ChurchWhisperers.Org

"Enjoying The Ride"

(How you can survive the pastoral transition at your church)

Brian Thorstad

Psychologists today tell us that stress is an inside job, more of a function of the individual human personality than an inevitable reaction to circumstances.  You could almost say that we make our own stress.  Two people are strapped into the same roller coaster. One is having a “scream” in the good sense of the word; every twist and turn brings spasms of delight.  The person next to him or her is suffering miserably with every horrifying surprise. “God, if I live through this, I’ll never get in one of these things again!”  Two people are watching a football game: One is rejoicing with every amazing pass and every almost-immaculate reception.  The other groans in agony with the failure of the defense to put pressure on the quarterback and “smother” the wide receivers.  Stress is an inside job.

Personally, I find flights on big commercial aircraft to be a whole lot of fun.  I’m probably the only 50 something guy on the plane to be having a blast and pressing his forehead to the window so he doesn’t miss a single sight as the world passes below.  On the other hand, my only flight in a light plane was really scary.  I felt like I was hanging on to the back of a mosquito. I tried to have fun, but I was pretty stressed, because stress is an inside job. 

So how are you doing with the “ride” of the pastor transition at your church?  Are you terrified, or enjoying yourself? The following are a few observations from I Corinthians three and four that may help you turn a terrifying journey on an untested roller-coaster into an enjoyable ride – or at least a less scary ride.  ‘ready?

First, a bit of context.  The Apostle Paul had founded the church at Corinth.  He served as what we would call its “pastor” for about eighteen months.  The Corinthians may not have known it, but it must have been amazing to have Paul as their teaching pastor, for he knew more Christian theology than anybody on the planet.  Paul was followed in this role by - and I don’t mean this in a negative way - the silver-tongued orator, Apollos.  Apollos was a Bible (Old Testament) scholar and a wonderful speaker.  Paul, by comparison, described himself as someone whose bodily presence (“stage presence”) was “weak.” In other words, he probably wasn’t much to look at nor was he a spell-binding speaker, he just dished out truth and more truth and more truth.  It’s likely that the Apostle Peter – probably the consummate story-telling preacher (as a former fisherman!) – had also spoken at Corinth.  It’s even possible that some of the Corinthian Christians had visited the Holy Land during the earthly ministry of Jesus and had heard the Master Himself; no one had ever spoken like Him!

As Paul writes to the Corinthians he is angry with them because of their childish disunity  (the overall subject of chapter 1:10 - chapter 4). The Corinthian believers – who were old enough in their faith to know better – were dividing themselves up over which of their teachers they deemed to be the best. Each was saying that they were followers of (1:12 & 3:4) their favorite preacher.  Paul is horrified; all Christians should be followers (read “fans”) of Christ alone, of course. Something (immaturity, carnality) is fundamentally wrong with church members who choose sides during or after pastoral transitions! But in the process of correcting them for their divisions, Paul shares (in 3:6-17) three metaphors which illustrate the relationship between God Himself, His churches and the teachers God uses to bring His churches to maturity. There is much to be learned from this wonderful passage but I’m going to confine my comments to pointing out a few truths which can help us to “enjoy the ride” - instead of being miserable – as God moves His teachers in and out of our churches.

From Paul’s first metaphor, the church as a field (3:6-9a):

(1) God’s teaching, church-leading servants are “nothing,” at least in comparison to God (vs. 7).  I’m not attacking somebody’s self-esteem here; this is what the passage bluntly says. Paul and Apollos are only “servants,” compared, in fact, to migrant workers, who never seem to get a lot of acclaim in any culture.  (A bit south of us here in central Wisconsin, migrant workers live in old trailers and what look like barracks.) Paul wasn’t suggesting that church leaders should be treated with disrespect - see I Thessalonians 5:12,13 - but rather that the credit for the growth (of any kind) of any church, be given to God alone (vss. 6 & 7).

