Tag Archives for STO Leadership

STO LEADERSHIP & My Answers to Questions About STO Leaders: Strategic, Tactical & Operational

by Bob Whitesel, D.Min., Ph.D., 9/25/15.

I have written extensively on the importance of team building with complimentary leaders, including creating a questionnaire to help you find your leadership mix.  Called STO Leadership (Strategic, Tactical and Operational Leaders) a student asked important deeper questions about it. Below are my answers which help expand (with his good questions) the importance of understanding Strategic-Tactical-Operational leadership.

Here are the questions from the student, with my answers embedded in them.

Student:  Do tactical leaders have to have equal or exceeding competency as the operational leaders they are leading in the given subject?  (I would lean toward, ‘no’)

Whitesel:  Tactical leaders are good at analysis, usually more than content. Thus, they enjoy balancing either bank statements or cultural/evangelical mandates.  Therefore, analysis trumps content, so no they do not have to have exceeding (or even equal competency) in a given subject with the leaders they are leading.

Student: I have a suspicion that strategic leaders are also not the best at developing new leaders.  So, when I read Nelson’s article I find a difficult time figuring out what to do about it.  Just last night someone on my board said, “we need to disciple these people, how are we going to do it?”  I just drew a blank.  She was right, but I didn’t know what to say.  Not because I didn’t want to do it – I just can’t figure the process.

Whitesel: Right, the process often is beyond the strategic leader’s skills. That is why strategic leaders need tactical leaders as their closest partners.

Student: Some of these principles in Nelson’s article just won’t fly in an established small church.  I have attempted to employ some of these things (like holding volunteers accountable) and it blew up in a huge way.  The people may not have thought me ‘wrong’ but they did think me ‘mean.’  In a family church structure – peace is more important than production.

Whitesel: Strategic leaders are not good at holding people accountable (neither are tactical leaders).  For example, a strategic leader on a board may say, “Joe and Mary aren’t around much anymore and they seem dissatisfied.  I think we should ask them to resign from the administrative board if they are not going to support our mission.” The tactical leader on the board replies, “They haven’t given money in a month, and I’ve noticed they’ve been absence four out of the past five Sundays.”  As a result the board votes to ask for Joe and Mary’s resignation.  What is happening is that an operational leader is missing, to be the go-between between the S and T leaders and the workers.

Student: This read helps me put people like Nouwen into perspective.  I have a hunch, and I may be completely wrong, that he is a strategic leader.  When I read his writings it seems he has a difficult time prescribing process and practicality.  Wonderful matters and paints a beautiful picture of the Christian in his book “In the Name of Jesus” – but what really does he want people to do?

Whitesel: Exactly, at a conference I was listening to a very strategic thinker-author one day and another one the next.  Their speeches are largely one “catch phrase” after another.  I don’t think many pastors were getting ideas that would help back home.

Student: To verify what Whitesel shared about a strong focus on strategic leadership to the neglect of tactical I checked out the DVD’s to the 2007 leadership summit put on by Hybels and gang.  The messages from 2007 include the following:  “Vision to Die For,” “Strategy and Leadership,” “Living for the Greater Good,” “Building Humanity,” and “Whatever You Do, Inspire Me.”  These are all strategy/vision appealing messages.  I think those that are more tactical oriented are just not popular by attendees, and they are presented by speakers who are brought back perennially.  I know I have left feeling more inspired than equipped.

Whitesel:  Well said, “more inspired than equipped.”

STO Leadership & A Comparison Between the 3-types of Leaders (created by my leadership students).

A comparison chart addresses higher levels of Bloom’s taxonomy and provides a visual representation.  The contrast/comparison chart below was created by my former LEAD 600 students.

STRATEGIC LEADERS

Positive:

They see a need and future and are dreamers with vision and creativity. (Doug B.)

Have a purpose or goal that they are working towards with passion. (Tyler K.)

Always see the big picture, you can see the positive that could be accomplished. (JC)

Seem to have a vision and direction for the future. (Ryan V.)

Negative

They have a vision, but limited idea of how to get there. (Doug B.)

May not simultaneously share appreciation of current state, demoralizing operational leaders.  Makes all feel like what they’re currently pouring themselves into isn’t good.  (Tyler K.)

Are not sure of the steps to take to get them to where want to go. (JC)

They don’t always know how to accomplish the vision and direction for the future. (Ryan V.)

TACTICAL LEADERS

Positive:

They can budget, plan, chart, graph and figure out the steps to accomplish the vision. (Doug B.)

Always coming up with ideas, which she also carried out (Christie W.)

Are able to work out the steps to implement the plan.(JC)

They are great at planning and organizing.  They like to take ownership. (Ryan V.)

Negative:

They are good planners, but not always the best at rolling up their sleeves and getting the job done. (Doug B.)

The only negative aspect of the person’s excitement was that sometimes everything had to go her way because she thought it was the best plan. (Christie W.)

They have a hard time working with the people to put those steps in place. (JC)

They are not good with new things. They like to be left alone in order to accomplish the task ahead. (Ryan V.)

OPERATIONAL LEADERS

Positive:

When given a task and a plan, they will “get it done!” (Doug B.)

Acts as a servant out of love for Christ and others because they believe what they are doing matters in the big picture. (Tyler K.)

They are excellent at building relationships. (JC)

They are caring and willing to jump right in to help. (Ryan V.)

Negative:

They tend to focus on the immediate task at hand and sometimes fail to see the bigger picture or future. (Doug B.)

Stares at a tree and misses the rest of the forest.  The rest of the forest may be “burning” or unhealthy and it would take them a long time to notice that there is an overarching dynamic that is going to affect them if they don’t let go of their tree. (Tyler K.)

They don’t like to correct people than they are wrong, so always let things slide.(JC)

They can easily fade away if placed in a position that appears tactical. Tend to be short-sighted. (Ryan V.)

Read more on STO leadership here … https://churchhealthwiki.wordpress.com/?s=Strategic+leadership

STO LEADERSHIP & How differentiating between Strategic-Tactical-Operation styles helped #EdStetzer break the 200 barrier in church growth.

