The Pastor and the Musician: 10 Strategies for Developing a Supportive Relationship

This article, written by Dr. Eileen Guenther, was originally published in Today’s Liturgy magazine in the Spring of 2020. It is copyright 2020 by OCP. All rights reserved.

In all the churches where I have worshiped and worked, the core of the ministry team is the same: the pastor and the musician. This is usually the most significant staff relationship in a church and one of the most critical components to the success of a church’s mission and ministry. Musicians and clergy work together as the principal preparers and leaders of worship. Yes, they sometimes have different perspectives on the worship experience or on their relationship, and, yes, for a variety of reasons, they are the church staff members most likely to be in conflict. Here are some suggestionsfor building a successful team.

1. Clarify roles

Musicians, you must communicate from the very beginning that you are not the “lead” staff person, that you are there to do your job and support the work of others on the ministerial team. It is important to discuss responsibilities and to develop a common understanding of roles. A fundamental question is the relationship between the job description, the actual duties, and what the church or clergy want you to do.

2. Share goals — and work toward a common understanding about the role of music in worship

Sharing personal, professional, and ministerial goals helps people get to know each other and identify the goals they have in common. Clergy and musicians will need to share their views of the role of music in the liturgy: How do you experience music as supporting and enhancing the other elements of the service? Music constitutes a large portion of a service; while it is only a part of the liturgy, its full integration in worship, a multi-faceted art form, is vital.

In discussing the role of music in worship, make sure to discuss the role of the congregation, perhaps the most important “choir” in the church. The music sung by the congregation and by the choir can be, effectively, portable theology, carrying the story of God’s love for creation and God’s acts throughout human history. Well-chosen music allows the congregation to leave the service with the theme of the scriptures and the sermon in their ears and hearts.

3. Be a team player: Collaborate

Show genuine interest in all areas of ministry. It’s challenging to work with individuals who think theirs is the only program in the church that really matters, and that it is “all about them.” As team members, we not only care about each other, we demonstrate sincere interest in each others’ programs.

This means working together on a level playing field. Each individual—whether parttime, full-time, or volunteer—is encouraged to contribute to the discussion with all ideas being warmly welcomed. The church is strengthened when staff support each others’ programs.

4. Cross-train

A solid clergy-musician team is best based on a certain amount of knowledge of each other’s discipline.

• Musicians need to understand theological and liturgical language, have a basic grasp of Church history and the Bible, and know what it takes to write a sermon.

• Clergy are helped by having an acquaintance with music, a knowledge of sacred music repertoire, and an idea of what it takes to play with hands and feet at the same time, perhaps while simultaneously conducting with your head.

Both professionals need to develop an appreciation for the years it took for their colleagues to develop their particular skills. There is wisdom in the concept, “You can’t make worship fit together if you haven’t learned to speak a little of each other’s language.” The Sounds of our Offerings: Achieving Excellence in Church Music (Charlotte Kroeker, Herndon, VA: Alban Institute, 2011. p. 171)

5. Staff meetings

Staff meetings are designed to help team members arrive together at decisions such as:

(1) who is responsible for what duties,

(2) what deadlines apply to which tasks, and

(3) which situations drive each of us crazy.

Without such meetings, miscommunication can easily arise and result in avoidable conflict. Of course, information can be communicated by text or e-mail, but many issues facing a church need discussing, and that really happens most effectively in person.

Scheduling these meetings at a time when everyone can attend can be a challenge — especially when some of the staff are part-time and have responsibilities at other jobs. Work to find a time when at least the program staff can meet to discuss the full program of the church, to debrief on the entire ministry effort, to address problems, and especially to plan worship. Include key volunteers in staff meetings as often as possible.

Whatever the schedule — whether clergy and musician(s) meet weekly, monthly, or even quarterly—they will likely want to meet to plan worship. Whether the pastor preaches from the Lectionary, topically, or in a sermon series, pastor and the musician need to meet. There needs to be discussion about reasons an anthem, hymn, or other act of worship feels right for the service and it is a wonderful opportunity to educate each other and build team relationships.

6. Evaluate Worship together

To begin with, the clergy-musician partners need to know what each values. Besides excellent, soul-stirring music and powerful preaching…

• Do we value a beautifully constructed liturgy?

• Do we care that the elements of the service connect with each other?

• Does it matter if the service begins on time and that it does not go longer than 60 minutes?

• Is our highest aspiration having the sound system go the entire service without screeching?

Staff meetings are obvious times for evaluation: what went well, and what were the challenges, what do we want to change the next time?

7. Address team process

Is the staff a “family” or a disparate group of individuals who happen to work for the same institution? How are members of a team expected to treat each other? Is there an accepted protocol regarding e-mail, texting, and Facebook?

“Triangulation” can be a particular problem in a church context, and it is important to avoid being drawn into this situation. In a healthy environment, staff members agree to speak directly with each other when a problem arises.

8. Complete, don’t compete

Members of a healthy staff do not compete with each other: it is simply not productive. “A competitive spirit focuses on my ministry, while a cooperative spirit focuses on our ministry,” writes Kevin Lawson in How to Thrive in Associate Staff Ministry (Alban Institute, Bethesda, MD, ©2000).

9. Respect each other

Mutual respect is essential in a relationship as close as that of clergy and musicians. As Charlotte Kroeker, in her book The Sound of Our Offerings, notes, the clergy-musician teams that operate most successfully make frequent use of the words “respect” and “colleague.”

10. Trust each other

“The big issue,” as one clergyman says, “is trust, which is earned with time. My observation is that it takes five years in place for this to be optimal—a long five years.” (Kroeker, p. 152) “Trust is something that is a must. Trust is so fundamental in terms of what a team has to value. It’s never absent very long on any team. It can’t be.” Teamwork: What Must Go Right/ What Can Go Wrong. (Carl E. Larson and Frank M. J. LaFasto. Newbury Park, CA: SAGE Publications, ©1989)

There are many ways to develop the capacity for trust in a team.

• Within your comfort zone, share honestly and openly with colleagues.

• Tell the truth at all times—even when it is inconvenient or uncomfortable or casts you in a bad light.

• Keep your word infallibly — doing what you promise to do, when you said you would do it enables people to know that they can rely on you.

• Keep confidential information confidential.

Once trust has been broken, it takes a very long time to reforge bonds. While the Church preaches forgiveness and reconciliation, sometimes that never happens. I am very taken with South Africa and the description Nelson Mandela shared from his youth when he saw the chief bring all the tribal leaders together as he sat listening to them, without saying a word. Then he spoke. His goal was first to understand — and then to be understood.

May that spirit be in all that we do.

Looking for help? The Center for Learning provides training, facilitation, and coaching that can help support collaboration, professional relationships, team dynamics, planning, and more. For more information, schedule a FREE consultation today!