3 Leadership Steps to Create a Healthy Organization

At Slingshot Group, we believe in the power of people. Every person on your team has a purpose, and every person is essential to the mission of your church. Therefore, it’s critical for the growth of your church and ability to reach people for the Kingdom, to develop your staff and volunteers well.

But where do you start? In his closing talk at Catalyst West a couple of weeks ago, Andy Stanley had some fundamental advice.

healthy organization

Here are 3 of the important leadership lessons he had to share in creating a healthy team culture:


  1. In a healthy organization, everyone is convinced that everyone is essential.

As the Church, we get to do the best work in the world! And we certainly can’t do any of it on our own. In a healthy organization, every person on the team recognizes and feels the interdependence of the other members on the team. There is no camouflaging that everyone is important, and everyone is necessary.


  1. In a healthy organization, everyone on your team should be able to answer these 3 questions:
  • What are we doing?
  • Why are we doing it?
  • Where do I fit in?

Clarity is kindness. Your organization’s mission and purpose should be so clear that everyone on your staff should be able to give the same answer to the first two questions. When it comes to “Where do I fit in?” every team member should have his or her own individual answer depending on the role. The better job you do in defining the “we” on your campus, the better job your team members will do in defining their individual roles.


  1. In a healthy organization, everyone on your team should feel a weight of responsibility.

A job is about doing. Your job and the tasks you do end when you leave the office.

A responsibility is about carrying purpose, and it stays with you no matter where you go.

Where you fit in on a team is not about the job you do – it’s about the responsibility you carry.

Ministry leaders, take the time to develop a one-sentence “responsibility description” for your direct reports. This description is not about tasks – it’s about defining purpose and the specific weight each member of the team will carry. For example, Andy created a responsibility description for his Executive Assistant that reads:

My [Executive Assistant] responsibility is to keep Andy’s path clear of non-essential tasks and decisions, so Andy can do what only Andy is best at.

Once you’ve created responsibility descriptions for your direct reports, ask them to do the same for any of their direct reports, and so on. The task may feel grueling and will require revision upon revision once you watch all of your team’s pieces fit together, but the process of doing this is almost as valuable as the product itself. In the end, your entire team will have clarity not only on the organization’s purpose, but on where they fit into its mission – resulting in a more driven and healthy organization.

Related Articles

Sign up to get the latest resources and updates from Slingshot Group.