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Keeping Leaders Aflame
How to prevent volunteer burnout.
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Josh was one of the most zealous workers we'd seen at church, but I realized he was three steps beyond "weary in well doing" when I read his letter: "My walk with the Lord is nonexistent. I've allowed the pressure of church work to crowd out time with God. Now it seems impossible to get back in touch with him. We've also gotten seriously into debt, and I've been trying to do "ministry" while working five part-time jobs. I'm short with my wife and kids, and we're having problems. I'd like to talk to you … " To keep volunteers from stagnation, frustration, and burnout, I'm learning from several pages in the Operations Manual. Ezekiel: think empatheticallyA friend dropped out of pastoring for awhile, taking a "normal" job. He later told me, "I have new respect for lay people. I can't possibly do everything I once asked of my workers." I've thought a lot about his words. He was learning, like Ezekiel, to sit where they sat (Ezek. 3:15). When we do, we gain respect for people's schedules, and we guard workers against overinvolvement. Last night, I grew wary while chatting with a new member, a hard-driving sales executive, thrilled with his new Christian life and eager to be involved. "I've signed up for drama ministry," he told me. "We practice on Wednesdays. I have Bible study on Thursday nights and church softball on Fridays. We're going to a Sunday school function on Saturday." "I don't expect you to be here every night of the week," I said. As far as I'm concerned, the unwritten motto of lay ministry should be: One Person, One Ministry. That may be unrealistic, but it gives us a goal and keeps us sensitive to demands on our workers. Nehemiah: create systemsYears ago, Jim, who was in charge of our buildings and grounds, planned a church workday. Several dozen people sacrificed extra sleep for thankless toil. But I was disappointed to find that Jim hadn't organized the activities. A hallway needed painting; there were no paint cans, brushes, or drop cloths. Floors needed mopping; one old mop and pail occupied the janitor's closet. Most of us stood around trying to look busy, thoroughly frustrated. And only two people showed up for the next workday—so I was told. Nehemiah went about it differently. He created systems. The projected wall was divided into manageable sections with clearly defined tasks. Some were stationed as watchmen, others as soldiers. Others provided food. Workers hauled off debris as it accumulated. Everyone understood his or her part, and the wall went up. Local churches are difficult places to create efficient systems, for they are volunteer organizations made up of people with varying levels of ability, maturity, and dedication. Several things have helped us create or maintain systems. Periodic retreats with staff or lay leaders are worth every penny. We get away to the mountains semiannually to look at our church ministries. We ask, "What systems must be in place, working effectively, to accomplish together what God wants us to do?" We develop organizational charts (a simpler task than it sounds, thanks to computer software). |             |
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