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Not a Fit! How to Transition People to Their Sweet Spot


Have you heard the story of history’s worst art restoration?

Recently, a 19th-centurty fresco painting of Jesus that was in desperate need of a facelift, underwent an unexpected and rather horrendous restoration by a completely unqualified elderly parishioner.

The painting that hangs in the Sanctuary of Mercy Church in Spain was first thought to be vandalized, but eventually Elias Garcia Martinez came forward admitting the touchups were her handiwork.

The “restored” painting resembles a mutant Ewok or some sort of alien/bear hybrid. It probably goes without saying, Elias is not an artist, has no formal training and is in no way qualified to restore paintings.

She claims that she had permission from the parish priest. While that claim turned out to be false, it isn’t outside the realm of possibility.

The truth is, we often allow and even encourage people to serve in areas outside their areas of giftedness. When you’re assembling a new team, it’s hard to not have an open casting call; accepting anyone and everyone who might want to join. In an effort to not hurt feelings and offend individuals, we end up putting people in positions that ultimately are bad for them and for our congregations.

As Mr. Spock said in Star Trek II, “The needs of the many outweigh the needs of the few.” This is a pretty harsh statement, especially for ministry, but I think it’s applies.

We’ve all sat through excruciating specials where soloists can’t quite hit their notes; we’ve all been present for the testimony that was scheduled for 2 minutes that went 12; we’ve all seen graphics designed by the church secretary or other staff members who have no design training. All of these things can have a huge impact on how we experience God in worship. The collective discomfort experienced in these moments of worship are nearly impossible to overcome in the span of an hour.

It is hard to utter the words, “you may not be a good fit for this”, but those words are sometimes necessary. Just because someone isn’t right for one opportunity doesn’t mean they won’t be great for another. 1 Corinthians 12:12-30 lays out a pretty good rationalization for why we’re really called to do ministry in our highest area of giftedness. The body of Christ is described as many parts that form one unit.

Every person has a part to play in the body. Sometimes individuals are drawn to do the work of a part that they’re not. The most difficult part is that people regularly think they’re gifted in ways that they’re not.

This happens in many areas from singing to media production, dramatic arts to “on chancel” roles such as worship hosting/acting as liturgist and so on.

So how do you help shift someone to where they need to be? It starts with sensitivity, prayer and careful communication.

First and foremost, just because someone isn’t right for one type of ministry, doesn’t mean that they’re not good for any ministry at all. They may just be a hand, not a foot. Our elderly DIY art restorer from earlier is pretty good at the broad strokes. She might be perfect for painting the fellowship hall a new color. She likely has other talents that could be used in ways that would create successes for her and for the church.

For years at seminars I’ve told the story of working with an extremely talented intern while on staff at Ginghamsburg UMC. Of the 7 interns I worked with, he was among the most talented of my tenure. The thing is, while a great guy, he was not the best communicator. When trying to use him as an extension of our design team, I found that he couldn’t properly communicate the ideas we were trying to convey. He had a hard time communicating to me what he was thinking as when he’d try and offer a counter idea.

I didn’t send him home, I just found other ways to use him. One of them was to give him all of the info for announcements. I knew he was an excellent artist and that he was highly creative. I basically said, “Do something creative with this informartion”. He knocked it out of the park. He created what may have been the best announcement graphics to ever grace the screen. It wasn’t that our intern wasn’t good for ministry, it was just that he wasn’t right for the worship design team where clear communication was essential.

I’ve seen music directors do similar things with singers. Not every singer has the kind of voice that can/should be featured. While some singers may sing relatively well, it might be that they best fit in a larger ensemble such as a choir or as a group of backup singers.

Clear communication is an important part of ministry and relationships in general. Sometimes when the answer is no, or when we have to deliver hard news, we avoid the problem. We may not pick up the phone when we see who is calling. We also might not respond to emails or texts or other forms of communication because saying “no” or “you’re not right for this” is hard. The truth is, the more you avoid communication with those you have to share “tough love” with, the more frustration and hard feelings build. You can make a hard situation harder by avoiding conflict and communication. Without meaning to, you end up disrespecting the person by ignoring them and you may just hurt them in the process.

