Bottom Line: Sticky Teams is a good for practical advice from someone who has been leading teams for a long time. The goal is not to implement everything the author says. The main goal is to hear how he thinks about issues, growth, and change.
“Sticky Teams” by Larry Osborne is a practical guide for church leaders focused on building and maintaining unity and effectiveness within their leadership teams. Osborne emphasizes the critical importance of clear communication, defined roles, and strong relationships, while addressing common challenges such as generational differences and conflict resolution. He provides actionable strategies for selecting and developing leaders, managing change, and maintaining momentum to ensure long-term success.
Osborne also challenges traditional growth paradigms by highlighting the strengths of smaller churches and offers insights into creating a balanced leadership structure with well-defined roles for pastors and elders. By focusing on unity, strategic communication, and ongoing leadership development, “Sticky Teams” equips church leaders with the tools needed to foster a cohesive and resilient leadership team capable of guiding their congregation through change and towards shared goals.
Here are some takeaways from each chapter:
Chapter 1: What Keeps Teams Together
Identify and discuss the current state of unity within your leadership team. List specific areas where unity is strong and areas where it needs improvement. Create a plan to address the weaker areas through team-building activities, open discussions, and conflict resolution strategies. This helps you see where you are and a possible next step.
This should probably be done annually.
Chapter 2: Communication
Implement a regular communication plan that includes weekly meetings, monthly check-ins, and an annual retreat. Ensure that all team members have a clear understanding of the vision, goals, and strategies of the church. Use various communication tools to keep everyone informed and engaged. He also talks about how communication changes at different stages and with different groups of people. I didn’t realize how much the lines of communication multiplies.
Chapter 3: Making Room for the Small Church
Evaluate your church’s current structure and identify any barriers to growth. Consider whether a smaller, more intimate setting could enhance your team’s effectiveness and the congregation’s sense of community. Implement changes that foster closer relationships and more personalized ministry.
Chapter 4: Bridging the Generation Gap
Create opportunities for different generations within your leadership team to interact and learn from each other. Organize intergenerational activities and mentorship programs that encourage the sharing of wisdom and fresh perspectives. Address any generational tensions openly and constructively.
Chapter 5: The Power of Roles and Relationships
Clarify each team member’s role and responsibilities to avoid overlap and confusion. Strengthen relationships by organizing team-building exercises and social events. Foster a culture of mutual respect and appreciation for each other’s contributions.
Chapter 6: Dealing with Conflict and Criticism
Establish a conflict resolution policy that outlines how disagreements should be handled within the team. Train team members in conflict resolution skills and encourage open, honest communication. Address criticism constructively and use it as an opportunity for growth and improvement.
Chapter 7: Guarding the Gate
Review your process for selecting and onboarding new team members. Ensure that new leaders align with the church’s vision and values. Provide thorough training and support to help them integrate into the team smoothly. This reminds me of the core values of adding to a team: competency, character, and chemistry.
Chapter 8: The Role of the Pastor and the Elders
Clarity is kindness.
Clearly define the roles of the pastor and the elders within your church’s leadership structure. Ensure that everyone understands their responsibilities and boundaries. Foster a collaborative relationship between the pastor and the elders, based on mutual trust and respect.
Chapter 9: Creating a Leadership Pipeline
Develop a leadership pipeline that identifies and trains potential leaders within your congregation. Offer leadership development programs, mentoring, and opportunities for emerging leaders to gain experience. Continuously evaluate and refine your leadership pipeline to ensure it meets the church’s needs.
Chapter 10: Managing Change
Create a change management plan that includes clear communication, stakeholder involvement, and a phased approach to implementing changes. Prepare your team for change by addressing concerns, providing training, and offering support throughout the transition process.
Chapter 11: Maintaining Momentum
Assess your team’s progress regularly towards its goals and celebrate successes. Address any obstacles that may hinder momentum and adjust your strategies as needed. Keep the team motivated and focused by regularly revisiting the church’s vision and purpose.
Chapter 12: Finishing Well
Develop a succession plan to ensure a smooth transition when key leaders step down or retire. Identify potential successors and provide them with the necessary training and support. Foster a culture of legacy-building, where leaders are committed to leaving the church in a better state for future generations.
Once again, not everything in this book is applicable. Some of this will only fit churches like the authors. Every church has their own identity, expression, and calling within the overall calling of making disciples. The key is to see how he processes issues, discovers opportunities, and finds ways to accomplish the Great Commission.
