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Values
Every organization has both stated values and the values according to which it actually functions—with varying degrees of congruence between the two. Often, the stories an organization tells about itself are the best way to identify its actual, versus its aspirational, values.
With that in mind, consider:
What are some of the commonly told stories about OM that define the organization? (These might be stories about its founding, great “successes,” etc.) What do those stories reveal about the things the organization values?
Now consider the flip-side of those values. What goes undone, unaddressed, or unnamed because of the values the organization pursues?
What stories from the Bible would you say reflect the way OM does ministry?
How is it talked about within OM (whether publicly or privately) when people take periods of rest or sabbatical? (Is it considered wise/good stewardship, or do comments suggest that it is selfish or self-indulgent? Does the answer vary if the sabbatical/rest is preventive vs. in response to crisis or burnout?)
Theology of ministry
An organization’s theology of ministry will impact people’s ability or willingness to take extended periods of rest. With that in mind, consider:
What is OM’s view of the kind of sacrifices that are appropriate to or required by a life of ministry? (Again, stories that get told may offer more insight than stated values.)
If OM were to describe Jesus’ approach to life, ministry, and rest, what would that description be?
How is the “success” of ministry defined in OM? (Number of new Christians? Years of service? Other measures of faithfulness?) Functionally, who is considered responsible for that success? (Are results really treated as being up to God? Or do staff actually bear the weight of producing results?) Again—stated values and lived values are often at odds here. What you’re trying to get at are lived values, so consider your own experiences, the experiences of others you know or are familiar with, and the stories of “success” or “failure” that are told at an organizational level.
Structural/logistical considerations
What rhythms or norms does OM already have in place around sabbatical specifically or rest and renewal more generally? What about self-care in general?
Has sabbatical been modeled at higher levels of leadership in the organization? If so, how and by whom?
What qualifies a person for sabbatical? (e.g., a certain amount of time in ministry, a need for rest, etc.)
How much do the demands of ministry influence/determine how much sabbatical people are able to take? Do people tend to make the ministry fit around the sabbatical, or do they make the sabbatical fit around the ministry?
What proportion of OM staff work as part of a team vs. individually? What would continuity of ministry look like for each when they go on sabbatical? (Does the work of the ministry just stop for the duration of the sabbatical? If not, who picks it up?) In terms of how ministry activities tend to be structured, what will help and what will be a hindrance as people seek to take a sabbatical?
How is the need for staff sabbatical addressed with supporters? What resources could the organization offer staff for how to communicate with their supporters about sabbatical?
Cross-cultural considerations
Cultural norms and values will impact an OM staff member’s ability to fully engage in sabbatical, as is whether staff are serving in a native or acquired culture. The sabbatical coaching team will need to identify and address these norms and values as they support staff from a variety of cultures and regions in taking sabbatical.
Some factors to consider include: What is the cultural narrative about rest? What is the cultural norm for different kinds of leave-taking? What are the factors that will affect someone’s ability to take leave (e.g., school schedules, housing contracts/leases)? How can those be addressed/mitigated?
How will the sabbatical coaching team identify these cultural factors? How will they ensure that sabbatical resources and processes are culturally appropriate and responsive?
What kind of conversations/training/norm-setting need to take place between the sabbatical coaching team and field leaders? What kinds of conversations need to take place between field leaders and field staff in order to release and empower them for sabbatical?
Familial considerations
For a sabbatical to be maximally effective, it needs to take into account the staff member’s family situation. The following questions will be important to consider, especially for staff who have family members living with them:
How does OM regard the family in ministry? Generally speaking, is the fundamental “ministry unit” the individual staff member, or the family? Does it vary by context? On a case-by-case basis?
In the case of a couple who are both OM staff, who gets to take a sabbatical? Can you set the norm that both staff members are on sabbatical at the same time?
If one member of a couple is OM staff and the other is employed in non-OM ministry, how can OM support the non-staff member while their spouse is on sabbatical?
How do most OM staff educate their children? (Local schools? Homeschooling? International schools?) What limitations might schooling place on staff’s ability to take or schedule sabbatical? Are there ways OM could support a family’s educational needs during sabbatical?
What are gender norms and expectations organization-wide? In each culture/region? How can those norms be addressed such that sabbatical is available to both spouses as equally as possible?
Organizational culture change is long, hard, slow work. You won’t be able to create a culture of sabbatical overnight.
As you begin to identify some of the major cultural hurdles that will need to be cleared, try to think incrementally. What are your long-term goals (and how do you define long-term)? What are incremental steps you can take along the way? You might think about how you can educate people about the need for and value of rest and God’s design for rest. You might think about how you can awaken in people a longing for and submission to rest, as well as how to help them think about what that looks like in their individual and cultural contexts.
Clearly stated structures, norms, and expectations for sabbatical-taking are crucial. But there will be an exception for every rule.
As you develop your sabbatical program, be aware of the tension between structure and flexibility. What things are so important that they should be virtually non-negotiable? What things can be held much more openly, depending on individual and cultural needs?