What does a hard conversation look like? It’s probably going to be different based on personalities – Some people can handle being frank and direct, others need a gentler touch. Here’s a quick roadmap to for having these conversations and what to do next:

  1. Start with sharing your appreciation for the work they’ve been doing. Help them see you appreciate their passion and desire to serve.
  2. Share with them your vision for ministry and what it is you’re trying to accomplish.
  3. Gently help them see that your goal for them and for the church is to create a win-win scenario, making sure that they are successful in the area they serve.
  4. Be honest about where you see shortcomings. If you think it’s possible that with more practice, training and experience that they can get to where they need to be, tell them that. If they’re “a hand”, and they want to be “a foot”, help them see (in a respectful way), that they may be reaching for something that is outside their area of giftedness. Above all, affirm that their gift is of value. Have a plan in place to transition them into whatever would be a better fit.
  5. Don’t stop communicating! Once you’ve moved them to a new area where they can succeed, continue to reach out. See how they’re doing. Don’t cut them off.


I’m a firm believer that we can only accomplish the mission if we act as a body – utilizing everyone’s gifts. We were designed to work together. When everyone is serving where they should be, and things are in alignment, the body functions better.



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Hollywood Writers’ Series- Part 8 with Robbie Thompson

Robbie Thompson is a tremendously nice guy and a very talented writer. He holds a special place in my history because he was the first Hollywood writer to hire me as a designer. You can check out that show here. Robbie created it, and I designed the logo and some of the interface material.

Robbie has been a working as a writer since 1999. Interestingly enough, he began his work on the cartoon series The New Woody Woodpecker Show. He has since gone on to Jericho, Ark (which he created), and The Cape. He is currently writing for Supernatural.

1. Robbie, thanks a million for being part of this series! When we first got to know each other, you were working as a writers’ assistant on Jericho. What does a writers’ assistant do? Is a writers’ assistant a full participant in the story breaking process?

As a writers’ assistant, it was my job to be in the room with the writers while they break the stories for each episode, writing down everyone’s pitches. At the end of the day, I would edit the notes down, correcting all my horrible typos, but also focusing the document to reflect which pitches have “landed” and are now firm story points to build around.

It’s all an effort to help the writers stay on the same page as they continue breaking the story, and it’s also a document to send out to writers who are either on set, in post production, or away for the day so that they can keep in tune with what the room is currently focusing on.

Ultimately, you are there to provide the showrunner and the writers whatever they need to help them keep breaking stories, and that can range from typing up notes in the room or on a studio network call, to doing research to help iron out story details, to making sure the room is stocked with water, coffee, and red vines.

I was very green and was fortunate to work with showrunners who were patient and kind to me as I learned how writers’ rooms worked. Being a writers’ assistant was my “grad school.” I got to see how different writers approach pitching ideas, whether they related to a single idea or to the series as a whole. I learned how story is broken from the ground up and saw how shows are run and maintained. I had a particularly great time on Jericho working for Carol Barbee. She runs an incredibly tight ship, and created a room where “Best Idea Wins,” which allowed me to learn how to pitch. I’m forever in her debt for giving me such a huge break.

2. When a new episode of television is being written, what does the process look like? What are the steps involved? Does it star twith the whole writing team, or is an individual tasked with laying down the initial outline?

Each show has its own process. I’ve been on shows where we started breaking new episodes with everyone in the room, all the writers pitching until a set of ideas/episodes starts to land. And then it’s all hands on deck, focusing on each idea until that particular story is broken or proves to be unbreakable. On other shows the writers bring in a story that they’ve worked out on their own, and then the showrunner and a smaller group will work on ironing out all the story details for that episode.

No matter what the process is, in the end, it usually boils down to getting a bunch of eyes on the same story, whittling it down to its bare essentials until the story works and the individual writer has enough of it worked out so they can take the story and run with it, making it their own as they create an outline and eventually a script.

3. You once shared with me that you involved an actor in your scripting process. I believe he contributed some thoughts on character back story. How rare is that? Are actors involved at some level in the process of creating story?

Actors are storytellers, and I love to include them in the process as much as time and schedule will allow. Oftentimes on a show, the actor has been portraying their role for far longer than I’ve been writing it, so they have a unique insight into their character and the story they’ve been playing and living in for so long.

I remember chatting with Lennie James on Jericho, and his take on the character he was playing, as well as the story we were telling for that character, was invaluable. Again, best idea wins.

4. When reading scripts, one often encounters “beats.” Can you describe for my readers what a beat is, the importance of a beat, and how you decide where they go? Are beats always named in scripts?

When you see “beat” in a run of dialogue, it’s often to indicate a pause, or to set up the gravity of what’s been said or is about to said. When you see “beat” in the action line, it’s often to indicate that everyone in the scene is going to pause to reflect on what’s been said, or an event that’s just happened in the scene.

