Over the last 14 years, Betsy has served in some of the country’s most impactful churches building systems that connect people, designing pathways for spiritual formation, and leading digital engagement strategies that extend the church’s reach beyond Sunday. I’m thrilled to welcome Betsy to the LeadingSmart team as a Digital Strategist & Ministry Consultant.
Read MoreChurch boards are vital. But when they step too far into day-to-day operations, things can go sideways. Staff feel micromanaged. Decisions get delayed. Trust begins to erode. And soon, you have a ministry team that is stuck waiting for approvals instead of moving forward in faith. Here’s how to fix it.
Read MoreFor the past four and a half years, Holly Tate has been a trusted partner behind the scenes at LeadingSmart—helping us serve churches and leaders with excellence. Today, I’m thrilled to share that Holly is stepping into an even bigger role with us as a LeadingSmart Consultant & Executive Coach.
Read MoreLeading a church requires the strategic mind of a CEO, the emotional intelligence of a therapist, and the spiritual discernment of a shepherd. And you better be ready to do it all under a microscope, with limited resources, and in a culture that sometimes resists the very change it needs.
Read MoreDave is joining me at LeadingSmart as a Senior Consultant & Coach. He’ll come alongside senior pastors and executive teams to help leaders navigate the very same kinds of complex transitions he’s lived through. As someone who’s sat in the senior pastor seat amidst hardship and transition, he brings wisdom, empathy, and strategic insight that can only be learned in the trenches.
Read MoreI've never been more proud of a church in how they have navigated a significant leadership transition. What I watched unfold last week in the announcement should become a case study on how to have a smooth, momentum-building, transition.
Read MoreYou carry the weight of the vision cast from above, translating it into action through the organization, often with limited autonomy. You stand in the gap between the top leader’s expectations and the realities of execution, shielding them from the pushback while managing the frustrations of those below you. It’s an incredibly difficult and often lonely position.
Read MoreI was 23 years old and started a role in a new department at the organization where I had been working for 5 years. My boss (let's call him Pete) was twice my age, had multiple college degrees, and had significantly more experience than me. Everyone else on the team was also older and more experienced than me.
A few months into the role, the president of the organization called me into his office and asked me to take over running the department. Pete wasn't leaving. He not only was staying in the organization, he was staying in the department. I would be Pete's boss. I'd also be overseeing the other staff who were once my coworkers. Talk about awkward.
Read MoreThe intensity around racial injustice increased as the summer continued. Just as I had never been on offense around topics of race, I had never been on defense either. Every person we hired who was not a person of color was met with disappointment and questions. Why do we keep hiring white people? Why is our candidate pool all white people? Why aren’t capable leaders of color applying for our roles?
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