Commentary by Dr. Whitesel: Operational leaders lead by employing a tightknit group of people to assist them. However tactical and strategic leaders systematically delegate to others while empowering emerging leaders. Such a transition in leadership style appears to have contributed to Ed Stetzer‘s case study about how and why the church he pastored broke the 200 barrier.

“Break Church-Growth Barriers: Build a Bigger Leadership Table” by Ed Stetzer, EdStetzer.com, 3/28/17

…The Systems Connection

The typical church in the United States has fewer than 100 people in weekly attendance. One of the reasons is that in order to go beyond that number, we must move from relational connection to systems connection. When we are under 100, discipleship influence is exerted through direct relationships. When we pass the 100 mark, if we don’t transition to a discipleship system that can be successful without a direct relationship to the senior leader, it’ll ultimately fail.

The unfortunate reality is that most pastors don’t know how to construct congregational systems and effective structures because they lead only relationally. Sure, this is a wonderful way to lead, but it’s simply not sustainable as the church grows. As we make the transition from leading relationally to leading systemically, there is a loss of control and a loss of intimacy, which can be tremendously challenging for pastors. However, it is one of the most valuable lessons leaders of growing churches can learn.

When one of the churches I pastored made this change, we did some ongoing messaging to persuade people to participate in the process with us as leaders. But remember: not everyone who has been a part of the church will continue to stay as the church grows numerically. This isn’t necessarily a bad thing.

After our congregation made this all-important transition, it almost doubled in size in a year. Of the people who stayed, every one of them had gone through our process of assimilation into congregational life and every one of them was now serving in some capacity. The pastor was no longer seen as the sole provider, but as occupying an important function within the church where the body of Christ ministered.

This transition became key in the life of our church. If we hadn’t made that change, we would have shrunk back to 75 in attendance because that would have been all that the relationally oriented leadership could absorb.

Read more at … https://edstetzer.com/2018/02/break-church-growth-barriers-build-a-bigger-leadership-table/

STO LEADERSHIP & Your leadership style under pressure: leaders have a fallback style when under pressure – how to change it.

 Your leadership style under pressure

by Bob Whitesel
I’ve become convinced that leaders have a fallback behavior on which they rely when they are uncertain, conflicted and/or under pressure.

Read more at … https://www.biblicalleadership.com/blogs/3-cs-of-leadership/

STO LEADERSHIP & Are you a general or a colonel? What characterizes your leadership style? #video

What characterizes your leadership style? Dr. Bob Whitesel, professor of Christian Ministry and Missional Leadership at Wesley Seminary, discusses two leadership styles that are also found in the military. How will different leadership styles implement the goals and vision of your church and ministry? (Excerpted from the Society For Church Consulting’s Church Staffing Summit 2015.)

https://www.biblicalleadership.com/videos/are-you-a-general-or-a-colonel/

STO LEADERSHIP & Learning from your leadership style: Are you a shepherd, a visionary or a combination of both? #video #SocietyForChurchConsultingSummit

by Bob Whitesel D.Min., Ph.D., 1/15/17.

Are you a shepherd, a visionary or a combination of both? Dr. Bob Whitesel, professor of Christian Ministry and Missional Leadership at Wesley Seminary, talks about his leadership style and the pros and cons he found along the way. (Excerpted from The Society For Church Consulting’s Church Staffing Summit 2015.)

 Video: Learning from your leadership style

Are you a shepherd, a visionary or a combination of both?

Watch more at … https://www.biblicalleadership.com/videos/video-what-my-wife-taught-me-about-leadership/

Speaking hashtags: #TransformationalLeadershipConference

MARRIAGE & What my wife taught me about leadership #BiblicalLeadershipMagazine #video

by Bob Whitesel D.Min., Ph.D., 2/6/17.

Everyone is a mixture of various leadership styles. Hear Bob Whitesel share what his marriage unveiled about how different leaders approach decisions and even God. How could different leadership styles complement your church’s team? (Excerpted from the Society For Church Consulting’s Church Staffing Summit 2015.)

 Video: What my wife taught me about leadership

Hear Bob Whitesel share what his marriage unveiled about how different leaders approach decisions and even God.

3-STRand LEADERSHIP & A video introduction & tools to discover your mix of 3 leadership traits.

by Bob Whitesel D.Min., Ph.D., 9/25/17.

A short, self-scoring questionnaire to discover your 3-STRand leadership mix via this QR CODE or this link: https://churchhealthwiki.files.wordpress.com/2020/11/3-strand-leadership-questionnaire-c2a9bobwhitesel-fillable.pdf)

STR QR CODE for Questionnarie

3-STRand Leadership (Strategic-Tactical-Relational traits) is a meta-model of leadership I have adapted/applied to ministry leadership. Formerly I labeled this STO Leadership for strategic-tactical-operational, the terms used by military leaders. Most leadership colleagues/students find the concept of 3-STRand Leadership (Strategic-Tactical-Relational) very helpful.  For a brief introduction …

A) Take a look at these introductory videos:

https://www.biblicalleadership.com/videos/are-you-a-general-or-a-colonel/

https://www.biblicalleadership.com/videos/do-you-have-a-no-man-on-your-team/

B) Read this short explanation of the three traits of leaders: Strategic-Tactical-Relational here: https://churchhealthwiki.wordpress.com/2015/09/29/sto-leadership-an-overview-are-you-a-shepherd-or-a-visionary-or-a-little-of-both/

C) Read about the different names authors have used interchangeably with Strategic-Tactical-Relational here: https://churchhealthwiki.wordpress.com/2017/03/02/sto-leadership-alternative-names-for-strategic-tactical-operational-leadership-styles/

D) Then read the “Questions and Answers About 3-STRand Leadership” at this link: https://churchhealthwiki.wordpress.com/2015/09/25/teamwork-my-answers-to-questions-about-sto-leaders-strategic-tactical-operational/

E) Finally, take the questionnaire to find which is your dominant and sub-dominant leadership traits. Then give it to your team.  The questionnaire is available FREE here: 

3-strand-leadership-questionnaire-c2a9bobwhitesel-fillableDownload

LEAD 600 LEAD600 STO GCRN #Kingswood2018 3-STRand STRand #ThinkTankOH #TTIN #ThinkTankIN #STRand #3-STRand STR STRand 3-STRand

VISION & What Makes a Visionary Leader #Video @BobWhitesel #ChurchCentral

What makes a visionary leader?

