Parade-Waving in Church Ministry–Effective Use of Time?

You know the parade wave? The beauty queen or grand marshal waves to the cheering crowd, and then the crowd waves back. It’s the bystanders’ way to say “I’m here. I support you!”

I’m not a good parade waver. It probably has something to do with me waving at our homecoming queen in high school and her giving me a dirty look. But, I digress. It’s okay that I’m not the best parade-waver though, because I was told I don’t have to be…at least not all the time.

When I was in the interview process at the church I now serve, the Executive Pastor said to me, “In this role, you don’t have to wave at every parade.” I’d never heard that expression, and asked in confusion, “I know the church is big, but it has its own parades?”

Most church ministers are pretty good at waving at the (church) parades. It’s the signal to ministry groups and constituencies in your church that says, “I’m here. I notice you. I support you.” So for the purpose of this post, let’s use “parade” to mean programs, events, and experiences not related to you or in your charge, that people might want you present at to add your parade-wave.

Unlike me, many of you are quite adept at parade waving, and many times it’s a necessary skill to survive in church ministry. Why do we feel the need to show up and wave at these parades? At times, you do it simply out of responsibility. Maybe it’s political in nature — you expect something in return for your support of their parade. And sometimes, you show up and wave because someone reminds you that you’ve “never been to their parade.”

While parade waving may sometimes only be an obligatory or an insincere effort on your part, it can also be meaningful to both you and those you show up to support.

2 Drawbacks of waving at every parade

  1. The encore problem. Showing up once can give the sense you’ll repeat this or do it for every group’s parade. This leads to a tired minister who’s giving valuable time for a fly-by wave, when their time could be used for things more meaningful to their ministry work.
  2. Communicating everything of value needs a staff presence. Not everything of importance needs staff support. In fact, we probably mess things up. But if you consistently show up and wave, you may unintentionally communicate that a ministry’s parade is only valuable when a staff person shows.

2 Wins for waving at some parades

  1. You get to experience ministry you’re not directing. If you don’t have to be there, then that means when you do show up you can experience ministry without responsibility. You have the freedom to talk, encourage, and ask questions of those involved.
  2. Your presence can be fresh air. Especially when you choose to wave at parades a lot of people don’t know exist, such as those doing the thankless work of church ministry. The ones that get little to no “ad space” in the bulletin. A well-timed parade wave can provide encouragement for people to keep serving well.

Choosing when to wave and waving well when you do:

Manage expectations (truthfully)

Not showing up at someone’s parade is one thing. But not showing up after you’ve led them to believe you would… well, that’s no good. Yet it happens a lot among church leaders. It’s the insincere “Yes, I’ll probably be there.” If you’re not going to be there, tell them. If you need to consider the invitation, consider it, and then follow-up with them. If they’re expecting you to be there and you don’t show up, you’ve just rained on their parade. (See what I did there?)

Understand your purpose at the parade

When you’re not sure whether the parade is a worthy investment, ask what they expect. Many times these questions will give you clarity about attendance, and sometimes it’ll make the parade organizer realize it really isn’t important you be there.

Recently, I was asked to wave at a parade taking place on my scheduled day off from the office. I asked the parade-inviter a few questions: “Do you need me to do anything while I’m there?” “What would you hope I’d experience and understand because of my attendance?” This person had thoughtful answers, and as a result, I showed up.

But asking these questions often will help you and them realize your presence sometimes doesn’t matter. Other times, it shows that there may be a better-suited waver, and you can help arrange that.

Wave at their parade (from a distance)

There are times you can provide a similar parade presence encouragement without being there. A well-timed email prior to their parade encouraging them and letting them know you’ve prayed for their work, or that you’ve heard a buzz about their parade, can go a long way. Or post-parade, follow-up to see how it went –  or even better, provide a third party encouragement about what you heard took place (third party encouragement is the best and I’ve blogged on it previously).

Show up and wave well

Maybe it’s obligatory, or something you get paid to do. Or maybe you actually want to encourage and support. Regardless, when you choose to show up, show up fully. Take interest in the parade. Engage with other participants. Make sure your body language communicates you’re happy to support. If you’re going to give your time and presence, take advantage of the opportunity, and wave well.

Waving at every parade is too much for you (and them). Never waving at a parade is ministry-malpractice. But well-timed and sincere parade waving is meaningful ministry.

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Why Lateral Leadership Gets More Done

Privileged to have Kevin Spratt guest post (more about Kevin below post)

Many people limit leadership ability to positional authority. What do I mean about positional authority? Someone who has the ability to issue directives and enforce consequences if those directives aren’t followed is someone with positional authority. Typically, we think of our bosses as positional leaders but it can extend to someone like a parent, mentor or someone designated to give direction like a student ministry volunteer.

In both my personal and professional career I have been fascinated with the concept of leadership and discipleship. Wherever I have been I have had a desire to provide vision and guidance. I hunger to serve and to be placed in positions of responsibility. I have been graced to serve in all types of roles as a director/leader, but also as a servant/volunteer/detail person. I have served in organizations of 50 and 5,000. What I have observed over the years is that the majority of leadership doesn’t happen via directives from bosses but laterally when co-workers or volunteers come together for a common purpose. More work is done laterally in any given organization than is done directionally.

