by Walt Brock

For if the trumpet give an uncertain sound, who shall prepare himself to the battle?
I Corinthians 14:8

Can you hear it? The sound is deafening, but what does it mean? The noise of battle is all around us as we labor and sacrifice and seek to please Christ in the ministry of training and leading others (2 Timothy 2:3–4). The noise can sometimes seem less intrusive as we get used to it, but that should not cause us to become hardened to the noise. The noise referred to here in 1 Corinthians is a loud noise with no discernible sound to the troops. As leaders and managers, we must carefully communicate discernible “noise” that conveys meaning and results in understanding. Managers must do everything in their power to communicate in such a way that their followers are sure of the path and the battle ahead of them.

The context of I Corinthians 14:8 refers to speaking in tongues as opposed to speaking in a known language, but I do believe the principle that the best communication is clearly understood communication is appropriate. Matthew Henry agrees.

A trumpet giving an uncertain sound, adēlon phōnēn, a sound not manifest; either not the proper sound for the purpose, or not distinct enough to be discerned from every other sound. If, instead of sounding on onset [attack as per Webster], it sounded a retreat, or sounded one knew not what, who would prepare for the battle?

The principle for managers is that in the business of ministry we must be certain to take the time and expend the effort necessary to communicate clearly, consistently, and completely with those who are on our team. If we do not, the implications are that when we want our team to sit still, they move; and when we want them to move, they sit—not because they want to be obstructionists, but because we have failed to give clear signals to our team.

Lack of clarity is a major de-motivator of staff and the cause of many a castaway from the ministry. Uncertain means indistinct; the sound is heard, but what does it mean? Does anyone know what the boss really wants?

This uncertainty in turn creates

1. fear and insecurity of team members;
2. inconsistency of ministry;
3. fuzzy vision and purpose;
4. changing rules within the ministry;
5. double standards and favoritisms—fair and equal are a dream;
6. drawing of straws to see who goes to the boss (what is his mood today?);
7. urgency that overrules importance on a regular basis;
8. mistrust of leadership;
9. dissatisfaction with performance of the team;
10. instability of staff and bailouts with no good reason given—no one wants to risk the truth.

Within the average Christian ministry today, the single greatest need of concise communication is communication with the staff team in the areas that affect them most directly; this is best addressed by the development of a clear, understandable policy manual that will give guidelines and consistent processes by which the ministry is operated. Many ministries do not have one, some have incomplete ones, and some have outdated ones. This foundational information is vital for the success and longevity of ministries we as leaders and managers have poured our lives into, yet many times we are the roadblock to creating them as useful tools to further the ministry to which God has called us.

Creating a policy manual is not a small task. Many ministries will say that it takes too much time, work, and money; that they do not need one until they get bigger, and that creating one could box them. And that is dangerous! No matter what excuses may be offered to avoid writing a policy manual for your ministry, the fact remains that this vital tool of communication is absolutely necessary to the people most important to the success of all we are doing—our staff, our team, our co-laborers in the Lord’s work. Whatever time and expense is spent will come back to the ministry many times over. The years will prove its worth.

I used the following lists when I was asked to conduct a workshop at a pastors’ conference on creating a policy manual.

Biblical Basis for a Policy Manual

1. The whole Bible is in essence a book of written policy and procedures giving believers guidance on how they should go about loving God and loving their neighbor.

2. The epistles of the New Testament give us our doctrinal foundation and the basic policies God wants us to follow in the New Testament age in relation to such practical matters as church polity, unity among the brethren, husband-wife relationships, child rearing, and qualifications for leadership in the church.

