Model F: Team Model

This is one of six sample models that may be modified according to your unit's needs and plans.

A team approach to organizational structure is fluid and easily altered as needs, interests, and skills change. While it is still necessary to have leaders designated to do things like convene the group, gather and disseminate information, and act as treasurer, authority is shared and decisions are generally made by consensus.

Leadership is developed based on the skills and gifts of individual women (and through mentoring). Ministry choices are based on the current interests of the group and the needs of the community.



Things to consider when organizing as a team:

• What are everyone's gifts and interests?
• What ministries are you interested in doing this year?
• What activities are you interested in doing this year?
• In what ways could a seasoned leader help a newer leader learn to lead?
• Who could form partnerships for leadership?

Match gifts and interests with what you wish to commit to doing.
Ask questions like, "Who is good at ..."

• checking for mail and sharing the news with the group?
• collecting the offering, sending it on and keeping records?
• leading meetings?
• being in charge of events?
• publicizing events and programs?
• helping in lots of little ways?
• seeing the forest (the larger picture)?
• seeing the trees (the smaller picture)?

How does the team model differ from traditional hierarchical models of organization?

• The focus is on accomplishing the ministries that are important to the group and the community.
• All gifts have equal value and are given by the Spirit for the good of the community. (1 Corinthians 12)
• All voices have equal weight or power. Power in ministry and decision-making is shared among all. Each person empowers others.
• Information is shared with all at the same time.
• Allowing all voices to have equal power may lead to change, which can be both frightening and exciting. Either way, facing change will lead to spiritual growth for the organization.
• Commitments are short-term, perhaps for one year or for a specific task, with clear and explicit expectations.
• More people take turns at leadership because they know they will be valued as team members, given a chance to be heard, and won't be "stuck" in the position beyond the agreed-upon time.