B, thank you for your post on “Servant and Team Leadership.” It was concise and well-written and I especially related to the questions you posed at the end.

Personally, I have been in similar situations over the past few years and I tend to be a naturally empathetic leader. Unfortunately, this has led some team members “taking advantage” and has forced me to learn to not “people-please” and also how to set clear rules, expectations and boundaries. I have definitely grown a “thicker skin” in the last couple years, because of some situations in ministry God has allowed.

I have found in some Christian ministries this question of removing members from a team ends up being very “touchy” subject and policies on it are vague. In normal secular job situations, if someone is not performing or meeting expectations, usually after a warning or two they are “out.” In ministry though, we seem to have more issues with firing people and to be honest it kind of bothers me. I also think it might be resulting in less effective ministries and teams. I think the approach you take to these sort of situations, would be very dependent on your specific ministry policy and culture. I will attempt to give some answers from my experience to your questions below:

When a leader has demonstrated too much empathy, for example, by allowing followers to not complete tasks due to personal issues, and this starts to affect the project, how should the leader continue to be empathetic towards this follower while simultaneously communicating the importance of the task?

In this situation, I have found it best to approach the person humbly and explain my own personal error (if there was an error on my part) of not clarifying my expectations in relation to the task. If this was the case, you could explain that your empathy superseded “the hat” you are responsible to wear in ministry, which is supervising them on the role they play on the team.

I think it is possible to both care for the person while also communicating the importance of the task. This can be done, by asking them about what is going on or what is causing them to be delayed in their deadline. The listening and even praying for them, relays that you do care. However, afterwards relaying the fact that they committed to this responsibility and ask them if in light of their situation, if they think that they will be able to continue with the tasks. It is also importance to remind them of the vision and purpose and their key role in it. I would ask them after doing so, what is possible for them to get done by __________ date and time? If they say “nothing” or not what you need to be done, than you either: 1) need to consider asking them to commit to do more, because of how their role affects the project; or 2) consider finding someone else to cover, all or parts of their role.

If the follower is unable to complete the task, what does it look like to continue to be empathetic but initiate discipline or if necessary removal from the team?

This is a tough one for sure and I am no expert! Again, this is dependent on the team situation and your ministry’s policy. I would convey that in light of their circumstances, that you actually think this added pressure of their role on the team is not healthy or good for them. As a result, suggesting that you wonder if they should be on the team anymore.

See how they respond, they might agree, if they do not I would seek to continue to persuade them (if you are convicted to do so). When speaking to them, it is important to convey that you appreciate them, value them as a person, but that this is not the right place for them at this time. If they do not listen and you have the authority to do so, telling them a clear “no” or bringing another authority or leader in, to do so is a good next step.

Let me know your thoughts?

Ministry situations like these are tough, because we often get very relationally involved with the people we work with. Ministries often do not let people go unless they had a moral failure, disagree theologically or renounce their faith. Also another issue, at least in my organization, is that staff semi-function as “volunteers”, since they raise their own support, so this can create a certain lack of respect for authority and lack of awareness that firing is even a possibility.

Monica