As ministry leaders, we often find ourselves caught in an unrelenting cycle of responsibilities—sermons to prepare, counseling sessions to lead, and communities to shepherd. Amid it all, the pursuit of joy can become secondary; an afterthought drowned out by the demands of daily ministry. But what if joy isn’t something we stumble upon but actively fight for?
Recently, an article from Desiring God titled “Do You Fight for Joy?” stopped me. The title alone was enough to challenge me, forcing me to consider how often I let the busyness of ministry obscure the very joy I long to experience. As I read on, I deeply resonated with the insights—a compelling call to action reminding me that joy isn’t just a passive emotion but an intentional pursuit.
Joy Is More Than a Feeling—It’s a Fruit
One of the most striking points in the article was the distinction between happiness and joy. While happiness is often circumstantial, joy is something more profound—a fruit of the Spirit (Galatians 5:22-23) that remains steadfast despite external situations. It’s not dependent on everything going right, but rather, it’s anchored in the unchanging character of God.
This realization led me to reflect on where I have found joy in ministry, often in unexpected places. It’s in the quiet moments of prayer, the laughter shared at a church potluck, or the soaring harmonies of the choir on a Sunday morning. These reminders reinforced that joy doesn’t require perfect conditions but a focused heart.
Cultivating Joy in Ministry
The article also offered practical ways to cultivate joy, seamlessly weaving Scripture into every point. One practice that resonated with me was the discipline of gratitude and remembrance. How often do we, as pastors, encourage others to count their blessings but forget to do the same ourselves?
Inspired by this, I made a commitment to start a gratitude journal—a small but significant step in re-centering joy in my ministry. Carving out time each week to reflect on God’s goodness is a simple yet profound way to shift focus from burdens to blessings.
Joy as a Strength, Not a Distraction
Perhaps the most convicting takeaway from the article was the reminder that joy is not a distraction from ministry—it’s the very strength that sustains it. Nehemiah 8:10 reminds us, “The joy of the Lord is your strength.” It’s easy to view joy as a byproduct of a smooth season, but Scripture tells us that it is in joy that we find the resilience to navigate challenges.
This realization has reshaped my approach to leadership. Instead of seeing joy as something to be experienced when time allows, I now see it as a necessity for thriving in ministry. The call to shepherd others isn’t just about guiding them through trials but also about modeling a life rooted in the unwavering joy of Christ.
Joy Is a Daily Choice
The key lesson from Desiring God’s article is this: joy is both a charge and a choice. As pastors and ministry leaders, we must daily decide to see God’s goodness in the mundane and to recognize His hand in the ordinary.
So I leave you with this encouragement: Let joy be the thread that weaves your work into a vibrant tapestry of faith. With every sermon, every prayer, and every conversation, choose joy—not as a fleeting emotion but as a testimony to the hope we have in Christ. The fight for joy is not a burden; it is a blessing. And as we embrace it, we become living beacons of hope to those we are called to serve.
The article walks us through a landscape where joy isn’t a passive, accidental pursuit but an active fight—a notion that immediately resonated with me. It was both comforting and challenging, like the gentle nudge from a good friend reminding you of the truth you already know but often overlook. In the swirl of weekly sermons, counseling sessions, and community outreach, I’d inadvertently started letting joy take a backseat to all the “necessary” tasks of being a pastor.
What struck me most was the author’s emphasis on joy as a fruit of the Spirit, not a mere byproduct of favorable circumstances. They gently unraveled the misconception that joy is synonymous with happiness, instead presenting it as a steadfastness rooted in the unchanging character of God. As I read, I was reminded of the times I had found joy in unexpected places—quiet corners of prayer, shared moments of laughter during a church potluck, or witnessing the choir’s harmonies soar on Sunday mornings. These reflections served as poignant reminders that joy doesn’t demand perfect conditions but a focus on Christ.
The article humbly suggested practical strategies to cultivate joy, weaving Scripture seamlessly into every point. I particularly appreciated the encouragement to lean into gratitude and the discipline of remembrance. As pastors, we’re often quick to soothe others’ troubles yet slow to recount our blessings. This struck a chord with me. I made a mental note to carve out time each week for gratitude journaling, a slight but purposeful shift towards re-centering joy in my ministry.
