The Pastor & The Board

“Go” is not the mandate in the Great Comission. Nevertheless, this word has been emphasized so much that it has overshadowed what happens when one gets there. It has become a status symbol among evangelicals while the central words in the Great Commission have been neglected.

“Make disciples” is the mandate. Jesus is the model for such a ministry. In three years he started a movement that would reach the whole world and last forever. To accomplish his task he began by training leaders. Mark records, “He appointed twelve, that they might be with him, and that he might send them forth to preach” (Mark 3:14, NASB).

Three years of an intimate, almost unbroken relationship with Jesus prepared these twelve men to be the nucleus of the movement that subsequently turned the world upside down. Their influence continues to this day, nearly 2,000 years later, to nurture the Church Christ is building. Their writings remain the authoritative source for doctrine for the Church; their fellowship the model for Christian unity.

Whether a pastor is starting a new church or beginning his ministry in an established one, he will find this fundamental strategy of Jesus to be the key for a strong, healthy church with an effective outreach.

The natural group with which to conduct such a ministry is the church board. Where else could a pastor more wisely begin to disciple? The method is the simple way of Jesus with the twelve. He ordained them to be with him; he explained everything to them; and he made them his friends, sharing with them all that he heard from his Father. Proximity, explaining, and sharing were the basic elements in Jesus’ training. Teaching was as much by example as by precept, and common life situations were the classroom. Any pastor will develop and strengthen his relationship with the church board following this simple plan.

First, the pastor must spend time with his board members. This will not be easy. He is busy, as they are, but there is no substitute for time together. The pastor must make time for this and motivate the board to do the same. A monthly meeting is not adequate either in time or atmosphere, but it will benefit greatly from time spent in social fellowship over a meal together, or a time of relaxation with the families, or a time of just getting off alone with each other.

When Jesus spent time with the twelve, their needs began to surface, and they became aware of their need of him. It gave Jesus opportunities to deal with their needs on the spot in a natural, relevant way. The disciples learned from what Jesus did as well as from what he said. His attitude under pressure and his response to those who came to him were constant demonstrations of how to care for those in need. Time with Jesus was an ideal school of the Spirit.

The pastor needs to seek that ideal during his time with the board. At least one spiritual retreat annually with the board is essential-not a business retreat, but a time for spiritual renewal. The pastor may lead, and in fact often should, but occasionally a visiting leader may be invited. The retreat allows a pastor and his board to learn together, grow together, and get to know each other at deeper levels. It should be a time of corporate, inductive Bible study, a time for praying together, a time to seek the mind of Christ together. Each person should have the opportunity to open his heart, reveal where he is hurting, share his concerns, and allow others to minister to him. Because it should be a time of reconciliation and authentic fellowship (1 John 1:5-10), some of the retreat should be structured, but much time should be allowed for informal fellowship. Spouses may be included in such a retreat with great benefit.

Every week the pastor should find time to be with the board members either individually or a few at a time. No agenda is necessary; the purpose is simply to be with one another. Pastors who meet with board members only when they have business to discuss don’t communicate interest in them as persons. Rather, a kind of exploitation is communicated suggesting that they are important only as they are useful for some duty or contribution.

I learned this lesson shortly after I became the assistant pastor at the First Presbyterian Church of Hollywood. Since I wanted to meet regularly with people on an individual basis, I soon asked a friend if we could spend some time together. He invited me to lunch. We enjoyed the meal and our visit, but I felt a growing tension, which I later realized was caused by his wondering when I was going to “make my pitch.” Finally he looked at his watch and said, “Dick, I’ve got a two o’clock appointment and must leave in ten minutes. What did you want?” “Nothing,” I said. “I just wanted to be with you.” He retorted, “Come on, friend, you can level with me. What do you want?” I repeated, “Honestly, nothing; I just wanted to be with you.” He was silent for a moment; then he said, “Dick, this is the first time a preacher has wanted to be with me when he didn’t want something from me.”

A significant sequel occurred in my present situation. A new trustee president was elected in my church, and I asked to spend some time with him. We had lunch at his convenience and enjoyed a visit. This time I recognized the growing tension, so I said, “You know, my policy is to be with my brothers as often as possible simply to be with them. If I had something specific to discuss I would have told you when we made the appointment.” He said, “I heard that was true, but I didn’t believe it.” The rest of the time was free from pressure.

The fact is that most laypersons assume that pastors have only a professional interest in them, and desire their company only when their service (or their money) is required for the work. As a result, church boards are rarely much different from the board of directors of a corporation. They simply handle the business-which is a far cry from being undershepherds responsible for the care of the people of God. In contrast, Paul’s experience with the elders of Ephesus gives a beautiful picture of the relationship that can exist between elders and pastors, and the sense of mission the board can enjoy (Acts 20:28-38).

On the eve of our Lord’s betrayal and crucifixion, he gathered the twelve in the upper room where he celebrated the Passover, instituted the Lord’s Supper, washed their feet, and gave them a new commandment: “Love one another as I have loved you. … ” Then he added, ” … by this shall all men know that you are my disciples. … ” The relationship between pastor and board should manifest such love. Nothing less should be true of those who minister together. It is a wise pastor who gives priority to the nurture of a loving, caring, supportive relationship between himself and those with whom he serves. This takes time-much time-but the pastor cannot afford to do less.

That relationship must begin in the official board meeting. There the pastor demonstrates whether he is a dictator or friend and servant, whether he thinks of himself as a member of a team of disciples or the head of an organization that is supposed to run according to his plans. He must understand that he is a servant to the servants of Jesus Christ, who is Head and Lord of the Church. The board represents the people whose needs the pastor and board are committed to meet. It is a team ministry in which the Head of the Church guides and directs not only the pastor, but every member of the official board. The pastor should listen much more than he talks, and should avoid manipulative practices designed to influence decision, trusting the Spirit of God to guide the body in the will of God. Never should the pastor intimidate the board nor communicate the idea that they must decide as he wishes. Together they should seek the mind of Christ, which is more likely to be expressed through a consensus than through a simple majority.

This does not mean that the pastor should not have ideas about which way things should go. As a matter of fact, he is responsible for giving leadership to the board. But if he uses threats, intimidation, or ultimatums in the board meetings, he is not exercising authentic leadership. Rather, his influence should come through the friendships that have been nurtured as he discipled them at times other than official meetings. The test for a good idea relevant to the needs of the local church is not its acceptance through coercion, but whether or not it can withstand the prayerful consideration of the board in quiet conversations when there is not the pressure of decision. An idea is like a seed. It must be planted during times of discipleship and allowed time to grow in the hearts and minds of the individuals on the board. When their thoughts have grown to fruition, then let them submit their ideas to the entire board.

Consider having occasional meetings without an agenda. Structure can stifle spontaneity and produce division in a deliberative body. Pressure of decision causes minds to be made up before adequate consideration is given a matter. Create a conversational atmosphere so that all sides of a question may be discussed; then make a decision at a subsequent meeting. This allows time for adequate reflection before a decision is required.

The pastor who takes his discipling responsibility seriously will implement his task most effectively as he and his board “continually devote themselves to the apostles’ teaching and to fellowship, to the breaking of bread and to prayer” (Acts 2:24, NASB).