During the recent winter storms in the southeastern United States, more than a few people bought backup generators for their homes. They wanted a system in place to maintain the electricity if they lost power in the storm. Similarly, healthy organizations take precautions. To sustain our good work, we need to put the right systems in place.
When Jethro saw Moses exhausting himself by judging Israel’s disputes alone, he advised his son-in-law to establish a system of judges to lessen the leadership burden. “You should also look for able men among all the people… set them as officers over thousands, hundreds, fifties, and tens.” (Exodus 18:21-22, NRSVUE) This wasn’t about Moses’s inadequacy. It was about creating a structure that could handle the community’s needs without burning out its leader.
The most vibrant congregations and faith-based organizations share a paradox. Their strength flows not simply from the talents of individual leaders, but also from the systems those leaders build, which may outlast them.
While charismatic ministers and visionary executives often catalyze transformation, sustainable institutions require more support. They need organizational structures that preserve the mission, institutionalize knowledge and cultivate new leadership regardless of who occupies the senior executive role.
How would you assess your organization’s systems? Are there solid financial controls, clear governance structures, simple communication methods and documented succession plans for critical roles? Even informal documentation — such as a binder for each key role describing their job responsibilities and role-specific information — is a big step in the right direction. The idea of creating systems might feel unnecessarily bureaucratic, but it doesn’t have to be complicated. Especially in smaller congregations where human resources may feel stretched already, the key is starting somewhere and building incrementally.
Resources
The work of preparing for leadership changes has biblical roots and modern models
Decentralized networks and intergenerational storytelling better prepare organizations for leadership succession, writes a director of programs and grants for Leadership Education at Duke Divinity.
By Elizabeth Tamez Méndez
We can’t just place Black women in leadership, we need to support them
It is not enough to appoint Black women to leadership and call it progress. Without deep, sustained support, the very systems that claim to celebrate us can also harm us, says a preacher and communications specialist.
By Brittini L. Palmer
As more pastors age and retire, churches appear to be facing a succession crisis, a study says
According to recent research, the average age of pastors is rising and the number of younger — and aspiring — clergy appears to be in decline.
By Shari Finnell
There’s a better way to manage pastoral transitions
What if we imagined pastoral transitions as a relay race, in which each leader passes the baton to the next? asks a Baptist pastor.
By Kenneth Young
Before you go
Too many religious organizations discover the importance of systems only in a crisis: a beloved employee retires; a founding director departs; or the person with decades of institutional knowledge leaves unexpectedly. The difference between organizations that thrive through leadership changes and those that stumble lies not in finding better leaders, but in creating systems that ensure no single leader becomes indispensable.
We need systems for succession planning, governance, financial control, communications and facilities management. As we navigate the social, political, cultural and economic uncertainty of our times, we already know that a storm is coming. The sustainability of our mission depends on the systems we put in place today.
You can always reach me and the Alban Weekly team at alban@duke.edu. Until next week, keep leading!
Prince R. Rivers
Editor, Alban at Duke Divinity