Episcopal Church Foundation Vestry Papers - for leading congregations

The church is not a business. But we would be foolish to ignore some business concepts that can help us be better ministers in our communities, more effective witnesses for Christ.

We don’t scoff at the importance of audits—clearly a sound business practice. So why not consider other aspects of business and figure out how they might apply to our congregations and communities of faith?

Managing up is an important component to a successful ministry. Why? Well, we all know what happens when a priest is at juggernauts with the vestry—and/or staff. Or when the senior warden and committee members can’t communicate. Or when the bishop and the congregation’s leadership (lay and/or ordained) are at odds. It’s not pretty. Disagreements become distractions, and the focus moves away outreach and discipleship. This isn’t to say that people can’t have different opinions—even strongly held positions. But in many cases, effective “managing up” will mitigate many problems, encouraging ministry, creativity, and comaraderie.

A important note: I don’t consider myself an expert on managing up. But I think I’ve figured out a few important lessons in my years of reporting to editors and bishops—and successfully navigating two difficult types of work environments, the newsroom and the diocesan office. Even my current boss suggested that I lead a workshop on managing up. (Hopefully that’s a good sign!) 

The most important thing I’d offer about managing up is communication. Especially in the early days of this relationship, communicate often and clearly. Make sure the supervisor/committee chair/senior warden/church administrator/treasurer/priest/bishop/etc. is up-to-date on your work (ministry). (For ease of discussion, we’ll use the word “supervisor” as a placeholder for the person in leadership). Let the supervisor know about decisions as well as disagreements. Flag any potential problems. At first, you may feel like you’re overcommunicating. Even acknowledging that is fine. Ask the supervisor how much he/she wants to know. With good give-and-take early in a relationship, the two of you will settle in a good groove and know instinctively when to touch base and when to proceed full-steam ahead.

Another key element of managing up is to be honest and trustworthy. Be the person that the supervisor turns to for solid, honest advice. In private, be candid about concerns or potential issues. It can be lonely in leadership and having someone who offers measured, thoughtful reflection is a treasure. With this comes the responsibility to hold conversations in confidence and to support the decisions (even if you disagree) and the leader. Of course, there are times when your conscience or heart require you to speak up publicly. There are times when you need to challenge the supervisor, but in most situations, effective managing up means supporting the decisions and leadership of the supervisor. 

Finally, provide solutions. Problems arise all the time. And a trusted advisor will alert the supervisor of minefields or hot buttons. But a valued advisor will also help find solutions. People are upset about the way announcements are made during church. Offer a couple of ideas that might appease concerns and be more effective. A small group is muttering about the budget process. Encourage the supervisor to invite them in for personal conversation. The Sunday School program is floundering. Suggest creative ways to revamp Christian formation. Share what’s going on but strive to be a bearer of solutions and possibilities instead of Chicken Little. 

Managing up isn’t about manipulating or placating. It’s about developing healthy relationships that understand and reflect the various roles in a congregation. These types relationships can create and strengthen vibrant faith communities, places that our ultimate “Supervisor” dreams and desires for us.