Navigating through the writer’s insights, it became apparent that joy in ministry isn’t about the absence of challenges but finding strength in them. It invited me to rethink my approach to leadership and day-to-day interactions, challenging me to prioritize joy as a guiding light through the ebbs and flows of church life. By the end of the article, I wasn’t just encouraged; I was motivated to take substantive steps towards embodying joy as an everyday pursuit, not just for myself but as a testimony to those I lead.
The takeaway for us as ministry leaders is clear—joy is both a charge and a choice. It’s a daily decision to see the goodness of God in the mundane, the miraculous in the ordinary. As I closed my laptop and prayed, I felt a renewed sense of clarity that joy is worth the fight. Fellow pastors, I advise you: with every sermon, prayer, and interaction, let joy be the thread that weaves your work into a vibrant tapestry of faith. The fight for joy is not a burden but a blessing, leading us ever deeper into the heart of ministry and molding us into living beacons of hope for those God has placed in our care.
Have you ever read something that felt like it was written just for you? That’s exactly how I felt reading Chapter 2 of Good Leaders Ask Great Questions by John C. Maxwell. As a pastor, leadership is at the heart of what I do, and Maxwell’s reflective questions struck a chord deep within me. They didn’t just make me think—they made me change.
Let me take you on this journey, one question at a time, because I believe they can change how you lead, too.
1. Am I Investing in Myself?
When I read this question, I had to pause. As pastors, we’re constantly pouring into others—writing sermons, leading Bible studies, and counseling those in crisis. But when was the last time I truly invested in me? Maxwell reminded me that self-leadership isn’t selfish; it’s essential.
I began carving out time each week for personal growth. For me, that looked like carving out time at 5 am each morning to read, reflect, journal, pray, and go to the gym. It felt strange at first—like I was stepping away from the focus I was called to do. But here’s the thing: when I invested in myself, I noticed my capacity to serve others expanded. I had more energy, more ideas, and more patience.
2. Am I Genuinely Interested in Others?
This one hit hard. I’d always thought I was interested in others—I’m a pastor! But Maxwell asks if we prioritize people over our own leadership ambitions. Ouch. I realized that sometimes I was so focused on “the vision” or “the goal” that I overlooked the people God had placed right before me.
After reading this, I made a conscious effort to slow down. Instead of rushing from one task to the next, I started asking deeper questions: How are you really doing?What’s God teaching you right now? It’s amazing how much more connected I felt to my congregation and team when I stopped treating conversations like checkboxes.
3. Am I Grounded as a Leader?
Authenticity and humility—two words that are easy to preach about but harder to live out. Maxwell’s question about being grounded forced me to reflect on whether I was leading from a place of genuine connection or a pedestal.
On Sunday, I decided to start sharing a personal moment in my sermons—and to my surprise, it didn’t make people see me as weak. It made them feel closer to me. Maxwell is right: people follow leaders who are genuine, not perfect. Staying grounded doesn’t just benefit you; it creates trust and community.
4. Am I Adding Value to My Team?
Finally, Maxwell’s emphasis on adding value to others challenged me to rethink how I approached leadership. Was I building up my team, or was I merely using their talents to accomplish my own vision?
I began shifting my focus from “What can you do for the ministry?” to “How can I help you grow?” That shift transformed our team meetings. They became spaces of encouragement and collaboration rather than tasks and to-do lists. And you know what? The ministry didn’t just survive—it flourished.
My Takeaway for You
Maxwell’s four questions didn’t just refine my leadership; they redefined it. They reminded me that leadership isn’t about a title, a vision, or even results. It’s about people—starting with yourself and extending to those you serve.
So, here’s my advice to you, fellow ministry leaders: Take time this week to sit with these questions. Be honest with yourself. You might be surprised by what you discover. And remember, investing in your growth is one of the best gifts you can give to those you lead.
Because at the end of the day, the best leaders aren’t the ones who stand tallest—they’re the ones who lift others higher. Anágo.
In their work, Creating Shared Resilience: The Role of the Church in a Hopeful Future, David M. Boan and Josh Ayers delve into local churches’ pivotal function in fostering resilience within communities. They define resilience as the capacity of individuals or systems to recover from shocks and stresses, akin to a rubber band returning to its original state after being stretched.
The authors argue that faith significantly influences resilience by shaping worldviews, suggesting that a healthy, active church naturally contributes to a community’s ability to rebound from crises. They emphasize the concept of integral mission, which integrates word and deed, urging churches to engage in advocacy, civic participation, and creation care as expressions of their faith.
