The Executive Pastor has a very strategic job for the church. They must make important decisions that will affect the day-to-day operations. One of the roles they play is leading the hiring and firing process for the local church they serve. Hiring and firing tips for Executive Pastors are important because this is a crucial process. The staffing of a church will dictate the progress and health of that church.
The staff becomes even more important as the church grows because the team will grow. Managing the staff is almost like managing a small church in and of itself. If the staff grows and unhealthy people are on board, it will cause major problems.
Hiring and firing will be a part of managing staff. No matter how meticulous the interview process is for the church staff, some will not last. This may be one of the hardest parts because of the nature of church ministry. Even though there is a business aspect to managing the staff and church operations, the executive pastor felt a call to ministry to help people. So, here are seven hiring and firing tips for executive pastors.
1. Make the Hiring Process Meticulous
A careful and thorough hiring process will help mitigate high staff turnover due to having to let them go. The hiring process needs layers so the executive pastor and hiring team can dig deep to find any hidden issues. A meticulous hiring process also will reveal if the candidate will follow through on questionnaires, assessments, or even a credit check. The process shouldn’t just reveal negative issues but also whether the candidate has proper chemistry with the rest of the staff. In a perfect world, there should be a sample size of staff that get interaction, in a non-threatening environment, with the candidate. Their feedback is priceless since they will be the ones working directly with this person on the staff team.
2. Redirect before Firing (if possible)
Before someone is fired, the executive pastor must consider the option of a different role on staff. At times, they would fit better in a different seat. It’s not always a staff member’s fault if they are underachieving. It could be that they are not in the right role. This is a different story if they have failed morally or are causing great division on the team. But if it’s only performance, then this possibility of redirecting to a different role is explorable. It could be that they would flourish in a different position. Personality profile assessments like the DiSC, Enneagram, or Grip-Birkman are excellent tools that could help reposition a staff member.
3. Have a System in Place for Performance and Problems
When hiring someone, you need a clear process for documenting poor performance and divisive personality issues. No one should be surprised if they are fired. The employee and employer should know where they are in the process. By the time termination of employment happens, both sides should be expecting it as the next step. When you first hire new employees, this process should be reviewed with new employees so they are clear on the discipline process. Far too many staff have been brought into an office and fired. They were surprised and shocked that there were issues.
4. Get ahead of the “Gossip Train” with Clear, Graceful Communication
Every church will handle its communication pieces after firing a staff member differently. However, the lack of information can confuse church members and other staff. This also opens the door for false information. The executive team and terminated staff member need to discuss what will be said and how it will be delivered to the congregation. Without clear, graceful communication, there is the chance for people to make up stories that could harm the church or the terminated staff member. In one instance, when we let a staff member go due to a moral compromise regarding drinking at church and using the church card for those purposes. We wanted to show grace to him, be clear, and help the church understand what happened. So, there was a discussion about what both of our standard communications will be to everyone. We told the staff member we wanted to be honest but also show grace and protect him and the church from gossip. The church needs to be clear, graceful, and consistent in communication.
5. Have a Severance Plan of Action for Firing
Before the termination ever happens, there should be a severance plan for those terminated. This will be case-by-case because some terminations will not warrant a severance plan. Instances of moral failures such as an affair or criminal actions ranging from sexual abuses to theft would also eliminate someone from a severance. No one should ever be promised a severance when they get hired. And the overseeing board will ultimately determine if someone qualifies for severance. But there needs to be a plan of action that is ready outlining how much a staff member would receive, why they would receive it, and for how long. This money does need to be set aside for this “rainy day” when termination does happen.
6. Leave the Position Open until the Eagle Shows Up
When there is an open position, the church must keep it open until they find their “eagle.” The term eagle refers to the ideal candidate for the position. Hiring the wrong person for that position can be worse than an open position. This takes patience, prayer, and having the exact qualifications written down. Many churches settle by hiring too early, with too little information, or not interviewing enough candidates.
Here are a few red flags you should avoid in the hiring process.
7. Get Wise Counsel before Hiring or Firing
An executive pastor needs wise counsel when making key decisions such as hiring and firing. It would be very easy to make decisions in a “vacuum.” But it would be wise for the executive pastor to have a team that could help them make the wisest decision when hiring or firing. Proverbs 11:14 reminds us, “Without wise leadership, a nation falls; there is safety in having many advisers. (NLT)” Having multiple voices in these decisions will also bring multiple angles that bring a greater perspective than just the executive pastor can bring alone. It may slow down the process or make it more challenging, but it will ensure more tremendous success in the long run.
Hiring and firing staff should not be left to gut feelings. There should be a process in place for both actions. Each time a staff member is hired or fired, it is also a chance for the executive team to evaluate their strategy to make it better. Getting feedback from a staff member that has been recently hired can also help make the process better for the next hire.
The executive pastor must also ensure they have someone to vent to when leading staff. Hiring can bring great joy, but firing can cause discouragement that, if left untouched, could morph into depression. Try these seven hiring and firing tips for Executive Pastors and watch your processes improve!
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