Pastors

VITALITY IN THE CLOSING DARKNESS

What happens when a pastor begins to lose his mind? A true story

When everything is going well in a pastor’s life, spiritual vitality isn’t immediately obvious. We expect joy in a leader whose family and ministry are healthy. It’s when circumstances start to disintegrate that character becomes most visible. As Paul, suffering from a painful affliction, learned from the Lord, “My grace is enough for you: for where there is weakness, my power is shown the more completely” (2 Cor. 12:9, Phillips).

One pastor who has shown vitality in weakness is Bob Davis. Sixteen years ago he came to Old Cutler Presbyterian Church, a splintered, 46-member congregation in Miami, and over time he helped it become the largest Protestant church in the city. But then he began to notice something was wrong-dreadfully wrong-with his mind.

Bob’s story is not the usual LEADERSHIP article. But we think it helps demonstrate the grace of Christ released within a minister who trusts him.

Bob had already preached twice this Christmas Eve, but he didn’t feel tired; in fact, he was getting stronger. As he sat in the heavy wood chair and looked out past the pulpit, where he would soon preach a third time, he felt a rush of joy. The candles flickered light off the deep-brown paneled walls, and as the children sang in their high soprano voices, it felt as if the sanctuary had been transformed into King Arthur’s Camelot.

Bob’s mind drifted back to his first Christmas Eve service at Old Cutler. He wasn’t even pastor then, just filling in. In October his predecessor had called the Christian school where Bob was an administrator. “The Session and church don’t know this,” he’d told Bob, “but my wife and children have already left, and I’m leaving right now. If you’re not there Sunday, there’s not going to be anyone. Frankly, I don’t care.” The last thing Bob wanted was to take a small, fractured mission that was ready to sell its building to pay off debts. He had served four pastorates and was nearing forty, and he was ready for a larger, smoother ship. He was bored, though, with school administration-figuring prices of half-pint boxes of milk and how to keep bus drivers content. Maybe God was calling him to a new assignment.

O Lord, he prayed, scanning the full sanctuary, Thanks for what you’ve done. I never could get an evangelism program going here, and yet look at the people you’ve brought to us. As Bob saw person after person who had come to Christ through Old Cutler, his irrepressible forward-looking nature kicked in. Lord, I pray we can double in size in the next five years and truly be a light for you here in dark Miami.

That week Bob again talked with the consultants who were helping the church chart a five-year plan for growth. It was hard to tell who was more excited about the church’s possibilities. For almost a year now, they had wrestled with the obstacles to their growth, a major one being the Dade County regulation that any new church construction be on at least five acres. Since virtually no five-acre parcels were available (or affordable), it was nearly impossible to build a new church in the county.

Old Cutler could have expanded on the existing site, but Bob and the staff and Session had a growing conviction the church should be taken closer to the people. So they had latched on to a daring concept of “chapels.” The church would rent space in shopping centers and have a pastor at each site to lead family activities, Bible studies, children’s clubs, and other outreach events. People in the neighborhood could easily get to them, and they would have to drive to the main sanctuary only on Sundays. They’d have the advantages of a large church-youth programs and specialized music-yet have a nearby center to bring neighbors to.

“I get charged just thinking about it,” Bob said. “This model could help every church that faces a real estate squeeze.”

That afternoon Bob headed home to lie down for a couple of hours. Several months ago, he had started feeling unusually tired. The doctor figured it was a liver dysfunction and ordered him to lie on his back two hours each afternoon. As Bob got ready to head back to the church, he told his wife, Betty, “With this chapel thing, I feel as if I’m standing on a mountain surveying the Promised Land. I’m ready to enter.”

Early in January, Bob and Betty packed up their cream-colored Pontiac and headed for the mountains of North Carolina, as they usually did. Bob used these three weeks each year to do long-range sermon planning and writing, and usually he would come home with fifteen or sixteen messages. He worked on them all at once moving from one to the other. Bob loved preparing sermons, but this year he felt a little bored with it. Or maybe tired was the word. He would get a thought, and by the time he found the message where it belonged and started writing, he had forgotten the idea.

“I just don’t have anything new this time,” he told Betty as they began the drive south to Miami. “It’s like there is a blank wall in front of me. I finished only eight sermons, and they’re just not good enough.”

As they got closer to Miami, though, Bob’s spirits lifted. He thought about when he had first decided to take the pastorate there. “Why would you want to go to that drug-infested, Godforsaken place?” someone had asked him.

“Well,” Bob had finally replied, “in order to keep running, every factory needs raw material; and as a church in Miami, we will never run out of it.”

Bob enjoyed the new-members’ brunch in February. Leading these was one of his favorite ministerial duties, because everyone who was ready to join the church would stand and tell the elders and their spouses how he or she had come to Christ. Bob broke the ice with a few remarks and then introduced each of the elders. When he got to the third one, he said, “And this is someone who’s been with us a long time, and over the past three years we’ve gotten to know each other as close friends. In fact, maybe he’s gotten to know me closer than he wanted to.” Everybody laughed, but then Bob realized he couldn’t think of the elder’s name. He looked blank for a few moments, his mind frantically rummaging for the name, but he couldn’t come up with it. The elder finally realized what was happening and volunteered, “Harland Hyde.”

Bob responded, “And one of the things Harland knows about me now is that I’m 53 and old enough to start forgetting names.” Everybody laughed again. Later, the stories from the new members lifted Bob.

Afterward, Bob felt embarrassed about losing the elder’s name, but nobody could remember everything. Take greeting people at the door after Sunday services: Maybe twenty-five of them would have specific requests to follow up, such as “My mother’s going in the hospital this week.” Until last year, he had been able to remember all those until he got home, but it was no big deal now to carry a mini-cassette recorder in his pocket to record the messages. The system had worked well the past few months, and that way, he was sure not to lose any messages.