May 4, 2017 | by Bob Whitesel

 

Watch the video at https://www.churchcentral.com/videos/video-what-makes-a-visionary-leader/

Bob Whitesel gives historical background to the term strategic leader.Explore the characteristics of this leadership and think about who models these attributes on your church’s team. (Excerpted from the Society For Church Consulting’s Church Staffing Summit 2015.)

#STO STO leadership

 

STO Leadership & A Comparison Created by @WesleySeminary Leadership Students

To understand principles, a contrast/comparison chart addresses higher levels of Bloom’s taxonomy and gives a visual representation.  The contrast/comparison chart below was created by my current LEAD 600 students.

STRATEGIC LEADERS

Positive: They see a need and future and are dreamers with vision and creativity. (Doug B.)
Positive: Have a purpose or goal that they are working towards with passion. (Tyler K.)
Positive: always see the big picture, you can see the positive that could be accomplished.(JC)
Positive: Seem to have a vision and direction for the future. (Ryan V.)

Negative: They have a vision, but limited idea of how to get there. (Doug B.)
Negative:  May not simultaneously share appreciation of current state, demoralizing operational leaders.  Makes all feel like what they’re                                currently pouring themselves into isn’t good.  (Tyler K.)
Negative: are not sure of the steps to take to get them to where want to go. (JC)
Negative: They don’t always know how to accomplish the vision and direction for the future. (Ryan V.)

TACTICAL LEADERS

Positive: They can budget, plan, chart, graph and figure out the steps to accomplish the vision. (Doug B.)
Positive: Always coming up with ideas, which she also carried out (Christie W.)
Positive : Are able to work out the steps to implement the plan.(JC)
Positive: They are great at planning and organizing.  They like to take ownership. (Ryan V.)

Negative: They are good planners, but not always the best at rolling up their sleeves and getting the job done. (Doug B.)
Negative: The only negative aspect of the person’s excitement was that sometimes everything had to go her way because she thought it                                 was the best plan. (Christie W.)
Negative: have a hard time working with the people to put those steps in place. (JC)
Negative: They are not good with new things. They like to be left alone in order to accomplish the task ahead. (Ryan V.)

OPERATIONAL LEADERS

Positive: When given a task and a plan, they will “get it done!” (Doug B.)
Positive:  Acts as a servant out of love for Christ and others because they believe what they are doing matters in the big picture. (Tyler K.)
Positive: are excellent at billing relationships. (JC)
Positive: They are caring and willing to jump right in to help. (Ryan V.)

Negative: They tend to focus on the immediate task at hand and sometimes fail to see the bigger picture or future. (Doug B.)
Negative:  Stares at a tree and misses the rest of the forest.  The rest of the forest may be “burning” or unhealthy and it would take them                                a long time to notice that there is an overarching dynamic that is going to affect them if they don’t let go of their tree. (Tyler K.)
Negative: don’t like to correct people than they are wrong, so always let things slide.(JC)
Negative: They can easily fade away if placed in a position that appears tactical. Tend to be short-sighted. (Ryan V.)

Read more on STO leadership here … https://churchhealthwiki.wordpress.com/?s=Strategic+leadership

3-STRand Leadership & Alternative Names for Strategic, Tactical & Relational Leadership Styles

(Click the following link for a short, self-scoring questionnaire to discover your 3-STRand leadership mix: https://churchhealthwiki.files.wordpress.com/2020/11/3-strand-leadership-questionnaire-c2a9bobwhitesel-fillable.pdf)

Excerpted from Preparing for Change Reaction: How to Introduce Change in Your Church by Bob Whitesel (Indianapolis: Wesleyan Publishing House, 2007). The designation operational has been updated to relational for clarity.

Strategic Leadership Characteristics:

Strategic leadership is “future directed,”[i]” strategic leaders often want people to move forward, and thus they are the first to start moving in new directions. Historian Martin Marty said they “are extremely sensitive to where people are, but are not content to leave them there.”[ii]

Other names for strategic leaders are:

  1. Visionaries (George Barna,[iii] Leith Anderson[iv] and Phil Miglioratti[v]).
  2. Role 1 Leaders (Phil Miglioratti[vi]).
  3. “Top management” (John Wimber, Eddie Gibbs[vii]).
  4. “Strong, authoritative, directive pastoral leadership” (Wagner[viii]).
  5. Upper-level Management (John Kotter[ix]).
  6. Sodality leadership, which is described as “vision setter, goal setter, strong leader, visionary, upper management” (Ralph Winter[x]).

Tactical Leadership Characteristics:

Tactical leadership is an integrated skill. The tactical leader weds the past, the present and the future to move the church ahead. The tactical leader grasps the strategic leader’s vision of the future, but the tactical leader enjoys integrating these future plans into the ongoing and present life of the church. Tactical leaders also relish the planning process. They set timelines and allocate duties. They are delgators in the truest sense of the word. They should not be confused with relational leaders who do the work themselves. The tactical leader delegates fully, but then carefully evaluates the results.

And thus, tactical leaders are often pen and pencil (or stylus and PDA) people, who make copious notes as strategic leader expounds upon the future. Tactical leaders create spreadsheets, flowcharts, diagrams and designate work teams. Tactical leaders know who to bring big long-term projects down into easy, doable steps.

Thus, tactical leaders are the needed go-between to connect strategic leaders who grasp the big-picture, and relational leaders who get things done. Everyone appreciates tactical leaders, but regrettably they are usually outnumbered in our churches by strategic leaders and relational leaders. Thus, the organization suffers.

