Previous Page

Responses (cont):

Pastor Bill McRay – Nashville, TN
These are two very good questions.  I think one of the primary responsibilities a pastor has is to be a pro-active developer of people, especially his staff.  A church staff is not just a group of employees getting paid to do a job.  They are believers, equipped with God given gifts and set into the church as it has pleased the Lord.  Both the believer and his gifts must be developed.  Our greatest example is Jesus.  He spent most of His time during His earthly ministry developing the men he had chosen to become the first leaders of the church.  He did not confine this activity to formal staff meetings. It was a lifestyle development process.  In other words He developed His staff by living life with them every day.  Their lifestyle was obviously lived under a different culture, but the principles of staff development are still the same today.  Jesus invested His life into His leaders for their benefit and blessing, but also expecting a return on His investment.  He received that return from eleven out of twelve of them.  Moral: Not everyone will submit themselves for development.  Nevertheless, I believe Jesus poured Himself into Judas every bit as much as He did Peter and the rest.  He ate with them, traveled with them, ministered with them, played with them and worked with them. They lived life deeply together.  Their development was Jesus' lifestyle ministry to them.  I believe every pastor should follow His example as each is graced to do so.


Pastor Bob Hoover – Decatur, IL
Must have a very clear understanding of job description at the time they are hired. I mean VERY CLEAR. Stops future problems.


Pastor Mark Garver – Madison, AL
As a Pastor, I think developing and caring for your staff is one of the most important parts of a growing church.  The more I can train them, both personally and by sending them to at least two seminars a year, the better equipped they are to help the church fulfill its vision.  I meet with them all once a week in a staff meeting so everyone can know what is happening.  I take time to talk to them individually, not just about church, but what is going on in their lives.  My wife and I also take them out to lunch occasionally with the same thing in mind to just see where they are in life and ministry.  We also pray together on a regular basis each Wednesday at noon.  I require everyone on my staff to come to corporate prayer, no exceptions.  The Lord told me that praying together was the quickest way for my staff to get my heart and for us to work as a group.  We also take a prayer trip every year.  My wife and I and the staff also go away once per year just to pray and dream together.  My objective is to keep my staff a long time; in order to do that, I love them, train them, pay them the best I can, give them as many benefits as I can, and I don’t overwork them.  They have a call, but they also have families and lives just like I do.


Pastor Loren Hirschy – Dubuque, IA
First, to care about them as a person. They are more than their production. They want your consideration as individuals, fathers, mothers, etc.  Secondly, a pastor has a picture within himself/herself of what that staff member’s area of ministry should look like and accomplish. The pastor needs to communicate that picture - however fragmented, partial, limited or expansive - to their staff member. The staff member wants to win, to know they are doing the right thing, and the organization needs to win, so the pastor must pass along to that staff member a clarifed vision of the "win" for their area (the pastor may need to work with their staff member(s) to clarify the "win" for each area).

Finally, staff members need affirmation - a lot of it. Brother Hagin once said, "If you don't hear anything, you know you're doing all right." I loved Brother Hagin, but I had to learn in my leadership to deliberately (especially with females) express affirmation. Again, people want to know they are doing the right thing. Affirmation from a pastor to their staff, delivers a power similar to that impartation ministered through a "father's blessing" - imparted confidence, identity, and raised self-esteem; and for the pastor/supervisor, more and better production from their staff member will be the reward.


Pastor Larry King – Santa Rosa, CA
I try to provide an atmosphere that I feel would be conducive to me if I was in their position.

I feel it is my responsibility to remove or overcome any excuse for failure.

I encourage them to think outside the box or be creative just as if it was their own business.

I try to demonstrate the loyalty and respect that I expect from them.

I insist on communicating until we both understand my interpretation of the vision.

Since it is my vision, I cannot assume anything.

I make it a point to know what is going on in their life as much as possible.

I watch for stress or weakness in their armor continually.

My door is always open to them.


Pastor Dean Hawk – Colorado Springs, CO
I take it very seriously.  My first responsibility is to make sure they are thriving in their walk with Christ and in their personal family relationships.  If either of those two areas are failing – I’m going to have a limping staff member.  Every Tuesday I take my pastoral staff to lunch to discuss those two issues.  Not church business.  We (myself included) talk about what we have been studying or learning in our devotional time, plus victories and challenges in our personal life and relationships.  I use these times as coaching moments by being transparent with my own life as well.

Then concerning the work environment, I believe a pastor needs to provide consistent vision, equipping, motivation, and correction.  Vision – sharing my heart as to the direction of the church in general and concerning their area of oversite.  “Here is what I would like to see . . . .”  I do not get into the details of what or how they should do it.  That’s what I pay them to do.  If I’m going to micromanage then I might as well do it myself.  Equipping – Giving them the finances, resources, training, and support for them to do their job.  Motivation – Encouragement spoken in a love language they value and appreciate.   Positive reinforcement – Too many times pastors believe the motivation is the paycheck.  People like to know beyond that if they are doing a good job.  Simple rewards of offering an extra day off after a weekend youth retreat or a simple email of appreciation can go a long way.  Correction – If I don’t communicate when there is an error or foul ball, my staff will never know they have done something I’m not pleased with.  Therefore they will continue in the behavior and it will continue to drive a wedge in our staff relationship and break unity on the team.

Next Page