“Honey,” Betty said to him one day late in March. Bob didn’t answer.

“Bob,” Betty said, a little louder, trying to get his attention. “Bob!”

“You don’t have to yell at me,” he said.

“But that was the third time I called you,” she protested. “If you’d answer the first time, I wouldn’t have to.”

“I’m sorry,” he said. “I must have a lot on my mind right now.”

“I was trying to tell you,” she continued, “that I think you should go see the doctor again. It’s been months now, and you still have that persistent cough, and you’re chronically tired.” She paused. “In fact, maybe you should have your hearing checked. You don’t realize it, but you don’t answer me till the second or third time an awful lot lately.”

“I can hear just fine,” Bob said, closing the subject.

That night, after Betty was asleep, he stayed up reading Louis L’Amour’s Dark Canyon. When he wanted to relax, there was nothing like a good Western. Tonight, though, when he got to chapter 6, he spread open the book and placed it like a tent over his leg. I wonder what’s wrong with me, he thought. I’ve never let anything slow me down before. Bob remembered the time back in ’85 when he’d had a kidney stone out, and he grinned. He had preached in the morning and then checked into the emergency room and had IVs running all afternoon. He was scheduled for surgery the next morning and half knocked out on Darvon, but he got the doctor to let him leave long enough to narrate the big cantata at 6:00. There’s a job to do, you do it, he thought. But with this cough . . . and I feel wiped out all the time. Maybe it’s my diabetes kicking up. And I used to be able to knock out all those budget figures in my head, but now it seems more and more I have to use the adding machine or I can’t hold on to them. Betty’s right. It’s time to take charge of whatever this problem is. Bob pulled out the drawer of the nightstand and grabbed a pad and a pen. He began writing a long letter to the doctor.

The next day he swung by the medical building and followed the familiar path to Dr. Yeh’s office. Billy, a renowned internist and cardiologist, was a member of the congregation and a friend.

“What is it, Bob?” he asked.

“I have been feeling tired for over a year, and especially since the fall. Some days I’m so weak I can hardly move. I know the reading on the liver isn’t right, but I’ve been resting like you told me to, and I’m still fatigued, and my mind is foggy. You have tried every medicine you know, and you have referred me to the best specialists in southern Florida. I am so grateful for the way you have taken on this illness as a personal challenge. But I have got to have some solution. Here, I wrote out the symptoms so you’d have them for the file.” Bob reached across the desk with the letter he had written. Dr. Yeh scanned it and then looked up. His eyes met Bob’s.

“I can tell you’re concerned, Bob, and you know I am, too. Why don’t we put you in the hospital for some tests?” Bob hated the thought of entering the hospital now, when the chapel concept needed his attention and the spring music program was spreading its wings, but if he got the problem taken care of, he could throw himself back into his work.

After days of nuclear scans, gaseous studies, allergy tests, and dozens of tests Bob had never heard of, the doctors could find nothing. Bob and Betty couldn’t hide their surprise. “We recommend a more thorough check for heart insufficiency,” the doctors said. “Perhaps something has been missed in previous studies.”

An angiogram showed one blood vessel was 95 percent plugged, and Bob was quickly transferred to South Miami Hospital for coronary angioplasty. Bob felt glad to be able to report something to everyone in the church who was praying for him.

With the type of anesthesia the doctors used, Bob was awake. He felt when they inserted the balloon-tipped catheter into his left leg and began threading it toward his heart. Bob tried to relax as much as he could with the glare of the operating room lights and the cluster of masked surgeons and nurses around him. Suddenly one of the doctors looked agitated. “Hit him with the paddles!” he yelled, somewhat muffled by his mask.

The other surgeon kept working and responded, “No, I think I’m going to get it.”

“You better hit him with the paddles-he’s a straight line!” the first one insisted.

“No,” said the other surgeon, “I’m getting it.”

I sure hope you’re right, Bob thought.

He must have been; several hours later Bob was in recovery. Three or four days after that, when Bob had been transferred from the CCU to a regular room, he felt well enough to read. He picked up the book he had brought to the hospital and plunged in. When he reached page 10, he stopped. That’s funny, he thought. I don’t even remember what these pages were about. I probably got too much of the anesthesia. He put the book away.

The next morning, Betty was with him when he decided to get back into his book. After five or ten minutes, he stopped reading and looked over at her. “Something’s wrong,” he said. “I can’t follow what I’m reading. I’ve read every Louis L’Amour there is, and I can follow a Robert Ludlum or Agatha Christie mystery without any trouble. But I can’t remember one bit of these first ten pages.”

“Well, try something other than reading,” Betty suggested. “How about those math problems you like to do in your head?” Bob’s high school teacher had said he was a genius in mathematics. He didn’t know whether it was true, but he did enjoy entertaining himself with mental mathematics. Right now, though, nothing would come. He asked Betty for a pad and pencil, and he jotted a few division problems. Maybe if he could see them, he could work on them. After a moment he looked up at Betty, eyes wide. “I can’t do them,” he said.

Late that afternoon, the doctor came by on his rounds. “How are you feeling today?” he asked with a smile.

“Something is wrong,” Bob replied and told him about his memory loss.

“Do you think something could have happened while he was on the operating table?” Betty asked.

“Absolutely not,” the doctor said. “The surgery was routine, and nothing of the sort could have happened.”

That night, when everyone was gone and the top of the bed was reclined to sleeping height, Bob looked up to the ceiling and felt alone. Utterly alone. Nobody understood what was happening to him. He didn’t either. But he knew that unless something changed, all his dreams and hopes for Old Cutler-everything he hat worked for-would be gone. How could he pastor if he couldn’t remember one page he had read? His chest began to shake gently with a slow sob. O Lord, he prayed, I need you.

