5 Short Stories of Competing Visions

Leaders have their reasons why they believe that more than one vision is best for their church or organization and how it really sets them apart. But, they are wrong.

When meeting with them, after listening to some of their success stories and current ministry struggles, we as a group of leaders start exploring how and why things work the way they do. We talk about core ministry passions, opportunities and resources. We talk about what more could be done, and what could be better.

Then, at a strategic time in the conversation I ask them how having multiple visions within their organization is really working for them, for the advance of the ministry.

They start to see that having more than one vision is not helpful. It never works out well. There can only ever be one vision per organization. Following are five short stories.

Starting a New Church Well

Recently I was asked about the possibility of a church planter and an associate working together on a church plant with slightly differing visions. Would this be okay?

Why would leaders think this was a good idea? Is it because there would be two pastors working as partners? They could reach different groups of people. And resources could be pooled. Nevertheless, this is a terrible idea.

Differences will become irreconcilable, and this will probably happen sooner than expected. Philosophy of ministry underlies every vision and is a core part of who we are as pastors. Trying to manage two of them will hinder the church plant’s development. Also, different ministry activities seen as critically important will compete for time, volunteers and other resources. A better solution would be to plant two churches.

A Vision in Waiting

Another conversation took place with the leadership team of a growing and healthy church. However, they sensed that there were three separate competing visions within their church. This really wasn’t the case. They actually identified three closely related ministry passions that could easily be brought together under one vision.

Their challenge was to work together on writing out this common vision and writing a fuller description of what it would look like as they accomplished it. They also needed to come back together in their personal relationships as one team and as one church.

We talked about where vision comes from, who shapes it, keeps it and promotes it. We discussed the role of the senior pastor and the leadership team. This was an encouraging and energizing conversation looking toward the future.

The Seditious Staff Member

In another church, a staff pastor was leading a vision revolt, using his ministry team as the place to begin fomenting unrest. Leadership meetings revealed the fraction with the senior pastor. He would frustrate the board by regular dissent or he would agree but then carry out his own agenda.

This staff pastor needed to submit to the larger vision of the senior pastor and the other board members. He needed to humble himself and know his place in the organization, or he needed to leave for the sake of the congregation. Those people he was stirring up needed to be reconnected to the true vision of the church and reassured of the rightful leadership.

Mission in the Slough

A mission organization that touted itself as an expert in vision development and strategic planning somehow could never seem to clarify its own vision. They struggled to see strategic plans through to fruition. This was largely because they changed the vision at almost every leadership meeting, so in reality many visions existed, not one.

Obviously, the lower level leaders and staff lacked confidence and did not trust the top leadership. Worse yet, those arrogant leaders were oblivious to the quality of leaders and people they had in their own organization.

It was a missed opportunity to create one vision with an organization willing to embrace one vision. Organizations need top leaders who can lead, who can lead other leaders, who can lead real people and genuinely value, honor and trust other leaders than just themselves.

Laity Leading Loosely

Another church has as many visions competing as lay leaders in the congregation.  Since there is no clear vision from the pastor or the board, everyone just does things, good things. Each person promotes his or her ministry to attract people and gain resources.

They try to package everything together and present it as one really broad vision. They convince themselves that this is true and good. They find themselves floundering and having to rejoice in very minor successes. Were they to unite behind a common vision, and then align themselves and work as a team, their success would be amazing!

Many more stories could be told, both short and long, about churches and organizations experiencing problems because of not understanding the role that vision plays, actually having a vision and only one organizational vision.