The most successful contributors in an organization will understand how to lead laterally because they understand the value of working together and that more can be accomplished faster when everyone works together. This is a lesson not just for the worker/volunteer but also for the leader because everyone has to lead laterally. In every organization there is someone you report to and someone you work with. Even as a manager or ministry director there are peers you have to work with to accomplish common goals.

I have observed 4 common traits of effective lateral leaders:

1 – Relationship Driven – Lateral Leaders understand the value of relationships. That because they need others to get work done they must maintain great working relationships with the people they regularly encounter in their work. There is a certain economy to these relationships. I wrote about this economy over at LifeWay Leadership.

2 – Humble – Lateral Leaders understand that their gifts are no more significant than the gifts of those they serve with. They understand that each person they serve with plays an equal role in completing the task.

3 – Servant – They see the needs of others before their own needs. Lateral Leaders understand that in order for them to be most effective they must also consider the needs of others first. If everything has to work together their needs must no supersede the needs of others.

4 – Reliable – A lateral leader is the most prepared person on the team. They have answers to questions before they are asked, they are always on time, and are completely trustworthy.

A lateral leader understands that they are most effective when they are able to work with others. The key to lateral leadership is serving those around you.

Many thanks for guest blogger Kevin Spratt. Kevin serves on the Lifeway Leadership team where he influences thousands of church and lay leaders around the world with quality leadership content. You can follow Kevin on Twitter and learn more about Kevin here.

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Good and Bad Reasons Not to Tackle Problems

If you’re a leader, you see problems. Many times you’ll see them before others do. But what if as you see these problems, and you choose not to engage them?

When a leader chooses not to engage a problem in their area of influence, I can think of at least two reasons for making that decision – one is good, healthy, and exemplifies excellent leadership – the other is bad, unhealthy, and indicates you may be done with leadership.

The healthy reason:

Solving the problem in question won’t help your church or organization get further down the road. It’s a problem, but it’s not the problem. You know that with or without your input, the problem won’t last or be prohibitive to fulfilling your mission.

You’re conserving energy, by choosing the important over the urgent

You’re staying in the lane only you can run in. You know there are better-equipped people to solve that particular problem.

When you’re evaluating problems this way, you’re exemplifying excellent leadership.

When I’m tempted to engage problems that aren’t mission-critical, it’s usually for a couple reasons:

I want a win. When I can successfully solve small problems, it feels like “winning.” It makes me feel better, and in control. It also makes me feel useful to others, and my worth is validated. Yet, we know this isn’t good leadership.

I don’t bill my hours like an attorney – nor do I deserve that kind of money. But one thing I’ve done, is I’ve figured out my hourly rate. Now that I know it, I use it this way—

When there’s a problem to be solved or a question to be researched and answered, I run it through this filter: Is this the kind of issue the church had in mind for me solving when it selected my hourly wage?

After I’ve done this, out of pure stewardship of the church’s money, I back away and disengage from many problem-solving activities. For example, last week, I was asked to approve a paint color variance in our office color scheme. It won’t impact my personal office space, and I’m not an interior designer. I began to consider the question and was tempted to ask a lot of questions and give my decision. But when I placed that filter on the decision, I realized it wasn’t my problem to solve and it wasn’t good stewardship of the church’s money for me to pursue it further. Instead, I said, “Whatever you all decide is fine.”

I think disengaging from these kinds of problems is healthy. But there’s also an unhealthy reason for disengaging from problems.

The unhealthy reason:

You see a problem, but have no desire or energy to engage it.

When you see problems hurting your mission yet can’t muster up the energy to begin solving it, it could be a sign of something unhealthy, and needs to be addressed – not only for your sake, but also for the sake of those you serve and lead. A filter for discerning the ambivalence factor: If one 1, 3, or 5 years ago you saw the same problem, would you’ve jumped in without hesitation?

If so, your lack of energy and willingness to engage could be a sign of unhealthiness (but not always). In April’s monthly podcast with Andy Stanley, this idea was unpacked and attributed to the former Home Depot CEO, Frank Blake. In Blake’s case, he was seeing things that needed his attention at Home Depot, and yet, he didn’t want to wade into them. He found himself not engaging things needing his attention, and that reluctance caused him to ask questions about whether he needed to remain in his CEO position (he later chose to transition out of that role).

The people around you will catch on that you’re problem-avoiding. It’ll be like Maverick in the movie Top Gun when he wouldn’t re-engage in the dog fight (I always look for opportunities to point people to Top Gun) and people around him are screaming, “Engage, Maverick!” But even before others notice, it should begin with you noticing it with self-awareness and then self-governance. As a leader, you need to be aware if you’re mentally backing away from the work you’re supposed to be doing. If you’ve become ambivalent and lack energy for the work and the vision, you’re not necessarily wrong for feeling that way, but you’ll be wrong to not make changes.

Maybe a shift in the responsibilities will be enough, or you just need a two week vacation. Possibly, it could indicate the need for a more permanent change. What problems are you currently avoiding? What’s left unchecked on your task list or unread in your email? Is your avoidance intentional because those particular problems are a distraction from your most important work (healthy leadership)?

Or is it because you no longer have the moxie to wade into the hard issues and lead out of them?

If you’re avoiding problems, use these filters, and then make the courageous leadership decision.

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