For most organizations, a great deal of thought and effort go into recruiting board and staff who collectively bring healthy diversity to the internal composition of each ministry. As leaders, we are always looking for spiritually mature, independent thinkers.

Why, then, do we often feel that we have had a great meeting only if all votes were unanimous? If we seek team members with good judgment to deal with truly difficult issues, it should not be viewed as unspiritual if some votes are split. Split votes should never become personally divisive. In addition, it is not healthy for segments of a board or staff to predictably vote in blocs similar to political parties. In a healthy setting, maturity, wisdom, and statesmanship are still in play after the vote.

Boards and staff leaders should set aside time for personal interaction and fellowship. Annual retreats should include time for corporate prayer, devotional thought, and recreation. This setting will go a long way in creating a cohesive team, especially when tough decisions must be made. Board members who habitually arrive at the last minute and run for the airport just before adjournment deprive themselves and the entire board of the opportunity to cultivate a positive chemistry that is essential to a quality board.

I shall never forget a lengthy board discussion about a capital spending issue that would increase the cost of a project well beyond its originally approved amount. One member passionately opposed the measure on the basis that the extra spending could jeopardize cash flow reserves if the ministry experienced any unusual drop in income. The majority, however felt the benefits outweighed the risk. When the motion was called, there was one dissenting vote-with fervor!

A few months later, I wrote a letter to the board explaining that we were tight on cash. My description was precisely what the dissenting board member had warned about. Interestingly, he was the first to call to express concern and promise to pray for the situation. He asked for more detail regarding the shortfall. After I told him, he said a check would be in the mail that afternoon. Not then or thereafter was there ever a mention of the vote. This member voiced his opinion at the proper time, participated in the vote, and then joined the majority — with the right spirit. For me, it was a lesson in statesmanship.

Perhaps one of the most difficult tasks of any manager is executing a decision or directive given by an employer or board when in personal disagreement. In my experience, it didn't happen too often, but most of the time history proved my superiors were right. On the few occasions when history proved otherwise, I consciously downplayed the issue and moved on, remembering my friend's example.

Whenever someone gets absorbed in a sticky issue that consumes a great deal of his or her time and energy, perspective can become clouded. Individuals who operate at a better distance from the emotion of the situation can usually provide a more balanced view. In the same way, an individual team member who grabs hold of an issue and won't let go, returning to it repeatedly, needs to yield to the majority. To be sure, there can be philosophical differences. However, if an individual is continually in disagreement with the majority, perhaps some prayer time and rethinking the mission of the ministry and that individual's alignment with it is in order. It certainly is not healthy for one person to remain at odds with the majority over a long period.

Everything presented here is intended to deal with judgment as to what is best for the ministry and all concerned. It is different if the issue is principled and involves a legal, ethical, or moral infraction. In such a case, dissenting members should verify facts and then either confront the issue to a satisfactory conclusion, or exit. After becoming aware of a serious infraction, to remain without correcting it makes everyone a party to the problem.

Operating a ministry oftentimes involves extremely complex issues and personalities. Therefore, when all is said and done, we must rely on the Holy Spirit to renew each leader with a right spirit, openness to the views of others, and reasoned judgment. When it works as God intended, man-made barriers fall away and the sky becomes the limit.

Article reprinted with permission from Outcomes, a publication of Christian Leadership Alliance © 2009. Visit CLA's website to see what they offer your organization to help build leaders and enhance organizational effectiveness!

Paul D. Nelson retired in 2006 from the Evangelical Council for Financial Accountability after serving 12 years as its president. For nine years prior, he was COO for Focus on the Family. He currently serves on the boards of World Vision, Focus on the Family, and Teen Mania Ministries.