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Andrew was a well-respected senior pastor at a highly esteemed church of 2,500. But when I met him, he had just decided to leave his position. At the time, he didn't have another job offer and wasn't sure what he was going to do next. But he realized he was not the leader his church needed for the next stage in its lifespan.

"I used to say my next stop will be my last one," Andrew told me, "but I just don't say that anymore, because I no longer think I'm supposed to stay in one place forever."

Andrew had come to a realization that I have been observing over the last few years: some leaders have a shelf life.

The old paradigm assumed that a pastor should ideally make a commitment to the church 'til death do them part. But I don't believe that is realistic or ideal in today's culture. In fact, many churches would be better served to realize that it's perfectly acceptable that some leaders' effectiveness will expire after a certain point.

The office of pastor requires not just shepherding and preaching skills, but also leadership skills. The church of today, no matter its size, is a complex organization. As it matures, it will require different kinds of leadership. Some leaders do well at adapting to and enjoying each stage, but others are best suited and gifted for a more time-limited role.

For example, Steve is a serial church planter. The quintessential entrepreneur, Steve has realized that he is most effective at planning, planting, and growing a new church, then handing the reins over to a new pastor. He is neither skilled at nor energized by leading an established church.

Bob, on the other hand, is a turnaround artist. He describes his as a "ministry of renewal," bringing life to dying congregations and giving them a vision for the future that begins a new chapter of growth in that church. He has done this in at least four churches, and counting.

While Bob helps churches find new life, my friend Rick does the opposite: he helps dying churches end well. His is the work of a chaplain, loving the people and helping them work through the grieving as they give their church a proper funeral and burial.

And then there are the scores of pastors who are uniquely suited for leading churches of a particular size or from one level to the next or maybe two levels, but not beyond. For example, they may be able to help a church grow from 100 to 400 people, but may not be skilled at the complexities or specialization necessary to lead a church over 1,000. Some can do it, but many can't.

Most organizations, however, assume that if you succeeded in one situation, you will succeed at the challenges of the next level. But past performance is no guarantee of future results. As a sports fan, I observe this all the time in the coaching world. A highly successful college coach will think he's ready to make the jump to the professional level. But the demands and culture of professional sports are very different from the world of college athletics. Some succeed in making the transition, but many do not.

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