How To Be An Excellent Manager
We talk a lot about church leadership, but not enough about management. Sure, there’s a lot of overlap between the two, but there are also some key distinctions. Leaders can rally people with big visions, but they wouldn’t get very far without managers to execute them. A manager’s job boils down to three things:
1. Set Objectives
Managers need to know where the organization is heading and communicate it to their teams. Obviously, you can’t just pull these objectives out of thin air; you derive them from the goals of the leaders over you (like your boss, the church elders, or senior staff). But it’s up to you to define what successfully meeting those goals would look like for your team. The people reporting to you need to clearly understand what‘s expected of them and why. If you asked, would they be able to explain exactly their job is and how it contributes to the ministry‘s overall goals? People can’t work toward success if they can’t envision it clearly.
2. Develop The Plan
Managers take big-picture goals and break them down into definable, digestible chunks. People need a road map to follow, and you were hired to create that map. Each of these steps also needs an owner: you need to assign each subtask to a team member with complementary strengths. This means being familiar with each person’s gifting and availability. Although the responsibility for developing the plan is primarily yours, excellent managers know that inviting your direct report in the planning helps build excitement and buy-in. Give them an opportunity to be heard. Treat them like teammates.
3. Measure The Results
The best way to stay on track is to check regularly that you’re still going in the right direction. Managers should use SMART goals (Specific, Measurable, Attainable, Relevant, and Time-Bound) to evaluate progress. Success can’t be vague or subjective; it has to be something you can analyze and interpret. If your team isn’t meeting or exceeding its goals, it’s time to revisit the plan.
Those three responsibilities may seem fairly straightforward, but how you pull it off matters. There are two key skills a manager needs to master in order to do those three things well:
1. Motivate And Communicate
Keep tabs on your team and make sure you’re all on the same page. You don't need to “scuba dive” to the bottom of the ocean to micromanage everything, but you do need to “snorkel”--to stay aware of the big picture and know when to check in. Your team needs both your trust and your direction. Allow them ownership of their responsibilities, but verify that things stay on-track.
When you do find something that’s off, give feedback as early as possible. You might be tempted to let small issues go, but if left uncorrected, they’re unlikely to resolve themselves and can become bigger issues down the road. Clear, actionable feedback delivered early on will save you heartache in the long run. Don’t be afraid to expect excellence from your team. It’s worth it to go the extra mile to do work that you can be proud of. It’s not “extra” to be excellent, or to encourage people to reach their full potential.
Encouragement is one of the best motivators, and you need to be your team’s biggest cheerleader, even if that doesn’t come naturally to you. It’s a skill that needs to be developed intentionally. Be specific and sincere. Look for opportunities—schedule them if you have to. Celebrate their wins both with them and with people who are above them.
2. Develop And Rally People
A manager’s primary responsibility is not developing projects, but people. Just as you communicate the long-term vision for your team and the practical steps they can take to accomplish it, it’s your job to help your direct reports articulate their goals and strategically develop the skills they need to reach those goals. For big growth, think small: simple daily faithfulness pays dividends in the long run.
As a manager, you want to shape how people think, not what they think. When someone comes to you with a problem, ask probing questions to help them learn to creatively troubleshoot. Seek to understand their reasoning and their thought process, and explain your own—not to enforce your way of thinking, but to introduce them to other possibilities. Partner with them to find solutions, absolutely, but let them develop the skills they need to eventually do it alone. You’ll lead best by empowering.
Want more for people than from them. This means prioritizing people over tasks. Your direct reports need to know that you care more about their growth, well-being, and relationship with God than about the deliverables they produce. Set aside regular, non-negotiable, “sacred” time to connect with each person on your team. It communicates that you value them as people and not just as employees, especially when you connect outside of work.
The visionary holding the microphone is usually the one who gets the applause, but without faithful managers, the work wouldn’t get done. Yours might not always be the most celebrated role, but it is a vital one. Model excellence and imitate Christ so that the people who follow you can imitate you.
About The Author
Our desire is to bring glory to God by equipping and inspiring churches around the world to be and make disciples.