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Leadership
for Saints,
Part 20:
Building Effective Councils by
Rodger Dean Duncan and Ed J. Pinegar
Editor’s
Note: Are you ever frustrated in your leadership role at church,
home or in the community? Do you wish you knew how to more effectively
work with those in your stewardship? Read these excerpts from Leadership
for Saints. All of those that have been run in Meridian are listed
on the right sash.
For the sake
of illustration, let’s consider a typical Latter-day Saint
ward. The ward council consists of the bishopric, the priesthood
quorum leaders, the ward mission leader, the ward activities chairman,
and the presidents of the Relief Society, Young Men, Young Women
and Primary. The council meets regularly to correlate the programs
and activities in the ward and to align their efforts with sound
principles and policies. The graphics that follow show what weak
and strong correlation look like.
They allow
for discussion and a free exchange of ideas.
Each council
member is an integral part of the whole, with opportunity to participate
and contribute.
They address
the real problems and challenges of people and carry out specific
plans to bless lives.
They provide
a regular time and place to deal with issues that need focus.
They ensure
that calendared items are carefully targeted to strengthen families
and those with special needs. All good planning begins with a
purpose.
They create
synergy and enthusiasm for the work of the Lord.
They fulfill
the teachings of Paul regarding everyone’s being a part
of the body and the need for every part to work in concert with
the others (see 1 Cor. 12:14, 18, 20-21, 26).
They increase
commitment, with individual council members—as well as the
whole—“owning” the council’s goals and
decisions.
They constantly
reinforce the spirit of unity through respectful exchanges and
Christlike behavior.
Councils are
truly the Lord’s way for us to be undershepherds. For a council
to be effective, each member of the council must feel personally
responsible for the success of the group. Never doubt the value
of your own input. Never fail to invite others to participate. You
may initiate a discussion above and beyond the scope of your comment
that will result in breakthrough thinking.
Training
Your Council, Counselors or Team
For your council
to be effective, each person should receive instruction and training.
Some of this is done during the call to service interview (we’ll
discuss this in more detail later under “Communication: Building
Bridges to Their Hearts”). Much of the instruction and training
are part of the on-going process of service.
The purpose
of training is to enhance people’s ability and to boost their
performance related to their callings or tasks. This improves both
efficiency (doing things right) and effectiveness (doing the right
things).
Training can
be of a general nature or it can be specific, depending on the needs
and concerns of your people. As they review reports and observe
performance, leaders can discern things that need attention. Then
they can tailor the training to address issues with the biggest
payoff.
Training sessions
are ideal setting for boosting people’s spirits. Make sure
all your training has a firm footing in sound doctrine. Bear personal
testimony of the relevance of the task at hand and the linkage between
individual effort and forwarding the Lord’s work. Express
sincere love for your fellow workers. Offer frequent gratitude and
affirmation for their contributions and commitment. Teach by the
spirit so your people will draw closer to the Savior.
Training should
be informational as well as inspirational. Abstract ideas with no
specific “things to do” are usually ineffective. Statements
like “Let’s all do better,” “We know we
can improve,” or “Let’s gird up our loins”
are pulpit pleas that seldom result in meaningful change. Effective
training is a process that takes time and effort on the part of
everyone involved. (See earlier parts under “Planning the
Work, Working the Plan” for ideas on developing and accomplishing
goals. In later parts we’ll discuss “Creating a Climate
of Hope and Energy” for ideas on building an atmosphere that
invites high performance.) In a word, good training requires focus.
Effective Training Occurs When . . .
The Spirit
is present and people feel the unconditional love of their leader.
Appropriate
feedback has helped determine where the “trainees”
need assistance.
The current
situation and/or the performance of the group are thoroughly and
candidly discussed.
Ideas, strategies
and goals have been discussed with the individuals or group to
pinpoint needs.
The training
format provides time for questions and discussion of the topics—and,
when appropriate, practice of what is taught.
It’s
done under the direction of the Spirit.
The trainer
provides good information and genuine enthusiasm for the importance
and value of the training.
There is
time for introspection so people can make personal commitments
to do better.
Accountability
is emphasized and follow-up training is carried out to emphasize
the “return and report” nature of stewardship.
