Giving Caeser what is Caesar’s and to God what is God’s

My family loved the growing church in Wisconsin we were attending in 2001. One day the senior pastor pulled me aside and asked, You are a management consultant, right? I said I was. He then asked if I ever worked with churches. I confessed I had not. He then said, Well, if you can’t help me with the board, I will likely have to leave the church. I could almost feel my jaw hit the table! Not only was he a gifted lead pastor, but our family felt this was the most spiritually alive church we had ever attended. 

After speaking with board members and staff, I eventually pulled a team together. We were able to turn the situation around after some difficult changes to their governance process. I later served on the church board for three terms and have since consulted with numerous church boards throughout the country. I found that many growing churches have evolved into this same state of frustration.

Either:

The Senior Pastor begins to feel the board is micromanaging and becoming an obstacle for what he believes his team should do.

Or:

Board members begin to feel like they are losing control and becoming a “rubber stamp” for the Senior Pastor.

Or both.

I came to the same conclusion as I did with other organizations I was assisting. As a church evolves and grows, the leadership structure must also evolve. But it often doesn’t. I get different answers from the senior pastor and board members when asked: What is the role of your church board? 

Why Does Your Church Have a Board?

The New Testament is clear about the qualifications and responsibilities of local church leaders. Those who meet the qualifications are chosen to lead, teach, and shepherd the local flock. They are to manage the affairs of the church and are accountable to Christ for staying true to the Word. So why does every church today also have bylaws and officers or a board? Because these are government requirements. An effective church governance structure should give Caesar what is Caesar’s and to God what is God’s.

Churches today deal with a much higher level of complexity than the early church. They must comply with nonprofit laws, employee relations laws, accounting principles, and financial audits. They manage facilities, deal with insurance of all kinds, and manage numerous staff and substantial budgets. Your church has bylaws and a president, treasurer, and secretary because they are required of every nonprofit organization—giving to Caesar. The government wants it clearly stated for donors why your church/nonprofit exists, and to ensure there is a group of people accountable to those donors for how efficiently those funds are used. From the government’s perspective, the primary function of the board is to ensure that the church’s management stays true to its stated mission and values—and does so in a legal, ethical, and fiscally responsible manner.

Though churches today have many different forms or governance structures, there are two distinct functions to be fulfilled. Not making a distinction between these two functions is one source of confusion.

Local Church Leaders

  • Biblically defined
  • Accountable to Christ
  • See that the church stays true to the Word
  • Comply with God’s will
  • Spiritual leadership, teach & equip flock
  • Mature faith, character traits in New Testament
  • Management of the church
  • Male only for some churches
  • Called to serve for extended periods

Nonprofit Officers/Board

  • Government requirement
  • Accountable to donors
  • See that the church stays true to its Mission
  • Comply with the law and bylaws
  • Legal, ethical, and fiscal oversight
  • Functional experience; Finance, HR, Legal, Operations
  • Preferably arms-length from management
  • Gender is irrelevant
  • Usually subject to term limits

It is readily apparent these are very different responsibilities and qualifications. Yet the form these roles take vary greatly. Some churches will combine these two functions, or a mixture, within their one board. Others view these as separate roles between the pastors/staff and the oversight board. Some churches add a second board or have numerous committees. Still others will see their board’s function evolve as the church evolves. But what is essential for all churches is clarity on who is fulfilling these functions and ensuring that both are being done effectively.

Church Lifecycle—Another Cause of Confusion

Early in my career I learned that all organizations go through a lifecycle. As an organization evolves and grows, so must its leadership and structure. A start-up is run very differently from a mid-sized organization, which is very different from a large complex organization. The Old Testament describes how Moses learned this the hard way. Both Moses and the people were burning out until Jethro taught him about a more sophisticated management structure. In the New Testament, after numerous complaints the disciples realized an additional level of management was required as their churches grew. 

A start-up or small church today requires their board to be hands-on. Board members usually assist the pastor in shepherding and teaching the new flock and serve as the church’s management team. Board members along with other volunteers do it all. Technically, there isn’t oversight of management. Being hands-on, they oversee themselves. 

