If you lead any type of organization — company, church, or department — you probably have an organizational chart of some sort. It’s one of those necessary structures that help delineate chain of command and channels of communication, among others.
When I first began leading a church (a typical organization in many ways), I was encouraged to envision the org chart 5 – 10 years down the road. What departments would be necessary? What divisions? How many layers? How many staff? I even went as far as putting my name in most of the “open” positions in this hypothetical org chart. Visually, it looked impressive and strategic. Personally, it just looked like I had too much to do!
I think this is a valuable exercise for every leader. If you’ve never done it, you should. But a few years into leading at Woodstock City Church, this exercise created quite the conundrum.
Here’s the dilemma I began to ponder: Is it better to start with the org chart in place so you can then find the right people for each box, or is it better to find the right people and build the organization around them?