Successful training
creates a feeling of self-worth and increases self-confidence. An
increase in competence then tends to follow. First and foremost,
training should strengthen testimonies.
Quotes to Remember
It seems that
there are three keys to making stake councils work in the way they
were designed and intended to work. First, beginning with the stake
presidency, stake leadership must be committed to the council concept
and to doing everything in their power to see that the councils
are formed and operating as they should. Second, they must empower
their councils; that is, give council members meaningful work to
do. And finally, they have to get out of the way and allow the stake
council to function. – M. Russell Ballard
That Jesus is
committed to the council concept cannot be questioned. Twice in
ancient times He personally organized His Church on the earth, and
both times He established it with governing councils. In both the
Holy Land of the New Testament and the promised land of the Book
of Mormon, He spent considerable time teaching and instructing and
training His councils and council leaders, and then He sent them
forth to share what they had learned with others. Although the circumstances
surrounding the two experiences were different, they both share
at least two key similarities that illustrate the Savior’s
exemplary administration of councils. First, He taught His ancient
councils carefully—by precept and by example…. Second,
He loved those with whom He served in council. “As the Father
hath loved me, so have I loved you,” (John 15:9) … –
M. Russell Ballard
When we are
without the proper training and discipline, our minds themselves
may become addled, mixed up, and confused. – Sterling W. Sill
Note:
The excerpts of Leadership for Saints posted on Meridian
are only a fraction of the contents of this 349-page book. To learn
more about this ground-breaking book and to order copies, click
here.
Contents
Section 1: Understanding the Role of Leadership
Chapter 1
- What Great Leadership Is
Chapter 2 - What Great Leaders Are
Chapter 3 - What Great Leaders See
Chapter 4 - What Great Leaders Do
Section 2: Getting
the Results You and the Lord Want
Chapter 5
- Planning the Work, Working the Plan
Chapter 6 - Councils: Strength in Unity
Chapter 7 - Creating a Climate of Hope and Energy
Section 3: Skills
That Help You Sleep at Night
Chapter 8
- Communication: Building Bridges to Their Hearts
Chapter 9 - Stewardship Delegation: The Great Multiplier
Chapter 10 - The Power of Influence
Chapter 11 - Gatherings of Saints: Think Purpose, Not Meeting
Section 4: Special
Challenges and Opportunities
Chapter 12
- Discernment: The Gift of Great Price
Chapter 13 - Personal Balance: Your "Being" vs. Your
"Doing"
Chapter 14 - Common Questions, Humble Responses
About
the Authors:
Rodger Dean
Duncan, a descendant of 19th century Protestant evangelists, was
baptized into The Church of Jesus Christ of Latter-day Saints at
the age of 18. Early in his career he was an award-winning journalist,
editor and syndicated columnist. He has been a consultant to cabinet
officers under two U.S. presidents, members of the U.S. Senate,
and senior officers of major corporations. He earned a Ph.D. at
Purdue University, and is founder and president of The Duncan Company,
a consulting firm focused on leadership development and organizational
effectiveness.
Brother Duncan
has served on several stake high councils, twice as bishop, as stake
president, and as stake mission president. Under President Spencer
W. Kimball he served on the Advisory Council that first recommended
the subtitle to the Book of Mormon, "Another Testament of Jesus
Christ."
Brother Duncan
is married to Rean Robbins-Duncan, a fifth-generation Latter-day
Saint. They have four children and two grandchildren. The Duncans
live in Missouri, only a short walk from Historic Liberty Jail.
Ed
J. Pinegar, a dentist by training and vocation, graduated from Brigham
Young University and attended dental school at the University of
Southern California. While practicing dentistry, he taught seminary
for several years, then taught the Book of Mormon and Gospel Principles
and Practices courses at BYU for 18 years.
Brother
Pinegar's Church assignments include stake high councilor, bishop
(twice), stake president, member of the General Board for Young
Men, and member of the Missionary Programs Advisory Committee. He
also presided over the England London Mission and the Missionary
Training Center in Provo, Utah. He is author of several books for
the LDS market.
Brother
Pinegar is married to Patricia Peterson Pinegar, former General
President of the Primary for the Church. They are parents of eight
children and have 32 grandchildren. The Pinegars live in Orem, Utah.