Gradually Bob regained his strength, and the days leveled into a routine of monitoring oxygen levels in the blood, reading cards from people, eating hospital meals, thinking. One night he couldn’t sleep, so he decided to remember some of the places he and Betty had been. Bob never bothered to take camera or film when they traveled; he had a near-photographic memory and could recall scenes with detail. Remembering vistas always seemed to comfort him. Tonight, though, his mind went black. He couldn’t imagine the Smokies, or North Carolina, or Toccoa Falls. Nothing would come. He tried desperately to remember even one place, and when no scene appeared, he started breathing fast. Well, I’ll always remember what Mother looked like, he thought to himself. He tried to picture her face. Blackness.

Bob had always enjoyed tender moments of expressing his love to Christ in the drifting minutes before sleep, but since the surgery, the warmth and peace he had felt for thirty-five years were gone. He tried to pray yet felt orphaned. At this moment when I need you most, Lord, why would you abandon me? Bob prayed. Is there some sin I have committed? Why would you take away the sense of your presence?

He flicked on the reading lamp that swung out from the wall and reached for the Bible on his nightstand. But after reading two pages, he couldn’t remember any of it. He flung the Bible back on the nightstand. If he couldn’t read, at least he could recall the portions of Scripture he had memorized. “I am the good shepherd” came back to him, and he sighed with relief. “My sheep hear my voice, and I know them, and they know me.” But when Bob tried to remember other verses, they started spitting into his mind at random, as if generated by some computer gone TILT. “Remember Lot’s wife,” “He that is not with me is against me,” “No man can enter into a strong man’s house, and spoil his goods, except he will first bind the strong man.” The unsorted barrage only made him feel worse. He had to close his eyes and breathe slowly and deeply to get calm again.

Bob left the hospital that week with a car trunk filled with flowers, potted plants, and cards, but with not a shred of diagnosis. And he still had the cough. He had kept saying, “There is something wrong with my mind,” but the hospital physicians told him, “Reverend Davis, we believe this is only temporary, though you do have to accept that you are getting older. You cannot expect to be as quick and sharp as you once were.” They told Dr. Yeh flatly, “There is not a thing wrong with him.”

Bob went into the church office the day he came home from the hospital, and he stayed longer and longer each succeeding day. It felt good to be back running meetings, talking with staff about the weekly reports, interviewing candidates for staff positions. The best part was seeing all the people again; after all these years, they were family. He knew the adults headed for chancel choir practice, the senior highers coming for Bible study, the little sprouts gathering for Sonseekers.

“How are you doing?” they asked him anxiously. “Are you feeling better?”

Bob would smile and say, “Every day I’m getting better and better. I know you’ve all been praying for me, and with more rest, I’ll be better than ever.”

Something, though, was still fuzzy in his brain. After a meeting about a staff problem, he did something he had never done: he pulled out a legal pad and jotted notes from the discussion. I can’t believe I’m doing this, Bob thought to himself disgustedly. A year ago I didn’t need a Day-Timer because I could remember a whole week’s appointments, and now I can’t remember what somebody said to me ten minutes ago.

“You know, Betty,” he said to her that evening over dinner, “the doctors keep saying I’m going to get over this. They think it’s psychological strain from all the stress I’m under. But I have searched my heart, and I know it’s not that. Even when we voted to take that big loan for the new sanctuary, I couldn’t sleep some nights, but I could always think clearly.”

Betty nodded.

“But maybe I do have some sort of mental illness. It’s not incomprehensible. Hey, if I need a psychologist or a psychiatrist, I don’t want to deny it; I want to fight it and get cured.”

The next week Bob and Betty were seated in front of a desk in a neuropsychologist’s office. “Now Reverend Davis,” the doctor began, “I know that being a minister, you may have some reservations about psychological care.”

“I don’t think you understand,” Bob cut in. “I’m the one who insisted upon my doctor finding you. I’ve referred people to psychologists for years. You have special skills. If I’m cracking up, if this is a breakdown, I want to know it.”

“Okay, okay,” the doctor said. “Then let’s begin some testing.” After conducting a thorough interview about Bob’s medical history, the doctor asked him to move to a table in the corner that had piles of Lego-like blocks on it. “Construct a pyramid for me, if you would please,” the doctor said when Bob was seated at the table. Bob started arranging blocks in front of him, and in fifteen seconds he had a pyramid suitable for any toy pharaoh.

“Good,” the doctor said. They continued this way through several other formations. Bob was beginning a house with a window and a door when he broke into a lengthy coughing spell. His face turned red, his eyes started to water, and by the time he was done, his throat hurt and he was breathing hard. He picked up a few blocks to finish building the house, but he wasn’t quite sure where to put them. He put a long one perpendicular to another long one he had on the foundation, but that didn’t look right. Bob placed a couple of more blocks, but then the house looked more jumbled.

“I’m not sure . . . I’m having trouble with this one now,” he said.

The doctor nodded. “I can see there is a definite dysfunction here, but we don’t know what’s causing it yet. Well,” he said to Bob, who was still catching his breath, “there is no use going on with this today. Go home and rest, and we’ll schedule more testing for another time.”

Bob worked hard to be cheerful during the Session meeting that evening, but inside he had never felt so heavy. I feel like a hypocrite, he thought. I’ve never felt so spiritually desolate. If somebody gives me an inspirational illustration of how God healed this leader or that, I’ll explode. The only thing that reassured him was knowing that Martin Luther, John Wesley, and other church leaders had also gone through long, dark nights of the soul. That phrase from the old hymn “Abide with Me” came back to him: “The darkness deepens; / Lord, with me abide.”

