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Are you caught in the middle? Sometimes those who have both aging parents and young children are called the "sandwich" generation. Most churches have "sandwich" leaders, those who lead others but are not at the top, whether staff or volunteer leaders. What are the unique challenges faced by leaders in the middle, and what are the best ways to handle them? Often leaders in the middle wind up with more responsibility than authority, the classic organizational double bind.

Is it harder to be the leader at the top or a leader in the middle? Yes. These leaders have different and equally difficult challenges. Top leaders such as senior pastors get more recognition (both praise and blame), usually more rewards, financial and otherwise, and carry more of the burden. Leaders in the middle have to chart their leadership course based on the direction from above, which can be a tough task. Sometimes they have more freedom, sometimes less, depending on the type of top leadership.

The basic principles of leadership remain the same in a middle position: be as clear as you can about your own purpose and direction, and stay connected to those around you (both above and below). Of course, there are differences in the way we relate to those above us than to those we lead directly. Learn as much as you can about your immediate boss and other top leaders: be curious about them, and watch how they function in the system you are all a part of. Become a researcher in your own church, and you will be less anxious and more prepared to face the inevitable ups and downs. Even if you are a solo pastor, these principles can apply to how you relate to your area minister and regional executive, as well as the denomination as a whole.

In relating to those you lead, you should clearly define where you are headed with your area of responsibility, and also develop your relationships with them in varied ways. When anxiety rises, you can manage your own anxiety (the most important management task). We cannot will others to change, whether we are leading them or following them. All we can do is bring our whole self to the task of both following and leading. That is less exhausting than trying to make something happen. It is often possible to "lead up" and have an influence on the top leader's direction by the nature of our presence, particularly if the top leader is open.

You can also work on getting clear on your own bottom line, what you will and won't put up with. Thinking through options and having an exit strategy can be useful for any leader, and can free you up for creative thinking about the challenges at hand. For the sandwich leader, this is key, especially if the pastor or other top leader is either a "peace at any price" leader, or a hostile force. The conflict-avoidant leader may be just as dangerous as the unpredictable and autocratic one. Here, having a bottom line, clear boundaries, and other options is critical.

Rev. Margaret J. Marcuson works with church leaders who want to learn an easier, more effective way to lead. The author of Leaders Who Last: Sustaining Yourself and Your Ministry (Seabury, 2009), she can be reached at Margaret@margaretmarcuson.com.