There are moments in ministry when I feel marvelously competent: when a child interrupts my Sunday School lesson to make a connection to something we learned weeks or months ago, when I preach a sermon that I know said what needed saying, when the kids I work with lead such a great Ash Wednesday worship experience that my not-so-liturgical church gladly embraces it.
And then there are moments when I know I have no idea what the heck I’m doing.
This year has been full of the latter kind of moments.
Two years ago, when I was asked to serve as moderator of my state denominational organization, I was flattered. I would be added to the list of great people who’ve come before me in that position. It would look awesome on my resume. And I was assured it wasn’t too big a thing. Over the course of the three years of service, I’d plan our annual meeting once (a lot of work, but doable work), lead coordinating council and business meetings (a bit out of my comfort zone as a minister to children and families who seldom uses those skills in the local church, but still doable), and eventually recruit a dozen or so people to rotate onto the council (children’s minister = volunteer recruiting champion). So I said yes.
Little did I know.
During my moderator-elect year, the organization dealt with a difficult situation that landed me in hours and hours of tense and frustrating meetings and didn’t end in a way that made anyone particularly happy; a fairly contentious council meeting just before I took over as moderator made the general discontent abundantly clear. Then, just as my moderator year began last April, the organization found itself without a staff at all, barring an administrative assistant who’d begun work the same day the last of our former staff departed.
The good news was that there were transition guidelines already in place. I just had to follow the directions for appointing committees, hiring an interim, and operating in the meantime, plus do a fair amount of guessing and hunting down answers about how things were normally done in the office. It was a time-management challenge, but it was mostly okay. Follow the rules as they’re laid out. Ask questions. Figure out who has what pieces of the institutional memory.
The bad news was that I also had to lead a fall council meeting for a group of people who were frustrated with one another and with the position we were in as an organization. There was nothing in the transition plan about how to deal with that. I’m a nine on the enneagram. I hate conflict. I want everyone to be happy. Gulp. Read more