The next week on a steamy morning (as only Miami can be in May), Bob headed toward church in his black LeMans. He turned onto Old Cutler Road and looked at the bright red tropical flowers blooming on many trees and bushes. Then, suddenly, he didn’t know where he was. Cars were going by him in the other lane, he was approaching a light, but he didn’t know what to do then-Do I turn or go straight? He pulled right onto the shoulder, put the car in park, and tried to gather his thoughts. I’m heading to church, he told himself. But how do I get there? He felt as if he had just awakened in a hotel room, and he knew it wasn’t his bedroom, but he didn’t know where he was. He was breathing short, quick breaths when it came to him: This is Old Cutler Road. Our church is Old Cutler Church; it’s on this road. All I have to do is go straight down this road. Bob eased into traffic and headed north again.

By the time Bob got to the church, he was feeling tight, sharp pains in his chest. He didn’t stop to talk with anyone, but slid under his tongue the nitroglycerin he always carried with him. Then he went into his office and called Betty.

“Do you want me to come?” she asked.

“No, no,” Bob told her. “I want to stay and clear out a few things. I’ll see what happens.”

A half hour later, though, the pains were still intense. Bob drove home, Betty called the doctor, and before lunchtime he had been admitted to the intensive care unit at the hospital. Monitors showed the heart to be okay. But Bob still had a persistent cough, and the neuropsychologist needed to finish his testing, so a barrage of tests began. Bob was CAT-scanned and X-rayed. He had wires glued to his head for twenty-four hours for an EEG. His spine was tapped so the fluid could be checked for fungus. Every two days, doctors had him try a different inhaler, and soon he was so weak he could hardly make it to the bathroom. The only comfort was when the elders came, as they had before, to pray for him.

The doctors scheduled Bob for an MRI scan, and Betty helped Bob walk down to the large, white trailer in the hospital parking lot that held the expensive MRI equipment. Inside, there weren’t enough orange plastic chairs for them both to sit, so Betty stood and leaned against the wall. While they waited to be called, Bob idly looked over the card ordering the test. In the lower corner was a line labeled REASON FOR TEST. Beneath it someone had typed PRE-SENILE DEMENTIA. Bob looked up at Betty. He wanted to say something, but he couldn’t. He just passed her the card. She looked at it, and then looked down at Bob, and their eyes locked in a pained embrace. I’m done for, Bob thought. I’m a psych major, and I’ve seen those brains with dementia at the Chicago Museum of Science and Industry. They look like a sponge with all the juice wrung out.

But the MRI scan came back negative. Bob left the hospital, ten days after he had entered, so weak he had trouble getting into the car. The psychologist knew something was wrong-Bob couldn’t read with comprehension more than a page of material-but still there was no diagnosis.

At home the phone began to ring with calls from concerned parishioners. Bob felt grateful for their support, but invariably each conversation went this way: “So, what’s your diagnosis? What do they think is the problem?”

“They still don’t know,” Bob would say.

“Why not?” would be the answer. Bob would wince. He knew he didn’t look sick. And he wanted desperately to get well; he had tried everything he and the area’s best doctors knew.

“Why should there not be a diagnosis?” he burst out to Betty two days later. “This is the age of miracle medicine! After spending weeks in the hospital and almost forty thousand dollars, I think the least they could do is tell me what’s wrong.”

“Now, Bob, it takes time,” Betty said.

Bob shouted, “I have had enough! If they do not I have a diagnosis, why am I using these inhalers and medicines that are about killing me? If I am going to die, I would just as soon die natural and comfortable. Let’s leave all the doctors and hospitals and telephones and unanswerable questions behind, and just get in the car and head west.”

Betty did a double take, but when she could see he meant it, she said, “Okay,” and headed for the closet to pull out the suitcases.

As Bob lay in bed, not moving, the prayer he had prayed at his ordination drifted into his mind. An old district superintendent, one of the most godly men Bob had ever known, gathered the young men before the ceremony for a final challenge. “Yours is the task that has to be more true and trustworthy than a president’s or a king’s, because you will be representing the King of kings,” he said. “Let me give you the challenge that someone gave me many years ago on my ordination day: If you dare, ask God that he would strike you dead before you would do anything to dishonor Christ and the high calling of the gospel ministry that he is now placing upon you.” Bob had given the prayer considerable thought, and, trembling, he had prayed it. He looked over at the phone and then reached for it and began calling the administrative committee, the key leaders from the Session.

Later that evening they gathered in Bob’s living room: Bob in the recliner, Betty in the chair next to him, and the five men seated around facing them. “The reason I’ve called you here tonight,” Bob began, “is that I know something is going terribly wrong in my mind, but I don’t know what it is. I don’t know whether I’m having a breakdown or whether I’m physically ill.”

“The whole church is thinking about you and praying for you,” said one man quickly.

“And so,” Bob continued, looking at each man, “I can continue to minister only if you will promise me tonight you will be my watchdogs. My mind and personality may change; I may become power hungry, decide that I’m going to take over this place-there’s no telling what I might do. You men know my heart, and you know my philosophy. Old Cutler isn’t Bob Davis’s church; it is Jesus Christ’s church.

“I need your promise-the word of every one of you-that if I suddenly refuse to turn loose of the reins, or if I’m not carrying out the work properly, or if anything goes haywire in me that will bring disrepute to this church or the name of Christ, you will immediately go to the Session and remove me.”

The men shook their heads, half in disbelief and half in disagreement. “We can’t do that,” one said.

“There’s no way you would do something like that, Bob. We know you,” said another.

