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Aug 30, 2007


Jeremy Scheller

Well I'm excited to hear what you have to say at minicom (even if you're not sure what you're going to say (ouch! open mouth, insert foot jeremy).

This organizational stuff is fascinating to me. I'm so into "working from my strengths" lately, that i'm obsessed with knowing everyone else's and whether my team members are really in a place that's a good fit for them (some things are self-evident).

Being the lone soldier right now, and knowing our church is about to bust its seams open, I get so frustrated doing the organizational dance of trying to work with people who have great skills for a job I don't have for them, or not the right skills for a job that I need done yesterday. so then I end up doing the "control" thing...and make myself burnt out from doing all the work, because i'm a perfectionist, control freak, and on and on...

wow, I need to let go of perfection.
anyway, this has been a great counseling session. thanks.

Kem Meyer

Jeremy, our average weekend attendance when I started in 2002 was 3,500. For the record... I don't "control" anything. Even when I feel like it. :)

Some of those positions already existed but they were organized in a segregated capacity or they were faciliated by volunteers. There are less new posisitions than there are redefined or repurposed positions. They've changed over time to meet the changing culture needs OR have clustered better for workflow and relationships.

I think it's safe to say we've moved away from filling in boxes on a org chart. Instead we define groups and communication channels by individual strengths and team workflow. It's not as clear cut and linear, but it's so much more effective. Even if it is a little fuzzy at times.

The need for new positions were a direct result of our ministry focus and demands. For example, as we increased our focus on web services, it was natural to increase the staff to support that focus. And, as the size of our church grew, it was natural to increase the backoffice staff that supports the infrastruture (e.g., IT). There really wasn't much need to express the need, we were all feeling the pain and it was pretty obvious what made sense for our next steps.

Tony Dye

Speaking of looking back into the past, and remembering particular days and dates, isn't this a special one for somebody? :-)

Jeremy Scheller

So Kem,
What was your church size back in 2002 when it was just you....and you just part-time back then?

In just 5 years you went from the lone part-timer to controlling this vast beaurocratic regime...

What was the growth at Granger like in that time and how did you influence the culture to express the need for all those positions...?


I noticed a few comments from the previous post about "being all or most of the circles" on their org charts. Something I am unlearning (along with a gazillion other shortcomings) is that I need to do it all. As I am more and more intentional about inviting unpaid servants to do the work, I continue to be amazed at the level of professional talent hiding in our church that is available. In the past two months alone, I have found three professional copywriters, two graphic designers, two brand managers, three excellent aspiring photographers and a professional interior decorator (and a partridge in a pear tree). This is on top of the other quality "non-professional" help I continue to receive. Food for improving ministry: If your org chart looks more like this post (small), draw what it could look like if it is more like the previous post (big). Then, start seeking out professionals who can fill the slots on an unpaid, servant basis. Who knows...maybe in God's timing, they will fill the slots in your "Dream Team" org chart, whether paid or not.

Thanks for the opportunity to learn from you all.


Nice that you could replace Tony's bloated salary with a whole team of brilliant people (heh).

- Joe

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