Other names for tactical leaders are:

  1. Administrators (Phil Miglioratti[i]).
  2. Role Two Leaders (Phil Miglioratti [ii]).
  3. Middle-level management (Martin Butler and Robert Herman[iii]).
  4. “Middle management” (John Wimber/Eddie Gibbs[iv] and John Kotter[v]).
  5. “Enables others to achieve goals” (Richard Hutcheson[vi]).
  6. Problem solvers (Gary Yukl[vii]).
  7. Modality leadership, which is described as “enabler, team builder, ally, implementer” (Ralph Winter).[viii]

Relational (sometimes called Operational) Leadership Characteristics:

Relational leaders have the knowledge, skill, relational abilities and dedication to get a job done. Once the parameters are defined and they see how their task fits into the bigger-picture (they are helped in this by the tactical leader), the relational leader can accomplish almost anything. Anthropologist Margaret Mead observed, “Never doubt that a small group of committed citizens can change the world. Indeed, it is the only thing that ever has.” [i] And, thus the contribution of the relational leader is critical to the change process.

Relational leaders often love their job so much, that they do not see themselves “moving out” of this role in the foreseeable future.[ii]

But, if the relational leader does not have the go-between of a tactical leader, the strategic leader’s vision may be too imprecise to motivate the relational leader. Thus, we see once again while all three types of leadership are needed, but it is the glue that the go-between tactical leader provides that helps the relational leader move the strategic leader’s vision forward.

Other names for relational leaders are:

  1. Workers (Phil Miglioratti[iii]).
  2. Role Three Leaders (Phil Miglioratti[iv]).
  3. Foremen (John Wimber, Eddie Gibbs[v]).

Download the chapter here: book-bw-excerpt-cr-change-reaction-chpt-2-sto-leaders-dr-whitesel

Strategic Leadership Footnotes

[i] Popular attestation, http://www.quoteworld.org/quotes/8891

[ii] Phil Miglioratti, “Putting Your Laymen When They Will Do the Most Good,” op. cit., p. 146

[iii] Ibid.

[iv] ibid.

[v] Eddie Gibbs, I Believe in Church Growth, op. cit., pp. 380, 381.

Tactical Leadership Footnotes

[i] Phil Miglioratti, “Putting Your Laymen When They Will Do the Most Good,” op. cit., p. 146

[ii] ibid.

[iii] D. Martin Butler and Robert D. Herman, “Effective Ministerial Leadership,” Nonprofit Management and Leadership (1999), 9:229-239.

[iv] Eddie Gibbs, I Believe in Church Growth, op. cit., pp. 380, 382-383.

[v] John Kotter, A Force for Change: How Leadership Differs from Management, op. cit.. Kotter muddies the water a bit, by making a imprecise distinction between leadership and management. Kotter would agree with this author, that there are strategic leaders and tactical leaders. However, Kotter calls what strategic leaders do: “leadership.” And he labels what tactical leaders do as: “management.” While it is laudable that Kotter is trying to help distinguish between strategic and tactical leadership, the widespread use of the terms “leadership” and “management” probably mean they are too popular to now be more narrowly defined. Thus, Kotter’s goal is good, to distinguish between strategic and tactical leaders, but his terminology is probably too imprecise.

[vi] Richard Hutcheson, J., The Wheel Within the Wheel: Confronting the Management Crisis of the Pluralistic Church (Atlanta: John Knox Press, 1979), p. 54.

[vii] Gary Yukl, Managerial Practices Survey (Albany, New York: Gary Yukl and Man Associates, 1990).

[viii] C. Peter Wagner, Leading Your Church to Growth, op. cit., pp. 141-165.

Relational Leadership Footnotes

[i] H. Ozbekhan, “Toward a General Theory of Planning,” in E. Jantsch, ed., Perspective in Planning (Paris, Organization for Economic Co-operation and Development, 1969), p. 151.

[ii] Martin Marty, “Lutheran Scholar ‘Sprinkles Methodist Advice,” in The United Methodist Reporter (Dallas, Texas: 1986), March 28.

[iii] Christian pollster George Barna correctly emphasizes that for a strategic leader, a clear vision of the future is important. And, Barna in his popular book, The Power of Vision (Ventura, Calif.: Regal Books, 1992, p. 28, 38-39) describes a vision as “ a clear mental image of a preferable future imparted by God, and based on an accurate understanding of God, self and circumstances.” Yet, the popularity of Barna’s definition may have clouded the picture, as strategically-orientated pastors latched on to this definition, which lacks the complimentary emphasis that it is tactical leadership that will get you there.

[iv] Leith Anderson, Dying for Change (Minneapolis, Minn.: Bethany Publishing House, 1990), pp. 177-178.

[v] Phil Miglioratti, “Putting Your Laymen When They Will Do the Most Good,” The Pastor’s Church Growth Handbook (Pasadena, Calif.: Church Growth Press, 1979), p. 146.

[vi] Ibid.

[vii] Eddie Gibbs, I Believe in Church Growth (Grand Rapids, Mich.: Eerdmans Publishing House, 1981), pp. 380, 383-385.

[viii] C. Peter Wagner, Leading Your Church to Growth (Ventura, Calif.: Regal Books, 1984), p. 73-74.

[ix] John Kotter, A Force for Change: How Leadership Differs from Management (Boston: Harvard University Press, 1990).

[x] C. Peter Wagner, Leading Your Church to Growth, op. cit., pp. 141-165.

Speaking hashtags: #STO.  3-STRand   STRand   #ThinkTankOH  #TTOH   #3-STR #3-STRand. #TTIN

TACTICAL LEADERSHIP & Doctoral Student Validates 60-20-20 Ratio

Commentary by Dr. Whitesel: I recently received this email from a former student. He applied the Strategic-Tactical-Operational (STO) Leadership Questionnaire to his leaders.  It helped solve their leadership impasse. I’ve also posited that a 20-20-60 ratio of strategic-tactical-operational leadership on a team seems to make sense. He validated this in his case-study and here is his email (with names changed).