“You know who I am today,” Bob said, “but I have no guarantees who I will be tomorrow. And I’ve seen too many people, when they get incapable, grasp for power. I’ve got to have your word that you will remove me if necessary, or I will quit tonight.”

Someone suggested a time of prayer, and after much more talking and praying, the men agreed.

“Right now,” Bob finally said, “I am so weak I can’t walk from here to the door. I’d like to take a month off to go away and see if any of my strength will come back. Then I’d like to come back and preach these four sermons, and then we’ll see whether I can stay, or whether it will be farewell.”

The first few days, Bob and Betty didn’t travel much over a hundred miles each day. Gradually, Bob began to get stronger, and soon he was able to walk to roadside points of interest.

The worst time was at night. One night in a hotel room in Colorado, he woke up Betty with his screaming. “Are you all right?” she asked, rolling over. Bob didn’t answer. He was sitting straight up in bed, moaning, and his eyes were wide and his jaw clenched. Betty realized he must be having a nightmare. She quickly sat up, grabbed his arm with both hands, and began shaking him. “Bob! Bob! Wake up! It’s just a dream.” It took a couple of minutes before he finally looked around. Betty put her arm around his back and held him tight.

“The tiger. I wanted to get away, but I couldn’t,” Bob said. His pajamas were drenched with sweat.

“You were dreaming about a tiger?” Betty asked.

“No, it was like a trance, because nothing was moving. The tiger was close, with its fangs bared.”

“Didn’t you hear me calling you?”

“Yeah. I wanted to wake up, and I wanted to talk to you, but I couldn’t.”

The next day, as they drove north on I-25 toward Casper, Bob vocalized to Betty some of the prayers he had been silently screaming at God for weeks. “Why am I kidding myself, Betty? I can’t function in ministry any more. I can’t read the Bible. I forget appointments. I can’t remember what people said to me. All my life I’ve had a Plan B in case something happened, and now all my alternate plans are gone. Why? Why would God do that?”

Betty began to cry, so Bob quit talking. A memory came into his mind from his first church, a small, country parish in Williamsburg, Indiana. The pressure of pastoral work had driven his blood pressure sky high. The doctor tried various medicines, but nothing could bring it down. Finally the doctor had called in Bob and said, “The ministry is killing you. You can either leave it, or I can guarantee you will be dead by 35. It’s your choice. Don’t be a fool: get out of the ministry and save yourself.”

Bob and Betty had just had their first baby then, and Bob didn’t want to leave Betty a widow with a child to raise. He knew how tough that had been on his mom. But finally Bob and Betty decided, “The ministry is God’s will for us, and it’s better to be a dead man doing God’s will than to be a live man outside of it. Let’s trust God and keep going.”

That was twenty-eight years ago, and God had indeed kept him going. Somehow it will work out, Bob thought. I don’t know how, but it will work out.

That night, in a hotel in Thermopolis, Wyoming, Bob lay wide awake, unable to sleep. He longed for the presence of Christ, but he could no longer reach up to him through prayer, bull-headed faith, or the claiming of scriptural promises. I’m just a wounded lamb, he thought. I don’t have enough strength to find you anymore, God. Then, in a way Bob had never experienced, the Voice he had tried to follow for thirty-five years spoke clearly to him. “Take my peace and stop struggling. It’s all right; this is all in keeping with my will for your life. I now release you from the heavy yoke of pastoring that I placed upon you. Lie back in your Shepherd’s arms. Take my peace.” Bob began to cry.

He awoke the next morning ready to head back to Miami. “I have to go back and resign,” he told Betty. “The Session has to begin a search for another minister, and I have to start preparing the congregation for that while I still can do it.”

“No, Bob!” Betty said. “You don’t have to step down. We’ll go to Mayo or somewhere; there are experimental medications that might help you.”

“No, Betty,” Bob said, “it’s time. We need to go back and tell the people. Little Sunday school kids have sent cards saying they are praying for me to get well, and I’ve got to handle this so I don’t destroy their faith. Finally I can tell the people it’s all true. Everything I’ve preached about the peace of Christ passing all understanding-it’s true. I can go back and tell them that now without being a hypocrite.”

That week the Session met. Bob stood in front of the officers and took a deep breath. These were his friends, his co-workers, his family. “Tonight I have to do the hardest thing I’ve ever done,” Bob began. “You all know my struggles with illness these past months, and you’ve prayed valiantly for me. But I’ve had to come to grips with the fact that I am no longer able to pastor this type of church. I am unable to read more than a page of material with comprehension. I am extremely weak and no longer have full control over my emotions. There is nothing else for me to do but to resign as pastor of Old Cutler Presbyterian Church.” The room was frozen.

“I know this must be very hard for some of you to understand,” he continued, “because you see me standing here, able to speak and apparently as strong as ever. But I can no longer be sure I will handle services, weddings, funerals, anything, without making an embarrassing mistake, both for me and for the church.”

“But Bob,” one finally managed to say, “we’ve worked together from the foundation. We are ready to go on this chapel thing, the most adventuresome thing we could ever do. We need you now.”

“We’ve all been praying,” said another man. “Everything we’ve believed about prayer … ”

Several other elders spoke, and then Bob said, “I want you and the entire church to know this is all in the will of God. Unless I can share the peace I have received from Christ, I fear you might think your prayers have been in vain and that God has failed. I would like to take four sermons to explain to the people why these kinds of things happen in our lives. They’ll be more personal than any sermons I’ve preached, but I need to tell them, to reassure them, that whatever God is doing in my life, it’s all right. I would like to preach this last Sunday in June through August 2. That will be my final sermon.”

The words hit too hard; a couple of men began to cry and quickly got up and left the room.

Lord, Bob prayed silently, please give me the strength to conclude my ministry with a triumphant spirit.

