to see what we tried.