If the church is blessed with growth they begin to hire staff. The leaders may have a facility to maintain, staff to manage, and often another pastor or two. Some of the previous responsibilities of the board around managing and shepherding are starting to be done by the staff. 

If a church is blessed with continued growth, the pastors and staff of this larger church are performing most of the responsibilities of church leadership—teaching, equipping, shepherding, managing. This causes the board to become confused about their role which at times leads to frustration. They find themselves being a rubber stamp to the senior pastor, or they dig in deeper and the senior pastor feels the board is micromanaging in areas his team should manage.

Board meetings become long and there is disagreement on who should make certain decisions. Meeting agendas have been taken over by the complexities of managing the larger church. But there is a feeling that too little time is spent discerning Christ’s will for their church. Are people growing spiritually, and is the church uniquely contributing to the Great Commission? How do you know?

Church Governance Today  

As Moses and the disciples realized there is not one structure for all situations for all time. As the local church grows and evolves, so must the structure. For those church boards that have evolved past hands-on management, their role of oversight or governance takes priority. Rather than being managers, they are to see that good management is taking place. They need to ensure clarity of roles and goals; accountability for fulfilling those roles and achieving the goals; and maintaining a foundation of trust. 

These are accomplished by ensuring the board has implemented the following basics of Church Governance Today:

  1. The board has clearly defined and documented the role/responsibilities of the board and its relationship to the staff, especially the senior pastor. This should include who reports to who and who is responsible for what decisions. It should be agreed that the board can only speak as a whole. Individuals on the board will often have different opinions. But only when there is a directive from the whole board, usually in writing, is the pastor required to take appropriate action.
  2. The board should ensure there is clarity between board members and the senior pastor on their church’s unique contribution to the Great Commission. Along with the senior staff, they must clearly define the impact, result, or outcomes your church seeks to have on the people you seek to reach—discerning the impact Christ is seeking from your church at this place and time. The board then holds the senior pastor accountable for making acceptable progress in those areas. The senior pastor and his staff are responsible for how they achieve these results. The board simply needs to be convinced acceptable progress is being made toward their agreed upon outcomes. 
  3. Additionally, the board should have documentation outlining the operating guidelines that the senior pastor must comply with. This allows the board to ensure the senior pastor and his team are effectively managing the church, in a legal, ethical, and fiscally responsible manner. The pastor and his team are free to lead the church utilizing their gifts and creativity, as long as they remain in compliance with the operating guidelines the board has documented. 
  4. Finally, as long as the church is making acceptable progress toward your defined outcomes (your unique approach to the Great Commission), and operating in a legal, ethical, and fiscally responsible manner (above reproach) the board should continue to be the senior pastor’s biggest protector and supporter. He should feel they have his back, run interference when necessary, and care for his spiritual, emotional, and physical wellbeing.

Conclusion

To reduce board confusion and dysfunction as a church grows and evolves, so must its structure evolve. As for the basics, the board must ensure the following:

  • It is clear who is responsible for the two distinct functions outlined earlier under Church Leadership and Board Governance. Though different types and sizes of churches will structure these responsibilities differently, both functions must be fulfilled. It is often recommended that the larger an organization, the more specialization and separation of duties is required. 
  • There is agreement on what the church is seeking to accomplish and for whom—or your version of the Great Commission given your unique circumstances. The senior pastor is also clear on his authority and the guidelines he and his team must remain within while managing the church. The senior pastor is held accountable for both.
  • The pastor feels encouraged and cared for by the board—knowing they will have his back and ensure he remains spiritually, emotionally, and physically healthy.

Much is accomplished by documenting these things. It forces candid discussion on critical areas that may have gone unanswered before. It ensures clarity, agreement, and accountability for current board members and senior pastor. And it ensures consistency and a resource for future board members and pastors. Applying the principles of Church Governance Today will effectively give Caesar what is Caesar’s and to God what is God’s.