(2) The servants of God – whether they know it or not – are “one” in that they are a part of the same process and working for the same boss. The vital thing is the one purpose (vs. 8), the spiritual and numerical growth of the church/crop for the glory of God.

(3) It is the sovereign (He’s a king!) God who moves these servants in and out of the field as He sees fit (vs. 5).  There is much mystery here, of course.  Even if the Pastor leaves “in a huff” or is chased out of town by “huffing and puffing” board members, ultimately, it is God Himself who moves His servants from one field to another.  Does He use the foolishness of men to do so?  I’m afraid so, but ultimately, the providence of God (God’s benevolent meddling in our lives for our good and His glory) is responsible for these sometimes dramatic and often controversial changes.  Do you have the faith to believe this, and enjoy the ride?  Can you trust God, even when you don’t trust the church board?  (Your own personal answer to this question is “key.”)

(4) These field-worker servants of God will be rewarded properly by God for their work (see 3:8, 12-15 and 4:5).  We don’t need to worry too much about the injustices done to our former pastors (though this doesn’t excuse them); the unheralded and unrewarded laborer will be properly compensated by God Himself (see 4:5) when the rewards are handed out.  It is not your job to mete out justice upon the church leaders whom you believe did wrong.

From Paul’s second metaphor, the church as a building (3:9b-15):

(5) In the sovereign providence of God, His workers are moved in and out of the leadership of His churches for the sake of their special giftedness.  Some are builders who begin with the foundation laid by others.  Paul knew he was a foundation layer.  (I tried that ministry - we call it church planting today - and failed.  Today I’ve found my niche as a remodeler of churches.)  When we’re having a house or other building built, we’re not likely to cry or get angry when the plumbers finish their work and the electricians arrive, or when the electricians finish their work and the finish carpenters arrive. I’m not suggesting there’s no place for grieving over a pastor whom we miss; I am saying (with Paul), that our grief can be tempered by the realization that God is the wise general contractor who moves differing pastor/sub-contractors in and out of His churches because special times in the life of a church call for special gifts. Part of the task of any pastor-search committee is to determine what kind of field-worker/sub-contractor their church needs next.  Has God moved your pastor on to another building site because his work at your church was finished? Can this truth help you to enjoy the ride you’re on at your church?

From Paul’s third metaphor, the church as a temple (3:16-17):

(6) The field/building/temple that we field-hand/sub-contractor/temple priests are working on is holy because it belongs to God and because it is indwelt by the Spirit of God.  Those of us who destroy temples (churches) with our ineptitude or sin will be severely dealt with by God.  No church-destroying  preacher (or board member or generic church member) will get away with his negligence. God will destroy those who destroy His “temples” and He will reward all faithful workers perfectly with their motives (see 4:5) taken into consideration.

I often encourage Christians to “get out of the driver’s seat” of their lives and let God take over. We should all be like the little child who enthusiastically jumps into the car with mom or dad without even needing to know where the car is headed.  Can you trust God enough to relax, roll down the windows, feel the wind in your face and enjoy the ride? Can these six principles from I Corinthians help you to trust the One who is fully in charge of growing His church?  Can you pray the following prayer with the many Christians who have prayed it before you?

“God, you have every right, and my permission, to re-arrange my life and my church, at any time, in order to fulfill Your plan, for Your glory.”

Interim Pastor-Proof Your Church

I love the work that God has led me to do: the work of a redevelopment or strategic interim pastor.  God uses us to help churches get healthier, and that is our joy.  But I also feel, at times, that I’m swatting mosquitoes when I (or somebody) ought to be draining the swamp.  Far too many churches need someone to help them get things turned around after the long-term pastor has moved on.