Boan and Ayers introduce a “Shared Resilience” model, encouraging churches to:
Seek justice
Build social capital
Create restoration
Practice engagement
These practices strengthen the church and the broader community, enhancing collective resilience. Conversely, they caution against negative behaviors—such as increasing separation, fostering dependency, promoting paternalism, and engaging in toxic charity—that can undermine resilience.
The book guides churches aiming to play a proactive role in community development, highlighting the profound impact of faith-based engagement on societal well-being.
Conflict is not a stranger to the Christian life. Though we are reconciled to God, we still live in a fallen world, among imperfect people, and carry the weight of our own imperfections. Within the Church, the presence of conflict is not a failure of faith—it is an opportunity to express it.
As a pastor who has walked alongside many through seasons of tension and misunderstanding, I have learned that conflict need not be feared. Rather, it can become a sacred space where grace is practiced, humility is grown, and unity is forged.
Let us consider three biblical truths that can guide us as we seek peace within the body of Christ.
1. Pursue Peace with Humility
Paul’s words in Romans 12:18 set the tone:
“If it is possible, as far as it depends on you, live at peace with everyone.”
This is not a passive suggestion—it is an active calling. We are not responsible for the responses of others, but we are absolutely responsible for our own. The Christian does not wait for peace to find them; they pursue it.
In the midst of conflict, our posture matters. Are we willing to approach one another not with entitlement, but with empathy? Not with assumptions, but with listening? Humility invites the other to be heard. It lays down the sword of self-justification and picks up the towel of service.
True peace is never achieved by force—it is cultivated through grace. And grace begins with humility.
2. Embrace Conflict as a Means of Growth
We often imagine unity as the absence of disagreement, but Scripture offers a richer, more resilient picture. Proverbs 27:17 reminds us:
“As iron sharpens iron, so one person sharpens another.”
Sharpening requires friction. Transformation requires tension. Conflict, then, is not always a sign that something is wrong—it may be a sign that something is growing.
When we engage one another with truth and love, our differences can refine rather than divide us. Disagreements can deepen relationships. Honest conversations can forge trust. Through the refining fire of conflict, the Church is made stronger, more compassionate, and more Christlike.
So let us not flee from hard conversations. Let us enter them prayerfully, ready to be sharpened and sanctified.
3. Listen Before You Speak
If we are to be a people marked by peace, we must be a people marked by listening. James 1:19 offers this timeless wisdom:
“Everyone should be quick to listen, slow to speak and slow to become angry.”
Conflict often escalates not because of its content, but because of our response. We rush to defend, to explain, to correct—when we ought first to hear.
Listening is an act of love. It says, “Your voice matters to me.” It disarms defensiveness and invites understanding. When we make space for others to speak, we create space for God to work.
Let our words be few, and our ears attentive. Let our conversations be safe havens of respect and restoration.
A Call to Unity
Conflict is not the enemy of unity—division is. And division takes root when we neglect the hard work of reconciliation. But when we face conflict with humility, treat it as a means of growth, and communicate with grace, we become builders of peace.
Psalm 133:1 casts a vision worth pursuing:
“How good and pleasant it is when God’s people live together in unity.”
May our churches be places where unity is not assumed, but actively pursued. Where disagreements do not divide us, but deepen our dependence on Christ and on one another. Where the presence of conflict becomes a stage for the gospel to shine.
Let us be known not by the absence of struggle, but by the presence of peacemaking.
Meetings are a staple in any organization. They are essential for communication, collaboration, and decision-making. However, poorly managed meetings can lead to wasted time and frustration. Imagine entering a meeting expecting clarity but leaving more confused than when you entered. We’ve all been there, right? Let’s dive into five practical practices that can help you lead meetings that are not only effective but also engaging.
1. Set Clear Objectives
Think about the last time you attended a meeting without knowing its purpose. It was frustrating, wasn’t it? Setting clear objectives is the first step to a productive meeting. Define what you aim to achieve and share these objectives with all participants beforehand. This simple step ensures everyone is on the same page and ready to contribute thoughtfully and meaningfully.
Suppose you’re leading a Sunday or project update meeting. Your objective could be communicated in a single sentence: “Review the current status of the event, identify any blockers, and plan the next steps.” Before the meeting, email this to your team.
