Leading together
Each of you should look not only to your own interests, but also to the interests of others. Philippians 2:4
Decisions. Decisions
Has there ever been a time in leadership in church life like the period of the pandemic? Whether it was closing things down, opening them up, making necessary arrangements to do things differently, the need to take decisions came thick and fast and the onus to deliver on them quickly and with care was so important.
We discovered how fast we can move when circumstances require and that we are a lot more flexible than we have often imagined or given ourselves credit.
At some points decision making was made easier by the guidance issued by the Presbyterian Church in Ireland for all its congregations to follow, but even then it often had to be tailored to each church’s particular circumstances. Kirk sessions had to take a hands-on lead for every organisation and church activity. In many cases this involved a fresh engagement between eldership and other leaders in the work of the congregation.
Coming to decisions
When leadership decisions are going to impact any group of people they are never just taken, they are approached.We come to decisions and can do so in wise and healthy ways that have a greater likelihood of bringing people with us, or naïve and reckless ways that increase the possibility of misunderstanding, discontent and friction.
Coming to decisions in congregational life in a measured and coordinated way involves carefully considering all the angles, listening to different opinions, weighing the possible consequences of doing or not doing something and clearly communicating the outcome and how it has been reached. These are some of the skills that were either learned or honed as we navigated leadership during the pandemic. The challenge going forward is to harness from this period that was hard what we might continue to find helpful.
Layers of leadership
The particular circumstances of exercising leadership in a congregation is more complex and multi-layered than we might often imagine. There are formal leaders, those selected and elected to lead as ministers, elders and members of congregational committee. This group of leaders give oversight to congregational life as a whole or some specific areas of work. However, these leaders are not always directly involved in how decisions are delivered on the ground in organisations and congregational activities. It is important to recognise this gap between decision-making and delivery.
In some congregations, or particular areas of life or witness, this gap can be wider than in others. For example, it may be possible for a kirk session to be faced with a particular decision about youth ministry, but to have no one among their number directly involved in leading uniformed organisations or youth fellowship. Leaders of organisations are often a largely distinct group whose ministry needs to be carefully valued and whose opinion, when relevant, will be helpful to hear.
A further layer of leadership in a congregation might be best described as informal. Those who fall into this category usually play an essential part in getting anything done. They are the individuals particularly gifted with the softer skills of gathering people together, setting the tone and influencing the mood. Where would we be without them?
Living and working together as a congregation under pandemic conditions highlighted the importance of navigating these intersections between different levels of leadership to genuinely go forward together.
Rev David Thompson is Secretary of the Council for Congregational Life and Witness.