While recently reading through the One Year Bible, I again came across a passage in Numbers where God (through Moses) was giving instructions about the care needed for the tabernacle.
As the Israelites were traveling through the desert on their way to the Promised Land, they had to still have a place for God’s presence to dwell. So, the tabernacle was constructed at the specifications given by the Lord, and the Levites were placed in charge of its care.
Numbers 3 explains how the three clans of Levi, Gershon, Merari, and Kohath, were responsible as priests to ensure that all aspects of the tabernacle were cared for as the nation moved through the desert.
I always have to carry the responsibility and ownership of the spiritual and relational health of my team. Even when it becomes cumbersome or bulky or strenuous.
The Gershonites and Merarites were responsible for the curtain, outer covering, and all of the poles and support systems for the tabernacle. The Kohathites were responsible for the care of all of the holy things: the Ark, altar, lamp stand, and other like items.
So, in essence, two groups were responsible for the experience (what people saw) and the systems/structure to support that behind the scenes, while the third group carried the responsibility of cultivating the items necessary for God’s presence. The spiritual piece of the puzzle, if you will.
Later, in Numbers 7, we learn that oxen and carts were provided for the Gershonites and Merarites to carry all of their items. That makes total sense, because I can’t imagine how bulky and heavy the curtain fabric, poles/bases, and frames were.
But the Kohathites weren’t given any carts or oxen. Instead, they were commanded by Moses to “carry on their shoulders the holy things, for which they were responsible,” (Num. 7:9 NIV).
Every production team carries the responsibility of the Gershonites and Merarites. We are responsible for creating a great experience for people to see, but we also have to carry the weight of developing systems strong and stable enough to support the weight and responsibility of that on a regular basis.
There has to be a plan for how to get things done, where and when to do them in the right order, and a clear picture of what the final product should look like.
However, beyond that, we are all called to be Kohathites, as well. We have a responsibility to steward the part of our roles that invites the presence of God and creates a path for spiritual health and growth on the teams we lead.
"We" in production
We in production have a different level of responsibility than the Levites did, or even than our pastors now. We’re not pastoring a congregation or discipling the audience.
But we are pastoring, leading, and discipling our teams. That often becomes overlooked because it’s easy for production folks to focus on the gear and systems and excellence. But it’s all worthless without healthy people that can make it happen.
Really, none of what we do now is important if we aren’t first focused on developing a healthy, spiritual, people-first culture.
The tabernacle was pointless without the ability to welcome and cultivate God’s presence. Otherwise, it was just an empty structure in the desert.
Our people are His masterpieces
So, really, none of what we do now is important if we aren’t first focused on developing a healthy, spiritual, people-first culture.
People aren’t tools or cogs or operators. They’ve been gifted to me as a leader and it’s my job to steward their development. If they’re not healthy and connected and growing on their spiritual journey, I have no right to expect God to bless me with more of them to lead.
Ephesians 2:10 (NLT) says that we’re God’s masterpieces. If I can’t take care of the masterpieces he’s already given me, how can I expect more? If I can’t take care of my current three team members, I can’t take care of the 30 I wish I had!
Instead of praying for more people, maybe I should pray for wisdom on how to better lead and develop and invest in the ones I have.
So what does that look like?
I should be constantly focusing on showing appreciation and affirmation through thank yous, shout-outs, public encouragement, or even handwritten notes. If I have the budget, I can provide gifts, food, t-shirts, and even do team gatherings. I need to do something fun. People are more likely to want to serve on your team and invite friends if it’s fun!
Also, I need to remember that training and developing my team isn’t just about technical skill, but also spiritual development. What are the next steps in their spiritual journey? Do they need to attend (or lead) a small group? Have they been baptized yet? Do they need to be part of a deeper counseling or mentoring process to work through issues of their past? In order to know this, I must get to know them personally to see where they’re at and what they need.
Everyone has a purpose and a calling. Our job as leaders is to help them find it so they can feel fulfilled. And that’s something I have to own and model in order for people to really understand its importance.
Just like in the Old Testament, there are some areas where carts and oxen are fine. Just like prodding an ox, I can point something in the right direction and tap it on the backside from time to time to maintain momentum. It may take some effort to start the process (like organizing a planning meeting or implementing a preservice checklist), but once it’s underway, it’s much easier to maintain with minimal attention.
But not for the Kohathites. They always had to own the spiritual. It was always on their shoulders. They couldn’t delegate it, step away from it, or take a break. Even when it got heavy and cumbersome, it was always theirs to own.
Carry the load
As tech leaders, we need to see things the same way. I can create a system and delegate function. I can hand certain things off to others and ask them to run things without me. I can “set it and forget it” with certain aspects of my role.
But I always have to carry the responsibility and ownership of the spiritual and relational health of my team. Even when it becomes cumbersome or bulky or strenuous.
As leaders, the culture around us is either what we build or what we allow.
So, I have to strategically and intentionally build a people-first culture. I have to lead it, and I have to model it. I have to be in the middle of it and lead the charge for investing in people. I can’t hand it off and expect someone else to care more about it than I do, even if I may feel like it’s not my strength or isn’t something I’m “called” to do.
People do what people see. I can talk the talk, but I also have to walk the walk. My actions show my team what I’m serious about, because that will ultimately shape the personality of the team and environment.
And I personally know from experience the damage that can come from getting too distant from the process and allowing it to drift because I wasn’t as involved as I should have been.
At the end of the day, it all starts and stops with the leader. What example and priority am I setting?
Systems and experience are great. But that’s not my only job as a ministry leader.
I have to carry the load.
