IMPROVING YOUR CHURCH’S CULTURE: 1- GOVERNING DOCUMENTS

Leadership

In the introductory article to this series I mentioned several measurable factors as related to the overall health and culture of a church, one of which was functional or effective structures. In the series I am discussing eleven elements that make up the functional structures of a church:

1. Constitution and Bylaws
2. Branding and community identity
3. Personnel and volunteer selection policies and procedures
4. Explicit and implicit policies
5. Official and tacit influencers
6. Schedules and calendars
7. Programs, silos, and turf mentality vs. collaboration and empowerment
8. Confining mental models
9. Procedural practices such as how meetings are conducted
10. Buildings, facilities, property and how they are managed
11. Leadership training and meetings of deacons, elders, and teachers- (what goes on at the meetings?)

This article will explore the issue of constitution and Bylaws or better stated: governing documents.

In times of crisis governing documents may be the best friend of church leaders but when the church is prospering and growing the documents may become roadblocks or derailing agents of growth. Governing documents should function like the banks of a river but if they are not revised as the organization grows, evolves, or changes they may become obstacles. However, disregarding rules whether official or tacit can be disastrous for the church as well as a leader.

GUIDELINES FOR CHURCH CONSTITUTIONS AND BYLAWS (GOVERNING DOCUMENTS)

I decided to place these principles in bullet points rather than bore the reader with a long discussion about one of the most boring subjects known to man…constitutions, bylaws, policies, etc.:

• The priority of governing documents is 1) charter; 2) constitution; 3) bylaws; 4) official adopted standard operating procedures; 5) state non-profit-corporation law; 6) resolutions, and 7) established custom. Thus, if there is a conflict between resolutions and the constitution then the latter takes precedence.
• The respective denomination of each church will usually be reflected in the governing documents. Some denominations have strict requirements about the specific contents of governing documents.
• Governing documents should promote order and consistency.
• Well crafted governing documents may help leaders guide a church through conflict rather than contribute to conflict.
• Governing documents usually carry the force of law in a dispute or civil court proceeding.
• State non-profit-corporation laws take precedence if church documents fail to address the issue in question.
• Church governing documents should be reviewed periodically for revision.
• It is best to review governing documents at a time of harmony rather than conflict. Doing so during a conflict may make the leader suspect to a destructive agenda and will almost certainly inflame the conflict.
• Focus on the functions of ministry rather than the forms of ministry. One church codified all of their meeting times in the Bylaws and when the needs of the church changed, they either had to change the Bylaws or work outside them which invited conflict.
• Craft new Bylaws and policies that empower and unleash the church within the vision, values, and mission.
• Revising governing documents may improve the integrity of the church by increasing trust and understanding of the why’s and how’s as related to the ministry.
• Do you as a church leader/pastor possess sufficient relational equity to lead through a revision of the governing documents?
• One way to increase relational equity and trust is to allow only previously announced agenda items to be discussed at special called business meetings. In other words, no hidden agendas. You might be surprised to know how many church leaders stray from this practice.
• Are you as the leader/pastor willing to stay through the revision process?

One may easily see how governing documents may help or hinder the leadership of a church. They may become bureaucratic and drive new growth away from the church. Making them more functional or effective will seem like a lot of work for a small reward. However, in times of crisis they may prove valuable.

I invite readers to contribute more points and suggestions in their comments in an effort to provide a helpful resource through this article. Check this article occasionally as I will add bullet points.

Available resources include:

Leadership Handbook of Management and Administration, ed. James D. Berkley, Baker Books, 1994.

Church Administration, Robert H. Welch, Broadman & Holman, 2005.

Simple Discipleship Blessings!

Dr. Tom Cocklereece