Session: Master Class 1.11
(Session: Breakout 1.03)
Leading Ministry: Management
Practices that Make Ministry More
Effective
National Leadership Roundtable on Church
Management
Jim Lundholm-Eades
Director of Services and Planning
Jim.lundholm-eades@nlrcm.org
612-599-0627
www.theleadershiproundtable.org
The Leadership Roundtable
– To promote excellence and best practices in the management,
finances and human resource development of the Catholic
Church in the U.S. by greater incorporation of the expertise of the
laity.
– To work in collaboration with the U.S. bishops and other church
leaders, promoting dialogue and fostering the full utilization of the
unique gifts of experts in management, finance and human
resources
– To identify best practices in the areas of management, finance
and human resources to further fulfill the church’s mission by
promoting, adapting and applying these practices
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GROWTH
Great Management: Why Now?
The Challenge
TIME
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Great Church Management
Management Priority Number 1
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Internal Parish and School
Relationships
SUPERVISORY
(Work Direction)
CONSULTATIVE
EMPLOYER – EMPLOYEE
PASTORAL
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Parish and School Leadership: A and B Parish
Leadership
PARISH AND
SCHOOL
LEADERSHIP B
PASTOR
Finance
Council
Staff
Leadership
Pastoral
Council
Staff
PARISH AND SCHOOL LEADERSHIP A
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Trust in Parishes and Schools
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Delegating: What are you
delegating?
AN INTENTIONAL CHOICE:
◦
◦
◦
◦
◦
◦
Tasks
Functions
Relationships
Authority
Responsibility
Power
◦ Control
◦ My role as Pastor,
principal, teacher,
manager, minister, etc.
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Levels of Delegation
LEVEL 1
The supervisor
says:
What is to
be done
How to do it
When it is to
be done
What
standards are
expected
LEVEL 2
The supervisor says:
What is to be done
How to do it
The worker determines:
When it is to be done
What standards are expected
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LEVEL 3
The supervisor says:
What is to be
achieved
The worker determines:
How to do it
When it is to be done
What standards are
expected
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What grabs my attention?
AMPLITUDE
+
FREQUENCY
MASS
=
WHAT YOU SEE
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Changes
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What Do Great Managers Manage?
People: Act justly, walk tenderly, ……
Accountability: Co-responsibility: evaluate, be consistent, be
transparent
Performance Indicators: Measure effectiveness, impact,
outcomes
Benchmarks: Compare with timelines
Best Practices: Compare with the best
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Catholic Transparency
1.
2.
3.
4.
5.
6.
7.
8.
They can get a copy in the office.
We told them.
We explained to them.
We made time for them to ask questions.
We got them talking to each other about it.
We fed back what we were hearing.
They gave us a lot of ideas.
We engaged them.
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LOW
Preference for Culture O
HIGH
Assessing Parish and School Capacity for Mission
LOW
Preference for Culture L
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HIGH
15
Resentful and PassiveAggressive Zone
Political and Defensive
Zone
Culture L is abdicated
Culture O and Culture L are in
active conflict
Leaderless and
Directionless Zone
Boundary-less and
“Anything Goes” Zone
Culture O and Culture L are
abdicated
Culture O is abdicated
LOW
Preference for Culture O
HIGH
Assessing Parish and School Capacity for Mission
LOW
Preference for Culture L
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HIGH
16
Resentful and PassiveAggressive Zone
Political and Defensive
Zone
Culture L is abdicated
Culture O and Culture L are in
active conflict
LOW
Preference for Culture O
HIGH
Assessing Parish and School Capacity for Mission
Robust Communio Zone
Mutual Appreciation
for Culture O and L
by each culture
emerging from shared
Acknowledgement and Respect
Leaderless and
Directionless Zone
Boundary-less and
“Anything Goes” Zone
Culture O and Culture L are
abdicated
Culture O is abdicated
LOW
Preference for Culture L
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HIGH
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Governance is not Management
Mission
Finances
A sense of
who your
Boss is
Clearly Catholic Identity
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Choosing Between Good Ideas
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Answers to Every Question
Three helpful phrases
I don’t know.
I have to think about that.
What do you think?