 

It does not have to be this way.  I don’t want to put too much pressure on long-term pastors – let me know if you think I’m being unfair – but there are some things that long-term pastors can do, so that when it’s time for them to move on, they’re not leaving a mess behind.  Here’s what I mean:

 

1. Become a real, pro-active leader.  In my second pastorate, my one board member – a great guy who meant no insult by his words - said one day in frustration, “What we need around here is some leadership!”  I remember thinking, “I wonder what he means by that?”  Soon I began a “quest” to get good at leadership. It took me a long time, but by the grace of God, I think I’m a pretty good leader today.

 

Leadership is a big subject.  I’m not going to try to make anybody into a leader with this article.  I do want to make a plea for pastors to work at becoming good leaders because most of the interim pastorates we walk into are churches which are in dire need of strong leadership: personal problems have not been addressed, there is no unifying vision and there is no strategic plan for ministry. If God has called you to be a solo or senior pastor, He’s called you to leadership; He will enable you to do it successfully.   I believe that leadership can be learned. While it may not come easily for all of us, we can all become reasonably good at it through hard work.  There are innumerable books to read, classes to take, seminars to attend.  However it works for you to learn a new skill, if you haven’t become a “pretty good” leader, become one now. 

Here are a couple of thoughts just to make sure you know what I’m talking about.

 

* A leader is dissatisfied with the status quo, like Martin Luther nailing ninety-five theses to the church door, or Martin Luther King, Jr. leading a freedom march. Unless your church has a vibrant, powerful ministry, your job is to be dissatisfied.  That’s where leadership begins.

 

* A leader has a vision.  He’s not just grumpy; he’s a grump with a vision. Okay, I know, some of you don’t believe in “the vision thing.”  I think you do, you just don’t know it.  What do you want your church to look like in two years?  If a TV station did a story on your incredible church two or three years from now, what would they be filming and saying? (I bet you can do this, no matter what you’ve said in the past about “vision.”)  I’ve had numerous church members tell me (regarding their church’s leaders), “I don’t know what their vision is, but I’d sure like to know.  We’re all waiting for them to tell us.”

 

* A leader has a plan.  I’m not against “lay” board members coming to meetings with great ideas (offering leadership), but for the most part, they shouldn’t have to.  Their brains are engaged in their own jobs; your job is to have your brain engaged in this one.  Leadership of your church isn’t their job, though they will try to do it if you don’t.  John Kaiser’s great little book, “Winning on Purpose,” says that we win at this game when everybody knows and plays their position:  The congregation’s role is ministry; the staff’s role (lay and professional) is management, the board’s role is governance, the senior pastor’s role is leadership. (Don’t miss Paul Borden’s companion volume, “Direct Hit” and his great illustration of the pastor as the tribal chief up in the top of the trees.)

 

* A leader has priorities. We all mean well, but I’m afraid that Stanley Hauerwas was right when he said that many pastors are “a quivering mass of availability.”  I am, to at least some degree, a shepherd by spiritual gift.  Like most of you, I get strokes from caring for individuals.  I’ve also enjoyed writing Sunday School curricula, involvement in the community, playing in and leading worship bands, writing for church newsletters, fixing broken things in the church building and a lot of other things that I don’t spend much time doing anymore.  The reason is simple: If I’m going to be used by God to significantly change churches, I have to focus on (1) preaching and teaching (2) prayer (3) leadership (4) equipping and (5) “remedial” administration.

 

In my current interim pastorate, we’ve just now radically changed our board meeting agendas so we can work on “the big rocks” (mission, vision, guiding principles, policies, strategy) in every single meeting.  The only way this will be possible is for the whole board to be willing to forgo all kinds of good things we could do together (just like in my own personal ministry) so we can do the best things. 

 

* A leader takes responsibility.  In my long, long-term pastorate (13 years), I was rather frustrated after the first couple of years.  I was committed to our church becoming effective at evangelism, and we weren’t.  I decided to “give it a couple more years.”  Then I decided to give it a couple more years.  Then I decided to give it a couple more years.  I think you get the idea.  When I finally resigned, God had used me to do lots of good ministry there and to change the church in many good ways.  I’m still happy about that.  But we still weren’t effective in evangelism and that was not acceptable to me (most people weren’t bothered by this).  To a certain extent, my resignation was a case of firing myself.  I wasn’t beating up on myself for my “miserable failure,” nor was I blaming anybody else; it just wasn’t acceptable that we weren’t winning the lost.  I took responsibility and resigned and it was one of the best leadership moves I’ve ever made.  “If I can’t get this army moving,” I thought, “maybe somebody else can” (and he did).

