Balancing “Big Deals” in an Organization – A Leader’s Challenge

Senior leaders have to balance all the “big deals” within an organization.

I’ll never forget the time I found out a staff member was disappointed with my leadership. He didn’t think I supported his ministry. Actually, I had said no to a budget item for his ministry area, because we needed to do something in another ministry area. I felt horrible, because I valued his ministry – and him – but my actions had led him to believe otherwise.

Thankfully, I learned a couple of things from this experience.

• First, I needed to better communicate the “why” behind my decisions.
• Second, there are some things we do as senior leaders others on the team can’t understand. We shouldn’t expect them to.

As a leader, I have to consistently remind myself one person’s big deal may not be another person’s big deal.

As a pastor, those in finance ministry naturally believe their ministry is critical to the success of the church. This may lead them to think attention should be given to finances above everything else. It’s their big deal.

Those in small group ministry naturally believe their ministry is most critical to the success of the church. This may lead them to think attention should be given to small group ministry above everything else. It’s their big deal.

Those in worship planning ministry naturally believe their ministry is most critical to the success of the church. This may lead them to think attention should be given to worship planning above everything else. It’s their big deal.

Those in children’s ministry naturally believe their ministry is most critical to the success of the church. This may lead them to think attention should be given to children’s ministry above everything else. It’s their big deal.

You get the point.

It was true when I was in the nonprofit role also. It was true when I was in the business world as a senior leader.

Of course, the ultimate “big deal” is the vision of the organization. As a church, our big deal – our vision – was to “lead people to Jesus and nurture them in their faith“. While everyone on our team agreed with this vision, they were also rightfully passionate about – and actively involved in – their specific role in accomplishing their individual vision. I wouldn’t have wanted it any other way. We wanted ownership of their individual ministry and them doing everything they could to see it prosper. But at times this specially focused passion for their role could cloud their ability to see the needs of other ministries.

Of course, all areas have equal importance in accomplishing the vision in any organization.

Therefore, part of a leader’s job is balancing all the “big deals” towards one combined BIG DEAL – the shared vision of the organization. We can’t spend all our energy, time, and resources in one particular area, as important as it is to the success of the church.

Frankly, finding balance between these competing big deals has always been difficult for me, and at times one area does require greater attention than others. The key learning for me is I must continually recognize the individual contribution each area brings to our overall success, while always keeping the big picture in my mind of what we are trying to accomplish. I can’t allow one area to cloud my perspective of other areas.

It’s a unique role of senior leaders others on the team may not always understand – or even appreciate. And we shouldn’t expect them to.

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