The Pocket Trick
That is important, let me make a note about that…….

Separate the important from the urgent.

Very, very few questions and issues are both important and
urgent and need to be answered today.
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Consultation: The Church at its Best
PUBLIC
Democratic Process
Representation
Recommendations
Political: Win/Lose
Defined
and controlled
outcomes
Discussion Concussion,
Percussion,
An event
CHURCH
Discernment Process
The Mission of the
Church
Options
The will of God
Steps in the journey
Dialogue, Reflection,
Contemplative
A way of life
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Consultative Groups
THREE KEYS TO
COUNCIL AND BOARD SUCCESS
A SHARED UNDERSTANDING OF REALITY
A SHARED UNDERSTANDING OF THE MISSION OF
THE CHURCH UNIVERSAL
A PLAN
A BUDGET
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The Financial Position of the Parish
and School
1. The financial position of the parish is the
financial position of the school
and visa versa
2. Pay the current obligations
“Can we meet payroll, pay for utilities,
etc. in this six to twelve months?”
3. Understand the long term obligations
“What are the revenue and expense
trends for the next two to three years?”
“Tell me about any long term debt
obligations?
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A Word on Budgets





A budget is a primarily a pastoral document
A budget is a plan with numbers attached: The
plan comes first
Mission driven – Data informed
Key assumptions are explicit
Everybody is responsible for keeping planning
options congruent with financial reality
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PARTNERS IN EXCELLENCE
Over 400 Partners in Excellence
8 Dioceses | 76 Parishes | 34 Nonprofits
(with 409 parishes) (representing 40 Dioceses) (including 2 religious
communities)
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Standards Content
Eight Guiding Principles:
•
•
•
•
Mission and Ministry
Program
Governance &
Advisory Bodies
Conflict of Interest
Human Resources
•
•
•
•
Financial and Legal
Openness
Fundraising
Public Policy and
Public Affairs
Fifty-five Standards

detailed performance benchmarks
Conforms with canon law and civil laws
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Sample Resource Packet Titles

Developing and Revising the
Mission Statement
Ministry Program Evaluation
Ongoing Planning by Advisory
Bodies
Compensation and Employee
Evaluation
Conflict of Interest
Personnel Policies and Employee
Orientation
Volunteer Policies
Financial Planning and Monitoring

Reporting Financial Improprieties

Financial Policies















Legal Compliance Checklist
Legal Compliance – Liability
Issues
Openness
Fundraising Costs
Fundraising Practices
Solicitation and Acceptance of
Gifts
Public Policy Advocacy Promoting
Public Participation
Efforts to Educate the Public
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Sample Standard: Human
Resources
(27) Parishes should have a system in
place for regular written evaluation of
employees by their respective
supervisors, which should take place
at least annually.
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Sample Standard: Advisory Bodies
(16) The parish pastoral council and
finance council are each responsible
for its own operations, including the
orientation, education, training and
development of members, periodic
(i.e., at least every two years)
evaluation of its own performance,
and where appropriate, the selection
of new members.
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Sample Standard: Ministry Program
Evaluation
(3) A parish should have defined, costeffective procedures for evaluating, both
qualitatively and quantitatively, its
ministry programs and projects in
relation to its mission. Where
appropriate, these procedures should
address programmatic efficiency and
effectiveness, the relationship of these
impacts to the cost of achieving them,
and the outcomes for program
participants. Evaluations should include
input from program
participants/recipients.
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www.CatholicStandardsForExcellence.org
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Forum for Members
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Questions &
Contact Information
What grabbed your attention?
Other questions?
Jim Lundholm-Eades
National Leadership Roundtable on Church management
612-599-0627
Jim.lundholm-eades@nlrcm.org
www.theleadershiproundtable.org
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