Dr. Whitesel,  I’m not sure if you remember me or not, but I wanted to drop you a line.

First, thank you so much for making my experience at Indiana Wesleyan great. You were truly a great influence in my life and thinking. I continue to go back and read your books and do my best to put your wisdom into action.

Second, your book Change Reaction has been the greatest book to help me in my ministry context. I know that you have had several of my friends (Don S. and Angie B.) attending your classes.

The reason for my email is that I wanted to let you know that we have been one church that has verified your hunch in the Change reaction Book.

A little background first….I have moved out of Children’s Ministry and now I am overseeing the volunteers and ministry of our church. We have moved into our new worship center moving from 1000 to 1200. The goal of our pastor is now to move to 1500 and we have been stuck.

Due to this being stuck, I went back to your book and had all of our volunteers take the leadership assessment on page 46-47. I copied this off your blog (https://churchhealthwiki.wordpress.com/2015/07/11/sto-leadership-a-questionnaire-to-discover-your-leadership-mix-changereactionbook/)… The amazing thing is that I had 131 leaders take the assessment and we did hit your 60 – 20 – 20 hunch. Here is the graphic:

image003

I was amazed that after taking this assessment, it verified what you were saying.

The goal now is to look for these tactical leaders and place them over the ministries to help lift the church to the next level. I thought this would be very interesting to you. Also, it is my belief that this is why we haven’t been able to move to the next level.

Anyway, thank you for your training, writing, and teaching. I am taking all of this to heart and utilizing your teachings! If you would have time, I would love to possibly to talk to you about this more. I am finishing my dissertation through North Central University. I am writing on the missing link in the church – the tactical leader.

I have found several dissertations where the biggest needs for pastors and churches are people skills and administration (tactical leadership). As you stated that McGavran was your mentor, I look at you as this to me. Lastly, I would like to use Change Reaction as the foundation of my study and research. Would you be okay with this? I look forward to hearing from you when you have time. I appreciate you and I thank you again for your influence.

Jason D.

STO LEADERSHIP & An Overview: Are you a shepherd or a visionary (or a little of both)?

by Bob Whitesel, April 26, 2010.

(Click the following link for a short, self-scoring questionnaire to discover your 3-STRand leadership mix: https://churchhealthwiki.files.wordpress.com/2020/11/3-strand-leadership-questionnaire-c2a9bobwhitesel-fillable.pdf)

The word strategy comes from the Greek word for a military general: strategoi.  The generals of ancient Athens, led by the forward-thinking Pericles, undertook a grand building project to make Athens the cultural and political center of Greece. The Athenian generals’ strategy paid off, with beautiful buildings such as the Parthenon, making Athens the Greek capital.

In the military, the word “strategic” refers to the bigger-picture planning that is done before a before a battle begins.  Strategic leaders see the big picture, and envision outcomes before the battle commences.  They intuitively know what the results should be, even though they are not experts in getting there.  In the military, strategic leaders are generals, admirals, etc.

The strategic leader is akin to an artist.  He or she sees the dim outline of the future, perhaps a gleaming office tower or an eye-catching museum.  They can envision what it will look like once it is complete.  But, they seek only general forms, shapes and appearances.  They see the art and the results.

Let’s look at some typical characteristics that distinguish leaders in the church.  In my consultative work I have routinely witnessed that pastors can be drawn into the ministry by two competing roles.

1. The shepherd.  Many pastors enter the ministry due to a desire to help fellow humankind with a hands-on, relational, personal and mentoring type of leadership style.  This is analogous to the guidance of a shepherd, and is reflected in scriptures about nurture, care and cultivation such as in Isaiah 40:11, “He tends his flock like a shepherd: He gathers the lambs in his arms and carries them close to his heart; he gently leads those that have young.”  And, this is exemplified by Jesus who is described as “our Lord Jesus, that great Shepherd of the sheep” (Hebrews 13:20).  Pastors drawn by this role often become relational leaders.

2. The visionary.  Pastors in this category have an overriding desire to make a significant impact for Christ and His kingdom.  They are impassioned by statements such as John 4:34-38, “’My food,’ said Jesus, ‘is to do the will of him who sent me and to finish his work. Do you not say, ‘Four months more and then the harvest’? I tell you, open your eyes and look at the fields! They are ripe for harvest. Even now the reaper draws his wages, even now he harvests the crop for eternal life, so that the sower and the reaper may be glad together. Thus the saying ‘One sows and another reaps’ is true. I sent you to reap what you have not worked for. Others have done the hard work, and you have reaped the benefits of their labor’.”

Visionaries have what Church Growth researcher Win Arn called “church growth eyes … a developed characteristic of individuals and churches who have achieved a sensitivity to seeing possibilities….”   Pastors drawn by this leadership role usually become strategic leaders.

Often, pastors and church leaders have a mixture of the two roles, and may fluctuate between them.  However, it is important to note the dissimilar nature of these roles.  One seeks to build interpersonal camaraderie and intimacy, the other seeks to attain a physical forward-looking goal.

In the former, intimacy is the purpose, and in the latter the future goal is the purpose.  Which is needed? They both are, but the wise church leader will employ each as the circumstance warrants and as their abilities allow.

Pastors attracted to the ministry because of a vision to make a significant impact for Christ often exhibit strategic leadership.  And, they are often passionate about their work, for they see the depravity of humankind and they perceive how Christ provides the necessary answer.  They are often highly enthusiastic and energetic about reaching people for Christ.  This passion can sometimes be misconstrued as a fervor for growth, size or power.  And, such negative attributes can sneak in.  However, what customarily motivates these individuals is the picture they envision of many people coming to know Christ.

