As the co-pastor of a bilingual church, an Assemblies of God executive presbyter representing ordained female ministers, and national chair of the AG Network of Women Ministers, I wear a lot of metaphorical hats.

In fact, a friend once asked me, “How do you know which hat to wear, and when?”

My response was simple: “I may represent different groups, but when I come together with other leaders, I put on the collective hat.”

Certainly, my gender, ethnicity, ministry roles, and experiences are part of what I bring to the table. They shape my perspective and enhance my leadership contributions.

However, teamwork is not about the hats each person wears, but how we collectively steward them.

We can’t put aside our identities, but we can bring them to bear for the common good. That’s what it means to put on the collective hat.

Diversity and Unity

Among AG credentialed ministers, 27.5% are lead pastors, 19.3% are church staff members, and 0.6% are district officials.

Presbyters make up another layer of district leadership. They are pastors, church planters, and missionaries. Some also represent under-40 ministers, female ministers, or ethnic constituencies.

At the congregational level, volunteers often fill more than one ministry role — in addition to the other hats they wear throughout the week.

In diverse ministries with multiple layers of leadership, a collective-hat perspective is vital. It helps the various members of the body see how their contributions fit into the larger context.

Malcolm Burleigh, former executive director of AG U.S. Missions, once said, “The team you are on is greater than the team you lead.”

I’ve been in meetings where one person’s soapbox hijacked the entire team’s mission. Not only is this frustrating and counterproductive, but it also damages the group’s sense of unity.

A collective mentality equips teams to consider the whole ministry rather than favoring just one part.

When everyone comes to the decision-making table waving individual hats, it hinders the team’s momentum. Personal priorities become distractions that bog down the vision. Competing agendas make collective creativity difficult.

A collective mindset need not stifle individual identity or hinder our ability to represent constituents.

The collective hat is simply a decision to allow all our hats and roles to complement — rather than compete with — the team as a whole. It’s a both/and approach.

There are several practices that can help you strike the right balance and grow as a team player.

Four Principles

1. Zoom out to zoom in. Each team member should locate his or her vision within the larger vision.

AG General Superintendent Doug Clay has articulated a vision of seeing a healthy church in every community, marked by spiritual and numerical growth.

I don’t plan around or outside that vision, but directly within it. It not only informs my other ministry roles, but it also transforms how I pursue them.

For example, it inspires me to think about how the Network of Women Ministers can resource the credentialed women whom God is calling to plant churches.

Practice zooming out from your specific context to see the big picture. Identify the vision, mission, and core values of the ministry as a whole.

When preparing for a meeting, consider the team’s long- and short-term objectives. Contextualize the larger vision within the framework of your specific ministry area. How do they work together?

A collective mentality equips teams to consider the whole ministry rather than favoring just one part.

Then zoom in. What information, strengths and networks do you currently have that can fill a void or enhance a process or system in the larger organization? What opportunities do you see for interfacing with other ministries?

Zooming out provides clarity, while zooming in helps you identify your piece in the puzzle.

2. Listen attentively. When I actively listen during meetings, I always walk away with fresh ideas and a greater understanding of the why behind what we are doing.

It’s easy to become distracted by emails, to-do lists, and preconceived notions about the topic under discussion. Active listening requires intentionality and focus.

Rather than mentally preparing a response as others are speaking, lean in and pay attention. Take notes. Listen carefully for points of connection.

Note common words or themes that arise during the discussion. Those shared ideas might just point to a solution.

Active listeners can bring clarity to the entire group by helping summarize the contributions of those around the table.

3. Ask questions. Seeking understanding is better than making assumptions.

When those around the table represent a variety of ministries and interests, such questions might initially trigger defensiveness. However, once people realize your intent is to gain understanding, they will likely appreciate the opportunity to share.

Ask questions about the ramifications of a particular decision, such as, “What message would this send to the congregation? What would it mean for our youth ministry?”

Consider potential future impacts as well, asking, “How will those coming behind us think about this 10 years from now?”

4. Weigh your words. Trying to address everything often means contributing nothing of value. Maintain a collaborative tone.

Refrain from speaking on the same topic consecutively. Know your setting.

Remember that the meeting room is not a pulpit. Avoid getting preachy or emotional during meetings.

Focus on the present and future. Longing for the good-old days or dredging up past mistakes often halts discussions rather than advancing them.

In the words of AG General Treasurer Rick Ross, “You are not here to fix the past. You are here to redesign the future.”

Allow your words to give traction to the conversation, moving it forward.

Collaboration

Wearing the collective hat motivates me to add value to ministry areas outside of my own.

Conversations often lead to further collaboration. I sometimes follow up to learn more about a point someone shared during a meeting.

Collective-hat leaders don’t wait for people to find them. They take the initiative to offer support and express a willingness for working together.

Rather than feeling intimidated by change, such leaders develop the ability to pivot for missional effectiveness.

When we fail to steward opportunities for learning, growing, and collaborating, working with others can become a stumbling block. But as we approach team tasks with a collective mindset, missional effectiveness increases.

Choosing to put on the collective hat gives you the opportunity to diversify the value you bring to the decision-making table and the benefits you experience.

Zoom out to zoom in, listen attentively, ask questions, use your words to imagine a better future — and collaborate.

This article appears in the Winter 2025 issue of Influence magazine.