The first
employee was myself. As the church started to grow, I hired an administrative
assistant. Next, I hired a youth/music combo or you can hire a part-time youth
pastor and a part-time worship leader. Those were the first key positions for
CBC.
How does your
relationship with your staff change as the church grows?
I become more of a cheerleader and less of a technical
expert. They are the technical experts. My job is to keep them resourced, give
them inspiration and cheer them on by telling them how great they are doing. I
do that at our all-staff Praise and Prayer each week.
How do you distribute
responsibilities between staff and volunteers?
There are over 380 on staff at CBC. We have a hybrid
between pure volunteer led and pure staff led events. A full-time staff person has
a big volunteer base they work with regularly. We also have several part-time staff
persons. And with part-time staff, you spread the volunteer management out more
broadly among the part-time staff. On average, people will only volunteer 3-5
hours a week. If their work isn’t inspiring or meeting a felt need, they won’t
stick around. We use a test from www.assessme.org
to help our volunteers find the right position for them.
How
available are you to the staff?
I study at home and have an open door policy at church. Anyone can
come see me. If they have job complaints, they go to their direct supervisor.
Otherwise, they can drop in or set up an appointment with me. I will stop by
their offices periodically and ask them how their life, marriage and ministry are
going.