Strategic leaders are the first to notice that change is needed.  This is because they are always looking ahead.  To a degree, they live in the future better than the present. This means they can be frustrating to work with if not accompanied by the tactical leader.  Strategic leaders thus see the need for change, and love discussing the rationale and theories of change.  They are critical for the change process, for they look ahead and see where the church is going and needs to go.  But they are also frustrating for other leaders, because strategic leaders know what the results should look like, but they are weak at envisioning the step-by-step process.

Strategic leadership is “future directed.”  Strategic leaders often want people to move forward, and thus they are the first to start moving in new directions.  Historian Martin Marty said they “are extremely sensitive to where people are, but are not content to leave them there.”

ARTICLE is excepted with permission by ChurchCentral.com from Preparing for Change Reaction: How to Introduce Change in Your Church by Bob Whitesel (Indianapolis: The Wesleyan Publishing House, 2007), read the original article at http://www.churchcentral.com/blogs/are-you-a-strategic-leader.

DOWNLOAD the entire chapter here (not for public distribution, so if you enjoy the chapter please support the publisher and author by purchasing a copy): BOOK ©Whitesel EXCERPT – CHANGE REACTION Chpt. 2 STO Leaders

Speaking hashtags: #BetterTogether 3-STRand STRand #ThinkTankOH

3-STRand LEADERSHIP & A Questionnaire to Discover Your Leadership Mix

by Bob Whitesel D.Min, Ph.D., 1/4/08. Adapted from Preparing for Change Reaction: How to Introduce Change in Your Church by Bob Whitesel (Indianapolis: Wesleyan Publishing House, 2007.

Typically in our churches we have (three types of leaders):

Strategic Leaders.

They see the need and the future. They have a limited idea of how to get there, but they have been exposed to various models to accomplish change. However, strategic leaders do not typically have the patience to analyze, fine-tune, crunch-the-numbers, tweak, perfect, evaluate and adjust a strategy. Subsequently, strategic leaders often try to just apply (e.g. franchise) a strategy that has worked elsewhere. The strategic leader may purchase step-by-step manuals for relational leaders. And while this is a good starting place, because tactical leaders who can adjust the methodology for the church’s own unique scenario are not involved, the canned strategy is often abandoned with people saying “that doesn’t work here.” Again, the problem is not the strategic leaders or the relational leaders. They are both doing their jobs. The problem is created because an important linking and planning element of leaders is missing: the tactical leaders and their organizational skills.

Tactical Leaders

They then become our crucial … and missing link in effective change. If they are missing, change strategies are not adapted to the local context and the process is unorganized.  They are the key go-betweens among the strategic and relational leaders. Tactical leaders have the requisite skills of analysis, step-by-step planning, numbercrunching, and detail management to bring a change to fruition. This is the contribution of the tactical leaders.

Relational (formerly designated Operational) Leaders

In military jargon these are the “boots on the ground,” meaning the frontline workers who must adjust the tactics they are given. They are relational teams of workers, who derive much of their satisfaction from both their teammates and their visible accomplishments. Relational leaders may also volunteer to be tactical leaders, because relationships are so important to them they do not want to see the strategic leader in a quandary. They may say something like “Pastor, I know you are in a spot here. So I’ll help you out.” If a relational leader says this, interview that person and then if this relational leaders does not have the analytical, diagnostic and methodical skills to create and manage an elaborate plan, graciously decline their offer. To thrust relational leaders into tactical positions will frustrate them, and eventually due to their gracious and relational nature, they will quietly fade away from their failed tactical task.

Change is Difficult Because Tactical Leaders Are Missing

PreparingChange_Reaction_MdWhy then does change so often fail in congregations? It has been my observation that it is because strategic leaders (often pastors) try to orchestrate the tactical process. Often if a strategic leader in the role of a pastor or a department head tries to move the church forward with some change, the congregants will become frustrated because of a lack of precision in the plan. The plan to them will appear too nebulous and imprecise.

At the same time the strategic leader will expect the relationally-orientated leaders to create a plan. And though the relational leaders are the key to the success of the process, their emphasis upon relationships usually trumps their interest in the administrative details, budgeting, volunteer recruitment and evaluation that is required.

The answer is that change needs the critical link between strategic leader and relational leaders: tactical leadership. Therefore, to succeed with change, it is important that at the outset of this book the pastor look around him or her develop those tactical leaders who can map-out the change processes outlined in this book, and who will enjoy doing so.

Questions for Discovering YOUR LEADERSHIP STYLE mix:

1. What kind of tasks do you enjoy?

(Circle only those letters that correspond to tasks you greatly enjoy.)

a.  Dreaming about the future.
b.  Preparing a budget.
c.  Getting to know a person you work with.
d.  Graphing on paper a new plan.
e.  Analyzing what when wrong with a past strategy.
f.   Creating a visual map of the planning process.
g.  Balancing your checkbook.
h.  Sharing about your family history.
i.   Reading books on new ideas.
j.   Attending seminars on creativity.
k.  Tackling a numerical problem.
l.    Reading books on history.
m.  Researching costs associated with a project.
n.   Creating a survey.
o.   Taking a survey.
p.   Leading under 12 people on a project.
q.   Recording the minutes of a meeting.
r.    Loading and adjusting new software on your computer.
s.   Designing ways to better communicate an idea.
t.    Relaxing by sharing with friends about hobbies.
u.   Relaxing by sharing with friends about what when wrong.
v.    Relaxing by dreaming with friends about new ideas.
w.   Working on a hobby with a few closer friends.
x.   You share your personal feelings easily with others.
y.   You share your new ideas easily with others.
z.   You like to get a job done with a minimum of fuss.

TOTAL BELOW:  For each letter you circled, put a check in the corresponding box below.  You may be primarily comfortable with a leader style associated with the box that contains the most checkmarks.

