Work Culture – Page 13

If you’ve been a frequent flyer with us over the years, chances are you know we’re passionate about helping bivocationals bridge the gap between sacred and secular…in living the same way on Monday as they do on Sunday.

But lately I’ve been thinking: What if we’ve been looking at the Sunday –> Monday discussion all wrong?

I know, like many, I’ve heard my share of seasoned voices charging consistency within the body of Christ. Yet, the more I consider this in the context of commissioned marketplace leaders, the more I wonder if the core issue has more to do with connecting our influence than leading from spiritual authority/expertise.

For instance, I may not have the most expert depth relative to my occupation, but I do have the mind of Christ guided by his thoughts and purposes (1 Corinthians 2:16 AMP). Sure, I may be a low man on the totem pole from a corporate hierarchical perspective; however, this doesn’t mean I lack influence.

You see…far too often we get distracted trying to make our spiritual lives stratiform¹. We take the ol’ Sunday adage of not being a once-a-week Christian, convince ourselves we’re not going to be that, then go out and try to extend our church person into “secular” places.

The problem is: if our influence is based on convincing others what we’re about rather than showing them why they’re here, then we can never experience real connection.

Why? ‘Cause real connection can’t happen without interdependent (i.e. two-way) relationship…without people actively investing ‘next step’ direction into one another.

Granted, how we approach compartmentalization and contextual inferences are worth discussion; however, as long as we aspire to share what we were made to know with whom we were made to engage, those issues will ultimately take care of themselves as relationships grow in faithfulness.

No reliance on institutionalizing, exaltation of effort, or Kingdom-izing business.

Just warmly abiding in the effortless rhythms of grace knowing it’s not about our credentials, but God’s competence flowing through them².

Thus, I submit…

If we choose to see leadership as influence and influence as helping people build their own, we allow transformative culture to establish itself.
If we want to get real about reaching people (from purpose), we must first get intentional about connecting our influence (on purpose).
Rather than encourage people to be the same on Monday as they are on Sunday, let’s show them in love how to be better today than they were yesterday.

‘Cause I’ll be honest: I don’t want to be on Monday who I was on Sunday; I want to be better today than the day before. I want to know the best God has in store. And then go out and live that forevermore.

Whatever gap we’re trying to bridge, why not start there? …

Footnotes

Preaching the choir here
That, my friends, is what being an influential marketplace priesthood is all about.

Photo creds: Wallpaper Abyss

We all know there’s no such thing as the perfect working environment.

After all, work can’t exist without people and to err is human.

Still, whether you’re a bivocational minister, a supervisor, or an entry-level employee, chances are you care about how positions are developed and managed.

Thus, in the coming months, I want to unpack some basic concepts churches and businesses can use to frame their roles and equip their employees to thrive in them.

The goal? To help organizations make the best investments with their best hires to achieve the best outcomes.

Let’s dive in…

Assess the ‘Inner Man’

As a bivocational pastor with seven years of marketplace experience, I understand there are certain disadvantages when it comes to large and small scale human resourcing; however, I also believe bureaucracy and growth mismanagement doesn’t have to determine how classifications are managed.

For example, at my work¹, each classification is linked to a job plan involving a specific set of functions. Fair enough.

The problem is while roles are detailed well in their promotion, they’re overly dependent on ‘template’ in their evolution. As a result, employees feel boxed in with functions forged on title rather than gifting.

My thought is: if more organizations integrate character and gift assessment (i.e. DISC, Myers-Briggs, Strength Finders, enneagram testing, etc.) into hiring, training, and development processes, then more prospects/new hires could contribute the strength of who they are in addition to the strength of what they do.

Granted, big organizations are going to have different priorities. Yet, this doesn’t mean their personnel approach has to be shallow.

‘Cause truth is: while procedure and process are important, you can’t define a person by a job description nor can you separate the quality of a person from the quality of his work.

I know culturally we love streamlining/over-institutionalizing our way to bottom lines; however, if morale becomes the sacrifice in our quest to hierarchical efficiency, one must question the system.

Whatever our work situation, it’s important we remember our position is a journey, not a drop-off. And while the implications are many, bottom line…

Classifications should never compartmentalize what an employee can be (i.e. his innate nature in motion).
A piece of paper or paragraph on a screen should never determine or dictate the totality of function.
Given man gives life to function, not the other way around, the inner man must be considered in both the evaluation of fit and the evolution of role.

Stay tuned next time when we’ll tackle our next point on equal deeper learning opportunities. In the meantime, if you have a question, idea, or story to share, feel free to comment below.

Footnotes

Note: My appreciation for my workplace has grown considerably in recent months; however, this doesn’t mean I can’t advise from what should be improved.

Cover photo creds: Company Incorporation | Company Registration Singapore