Andy Stanley of North Point Community Church (Alpharetta, GA) closed Catalyst Conference’s last and 10th session by discussing how to create a healthy work culture at your church.. Here is what he said:

I think that your church and your church culture should be the healthiest organizational culture in your city. I think that business people in your city should stop by during the week and say, “Wow! I have never seen an organization run so well!” I am not talking about on Sunday. I am talking about your church’s weekly work culture.

Think about this.

In the local church we have so much going for us culturally (if we follow the Bible… love, harmony, work as though unto the Lord) that we should have the best work cultures. Yest some of the meanest people I have met are on church staffs. Some of the laziest people I know are on church staffs. Some people think it doesn’t take much competency to work at a church because they lazy people who work at a church. And that is a shame.

Healthy people are drawn to healthy cultures. Healthy people don’t stay in unhealthy cultures. Unhealthy people thrive in unhealthy cultures.

Occasionally, there are gaps between what we expect people to do and what they actually do. As leaders, we choose what to put in this gap. And what you as a leader choose to put in that gap will shape your culture. And what you put into that gap, will also be what your staff puts in that gap. You will either assume the worst or expect the best.

There are a couple of things that determine what I put in that gap:

1. What I see
   If someone consistently brings you poor quality, you will always assume the worst.
2. Who I am
   Your past hurt and betrayal will influence what you put in that gap. We like certain types of people. And we dislike others.

Developing a culture of trust is critical to the health of your organization. Trust fuels productivity. The message of trust is this… I think you are smart enough to know what to do, and if you make a mistake, you will tell me then fix it.

A culture characterized by trust attracts healthy people.  You will never know who you can trust until you trust them. The longer you refuse to trust people, the longer that untrustworthy people can hide in your organization. The moment you feel to tightly manage someone, you might have made a hiring mistake. And if you don’t address the hiring problem, you might create a culture where everyone distrusts each other. You will never know who you can trust until you trust them. Trusting is risky. Refusing to trust is riskier.

Trust enables an organization to move faster. In an organization of trust, the culture is fluid. When their is a high level of trust, I am going to act/email/write/communicate as if I believe the best. Teams use trust as currency. The development of trust then becomes a significant leadership strategy. It feels 100% relational and 90% emotional.

Developing a culture of trust begins with a leader. Trust and suspicion are both telegraphed from the leader throughout the organization. We must learn to choose to trust.

When you choose to trust, you must choose to confront. The moment there is suspicion in a person, everything he does is tainted. When you and I sit on our raw assumptions, and it leaks out to our family and organization, the energy makes our suspicion grows bigger and uglier. And then all of a sudden, a handful of offense gets a huge response. If you want to build a culture of trust, you must confront fairly and quickly and refuse to sit on it. Before I assume the worst, I should at least ask for the facts. The consequences of concealment are far greater than the consequences of confrontation.

To develop a culture of trust, leaders must be trustworthy. Worthy of trust does not mean perfect. It means when I create a gap where your expectations don’t line up with the experience I give you, I talk to you about it.

5 Essential Commitments of Trust

1. I will believe the best.
2. When other people assume the worst about you, I will come to your defense.
3. If what I experience begins to erode my trust, I will come directly to you to talk about it.
4. When I am convinced I will not be able to deliver on a promise, I will come to you ahead of time.
5. When you confront me about the gaps I’ve created, I will tell you the truth.

The gaps are the opportunities… the gaps are the litmus test… for you to choose what culture you will have.

Questions to Ask

1. Are there people in your organization you have a hard time trusting.
2. Is it your issue or is it theirs? (if you have never chosen to trust it is still your issue)
3. What can you do about your part?
4. What do you need to address with them about their part?
5. Who do you sense having a difficult time trusting you?
6. Why?
7. What can you do about it?

If you choose to trust, you will create an organization that is more nimble and effective.

Andy Stanley of North Point Community Church (Alpharetta, GA) began Catalyst Conference’s first official session by discussing leaving a mark on the world. Here is what he said:

What man is a man that does not make the world better?

Leadership is a gift. Every leader leaves a mark. But the challenge is… what type of mark will you leave?

If you are discontent with the status quo and you want to see change, it is because God has put that desire to lead inside of you.

You will never recognize your biggest opportunity until after you’ve taken advantage of it or missed it. You won’t know your mistakes until long after you’ve made them.

The challenge for those of us who are leaders that want to see change is you don’t know the thing that you will do that will make the biggest difference (for good or for evil).

When you study the stories of leaders, they did not know the significance of what they had done until long after they had done it.

The story of Joshua is a great example. God’s greatest concern for Israel was that they would become so wealthy that overtime they would grow less and less dependent on God. But when Joshua was 110 years old, he addressed the nation and said that he never lost sight of the fact that he was dependent on God (Joshua 23:8 & Joshua 23:11). Joshua decided that he would focus on who he is for rather than getting caught up wondering who is for him or against him.

There is no greater joy than to lead your leadership gift into the perfect will of God. Am I willing to submit my leadership gift to a bigger picture and a larger story? Do I recognize that I am invited to be a part of God’s story?

When you finally settle why you do what you do, then you can live your life with a freedom that is unexplainable unless you experience it. God will take full responsibility for your life and leadership once you fully surrender your life to Him.

It is not about your mark. It is about His mark.
It is not about who is for or against you. It is about who you are for.
When God does His greatest work through you, you will have no idea what happened.

Our mark isn’t worth our life. Living to make my mark is too small a thing to give my life to, but to somehow be positioned in a place where God can work through me is something worth giving my life to.

Leaders are going to leave a mark. But the daily question for you is, “Whose mark are you going to leave?”