On July 7, Bob and Betty were at Miami’s Mt. Sinai Medical Center for the only test he hadn’t had, an experimental procedure called a PET scan. The technicians injected into a vein in Bob’s arm a radioactive glucose solution, and while he lay flat on the table, a machine monitored the radioactivity in the brain and converted it into a computer image. Dark spots would indicate no glucose metabolism in those portions of the brain, and thus, no activity. Betty wasn’t worried about the test; the doctor felt certain whatever disease Bob had was treatable. Yes, Bob’s IQ had dropped from 180 to 125, but at least the problem was one they could treat.

The following week Bob and Betty followed Dr. Hochman into his office to receive the results of the PET scan. Once they were all seated, Dr. Hochman began, “I wish I could tell you that you have cancer. I’m sorry to have to tell you instead that you have the Alzheimer’s pattern. As you know, this is an irreversible, incurable disease.”

“At least we know,” Bob said. Dr. Hochman stared at him. “When you’ve been through the uncertainty I’ve been through for so long,” Bob explained, “any definite answer is better than not knowing.”

The next four weeks, Bob ran the Session meetings and staff meetings, trying to make sure the transition would be as smooth as possible. But he delegated everything else because he needed every spare moment to prepare the messages. A sermon used to take him twenty hours to prepare. Now it took an entire week, and he would come home so mentally exhausted he would sleep for five hours. But he still had time to be the practical joker he had always been. One day, a parishioner asked him how he was doing with the disease. “Well,” Bob said seriously, “I’ve learned some good news and some bad news. The bad news is they have found out Alzheimer’s is contagious.”

The parishioner immediately said, “Uh-oh.”

Bob continued, “But the good news is, I’ve got a list of all the enemies of the church, and I’m going to go bite them.” They both laughed.

As Bob worked the next day on his final sermon, he knew the painful facts he and Betty were dealing with: because he was young, the disease would kill him quickly; in four to seven years, he would be a vegetable; Medicare does not pay a cent toward the average $32,000 it takes each year to care for someone with Alzheimer’s; the disease makes you ugly, obscene, and paranoid. But he prayed that others would know the comfort he had experienced.

Bob had chosen as his text 2 Timothy 4: 6-7: “For I am already being poured out like a drink offering, and the time has come for my departure. I have fought the good fight, I have finished the race, I have kept the faith.” The day of his ordination, as he knelt and silently prayed, he had asked the Lord that this verse might describe his ministry on its last day.

The memory took him back to when he had begun preaching, back in Indiana. Boy, I couldn’t preach worth a hoot, he thought. The first four years, I think it was every Sunday I had diarrhea or I threw from the fear of getting up there. He had always had to use a manuscript because otherwise the stage fright would make him blank out. It had made him question his call to ministry. But finally he had settled on the idea that the call was in the heart, that deep desire that said he could do nothing else.

About 11:30 the next morning, Bob stood and moved to the pulpit, his long, black academic gown rustling around him. He looked out at the mass of faces looking up at him; there were people standing in the aisles. “As I end almost fifteen years of ministry at Old Cutler Presbyterian Church,” he began, “I started to compose a list of people I should personally thank. The more I thought, the more I realized the list of names would be almost like the list of names on the Vietnam Memorial Wall in Washington. … All I can say to all of you is thank you. This has been the best life possible, and the best time of my life. God has been so good.

“You have no idea of the fear and weakness I have inside me,” Bob continued, his voice breaking. “But you prayed me through the last few sermons, and now I ask you to bow in prayer and ask the Holy Spirit to give me his power and Christ to cause his name to be praised even through my perhaps stumbling words.

“There is nothing greater or higher that a Christian can do than surrender himself totally to his Savior and say without reservation, ‘It is the goal of my life to be a servant, a servant of the Lord Jesus Christ,’ ” Bob continued. “. . . This is not a morning to express regrets; this is a morning to express praise and thanksgiving. I praise God that now, as my ordained ministry draws to a close, I can say, as did the apostle Paul, ‘I have fought a good fight, I have kept the faith, and I have finished the course.’ “

Some fifteen minutes later, Bob closed the message: “The word departure in the verse before this one has several meanings, and one of them is especially meaningful to me. The Greek word analusis can mean the ‘unloosing of an animal from the yoke of its plow.’ Here is an ox that has been working hard. He has been laboring as hard as he can from the bright rays of the morning sunrise until now, when the sunset starts to paint the skies with its beautiful glow. The old ox has worked hard because it’s planting time, and the time for planting is limited. Now that old ox is exhausted, going on with sheer willpower, even stumbling a little bit as he finishes his last furrow. Finally his master drives him up to the barn, pats his shoulder, and says, ‘Good job, old friend.’ He then removes that heavy yoke, throws down some hay in front of him, and says, ‘You can quit now. Take it easy and enjoy your rest. You’ve earned it.’

“And so, like that tired old ox, this is how I stand on the day of my departure for the unhooking of the yoke, the burden of the full-time gospel ministry, which I cannot bear any longer because of sickness.

“And now for my unhooking. As I stand before you now, my full title is the Reverend Dr. Robert Davis. Now, let’s get rid of that one thing, that doctor title.” Bob detached the doctoral hood from his robe. “I am no longer capable, and thus I am unqualified to go by this title. By reason of disease my mind sometimes becomes confused, my thinking unclear, the facts uncertain, and thus, knowledge loses itself somewhere. Because of this failure in my thinking system, I lay aside this yoke, this doctoral hood, and I request that you never again require of me all that this demands.” He handed the hood to Betty, who was now standing next to him.