“A clear objective is crucial to conducting a successful meeting. It sets the stage for productive discussions and helps avoid unnecessary digressions.” — John Doe, Management Expert.
According to a survey by Harvard Business Review, 65% of senior managers say meetings keep them from completing their work. Setting objectives can help mitigate this issue by making meetings more focused and time-efficient.
2. Prepare an Agenda
An agenda is like a roadmap for your meeting. Without it, you’re navigating blind. List out the topics to be discussed, allocate specific time slots for each item, and designate who will lead each discussion. This helps manage time and ensure that all important points are covered. Send the agenda to participants ahead of time so they can prepare.
For a team brainstorming session, your agenda might include:
Welcome and objectives (5 minutes)
Review of last meeting’s action items (10 minutes)
Prioritized Discussion/New ideas (30 minutes)
Prioritizing ideas (15 minutes)
Assigning next steps (10 minutes)
“An agenda is the backbone of a productive meeting. It ensures that all important topics are covered and helps manage time effectively.” — Jane Smith, Organizational Consultant.
A study by Atlassian found that employees spend an average of 31 hours per month in unproductive meetings, often due to a lack of clear agendas.
3. Encourage Participation
We’ve all been in meetings where a few voices dominate while others stay silent. To tap into your team’s collective intelligence, create an environment that encourages participation from everyone. Ask open-ended questions, solicit opinions, and ensure quieter team members have a chance to share their thoughts. Remember, a great idea can come from anyone, regardless of their position.
During a strategy meeting, you might say, “We’ve heard from a few people already. I’d like to hear from those who haven’t had a chance to speak yet. What are your thoughts on what you’ve heard so far?”
“Inclusivity in meetings leads to more diverse perspectives and better decision-making. It’s important to create an environment where everyone feels valued.” — Robert Brown, Leadership Coach.
Research by the American Psychological Association shows that inclusive meetings can boost team performance by up to 15%.
4. Stay on Track
Conversations can easily veer off course, especially when passionate team members are involved. As the meeting leader, it’s your job to focus the discussion on the agenda. Gently steer conversations back on track if they start to stray. If an off-topic issue is important, note it and suggest discussing it in a separate meeting.
If a discussion about a new program starts drifting into a debate about other loosely related issues (e.g., office space allocation, wall colors, etc.), you might say, “Let’s table that discussion for now and get back to the program details. We can schedule a separate meeting to discuss and delegate the other items.”
“Keeping meetings on track requires a balance of flexibility and firmness. It’s about allowing creativity while ensuring productivity.” — Laura Johnson, Business Strategist.
According to Lucid Meetings, 39% of meeting participants admit to dozing off or losing focus during meetings, often due to off-topic discussions.
5. Summarize and Follow Up
How often have you left a meeting unsure of what was decided or what your next steps should be? Summarizing key points at the end of the meeting can prevent this confusion. Clearly outline decisions made and assign responsibilities for follow-up actions. Send meeting minutes afterward to ensure everyone is on the same page and knows their tasks.
Conclude a client meeting by summarizing: “To wrap up, we’ve agreed to finalize ______________ by Friday. John will handle the estimates, and Lisa will prepare the logistics. I’ll send out a detailed summary with these points and the next steps.”
“A meeting without follow-up is like a plan without action. Summarizing and assigning tasks ensures that decisions are implemented.” — Michael Lee, Project Manager.
A report by Wrike indicates that 46% of employees rarely or never leave a meeting knowing what they’re supposed to do next.
Practical Tips for Implementation
Use Technology to Your Advantage
Leverage tools like project management software, video conferencing platforms, and collaborative documents. These tools can streamline agenda-setting, note-taking, and follow-up tasks. For example, Zoom, Microsoft Teams, and Slack offer features designed to enhance meeting productivity.
Time Management Techniques
Start and end meetings on time. This respects everyone’s schedule and encourages promptness. You might even consider setting a timer for each agenda item to help you stay on track.
Foster a Collaborative Culture
Create a culture where everyone feels comfortable sharing their ideas. Encourage team members to speak up and provide feedback on meeting effectiveness. This can lead to continuous improvement in meeting conduct.
Conclusion
Leading an effective meeting is an art that requires preparation, focus, and inclusivity. By setting clear objectives, preparing an agenda, encouraging participation, staying on track, and summarizing key points, you can transform your meetings from mundane to meaningful. These practices make your meetings more efficient and foster a culture of productivity and collaboration within your team.
