As you evaluate your ministry and your volunteers, you’ll find opportunities to improve, to define problems, and then to do something to improve. Nobody likes focusing on problems, but when problems happen, there are three important questions to ask.

Could the Problem Be the System?
That’s right. Don’t look to the individual volunteer first. Rather, look to the system—your policies and procedures, both official and unofficial.

I’m hoping you’re already assuming the best of your volunteers and nurturing respectful, positive relationships on your team. With those attitudes in place, you’ll know that volunteers don’t attempt to deliberately create difficulties. If anything, they go out of their way to not cause problems. When problems do arise, it’s often the case that a change in the system or in the environment will bring everything back in line. Maybe you don’t need a change in personnel, you just need improved communications or processes.

What new resource could you provide to resolve the problem? What piece of paper or computer could you move? What people should be talking with each other directly rather than going through some third party?

Could the Problem Be You?
Maybe the problem is you! If so, it’s usually because you aren’t taking care of yourself. If you aren’t adequately managing your own stress, you won’t effectively manage the stresses among and within your volunteers. When leaders are stressed-out and maxed-out, ministries tend to experience more problems, and small wonder. Stressed-out leaders don’t have spiritual, emotional, and physical reserves deep enough to deal with issues that arise.

So consider your own life right now. Is it one of joy—or stress? Is it one that you’d like to maintain for a long period, or would you change it if you only knew how? When you handle stress well, problem situations tend to gradually diminish—for reasons that have nothing to do with your volunteers or pastor. Handling stress well can mean you don’t overreact and you model stress-free service to others.

When you next find yourself in a stressful situation, ask yourself these four questions before deciding what action to take:

1. Is there really a legitimate threat in this situation?
2. Is it the actual event that is the problem, or is it my interpretation of the event?
3. Is the event really worth a fight?
4. If I do decide to fight, will it make any difference?

Answering those questions will help you decide which of the three following options are the best course of action for you:

1. Remove yourself from the situation or stressor.
2. Re-engineer the situation so it’s no longer stressful.
3. Train yourself to react differently if you have no power to change the situation or do not wish to leave it.

Your goal is to learn to expend an appropriate amount of energy on problems or stressors based on their long-term importance to you. And remember: You aren’t the do-all be-all messiah.

Could the Problem Be Unresolved Conflict?
Any time we get serious about accountability, we’ll run into conflict. This can be uncomfortable for Christians because we figure that if we truly love one another—like the Bible says!—then interpersonal discord won’t happen. The result is that we become chronic avoiders and deniers. We let conflicts fester instead of dealing with them openly.

One of the most eye-opening discoveries I’ve made about conflict is that there’s a positive, productive side to it—and a positive, productive way to deal with it. Consider:

• When in conflict, seek a resolution that everyone involved can accept. It’s not always a win-lose situation. With creativity and resolve, we can usually find a win-win solution.
• Remember that conflict produces lots of energy. We get fired up and passionate. Let’s remember to use that energy for good, especially directing it toward problem-solving.
• As you seek resolution, be sure you’re digging down to the real issues, not just the on-the-surface presenting problems. It’s easy to solve the wrong problems just so we can say we solved something.
• Keep in mind that conflict is neither good nor bad. It simply is.
• Make problem-solving your goal rather than trying to make everyone happy and friendly. Not everyone may emerge happy, but they can emerge heard and valued.

The first thing for us to accept is something that probably feels completely wrong: Conflict is not bad. What’s required is that we choose to not let conflict poison our relationships. Instead, we can let it be a powerful catalyst for significant change—perhaps change for the better. I’d like to suggest that when conflict arises, you choose to make your first response (after the initial shock or pain): “I wonder what new—and potentially wonderful—results this situation could produce?” I’d like to summarize four basic steps that often produce an excellent chance of reaching good agreements:

1. Discover and emphasize what the participants hold in common.
2. Attempt to break stalemates. (Reduce the personal pain, create compromises, or find alternatives.)
3. Produce a written contract that outlines all specific agreements between the parties.
4. Schedule a follow-up meeting. (Reaffirm agreements and evaluate effectiveness.)

Not all problems can be prevented. But their results can be minimized—and even turned into positives!—with effective problem analysis and management techniques.

Excerpted from Volume 6: Volunteer Encouragement, Evaluation, and Accountability of our Volunteer Leadership Series.

“I just want to say 'Congrats' and especially 'Thank you!!!' I love The Inside Track and Tuesday’s Tip. Keep building the kingdom!”

— Linda Sjerven,
     Manchester, MO