Relational Leaders most likely checked boxes: C, H, P, T, W, X, Z,

Tactical Leaders: B, D, E, F, G, K, M, N, Q, R, S, U

Strategic Leaders: A, I, J, L, O, V, Y

STO Leadership Questionaire TOTAL box copy

Adapted from Preparing for Change Reaction: How to Introduce Change in Your Church by Bob Whitesel (Indianapolis: Wesleyan Publishing House, 2007.  Download the entire chapter here >> BOOK BW EXCERPT CR Change Reaction Chpt.2 STO Leaders ©Dr.Whitesel

Speaking hashtags: #BetterTogether #SalvationCenterTX  #NewDirectionChurch STO STRand 3-STRand #STO  3-STRand   STRand   #ThinkTankOH  #TTOH   #3-STR #3-STRand. #TTIN

TACTICAL LEADERSHIP & The Best Managers Are Boring Managers (STO Leadership)

Commentary by Dr. Whitesel: This Harvard Business Review article cited research that managers who are stable and mature (i.e. typically thought of as ‘boring’) are the best middle managers. And, it points out that everyone as they mature becomes better at these attributes (I know I have). But it also supports something I’ve been saying for many years: that we often promote operational (i.e. relational) leaders into middle-manager roles. Such operational leaders are more attuned to one on one leadership and less attune to manage and develop the complex matrix of organizational behavior. For more on strategic – tactical – operational (STO) leadership see these articles. Then read this HBR article for verification and additional ideas.

Read more at … https://hbr.org/2015/09/the-best-managers-are-boring-managers

STO LEADERSHIP & My Answers to Questions About 3-STRand Leaders: Strategic, Tactical & Relational

by Bob Whitesel, D.Min., Ph.D., 9/25/15.

I have written extensively on the importance of team building with complimentary leaders, including creating a questionnaire to help you find your leadership mix.  Called STO Leadership (Strategic, Tactical and Relational [previously I designated operational] Leaders) a student asked important deeper questions about it. Below are my answers which help expand (with his good questions) the importance of understanding Strategic-Tactical-Relational leadership.

Here are the questions from the student, with my answers embedded in them.

Student:  Do tactical leaders have to have equal or exceeding competency as the relational leaders they are leading in the given subject?  (I would lean toward, ‘no’)

Whitesel:  Tactical leaders are good at analysis, usually more than content. Thus, they enjoy balancing either bank statements or cultural/evangelical mandates.  Therefore, analysis trumps content, so no they do not have to have exceeding (or even equal competency) in a given subject with the leaders they are leading.

Student: I have a suspicion that strategic leaders are also not the best at developing new leaders.  Just last night someone on my board said, “we need to disciple these people, how are we going to do it?”  I just drew a blank.  She was right, but I didn’t know what to say.  Not because I didn’t want to do it – I just can’t figure the process.

Whitesel: Right, the process often is beyond the strategic leader’s skills. That is why strategic leaders need tactical leaders as their closest partners.

Student: I have attempted to employ some of these things (like holding volunteers accountable) and it blew up in a huge way.  The people may not have thought me ‘wrong’ but they did think me ‘mean.’  In a family church structure – peace is more important than production.

Whitesel: Strategic leaders are not good at holding people accountable (neither are tactical leaders).  For example, a strategic leader on a board may say, “Joe and Mary aren’t around much anymore and they seem dissatisfied.  I think we should ask them to resign from the administrative board if they are not going to support our mission.” The tactical leader on the board replies, “They haven’t given money in a month, and I’ve noticed they’ve been absence four out of the past five Sundays.”  As a result the board votes to ask for Joe and Mary’s resignation.  What is happening is that a relational leader is missing, to be the go-between between the S and T leaders and the volunteers.

Student: This read helps me put people like Nouwen into perspective.  I have a hunch, and I may be completely wrong, that he is a strategic leader.  When I read his writings it seems he has a difficult time prescribing process and practicality.  Wonderful matters and paints a beautiful picture of the Christian in his book “In the Name of Jesus” – but what really does he want people to do?

Whitesel: Exactly, at a conference I was listening to a very strategic thinker-author one day and another one the next.  Their speeches are largely one “catch phrase” after another.  I don’t think many pastors were getting ideas that would help back home.

Student: To verify what Whitesel shared about a strong focus on strategic leadership to the neglect of tactical, I checked out the DVD’s to the 2007 leadership summit put on by Hybels and gang.  The messages from 2007 include the following:  “Vision to Die For,” “Strategy and Leadership,” “Living for the Greater Good,” “Building Humanity,” and “Whatever You Do, Inspire Me.”  These are all strategy/vision appealing messages.  I think those that are more tactical oriented are just not popular by attendees, and they are presented by speakers who are brought back perennially.  I know I have left feeling more inspired than equipped.

Whitesel:  You summarized it well, “more inspired than equipped.”  😉

STO 3-STRand STRand #ThinkTankOH

DIFFICULT BOARD MEMBERS & An Exercise to Train Leaders How to Tactfully Respond

by Bob Whitesel, D., Min., Ph.D., 9/25/15.

This leadership exercise improves skills for leading and directing boards.  Boards are polity structures that control information, progress and funding. Thus, they are an important element that must be managed and developed carefully and diplomatically.

To complete this leadership exercise, tell in two paragraphs how you would handle the following scenario.  Use citations (at least 2) to explain the rationale for your plan.  Here is the fictional case study:

Frank has been on the church’s governing board as a representative of the Trustees for almost two decades.  Everyone loves his care and concern for the church’s facilities.  However, the treasurer has informally informed the board that he has received an offer from a national pharmacy chain to purchase the parsonage.  Everyone knows the parsonage is in need of repair, and thus the treasurer has recommended to the board that the church sell the parsonage, and buy a new parsonage for the pastor.

Frank is vehemently set against this course of action.  He was involved in purchasing the land for the parsonage in the early 1960s and with a team of friends, he oversaw the building of the parsonage by a local builder.  Frank and his friends had also volunteered many extra hours doing most of the finish work.  From the roof, to the basement, they worked to create a nice parsonage on a limited budget.  In fact, the trustees of another church nearby had asked Frank and his friends for their advice when they built their own parsonage.  Some people even commented that the parsonage looked too ostentatious because of the many nice details Frank and other volunteers had created.  Because the parsonage sat on the corner of a busy intersection, the parsonage was even more well known than the church facility.  But, over the years Frank’s friends left to go to that place we all hope to see one day: Florida.  And as they departed few wage-earning boomers had the time to help Frank keep the parsonage fixed up  Slowly but steadily the parsonage descended into disrepair.

