Segmenting Church Leadership

How should the local church be governed? I can’t provide an adequate answer to a question that we’ve been divided on for two thousand years. But I do want to point out some benefits to a local church having a segmented leadership structure. The idea is to have multiple leadership boards rather than one “megaboard” that handles everything from replacing light bulbs to spiritual discipline. The model can have two, three, or more leadership boards, but is probably most effective with three – a lead board that handles purpose and direction, a board that focuses on resources (volunteers, budgets, and facilities) and a board that focuses on care of people.

Manageable Workloads

Megaboards never get anything done because they are trying to do to much. There isn’t enough time in the day for one group to do all that needs to be done to lead a church. By segmenting leadership, each board has a manageable workload. This allows the church to move forward because the leadership can accomplish things. It also lets the board members feel like they are doing something, which leads them to be more engaged.

Better Decisions

Because of their massive workloads, megaboards tend to be inefficient. Segmenting leadership optimizes board efficiency by narrowing the focus of the agenda. Since less things are being considered, they are given full attention. This leads to better decisions, and more of them. When people are asked to make many decisions in one sitting, they tend to make poorer decisions.

Gifted Leaders

The likelihood of a person being gifted to lead in spiritual oversight, administration, and care at the same time is fairly low. But on a megaboard, you have people who are gifted in one or two areas being asked to lead in all three. When you segment leadership you allow people to serve in their area of giftedness. And when people are serving in their area of giftedness they lead better.

Multiplying Leaders

With one board, leadership is limited to a select few. This can lead to an amalgamation of power among the board and a lack of new leaders being developed (as there is no need for them). By contrast, with segmented leadership leadership development becomes necessary as more leaders are needed. And the segmented boards naturally prohibit power plays by the few. The more leaders a church has the better off it will be, and those leaders all own the purpose and strategy of the church.

I think there are many benefits to segmenting leadership, but help me out – what potential issues might crop up with this model?


4 Obsessions of an Extra/Ordinary Pastor

I love Patrick Lencioni’s writing. His case study style fits my learning style, and he says simple, yet profound things. Randy Richards, one of my professors said “You know something is true when you hear it for the first time but think you’ve known it all along.” That is what Lencioni does. You are reading a new insight, but you could swear you knew it for years. The Four Obsessions of an Extraordinary Executive is like that.

But I find that pastors often have a hard time taking business insights and translating them to their realm. So here is my “church translation” of the Four Obsessions

1. Build and Maintain a Cohesive Leadership Team

The first obsession lead pastors must have is the obsession to build and maintain a cohesive leadership team. Obviously, this refers to the staff, but even more so to the leading board of the church. The pastor must have a Board that understands the vision and mission of the church and is sold out to making it a reality. To make this happen, the lead pastor must have a large part of (if not the only part of) choosing the members of the Board. Then, he has to take the time it takes to get them to the point where they trust each other and know each other personally. This might mean that some meetings are all about building the group and leave “mission critical” issues off the agenda. I recommend Larry Osbourne’s Sticky Teams as a guide to this area of your leadership.

2. Create Organizational Clarity

The second obsession of the lead pastor must be to create clarity about the church. This means that they do need to take the time to really seek God’s face on the mission of their church. Why is your church there as opposed to another? What is your church supposed to do that another could not? And how are you going to do it – what is your strategy? If the lead pastor is unsure of the purpose and strategy of the church, everyone else will be too. And a church with no direction is going to go nowhere fast.

3. Over-Communicate Organizational Clarity

Thirdly, the lead pastor must over-communicate that clarity to the church. You have to tell the leadership, the staff, the congregation, and maybe even the community what your church is about until you are blue in the face. This means carving out time on Sunday mornings. It means using email, newsletters, thank you notes in giving statements, the church sign, the business meeting, staff meeting, board meeting, and personal conversations. As Lencioni says, when your people make jokes about how much you talk about it, you are starting to talk about it enough. Talk about it often, and in multiple media.

4. Reinforce Organizational Clarity through Human Systems

Last, the lead pastor must reinforce the purpose and strategy of the church through all of the human systems. You must choose leaders based on it. You must choose volunteers based on it. You must decide what programs to have based on it. You must “fire” volunteers when they don’t own it. You must reward people publicly who are getting it. You must create your budget around it (if you don’t think that creating a church budget is a human system, you must not have done it before). Every place that you have a system that touches leadership, staff, volunteers, donors, or congregants, you have to alter the system to support your purpose and strategy.

In sum, a pastor’s role is not just to preach and teach. It is to lead the church. Leadership requires having a direction, knowing that direction, communicating that direction, and making that direction strategically correlated to everything about the church.

I think this is hard for a pastor in our church culture because it will require him to say no to a lot of things people want him to do. What do you think? Is this doable, or will it require a paradigm shift for a lot of churches?


Why Your Church Needs a Constitution

As we move into a new generation of churches, I hear more and more church planters and lay leaders questioning the idea of a church constitution.  Whatever their reasonings (a constitution is  old-fashioned, restrictive, or they just had a bad experience with one), they are wrong.  Every church needs a constitution, and here’s why:

It Cements Your Tax Status

In order to be tax-exempt and receive tax-deductible contributions, an organization must apply for and be recognized as a 501(c)3 organization.  Churches, however, are automatically considered tax exempt and are not required to apply for and obtain recognition of tax-exempt status from the IRS if they meet the 501(c)3 requirements.  Among these requirements is:

  • The organization must be organized and operated exclusively for religious, educational, scientific, or other charitable purposes.

Your church’s constitution is its organizing document.  It shows the IRS what purposes you are organized for.  The other requirements have to do with how your church acts, but for this first requirement, you need a constitution.  Without a constitution, there is no proof that your church meets the requirements of a tax-exempt organization.

It Guides Future Ministry

How do you choose what direction to take the church?  How do you know what opportunities to move forward on and which need to be left well enough alone?  Your church’s constitution is its guiding document.  Taking the time to draft a constitution makes your choices in the future easier, since you have already laid down guidelines for what things your church does and does not do.

It Settles Disputes

When (not if) disputes occur in your church, a well drafted constitution will often help solve things.  It will already have spelled out how the church is run (no more arguments about who makes what decisions), what the church’s statement of faith is (no more questions about what we believe on what), what the church’s values are (no more wondering how we do things), and what the church’s mission is (no more arguments on what we should be doing).  A good constitution will no get rid of all your problems, but it will put an end to many potential issues, allowing everyone to focus their arguments on other things.

I’m convinced that constitutions still have value to the church.  How have you seen them have value or get in the way in your church?

Starting Out


Welcome to ORG Church.

ORG Church is my canvas to put out my thoughts on Church Organization, including musings on Church Constitutions, Volunteer Management, Ministry Alignment, and Church Leadership.  I have a passion to equip the Church and hope that putting my ideas out there will further the Kingdom of God in small and big ways.  In addition, I will often review resources that I think will further the Kingdom.


Check back. There will be new content 2-3 times a week.

Speak up. This is a discussion, not an essay.

Spread the word. If ORG Church is helpful, let others know!

– In Christ,

Matt McClelland