One of my recent ECFA research projects involves leadership integrity. For David Fletcher’s in-person XP-Seminar in February, I surveyed the attendees, the majority of whom are the equivalent of Executive Pastor, with 1 in 3 (36%) responding. 

Each person answered one open-ended question from three choices given. Here are my observations about what they said.

1. See It!

They can see a leadership failure coming. When asked which of the following they know most about from their experience, here is how their responses ranked: 

  • They knew the most about: warning signs of an impending leadership failure.
  • They ranked in the middle knowing about: healthy practices that strengthen the relationship between top leader and board.
  • They knew the least about: helpful organizational responses following a leadership failure.

2. Signs

There are predictable signs. Most warning signs people named are obvious, almost no-brainers. Examples include:

  • Isolation from accountability and relationships with people who really know
    the leader.
  • Informational secrecy, big ego, too busy to pastor, lacking family focus.
  • An unwillingness to receive feedback or respond well to accountability.

3. Behavior

There is changing behavior. Many warning signs draw further attention as recent developments. Examples inlciude:

  • When we have seen them starting to pull away, we know something is off. It’s usually an early sign that they are involved in something they shouldn’t be.
  • Quicker reactions and/or outbursts of anger. Withdrawing. Unexplained change in demeanor.
  • The leader demonstrates noticeable fading humility or heightened defensiveness; resistance to coaching and accountability.
  • Leader pulls away from counsel, accountability, and community.
  • Shrugging off accountability measures and resisting higher standards and expectations.

4. I’m the Exception

People begin to think that they have become an exception. Standards for the leader begin to change. Examples include:

  • The leader doesn’t follow the rules he has for everyone else.
  • A developing consistency in ‘small’ sins, such as grumbling and critical spirit.
  • The leader becomes untouchable, and therefore, his or her authority cannot
    be questioned.

5. Difficulty Discussing

There are challenges in discussing issues. Intervention doesn’t come easily. Examples inlcude:

  • Staff does not feel comfortable giving the reality.
  • Staff does not challenge the leader’s decisions even when they are obviously wrong or biased.
  • The culture did not allow for honest conversations that would address issues. When mentioned, they were glossed over and not taken seriously.
  • When a whistleblower comes forward with a concern, [the board doesn’t] go the extra mile and ask the hard questions.
  • The board must be willing to hear complaints against the top leader.

6. Options

Organizations have many options after a failure:  We asked about helpful organizational responses following a leadership failure. Examples include:

  • Do not delay taking action; things rarely improve on their own with more time.
    Be as honest and transparent as possible with staff. Lead with truth AND grace.
  • Follow your gut reaction(s) when more than one member of a senior leadership team feels something is off with a fellow lead team member.
  • Apologize. Ask for forgiveness. Debrief to the congregation with no spin at a special ‘family meeting’ type of service.
  • We have written a [restoration] policy called our accountability covenant.
  • The best response is soul care before and after.
  • Get a third-party review for a safe and non-biased review of what happened. Depending on the failure there are specific ministries and groups to help.
  • Have very usable documents already in place like a Code of Conduct and a conflict resolution procedure.

7. Healthy Practices

Healthy practices do exist . Strengthening the relationship between the top leader and the board should help to prevent leadership failure. Examples include:

  • There should be a group (elders, board, etc.) that the pastor is in tune with who can ask hard questions, be a sounding board, and ultimately help lift the leader’s arms.
  • Set a church culture that fosters vulnerability, transparency, and accountability among the leaders.
  • Transparency always helps strengthen the relationship between the top leader and the board.
  • We’ve worked hard to create spaces for friendship and trust. We talk life, family, challenges, and victories. This has built spaces for leaders to share challenges and has also created trust.
  • Two-way open communication and accountability.
  • Top leaders voluntary submit to board accountability.
  • Develop accountability partners, known to the leadership (and not necessarily part of the board).
  • Accountability plan that both pastor and board abide by, with check-ins that review relational, spiritual, mental, and physical status.
  • Strong leaders are needed to be sure, but those leaders can also listen well and allow construction criticism.
  • Have a healthy working relationship with the board chair (at a minimum).
  • Do lots of praying with and for each other.
  • Our lead pastor has a board member whose ‘board assignment’ is to be an accountability partner for our lead pastor.
  • Our senior minister has lunch one on one with each of our elders on a rotation basis regularly. It has been an amazing help to strengthen their relationship.
  • The top leader needs to communicate permission to the board to ask personal questions about spiritual and lifestyle accountability. This role is one of supportive and protective accountability.

Next?

Where to Go from Here? If you could nip something in the bud before it led to an integrity failure in your church—would you do so? The first step is to identify the problem area, whether it’s in a bad system or an unhealthy heart. 

The Strengthening Integrity live workshop on May 3-4 is packed with 20+ experts who focus on practical solutions. It’s free, and is co-sponsored by XPastor and ECFA.