 

2. Teach the other players.  Returning to the metaphor from John Kaiser’s “Winning On Purpose,” the senior or solo pastor of the smaller church must function as a player-coach.  While we do our own personal ministry (which we probably love doing) we must also teach the other players - the congregation, the board and the staff – how to play their positions.

 

I wasn’t born yesterday, so yes, I know that there are some “players” who don’t want to learn their positions.  Most commonly, everybody wants to lead. There are staff members who want to lead, board members who want to lead and congregational members who want to lead.

 

For the most part though, I think that the players are willing to play their roles – and play them well – if someone teaches them this pattern and teaches them how to play their positions.  Warning: you may need a fresh start in a new location to be able to assertively (not aggressively) re-train the players.  But don’t write your “team” off as hopeless until you’ve at least tried.

 

Here’s one last reality check on this subject: More than likely, the only person around who can teach the players is you, the solo or senior pastor (with the help of some good books).  You have a lot of teaching (and coaching) to do.  Are you willing to carve the time out of personal ministry to train and coach the players?

 

3. Become enough of an administrator. Most of us don’t like administration/management.  We’d rather be doing just about anything else.  In the larger church, we can hire staff members to do management.  In the extremely demanding role of the solo pastor of the smaller church (or the senior pastor who has only a fun, disorganized youth pastor and a part time secretary), the senior pastor has to be at least somewhat of an administrator and here’s why:

 

To as great an extent as possible, you want to mobilize great people to lead and staff ministries and you want to train them to succeed at what God has called them to do.  Right? So how much do you have to manage?  You have to manage enough so that the great people you’ve mobilized and trained aren’t frustrated.  Are they?  Then “buckle down” and get things organized.  The alternative is to see your best volunteers quitting, or going to other churches, where they can do ministry in an atmosphere that’s not chaotic.

 

4. Become a real grownup.  I don’t mean a “grownup” in the bad sense of somebody who’s no fun, somebody with no sense of humor.   Please don’t become that kind of grownup.  I mean the kind of grownup who has the “emotional intelligence” thing down pat.  Let me be very specific.

 

* No using the pulpit like a psychiatrist’s couch.  If you need help, get it from somebody who’s not going to be shaken by your honesty.  Churches are hurt by pastors who confess their failures overly much in the pulpit, weep over their past hurts, whine about departed church members and take swipes at their own family members (or anybody else, for that matter).  Forget the trendy talk about “being vulnerable.”  Too many shepherds – in the name of being vulnerable or honest – hurt the sheep.

 

* No whining to church members about how you’re being treated by the board or others in your church.  This is so hurtful!  If you need somebody to tell your troubles to, find a fellow pastor or a denominational leader.  Confiding in church members will divide your church.  Do you love your church?  Then don’t divide it.  Solomon wisely gave the baby (I Kings three) to the woman who loved it enough to prefer it be given to the other woman, rather than divided in half.  If you really love your church, you will not do anything to divide it, even if it means leaving it in the hands of some board members you don’t like.  The church members you confide in will find it very hard to be loyal and happy members while you are still there and will likely find it impossible to stay in the church if you should leave. You have gotten them on your side and against the church.  If this is what you want, it sounds suspiciously like malice, not love.

 

* If you say you’re leaving, leave quickly and quietly.  If the board knows you’re “looking,” be discreet and positive until the day you announce your resignation.  Don’t tell the congregation you’re leaving “sometime,” and then leave it ambiguous while waiting to be begged to stay.  Neither is this the time to be taking “shots across the bow” at leaders or others you feel were unkind to you.  Tell them in private and keep your tongue carefully tied in public.  Be a “grownup” as you leave and you will be very happy about it for the rest of your life.