Corrie had been the pastor for seven years, and she struggled to lead the church and raise her two daughters in the parsonage’s deteriorating confines.  Everyone knew Corrie was dissatisfied, but she tried not to show it.  Now finally, was a chance to get rid of the parsonage and purchase a new one in a more upscale suburb seven miles away.

The treasurer put the sale of the parsonage on the agenda of tonight’s board meeting, and Corrie just saw it.  She knew she had no time to talk to Frank or the treasure before the meeting.  She took a deep breath, closed her eyes and prayed.  Afterwards she thought back to her course at Wesley Seminary and slowly small snippets of insights came back to her.  She felt a sense of purpose and diplomacy.  She entered the meeting, and here is what happened … (now, you finish the story).

So, tell us what Corrie did as a student of the books and lessons you have been reading to address the problem of Frank and the treasurer. What was the outcome, and how did she do it?  As you write your board meeting scenario (just a paragraph of two) be sure to tell who are the strategic, tactical and operational leaders.  And, resist the temptation to be humorous and impractical.  Share your best ideas, for you may be facing a similar situation in the near future.

LEADERSHIP & Leading People When They Know More than You Do

Commentary by Dr. Whitesel: As a church growth consultant and member of a local church, I can tell you this is hard sometimes. Pastors and churches I’ve attended in the past either distanced themselves from me (perhaps because they felt I knew more than them) or reached out and embraced insights I could provide. My friend and fellow consultant Gary Macintosh has experienced the same thing.

This Harvard Business Review article points out that there are “specialist leaders” and “generalist leaders.” And specialist leaders often report to a generalist leader.

This article points out the “generalist leader” must be careful to:

1) respect the knowledge of the “specialist leader” and encourage the specialist leader to share it,

2) and regularly seek input from the “specialist leader.”

So to lead those you know more than you, requires showing you appreciate their expertise and soliciting their input. Needless to say those generalist leaders that welcomed others’ input are allowing us to use the gifts God has given us to help us grow our local church too.

Read more at … https://hbr.org/2015/06/leading-people-when-they-know-more-than-you-do

MANAGEMENT HISTORY & Why Pastors Lack Management Skills, More Than Leadership Skills

by Bob Whitesel D.Min., Ph.D., 8/24/15.

Sometimes seminary students have a negative view of the term 
“management” because in their minds it has been linked with inflexibility and control. As a result, seminarians often eschew learning management skills.

But it has been my (oft quoted) observation that, “Pastors more often are kicked out of a church because of poor management skills, than because of poor leadership skills.”

To understand how management got a “bad reputation” that it does not deserve, let’s look the history of management.

The historical beginnings of the “management” movement.

Management as an academic discipline began with a mechanical engineer named Frederick Taylor who invented the term “scientific management” (“The Principles of Scientific Management,” New York: Harper & Row, 1913).  Now, because it was a “science” it seemed legit to study in universities and the field of management was born. Today, management degrees (e.g. MBA, MSM, etc.) are some of the most popular degrees in graduate school.

But, many people, this professor included, have problems with Taylor’s “scientific management.”

Not because it is scientific, or even because it is management, but because of what it soon became.  You see, Taylor put the company before the person.  He famously intoned “the worker must be trimmed to fit the job” (quoted by Daniel Boorstin, “The Americans: The Democratic Experience, New York: Vintage, 1974, 363).  To legitimize this he conducted time and motion studies to show how jobs could be better performed.  Of course, business managers were elated at this science, that could prove that by manipulating people, jobs can be done faster and more efficiency (oftentimes however at the expense of the workers self-worth and dignity).

The Rise of “Tactical” AND “Strategic” Management  

Not surprisingly, many critics arose who criticized Taylor’s approach (an approach when came to be known as Theory X).  The critics said that Theory X did not fully appreciate the worker (it didn’t), that it de-motivated the worker (it did) and that it was too inflexible (it is).

The later point, that it was too inflexible, was championed by Henry Mintzberg in a great book called “The Rise and Fall of Strategic Planning” (New York: The Free Press, 1994). Some wrongly misconstrue that Mintzberg was saying strategic planning was wrong.  He wasn’t. But what he was arguing is that in Theory X management is seen as being too inflexible, too lock-step, too rigid.

He suggested that “planners” need to be both “right-brained planners” who learn procedures and processes (who I call “tactical leaders”); as well as “left-brained planners” who (Mintzberg p. 394, quoting Quinn) are “wild birds … (who) range throughout the organization stimulating offbeat approaches to issues” (who I call “strategic leaders”)

This approach to management, flexible, innovative and integrated (across several disciplines), is very helpful for the church.  Because it utilizes right-brained planners (tactical leaders) and left-brained planners (strategic leaders), I have called this STO leadership (where O represents the “operational, team-orientated leader).

To foster innovation you need both strategic leaders (who can see the vision) and also tactical leaders (who can plan out the innovation). And, I have observed in my church case study research that innovation is very important for church growth (I even wrote a chapter about “Innovation” that I observed at Solomon’s Porch church in Minneapolis).  In fact, you can find a chart that compares “Innovation” and “institutionalism” on ChurchHealth.wiki

I want to stress the importance of this flexible, inter-disciplinary management.  Postmodern management scholars such as Mary Jo Hatch and Haridimos Tsoukas see management as having to do with the ability to plan flexible tactics, address conflict, recruit volunteers and alter management styles as an organization grows.  In fact, in my consulting I have found that among pastors, leadership principles are usually rather well understood, but that pastors are weak in  management principles.

I say all of this to ensure that as you study management and leadership, you do not dismiss the former in lieu of the latter.  A holistic understanding of both leadership and management is critical for today’s church leader.  And in my case study research, I have found management skills missing more in pastors than leadership skills.