Worship Leader June 2010 : Page 31

Kem Meyer 1. We serve people, not technology. So the first, second, and third most important skill would be the ability to see the human touch at every decision intersection. Too many professionals involved with technology have mad tech intelligence but sad social intel- ligence. It’s less common to find someone who leads technology action plans through the human touch filter. The best steward of tech or tech teams doesn’t necessarily have all the answers, but knows the right ques- tions (and the right people) to ask: n How will this decision affect the peo- ple involved? n Are we complicating the problem? n Are we falling victim to geek and gad- get lust or empowering people to re- lease the best out of them? n What’s at risk if we don’t do this? n What will have to change if we do? n Is it worth the return on investment? When we ask the right people the right questions, we are able to not only see a picture of today’s reality, but are also able to prepare for course changes and growth without breaking or starting from scratch. Wrapped up in all of this is the abil- ity to communicate tech benefits (or lia- bilities) from different perspectives. That’s the key to translating ideas and objectives into functional specifications and designs. The result: People say “Thank you!” in- stead of “Why do I have to do this?” 2. We’re organized into three main tech areas, each one with a unique vocabulary, distinct personality traits, and specialized skills. There’s a lot of overlap between the teams, but we’re all protecting the same mission, vision, and values so it works well. Our pastor of arts and teaching, Jason Miller, provides leadership for: Tech Arts. The Tech Arts Team is responsible for supporting a multi-dimensional experi- ence in the auditorium (or any physical facility platform) by strategically and cre- atively using all audio and visual systems. As Communications Director, I run point for: Tech Ops The Tech Ops team is responsible for empowering people with transparent hardware, software and support and pro- tecting people from technology infra- structure and security pitfalls. Digital Media. The Digital Media team is responsible for using communication technologies (Web, social and mobile) to resource people, enable community, and encour- age spiritual growth. Even though there are three specific areas for tech responsibilities and deliver- ables, the culture here is all about shared ownership as one team. There is constant contact between key stakeholders who are intentional about collaboration and cross-training. Although it might be easi- er if everyone stayed in their own area, it just wouldn’t be as effective. Kem Meyer –Communications Director, Granger Community Church Bobby Gruenewald Our structure has de- veloped to support our multiple loca- tions. At a central level, we have a tech team that’s respon- sible for designing, building, and main- taining the technology used during wor- ship at all campuses. We have a relatively small team handling that, and their titles vary, but they have experience in light- ing, audio, and design. They create the tech infrastructure for our locations. At each campus, volunteers or con- tractors perform the functions needed for weekend experiences. They report to the worship leader on staff at that location. Obviously, each of these roles re- quires a technical skill set, but it’s also im- portant that the individuals have a sense of artistry or musicianship. When tech elements are used as a piece of technol- ogy, it’s noticeable, but they can be just as much of an instrument as a guitar is. Bobby Gruenewald–Pastor, Innovation Leader, LifeChurch.tv David Bourgeois 1. I think the key skill is probably an understanding of the mission of the entire organization and then the mission of their particular team. This will drive their deci- sions as the work day to day with the tech- nology. Another key skill would be com- munication: does everyone know what the other is doing and does the overall ministry know the role that they are playing? 2. At my church, we are still figuring this out. A couple of things are happening, which I think is good. First, in one par- ticular area, a senior staff person has (fi- nally) been put in charge of the outward facing media (website, mobile, Facebook, etc). This gives us someone who has the authority to make decisions and has the elder board’s ear. Second, in the area of the worship team, the technology folks (sound board, video presentation, lights, etc), are considered part of the worship team and are being told that they are just as important as the folks who sing or play instruments. This brings more commit- ment to the team and also gives them a sense of accomplishment. David Bourgeois, PhD–Founder of inter- net ministry research firm genesys11, Associate Professor of Information Sys- tems, Biola University Joe Day The term “worship tech steward” itself is strange. At Mars Hill we have production leads who oversee all aspects of produc- tion quality, from bands to lights to lyrics on screens to sound. The skills of a pro- duction lead should be: one, love Jesus above technology (sounds obvious, but it’s not surprising that gadget geeks are prone to idolatry in this regard); two, be a champion of the congregational ex- perience (this is a servant’s-heart, truly desiring that the glory of God is expe- rienced by the congregation with the technology being used); and three, deep technical knowledge and attention to de- tail (they’ve got to know the tools they’re working with and be able to troubleshoot quickly and they’ve got to catch all the little things from sound to lighting to lyr- ics on the screen, etc). Joe Day–UX Designer, The City by Zonder- van, onTheCity.org continued on page 32 JUNE 2010 31 V

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