I usually use “beat” to help with the rhythm of the dialogue, or to help a moment land for the reader. It’s ultimately up to the writer when and if they want to use a “beat” to help underscore a moment, and it can be a helpful tool to indicate importance or a pause to the reader or actor.

5. How do you determine when to let an idea you’re passionate about go vs. fighting for it when working with a writing team?

One of the best pieces of advice I got when I started was to “listen to the room.” Listen to where the story is going, listen to what the other writers are pitching, listen to how people are excited about a certain story point, or are not excited about a story point.

If you have your finger on the pulse of where the story is going, you’ll get a clear sense of whether or not the idea you are passionate about works or is worth fighting for. If you feel the idea you have is worth fighting for, then it’s your job to sell that idea to the group. That said this process also leads me to another great piece of advice I was given, “Don’t break it unless you can fix it.” Make sure you track your pitch all the way out to ensure that it’s there to support the story being broken, not just there to create a cool moment or story beat.

6. In series television how far ahead is the season planned out? I assume you break up front, and then do the weekly work in a different way. What do those big picture discussions look like, and are assignments handed out based on that plan, or in some other way?

Well, again, every show is different. But typically, each new season the writers will spend a week or two having “blue sky” discussions about what the season story should be, how that story fits into the larger series story, and then what benchmarks need to be met in order to pay the season story off while setting up the next arc for the series.

For example most first season shows get an order of 13 episodes, with the hope of a “back 9” order of more episodes, should the ratings do well. So, the writers typically try to get a sense of what those first 13 episodes will look like in terms of the larger story, building in a mid-season climax or twist that will help launch the story through those back 9 episodes. The back 9 is usually a bit loose in terms of the initial discussions, with the exception of having a good sense of what the season finale should be.

Assignments aren’t handed out based on that plan. Sometimes assignments are handed out based on the show’s batting order, and other times certain episodes are a better fit for a particular writer. More often than not though, the showrunner will write the mythology-heavy episodes since they have the best understanding of where the show is going and what needs to be set up next.

Thanks Robbie! You’re the best, and I hope our paths cross again soon!


Read part 1 of the Hollywood Writers’ Series with Carol Barbee here.
Read part 2 of the Hollywood Writers’ Series with Jonathan E. Steinberg here.
Read part 3 of the Hollywood Writers’ Series with Matthew Federman and Stephen Scaia here.
Read part 4 of the Hollywood Writers’ Series with Jeffrey Berman here.
Read part 5 of the Hollywood Writers’ Series with Trey Callaway here.
Read part 6 of the Hollywood Writers’ Series with Eric Champnella here.



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Hollywood Writers’ Series – Part 7 with Dan Shotz


Dan Shotz is one of the nicest guys you’ll ever meet. He’s a successful writer/producer at Junction Entertainment (Jon Turteltaub’s production company), where his credits include: JerichoHarper’s Island, and the upcoming Common Law. He also worked on the films National Treasureand National Treasure: Book of Secrets.

I’ve known Dan for a few years now, and I’ve got to say, he’s as genuine as they come. I’ve had the pleasure of working with him a few times, and he has made me feel great about every moment I’ve spent on a project with him. Dan’s agreed to take time to answer a few questions while on location for Common Law.
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How to Better Lead Volunteers part 1

Let’s face it, in ministry we are often limited by our resources. We don’t have enough time, enough money and enough staff to accomplish everything we’d like to. Some churches choose to let that stop them. Others are diligent about fostering an environment where volunteers are essential partners in making ministry happen.

The double blessing is that volunteers are empowered, and grow in their faith, and more/better ministry happens. How do you maximize the staff/volunteer relationship? In this two-part series, we’ll take a look at how to make it happen by examining the way we approach language, respect, gratitude, visioning and relationship building.


First off, it may be time to adopt better language for our “volunteers”. At Ginghamsburg UMC where I got my start in ministry and where I now serve in an unpaid roll, the word “volunteer” isn’t used. Lead Pastor Mike Slaughter often says that, “Volunteers is the language of the club – volunteers serve at the convenience of their schedules and when it’s comfortable. Servant is the language of the Kingdom – a servant serves when the King calls regardless of their schedules or comfort level” The moniker used at Ginghamsburg for those in service is that of “unpaid servant”. “Unpaid servant” carries a much different tone than volunteer – one that implies a deeper dedication for a deeper purpose.