3. The book of Deuteronomy is very close to what we would find in a policy manual today. Moses was soon to pass on the torch of leadership to Joshua. He had been the leader of Israel for forty years, and through him God had given the law and the record of the first four books of the Old Testament. Moses had been the go-to man in Israel; he was the final judge and court, he spoke to and for God, and he was their leader with all that that implies. So, as he was about to be succeeded by Joshua, God instructed him to record in Deuteronomy a policy and operation manual for Israel to follow. In his study Bible, Charles Ryrie says in the introduction to Deuteronomy (page 277),

The book may be viewed as a constitution for the theocracy of Israel once she was established in the land. Its structure parallels that of a typical Suzerainty Treaty of that period:
Preamble—1:1–5
Historical prologue—1:6–4:49
Main provisions—5:1–26:19
Curses and blessings—27:1–30:20
Arrangement for continuation of the covenant—31:1–33:29

A policy manual will almost always follow the same general outline, starting with an introduction, then giving the history of the organization to that point, followed by the body with that organization’s philosophy, policy, and operating principles. It should also include responsibilities and provisions for accountability, as well as provisions for amendments, elections, succession, and even dissolution.

4. Failure to establish a policy manual is ignoring the biblical example and admonition to let all things be done decently and in order.

Why Have a Policy Manual?

1. Security to team

Love your team
Disciple your team
Create an atmosphere of trust
Create an atmosphere of stability

2. Consistency with staff—different time and details; same answer

3. Accountability of supervisors and all involved in ministry

4. Legal ramifications

Insurance—recommended by
Federal labor laws
Recruitment and termination lawsuits

5. Time saver—no reinventing of the wheel each time an issue comes up

6. No spur-of-the-moment decisions—less chance of making bad ones

7. Less decisions to make—already made them

8. Incentive to think through why you do what you do

More definite in writing
Makes sense in writing
Defend in writing—justifiable

9. Longevity of staff in your ministry—if good policies and if used properly

10. God’s example

Ten Commandments
1 Corinthians 14:40 Let all things be done decently and in order.
Book of Deuteronomy

11. An opportunity to explain and document the why of foundational philosophy, policy, and principles

Considerations As Policy Is Determined

1. How would you like to be treated?

2. Biblically-based precept/principle—policies should be defensible and consistent.

Commanded
Exemplified
Neutral
Negative principle to avoid

3. Is the policy clear, simple, and self-explanatory?

4. Policy versus rules—policy should stay the same, but rules and procedures may be changed from time to time to reflect policy in changing times.

5. Reflection of culture of your ministry—document what you are doing.

Purpose and mission
Core values
Ministry philosophy and culture (e.g., family friendly)
Leadership and management style

Why Don’t Ministries Have Policy Manuals Now?

1. Viewed as unnecessary

2. Expensive and costly (time, work, and money) to write a policy manual and then to implement it

3. Regimentation—not wanting to get “boxed in”

4. Dangerous—afraid to follow the policies

In some cases, policies are considered an extended employment agreement.
Staff will read the policies, remind their manager, and use them to their fullest.
You said IF . . . THEN . . ., so now you must.

5. Uninformed—do not know where to start or what to include; do not realize value and importance

6. Not necessary for small ministry or works—how many staff necessary to require a policy manual? who benefits?

7. Ruled by the urgent

How to Write a Policy Manual

1. Establish a policy manual team—one to six people, including you, who have spiritual and ministry understanding and who see the need for a policy manual.

2. Do some homework.

Research—legal requirement, your history, foundational documents.
Collect samples—non-profit and church organizations have produced how-to material for a fee; ask for sample policy manuals from ministries you respect (confidential, must be adapted).
Collect what you already have—how you’ve always done it, list of old staff announcements, business and deacon meetings minutes.

3. Determine your basic outline or table of contents.

Organize what you have into those divisions.
Identify holes and needs in content.

4. Set aside a block of time to concentrate on the effort.

Copy and adapt.
Write new material as needed.

5. Print rough draft.

Review with policy manual team.
Review by key staff (questions? content—what’s left out? does it make sense?)

6. Introduce, review, and revise with first edition.

7. Establish procedure for periodical review and revision.