How does the growth of a church and its leadership team impact how its leadership team functions and what leaders should expect? Leaders who have been a part of a staff, whether paid or unpaid, that’s grown numerically, understand that growth changes certain aspects of the leadership team.
But how?
Well, Larry Osborne, in his book Sticky Teams, argues that there is a lot we can learn about understanding the changes that happen when growth occurs, by thinking about the changes an athlete has to make when he or she switches from playing one sport to another (63).
He writes, “Growth produces predictable changes in the way in the way leaders and leadership teams relate and carry out their functions, changes that are remarkably parallel to the changes an athlete must go through to transition from running track to playing golf, basketball, or football” (64).
How so?
The Track Star Phase – “Like the high jumper or sprinter, the solo pastor may work out with others, but he performs alone, often without fanfare or support and usually before a small crowd peppered with close family and friends” (64). One positive of this role is that there is incredible freedom. But, sadly, it can be overwhelming and lonely.
Golfing Buddies Phase – “The dynamic of a small group of leaders are very similar to those found among a small group of golfing buddies. Golf is a highly relational game. So are small ministry teams” (64).
The Basketball Team Phase – “When a ministry team grows larger, the relationships and functions begin to resemble those on a basketball team far more than anything you’d find on a golf course. Basketball is primarily a team sport, not a friendship sport. It requires working together, trusting one another, and sharing the ball. But unlike golfing buddies, members of a basketball team don’t expect that everyone will be best friends” (65). Roles are more clarified, but people still have to play multiple roles.
The Football Team Phase – “When a leadership team increases to fifteen or twenty-five members, and in some cases fifty, one hundred, or more, the game changes radically. It starts to feel and function more like a football team. . . . Football is a game of highly specialized roles. . . . Few players are interchangeable. . . . Teamwork is more important than on-on-one skill” (66). He continues, “At this stage, it’s no longer possible for everyone to know or have input on what everyone else is doing” (66). The impact of this team can be bigger, but camaraderie is harder.
How do you know where you are in this? Besides the number of people on your team, Osborne writes, that the two other indicators that the “game is changing” is relational overload and increased communication (67).
Regardless of your view of church leadership, I thought these insights into the ways that more people change the dynamic on a team were incredibly helpful. I hope they help you as well.