Unpaid servants that give of their time deserve respect from those of us in paid roles. While we never intend it, unpaid servants are sometimes treated as second-class citizens. Not everyone is called to fulltime ministry. Being paid to do ministry doesn’t make the efforts of service any more holy or valuable. I believe leaders sometimes lose site of this.

The role of the leader is to partner with servants to achieve great things. However, what sometimes happens, is leaders treat servants as flunkies whose purpose is to carry out tasks they don’t have time for or don’t want to do.

The number one way that leaders disrespect unpaid servants is in the failure to preplan. Those in unpaid roles who are giving of their time cannot react with the same degree of speed and attentiveness that those in paid rolls can. Asking for something late in the week for the weekend may create unneeded stress and frustration.

We’ve all heard tales of late night Google searches for music, graphics, video clips and obscure illustrations that make it into a presentation in the wee hours. This adds stress and detracts from sleep. For many of the servants I meet at seminars, this is the weekly norm. It doesn’t have to and shouldn’t be. Planning ahead by even by a week or two alleviates mounds of stress, and ultimately makes for better worship.

The second instance where well-intentioned leaders can disrespect servants is in their overuse. Unpaid servants serve because they want to, but as time goes on, a fine line can form between choice and obligation.

Leaders can’t help but be drawn to faithful, quality servants. When a leader knows a servant is dependable, they can begin to lean on them too heavily. This is the path to burnout.

If a leader is forced to use the same servants all the time, their team isn’t deep enough.

The third area of where leaders unintentionally show disrespect to their unpaid servants is in poor communication. When leaders ask their servants to participate in any way, in any aspect of the worship, they must remain committed to two-way communication.

Objectives that may seem clear to the leader may not be clear to the servant. When questions arise, the unpaid servant may need to connect with the leader via email, text or by phone. Ministry life is busy for those in leadership, and while leaders may not be available at every moment, email, texts and voicemail are great tools for asynchronous communication. Responses, even if brief, help clarify responsibilities and address questions that arise. Taking time to respond also show unpaid servants that the leader appreciates and respects their time.

For example, if a media director asks a servant to create a video for worship and has an initial conversation about direction and what is needed, the two might leave thinking there is an understanding about the piece. If the servant has 10 hours to give during the week (say 2 hours per night), and the next day they have follow up questions but the media director doesn’t respond for a day or two, the servant has lost 2 to 4 hours of valuable time. This puts the servant in the position of having to scramble to do more each day than originally budgeted. It could also mean that the video suffers because it is done in less time, or it could also mean the video doesn’t get finished at all. This puts both the leader and the servant in an awkward position.


The motivations of a servant aren’t compensation, glory or reward. It is nice however to be intentional about expressing gratitude for the contributions servants make in ministry.

Many unpaid servants work behind the scenes, and most are very comfortable in that place. They aren’t looking for recognition, but they do want to know that their work is of value. Public recognition isn’t required, but is a great way to express thanks, highlight the ministries of the church, and is always good for putting smiles on faces.

Public recognition might be as simple as the pastor mentioning an individual or ministry group in a sermon. It might also involve inviting servants in a certain ministry to stand for a quick handclap. Recognition might also be as complex as having a “Servant Appreciation Dinner” where staff/leadership serve the servants.

Other ways leaders can express gratitude to servants include hand written cards, personal phone calls, and other token gifts. If your church has a café or bookstore, offering a free coffee or gift certificate would be a very nice way to express gratitude for ongoing service.

One note on personal articles such as thank you cards and notes: they should really come from the leader, rather than the church secretary or an assistant. The more personal and specific they are, the better. Sending a carbon copy with a signature doesn’t have the same effect and may even have the opposite effect than desired.

These simple to implement ideas can take the leader/servant relationship to the next level. In the next post, we’ll look at the importance of and strategies for visioning and relationship building.


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Hollywood Writers’ Series – Part 6 with Eric Champnella


Eric Champnella is a man of many talents. While is probably best known for writing the film Mr. 3000, he has also been a standup comedian, actor, director, and producer.

In 2008 I got to know Eric during the writers’ strike. At the time he was hosting United Hollywood Live, an internet radio program that aimed to keep listeners abreast of the latest strike developments.

Eric and I have worked together on several projects, and I must say, he is passionate about story and is great at what he does.

Eric has agreed to answer a few questions for our series.

1. Eric, thanks for being a part of the series! Writing a story from scratch is a difficult task, but it seems to me that an even greater task is getting it sold. You’ve “practice-pitched” to me before in preparation for meetings with producers. Can you describe the importance of the pitch, and how you prepare for one?
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