Last Sunday I had the chance to visit with an old friend at the church I’ve been attending. He asked me about my former church, not realizing at least four years have passed since I served there. I confessed I had been mostly out of church for the past few years. I don’t know if a question prompted me or he asked, but I answered.

Why?

I mentioned frustration had been growing even before work made it difficult to attend, and as my mouth began moving on its own I recounted struggles I’d forgotten. Maybe I’d deliberately set them aside once that door was closed. I don’t know. But I think they hold important lessons for leaders, and quite possibly for me as well. Things I was blinded to at the time.

At the time, I sang on the worship team. We had two recurring discussions that often left us commiserating after a weekly rehearsal. Our anger was not with our leaders, but on their behalf. You see, both issues stemmed from a pastoral leadership that left them no room to do what they were hired and gifted to do.

The first, and possibly easiest to deal with, was a lack of flexibility in time allotted to worship in music. At that time, we simply felt there was little room for leaders to sense and respond to leading of the Spirit. A dark look or, in worst case, a deliberate interruption awaited any deviation from the schedule. When I consider logistics of two services, I get the need to adhere to a tighter schedule. My thought on the matter remains the same – schedule flexibility. If you need forty five minutes to transition between services, why not schedule an hour so there is room for a little extra? We talk about leaving room in our personal schedules and our finances. Are we doing the same thing with our services?

The second I consider to be far more significant. The creative reins were tight. Song choices had to be approved, and no music written by the worship leaders could be used. The lack of trust chafed those who’d been tasked with leading musically. We, who worked with them, could see it wearing them down. And as often happens with suppressed or unappreciated talent some began to consider leaving. All the while, the church became poorer for the continued distrust.

There is plenty of material out there for leaders in this situation. I hope that today I might entreat any leaders who read this to have a care in how they handle those who serve with them. If you feel you need to exercise this kind of control, then one of two things is true. Either you’re operating out of fear and/or arrogance, or the person you’ve hired is not suited for the position. In both cases the appropriate response is uncomfortable. Self reflection is painful, and so is firing someone. That said, letting it continue is always more destructive in the end.

That said, trust is transforming. You’re support will free you’re leaders to lead in the fullness of their gifts. Gifts God has given them to serve the body. More than anything, I ask that you invite them to the table as equals. Let them challenge you. They are brothers, sisters, and fellow servants with a unique perspective that God endowed them with and that the church needs.