Not long after my arrival at the church, Mike, a committed, long-time church leader, took me to lunch. Mike had over the years pieced together, built, rebuilt, wired and re-wired, and run the church’s sound system.
We had a cordial meal and chatted about worship styles and our dreams for the church. We discussed the hours and the money he had invested in our sound system. When he dropped me off at the office, Mike leaned over and said, “Don’t ever forget, Pastor, I need you, but you need me, too.”
I wondered if that was a request for affirmation or a warning. I soon learned it was the latter.
Months later, Mike missed an Easter sunrise rehearsal because “I’ve been doing it for years, and don’t need it.” On Easter Sunday at 6 a.m., worshipers were supposed to gather silently in the dark; timpani would begin a roll that swelled as an “angelic voice” announced the Resurrection: “Why do you seek the living among the dead? He is not here, but has risen!” The lights would burst on; and the organ and brass would erupt with “Jesus Christ Is Risen Today!”
Sure enough, Mike missed his cue: the angel’s mike was not turned on; the angel delivered a muffled report that sounded as if the stone were still firmly in place.
I realized Mike had moved from leading the sound-system ministry to controlling it. Mike himself told me he was concerned that he “always had to be around.”
After Easter, the director of music and I agreed we had to confront Mike. She planned to invite the general manager of the radio station on which we were broadcasting to examine our sound system to improve our broadcasts. I was to meet with Mike, tell him our decision to consult with the radio station, and ask him to prepare a schematic diagram, so more than one person would know how the system worked.
When I met with Mike, I explained our decision and made my request. Then I said, “Your work with the sound system is a ministry—that is, it involves many people and programs. We’re all dependent on each other and need to work together.” Mike nodded, agreed to do the schematics, and then left. Several weeks later, I heard from one of the two people he allowed to touch the sound system that “he wasn’t going to stay around and be told what to do!” Mike wouldn’t reply when I tried to schedule another meeting with him, so I released him from his responsibilities.
It is critical for a pastor to trust people to do the work of the ministry and to stay out of their way. But when ministry becomes a fiefdom, when it becomes an issue of control, it does not exist for the good of the church.
I worried, though, was the issue Mike’s need to control, or mine (a cardinal sin among leaders)? I’ve come up with several questions to help me isolate the real issue:
- Is my concern how the ministry is being done (my way), or the health of the ministry?
- What is the effect on the church if changes aren’t made?
- If someone else were the pastor, would it still be a problem?
- I tried to answer each question honestly. My goal was not to run the sound system. I wanted Mike to see himself as a minister, to use his gifts to serve the body of Christ. But in this case, I knew I had to step in.
Christopher Nelson is pastor of Bethlehem Lutheran Church 4100 Lyndale Ave. South Minneapolis MN 55409
Trying to control a ministry is a cardinal sin among lay leaders.
Building Camaraderie among Volunteers
How one church re-energized its workers.
Our problem was too many wombs, too few rooms. An army of kids had graduated from the nursery and toddler ministries, and swept into our early childhood areas like locusts. Workers were overextended, absentees and prospects weren’t being tracked, and children had occasionally slipped out the door to roam the halls, creating a security risk. The preschool volunteers became increasingly tense and irritable. Regular meetings were consumed with problem-solving and putting out fires. Everyone was too busy to bond, and team spirit was quickly evaporating.
Discuss
If you were in charge of the pre-school ministry, how would you build camaraderie and a team spirit among workers? How might Colossians 3:12-17 apply in this situation?
What happened
We did the obvious—increased our efforts to recruit more workers and creatively sought better usage of our space. We also treated our workers to a weekend getaway, largely subsidized by the church. A friend offered his large, lakeside home at no cost. We recruited substitute Sunday staff, weekend babysitters, and cooks from outside the children’s ministry.
The date was set far in advance, allowing most to attend. On Friday and Saturday nights, a guest speaker provided inspirational messages about the incredible potential of ministering to children. She reminded us that large numbers of children represented a blessing from God.
On Saturday morning, our children’s minister described one trouble spot in our programming, and the group brainstormed solutions, coming up with a simple action plan. Just articulating a plan to solve one problem gave the group a sense of progress.
The rest of the time was spent swimming, skiing, and relaxing. The following Sunday, a sense of family pervaded the workers as they resumed their tasks.
Robert J. Morgan is pastor of Donelson Free Will Fellowship 3210 McGavock Pike Nashville TN 37214
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