The Unity Factor.

Book Review

Osborne, Larry, W. The Unity Factor. Developing a healthy church leadership team. Owl’s Nest Pub. 2006 (4th printing)
L.O.- pastor of North Coast Church in Vista, California.

Comment. Henry
Larry has experienced what he is writing about. Although he wrote the first edition eighteen years ago the principles discussed are relevant. The last chapter is unique to this edition. He is honest and frank in sharing what actually are the challenges of church leadership as they relate to staff/board scenarios.

Board unity is crucial. “As the board goes, so goes the rest of the church.” (15) Lack of unity makes spiritual growth impossible. Unity is a fragile thing. It has three components; “doctrinal purity, sincere and warm friendships, philosophical purity”. (17)

There are four ‘road blocks’ that can impact unity. A meeting place may not be conducive to productive meetings. Doing business at the expense of developing relationships can be a roadblock. Infrequent meetings with continuous turnover of members is another roadblock.

“Board members should serve as leaders rather than representatives.” (39) Keeping contentious and/or divisive people from becoming board members becomes very essential. To make this happen requires what is referred to as “keeping the gate”. (36) It takes time to develop effective leadership. It must be granted not demanded.

A case is made for the training of lay leaders. It draws boards together and gives them an understanding of spiritual leadership. A warning is given to make sure training isn’t seen as a form of lobbying. It must be an ongoing process. It is recommended that this training take place in regular “shepherding meetings” (89) led by the pastor.

Basic concepts that need to be part of what boards should know are discussed. A board should focus on the church’s strengths not weaknesses. Don’t give undue attention to the folks of the church who might be described as ‘squeaky wheels’. The best plans for a church avoid rigidity and inflexibility. “Form follows function.” (111) Don’t overload your church with more programs than your volunteers can’t handle. Provide them with adequate tools to do their job. Church growth is more about change than about numbers.

Conflict is a part of change. Where possible reduce the conflict. The concept of what needs to change must be introduced carefully. Don’t ignore resisters. Introduce change gradually by focusing on smaller groups before you introduce (sell) it to the whole church. Don’t be apologetic about change.

Performance reviews (of pastors) can be very positive. They should be self- initiated. Timing is important. Anonymity undermines a review. It makes “clarification and explanation impossible”. (140) Reviews should be in writing. Salary reviews and negotiations can be done without undue stress for pastors (staff) and board (church).

The changes that accompany ministry growth require changes in leadership methods (style). The larger the leadership team the more complex the leadership mechanisms.