 

5. Leave before you have to. I believe there’s a fine art to pastors knowing when to pack up their books and move on.  Please see the great article at this site by John Herman, “Long Pastorates, An Alternative View.” A “right-length pastorate” according to Herman, means staying as long as you are effective, and no longer.  A denominational leader friend says he took his position hoping to convince pastors to stay longer only to find – to his surprise – that he was seeking to convince some pastors to leave sooner.  He quoted an old army officer friend who said that the good thing about the army moving you around is that it gives you a chance to “learn from your mistakes, cut your losses and get a fresh start.”  A fresh start is a wonderful thing; believe me; I’ve been there.

 

We all know that churches that grow “big and strong” usually do so during the long pastorate of a faithful leader.  It’s easy to conclude from this that we ought to stay a long time or even a lifetime.  Too many pastors have – on the basis of only this much information – decided they will stay in their positions until retirement. This can be a real curse for a church with a pastor whose leadership isn’t working.  Please put the good of the church ahead of your own desire for stability and comfort. If you resign on good terms, you can always return to the area after you’ve retired and be received with honor.  This is so much better than the alternative.

 

Returning to my story of my “firing” of myself, it’s much better to fire yourself than to have somebody else do it.  Returning to the metaphor of the prostitute’s babies, it’s better to have one living, whole, baby than two dead, half-babies.  Unless we’re talking about heresy, staying and fighting is hardly ever honoring to God.

 

While I love what I’m doing, I don’t want to come to your church.  I’d love to be forced back into long-term pastoring because there are no hurting pastor-less churches.  I’m not holding my breath expecting this to happen any time soon, but I pray that you are helped by these words to “interim-pastor-proof” your church.

 

Long Pastorates: An Alternative View

By Rev. John Herman, Executive Director, Evangelical Free Church of America Pastoral Care Ministries

This article originally appeared in EFCA TODAY magazine, Summer, 2004, Volume 78, Issue 2. I think brother Herman has something very important to say here about an extremely relevant topic for church health: pastoral tenure. BAT

The long pastorate is usually viewed as the ideal for which both church and pastor ought to strive, “If you plant your own, you ought to plan to stay for life.” Pastors are admonished to accept a call and bring with it a commitment to grow along with the church.

But I’d like to propose an alternate view. My proposal should be thought of as a viable option, freeing some pastors to take a different and better approach to the transitions they are called to make in the course of a lifetime of ministry. This approach will help some churches move smoothly through the well-documented stages of growth. (See, for instance, One Size Doesn’t Fit All, by Gary McIntosh, Fleming H. Revell, 1999.)

I propose that the ideal is not the long pastorate, but the right-length pastorate. The right length for a pastorate is the length of time it takes to faithfully complete a set of well-defined (yet flexible) objectives that correspond with the purpose for which the church called the pastor.

Does the church desire to respond to changes in the community? Does it need to strengthen certain ministries? Is the pastor’s main role to guide the church through growth? The pastor may be called to heal a church that feels wounded. Or to “wound” a church that has become self-serving.

A right-length pastorate is the logical extension of seeking a “best fit” when calling a pastor. It calls for a workable system of regular and honest evaluations. It requires an answer to the question, “Where is the church now in its journey to becoming what God called it to be?” This approach also requires discernment from the pastor. Am I helping us continually sharpen our ministry focus? Can I serve this church well in the years ahead? This discussion can be healthy and enable positive pastoral transitions to get underway.

I acknowledge that right-length pastorates may result in shorter (not short) pastorates. They may bring with them the pain of moving when things are going well on the surface and the move appears unnecessary.

But a right-length pastorate brings with it the joy of moving to a place filled once again with opportunities for which you are uniquely well suited and specially prepared by God.