“This leaves me with the title of Reverend Robert Davis,” Bob continued, “but now it’s time for me to get rid of this title. A minister must deal in truth, but yet, because my brain cannot catch and remember everything, I might be guilty of saying something untrue, or false-not deliberately, but just because I cannot comprehend. A minister must deal with pressure situations, but because of the nature of my illness, my mind often becomes blank in the pressure of situations. A minister must be always available. I cannot, because sometimes my mind becomes foggy and I have to relax to clear my mind. A minister has to instantly give scriptural answers, and I cannot. All the Scripture I have memorized lies somewhere in the back of my brain, unable to be called forth on demand. A minister must be ready to burn out, and right now, I’m afraid I do better at tiring out. A minister must be a caregiver, but now I’m just simply too weak. Instead I must be a care receiver, greatly in need of love and help. Thus, I am no longer qualified to be a minister. I am not disqualified by my actions, but rather unqualified because of my health.

“Now this is all in God’s plan of setting the distance of the race that I was to run. He has given me permission to take this heavy yoke off me at this time and to rest from my labors. This is one of the reasons for the peace I feel at this moment. I now remove the pulpit robe and thus am relieved of the yoke of the title Reverend. I do this with dignity, honor, relief, and a great deal of thanksgiving to God that I have finished this part of the race that he has set before me and I’m ready to enter phase two, whatever that may be.”

Bob unzipped his pulpit robe, slipped it off his arms, and handed it to Betty, who took it, carefully folded it, and laid it on the altar.

Epilogue: Robert and Betty Davis continue to live in Miami and attend the services of Old Cutler Presbyterian Church, although Bob can no longer sing the hymns or follow the responsive readings. Bob is unable to speak before groups, but on his “good days” he sometimes ministers to individuals with counsel and prayer.

Bob and Betty’s book, My Journey into Alzheimer’s Disease, written shortly after his resignation, will be published next year by Tyndale House.

Copyright © 1988 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

To Illustrate…

ASSURANCE

In 1958, a U.S. soldier wandered the streets of Berlin to see the sights. Despite the bustling new life in parts of the city, reminders remained of the destruction of World War II.

Walking through a residential area one evening, across the cobblestone street he saw an open space edged with flowers. In the center stood the stone front of what had been a church. The building was no longer there, but the rubble had been cleared away in an attempt to fill the empty space with a little park.

The former church’s main door was shaped in a Gothic arch, and over it was carved into the stone in German: HEAVEN AND EARTH WILL PASS AWAY, BUT MY WORDS WILL NOT PASS AWAY. As he stepped through the arch where the doors had once been, of course he wasn’t inside anything. What was once a place of worship had been reduced to a patch of stone pavement and open sky.

Not so with the Door-Jesus Christ! As we step into Christ, we enter into his unshakable, eternal presence. It cannot be reduced; it can only be experienced-forever.

– Coleman L. Coates

Cadmus, Michigan

HEAVEN

I once led a man to Christ who loved the sunny country of common sense, but he could not put up with the mysteries of godliness. He kept shoving common sense at me, while I kept trying to show him that the mysteries held the meaning of faith.

One day he said, “Pastor, you know this new eternal life I have-well, I’ve been thinking about it. What are we going to do all day long for eternity?”

“We’ll praise the Lord,” I said.

“Forever-for ten million years!-we’re going to stand around and praise the Lord?”

“Well, yes,” I said, although heaven was beginning to sound like cable television.

“For millions and millions of years?” he said. “Couldn’t we just stop now and then and mess around a while?”

I kidded him about his “dumb questions,” but I have to admit similar questions of my own at times. How meager our understanding of praise-and heaven!

– Calvin Miller

Omaha, Nebraska

COVERING SIN

A man purchased a white mouse to use as food for his pet snake. He dropped the unsuspecting mouse into the snake’s glass cage, where the snake was sleeping in a bed of sawdust.

The tiny mouse had a serious problem on his hands. At any moment he could be swallowed alive. Obviously, the mouse needed to come up with a brilliant plan.

What did the terrified creature do? He quickly set to work covering the snake with sawdust chips until it was completely buried. With that, the mouse apparently thought he had solved his problem.

The solution, however, came from outside. The man took pity on the silly little mouse and removed him from the cage.

No matter how hard we try to cover or deny our sinful nature, it’s fool’s work. Sin will eventually awake from sleep and shake off its cover. Were it not for the saving grace of the Master’s hand, sin would eat us alive.

– Laura Chick

Denver, Colorado

FAITH

In April 1988 the evening news reported on a photographer who was a skydiver. He had jumped from a plane along with numerous other skydivers and filmed the group as they fell and opened their parachutes. On the film shown on the telecast, as the final skydiver opened his chute, the picture went berserk. The announcer reported that the cameraman had fallen to his death, having jumped out of the plane without his parachute. It wasn’t until he reached for the absent ripcord that he realized he was freefalling without a parachute.

Until that point, the jump probably seemed exciting and fun. But tragically, he had acted with thoughtless haste and deadly foolishness. Nothing could save him, for his faith was in a parachute never buckled on.

Faith in anything but an all-sufficient God can be just as tragic spiritually. Only with faith in Jesus Christ dare we step into the dangerous excitement of life.

– James D. Acree

Surry, Virginia

HONESTY

In his recent book Integrity, Ted Engstrom told this story: “For Coach Cleveland Stroud and the Bulldogs of Rockdale County High School [Conyers, Georgia], it was their championship season: 21 wins and 5 losses on the way to the Georgia boys’ basketball tournament last March, then a dramatic come-from-behind victory in the state finals.

“But now the new glass trophy case outside the high school gymnasium is bare. Earlier this month the Georgia High School Association deprived Rockdale County of the championship after school officials said that a player who was scholastically ineligible had played 45 seconds in the first of the school’s five postseason games.

