There's a tension
between maximizing excellent performance and developing people. It applies to
every organization I know, including churches.
If you, as the
leader, decide to emphasize excellence, then it's easiest to do just do it all
yourself. Maybe you also find the few others who are as experienced as you and
have them do the parts you can't. This small group of highly skilled performers
can achieve high levels of excellence week after week. Mission accomplished.
But maximizing
excellence this way means that anyone outside this small group doesn't get to
practice anything new--they might make mistakes. In order to help people grow
fast, you have to let people step outside their comfort zone and allow some
risk of failure. You have to be willing to endure lower levels of excellence.
Almost every church
I know of has made a clear choice to value excellence over people development.
They measure their leadership by how excellence their services were and allowed
people development only up to the point where it couldn't threaten the excellence
of the service.
I'm more interested
in maximizing the growth of our people. I'm willing to look less impressive to
accelerate the development of our members. For example, anyone who wants to
sing or play an instrument can join our worship band any week--just show up to the
practice time before the service. Many of us are experienced musicians, but a
few have never played their instrument for others before. Could we make tighter
music if we picked only a few (the best ones, of course) and sent the others
home? Yes. But we'd be achieving maximum excellence at the expense of their
growth.
Having said all
that, the most mature approach is to live in the constant tension between both
excellence and people development--to not permanently choose one over the
other. Excellence and people development actually need each other. And this is
what we're working as a church right now--trying to raise our excellence a
little bit more without walking away from people development.
Some tensions aren't
meant to be permanently eliminated and mature living means managing them well
for the rest of your life.
What have you chosen
to emphasize in your organization? In your life? What has the impact of that
been?
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