Core values: a farmer’s point of view

A retired farmer helped me better understand the importance of “core values” for a Christian organization. In a church workshop some years ago, I had finished demonstrating how the congregation’s core values were uniquely relevant for pursuing fruitful ministry. Then, during coffee break, the farmer told me that there were different soil types in his region – one soil type was suited for grape vines, another for fruit trees and so on. He said that a good farmer has to know their soil, its unique mix of nutrients and other qualities, in order to fruitfully plan which crops to grow and how to best tend their fields. Only a foolish farmer plants without paying heed to the qualities of the soil. In other words, the qualities of one church or organization make it more (or less) suitable for certain kinds of ministry.

A charity or a church must therefore take the time to carefully develop the core values of their “soil.” By doing so, their strategic plans will find the nutrition and support needed to thrive and produce a fruitful crop.

We intuitively know this to be true, and yet it is easily overlooked. When big decisions are at hand, we wish we had our core values ready. Core values primarily answer the question “Who are we?” After that, strategic planning can help answer the important follow-up questions “Why are we here?” and “What shall we do?”

There is a lot of advice available for discerning your organization’s core values. It’s an enjoyable exercise. Generally, when it is done, participants smile and agree that “This is us . . . at our best.” However, I would like to offer a few thoughts to consider before declaring your core values exercise complete.

True or an aspiration?

A non-profit organization might believe that transparency is a vital core value, while in reality staff and volunteers do not experience it, and are afraid to say so. Similarly, a church might assume that “welcoming” is one of its core values, but in truth the congregation is cliquish.
In these cases, the core value can be re-written as an aspiration or goal: “Our church believes that a welcoming atmosphere is important. We are striving to develop that. This is how we are accomplishing it. . .”

Here’s a pretty good test for the truth of a chosen core value. Can the participants tell two convincing stories about how that core value has had real impact? If not, it’s likely not a virtue. It may be an aspiration. Getting your core values right prevents self-delusion and self-deception.
When core values are clear and defined they inspire growth, the organizational DNA matures, and its soil becomes richer – set up for realistic missional outcomes. In other words, the organizations are set up to produce fruit in the local context in which they are planted.

Ultimately, this highlights the need for local churches to have the capacity to guide their own mission to be effective.

I no longer remember what the retired farmer looked like. I can’t remember his name. I know this, though: he cared for his farm.