Bill’s dilemma is not rooted in his ability to attract other leaders (Recruitment). Nor is it rooted in his inability to procure a lengthy tenure among his leaders (Management). Then what’s the problem? Bill perceives R (recruitment) and M (management) to be separate issues, both needing distinct strategies and philosophies. In reality, however, one’s approach to leadership R and leadership M must be the same. Why? Because, as a general rule, volunteer leaders expect to be managed the same way they were recruited. To be highly autocratic and detail-oriented during the recruitment process, only to turn ‘em loose with little accountability once they’re “signed on” can produce mistrust, questions, and skepticism. Likewise, simply asking for help in a general way, leaving room for self-starters to spring up, then surprising them with a list of “do’s and don't’s”, rules, policies, and procedures, can backfire and leave us with the reputation of a con-artist. While neither approach is inherently better, it must be implemented in both arenas of our leadership responsibilities. Volunteers thrive best when they are managed in the same general way they are recruited. Recruitment and management must match in their underlying philosophies. Otherwise, we’re simply asking for problems with our volunteers.

Ponder these helpful tips regarding the R/M Theory:

1. Go with your strongest suit. Ideally, we would all like to be leaders with perfect balance in both recruitment and management, leaders who attract and retain everyone in just the proper way. But reality screams a different story: Chose your strength and go with it! To ensure your best stuff shines forth, learn your leadership style, then stay consistent with it in your recruiting and management efforts. Sure, not everyone is going to jump on board since you’re not catering to everyone. But you’ll increase your team’s tenure, as well as your own longevity, two goals far outweighing any immediate and short-lived result. Remember -- whether you’re S1, S2, S3, or S4¹ is secondary to the primary goal of maintaining a consistent style.

2. Establish mutual expectations. Communicate your leadership style from the very beginning, as well as its resulting implications for both of you. How? Discuss hypothetical situations which may occur. Sure, you can review a list of “what-to-do” and “what-not-to-do;” perhaps a better idea is to ask a few “what if’s” in order to gain -- and give -- a real-life picture of how you both might act in specific situations.

3. Structure accordingly. By structure, I mean the many items that accompany leadership: meetings, accountability, shepherding, training, etc. Since you’ve recruited with your strong suit and identified the expectations that go along with it, operate the daily and weekly “ins and outs” of ministry in the same manner. For instance, if you’ve brought on people who love freedom and room to operate, then structure your leadership meetings accordingly; one-way lectures won’t get you very far. If you’ve attracted doers who enjoy lists, perhaps avoid brainstorming sessions which center around problem solving. Volunteers enjoy working in an environment where structural form mirrors practical function.

Without sounding contradictory to my premise, understand this: There will be times when you’ll need to exert an unusual amount of leadership that varies from your natural style. However, instead of shying away from what you perceive to be frightening obstacles, flow with them, using them as opportunities for personal growth. Commit to a flexible spirit of leadership which allows you to go with your strongest suit yet pushes you towards adaptation.

Consider Jill. Intrigued by the group of teens she observed every Sunday, Jill decided to find out more. After making a quick call to Gary, the church’s youth coordinator, Jill was convinced she wanted to get more involved with them. So the next week she approached Gary personally, asking where he needed help. Gary answered with a question: “Where do you want to help?”

“Anywhere you have a need,” Jill replied. And with that Gary informed her of various openings, then sent her home to think and pray and make her own decision.

In time, Jill not only discovered her area of effectiveness, but also the freedom to continue making her own decisions within that area. Sure, there was the typical check-in phone call for approval. But, generally, Jill handled her area with exciting initiative, exhibiting a spirit of entrepreneurship lubricated with teamwork. The point? Jill remained an effective part of the team for several years because she was managed the same way she was recruited. By letting Jill decide where she would best fit into the youth ministry’s structure initially, Gary was setting the stage for this same style of management permanently. Then there’s Bob. When he met Kevin, the new Youth Pastor, he volunteered to assist in any way he could. Kevin took him at his word, and provided him with an extensive list of things to do. They even agreed to meet weekly in order to review important details and information. To this day, Bob loves working in the student ministry. Why? Because Kevin manages Bob in the same manner he recruited him.

In a nutshell, be the leader you were created to be, not the many you wish you were. While recruiting and retaining with vastly different approaches may appear effective, experience reflects a different view: trying to recruit autocratically and manage relationally -- or vice versa -- leaves too many youth leaders wearing multiple hats simultaneously on a head designed for one. Discover the joy and peace of being you, and only you; then set out to recruit and manage others with the incredible magnetism of consistent, genuine individuality.

¹Blanchard and Hershey, LBA 2. Copyright 1993.