A Leader with Vision?

by Steve Roper

One of my recent projects has been to assist a denominational entity explore and form their own set of “Core Competencies for Ministry Supervision.” Both the need and the goal were reasonably straightforward. A healthy ministry organization that has multiple levels of supervision recognizes the ability to recruit and retain personnel is dependent upon their ability to make the work environment productive and eliminate toxicity within the work relationships. Supervisors stand at the forefront of this effort. In working toward this institutional goal, whether within a denomination, local church or non-profit, there is no component more deserving of attention than the quality of supervision that occurs.

As mentioned, the goal of our work together was straightforward. The conversations that led to accepted statements worthy of the name “Core Competencies,” and that would be willingly owned at all levels of the ministry, however, were both rich and sometimes difficult. It is sometimes awkward to explore areas of improvement without the perception that you are “complaining,” or “dissatisfied.” Those reflections, however, provided me with personal insights that on the surface should be obvious but too often are not.

For instance, one such reflection was around the core competency that stated: “A good ministry supervisor articulates a clear vision and direction for the ministry they lead.” That statement prompts the question: “What does it mean to have vision?” Too often, within institutions (including churches) we assume that vision requires the ability to tell others what they must do. We, the leader or supervisor, have the vision. We communicate our vision. Others adopt our vision. Could it be possible that vision is much more fluid, open-ended and requires greater corporate ownership? Vision can also be about nurturing and inspiring, within others, the possibilities of what could be if you become the best version of yourself as a ministry or organization. A good ministry supervisor, then, must constantly be exploring ways to elevate those they supervise and invite them into a greater sense of ownership over goals, tasks and process. The “vision” communicated by the supervisor should help the employee or volunteer discover clarity about their place within the work. The best supervision gives life to the institution because it gives life to the employee or volunteer. If your perception of supervisory vision is only evaluated in terms of objectives accomplished, then there are greater levels of both vision and supervision yet to explore. The cutting edge of your development as an institution may be enhanced by focused attention to improving your supervision and re-thinking the vision you communicate.

Pinnacle has the resources to help your church or organization explore this aspect of what you do. One of our coaches or consultants might provide the “fresh eyes,” you need to take your next, best steps in fulfilling your mission.