When we think of the term “administration,” we probably don’t automatically think about innovation. Administration may sound boring, technical, or a million miles removed from mission. However, administration is similar to a motor in a vehicle. While we don’t pay much attention to it until something goes wrong, a well-humming and innovative engine makes all the difference. How do we get where we are going unless we are running on all cylinders “under the hood”?
We often first notice the features on a vehicle: the sound system, the tech, the heated seats (or lack thereof). However, we can still get where we are going without all the bells and whistles. But we can’t achieve our mission without an efficient and innovative engine. I may not understand much about how car engines work. However, as executive director of Winebrenner Seminary, I need to understand how a healthy administration runs so that together we can achieve our mission of equipping leaders for service in God’s Kingdom.
One of the most crucial concepts to understand when thinking about administration is the distinction between governance and management. In short, governance asks the “what” while management asks the “how.” Governance sets the mission, articulates the strategic plan, and hires the chief executive (this is the task of the board in consultation with the president). Management directs the day-to-day operations of the organization, determines the actions that achieve the mission, and keeps the work moving forward (this is the task of the employees in consultation with the president and executive director).
Administrative problems happen when these functions get confused. If management thinks they should decide where the organization is headed, they often overstep their role. If governance thinks they should decide what the organization is doing daily, they often overstep their role. When both work together like a well-oiled machine while staying in their respective “lanes,” the organization should hum along on its way to its destination.
I am happy to report that the administrative functions of Winebrenner Seminary work together really well while also carefully maintaining the integrity of their own functions. We do this by having regular connections in a shared governance model while also engaging in our own roles. Staff (management) respond to and integrate the strategic plan set by the board. The board (governance) set the direction and ask discerning questions about the outcomes. This allows us to innovate because we are responding to one another creatively rather than competing with one another. We have synergy to accomplish our mission because our administrative model is careful and clear. While the selling point of an organization may be the bells and whistles, it’s what’s under the hood that sustains it for the long haul.
- Rev. Dr. Andrew T. Draper, Executive Director