” ‘We didn’t know he was ineligible at the time; we didn’t know it until a few weeks ago,’ Mr. Stroud said. ‘Some people have said we should have just kept quiet about it, that it was just 45 seconds and the player wasn’t an impact player. But you’ve got to do what’s honest and right and what the rules say. I told my team that people forget the scores of basketball games; they don’t ever forget what you’re made of.’ “

THE CROSS

In Planet in Rebellion, George Vandeman wrote: “It was May 21, 1946. The place-Los Alamos. A young and daring scientist was carrying out a necessary experiment in preparation for the atomic test to be conducted in the waters of the South Pacific atoll at Bikini.

“He had successfully performed such an experiment many times before. In his effort to determine the amount of U-235 necessary for a chain reaction-scientists call it the critical mass-he would push two hemispheres of uranium together. Then, just as the mass became critical, he would push them apart with his screwdriver, thus instantly stopping the chain reaction.

“But that day, just as the material became critical, the screwdriver slipped! The hemispheres of uranium came too close together. Instantly the room was filled with a dazzling bluish haze. Young Louis Slotin, instead of ducking and thereby possibly saving himself, tore the two hemispheres apart with his hands and thus interrupted the chain reaction.

“By this instant, self-forgetful daring, he saved the lives of the seven other persons in the room. . . . [A]s he waited . . . for the car that was to take them to the hospital, he said quietly to his companion, ‘You’ll come through all right. But I haven’t the faintest chance myself.’ It was only too true. Nine days later he died in agony.

“Nineteen centuries ago the Son of the living God walked directly into sin’s most concentrated radiation, allowed himself to be touched by its curse, and let it take his life. . . . But by that act he broke the chain reaction. He broke the power of sin.”

– Vialo Weis

Ardmore, Oklahoma

SIN

Mike Yaconelli wrote in The Wittenburg Door: “I live in a small, rural community. There are lots of cattle ranches around here, and, every once in a while, a cow wanders off and gets lost. . . . Ask a rancher how a cow gets lost, and chances are he will reply, ‘Well, the cow starts nibbling on a tuft of green grass, and when it finishes, it looks ahead to the next tuft of green grass and starts nibbling on that one, and then it nibbles on a tuft of grass right next to a hole in the fence. It then sees another tuft of green grass on the other side of the fence, so it nibbles on that one and then goes on to the next tuft. The next thing you know, the cow has nibbled itself into being lost.’

“Americans are in the process of nibbling their way to lostness. . . . We keep moving from one tuft of activity to another, never noticing how far we have gone from home or how far away from the truth we have managed to end up.”

THE BIBLE

A television program preceding the 1988 Winter Olympics featured blind skiers being trained for slalom skiing, impossible as that sounds. Paired with sighted skiers, the blind skiers were taught on the flats how to make right and left turns. When that was mastered, they were taken to the slalom slope, where their sighted partners skied beside them shouting, “Left!” and “Right!” As they obeyed the commands, they were able to negotiate the course and cross the finish line, depending solely on the sighted skiers’ word. It was either complete trust or catastrophe.

What a vivid picture of the Christian life! In this world, we are in reality blind about what course to take. We must rely solely on the Word of the only One who is truly sighted-God himself. His Word gives us the direction we need to finish the course.

– Robert W. Sutton

Forestdale, Massachusetts

What are the most effective illustrations you’ve come across? We want to share them with other pastors and teachers who need material that communicates with imagination and impact. For items used, LEADERSHIP will pay $25. If the material has been published previously, please indicate the source.

Send contributions to:

To Illustrate . . .

LEADERSHIP

465 Gundersen Drive

Carol Stream, IL 60188

Leadership Fall 1988 p. 44-5

Copyright © 1988 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

RAISING KIDS TO LOVE THE CHURCH

Children of the ministry are not volunteers; they are conscripts. But even they can grow up enjoying their experience.

Serving a church. Raising a family. Too often they seem like competing demands. Are pastors who are committed both to their families and the church forced to shortchange one or the other? The latest book in THE LEADERSHIP LIBRARY answers with a resounding no!

The Healthy Hectic Home by LEADERSHIP managing editor Marshall Shelley offers the accumulated wisdom of people in ministry who have found ways to balance their dual calling to church and family. The following excerpt from that book deals with the pastor's challenge of providing a positive church experience for his own children.

What do Alice Cooper and Cotton Mather have in common? Not much, except that both grew up as sons of ministers.

The same is true of Aaron Burr, Orville and Wilbur Wright, Walter Mondale, John Tower, Marvin Gay, Martin Luther King, Jr., and Sir Laurence Olivier. Other "preacher's kids" include Albert Schweitzer, Christian Barnaard, and Harriet Beecher Stowe.

There is no guarantee, of course, that any child, whether born to a preacher, professor, plumber, or prince, will decide to live in a way that brings honor to God and joy to parents. Nor can pastoral couples ensure even that their children will find church a place to enjoy rather than endure. Some factors are beyond parental control-critics, conflict-but parents can help prepare children for church life, interpret what's happening, and create an atmosphere that makes church life much more appealing.

Let's look at some of the key elements in helping kids have a healthy experience in their church life.

Orienting Children to the Ministry

Some orientation can help children handle the realities of life in a ministry home. If they are prepared, they aren't as likely to be jolted by difficult people or situations. Most pastors and spouses I surveyed said they brief their children not to expect people to be perfect, but to see the importance of ministry.

"I try to teach them that the church is not above hurts, criticism, and conflict. These are growing areas-great teaching times," said one pastor. "As a family, we endure the bad, enjoy the good, and grow in both. We're teaching them to be liberal in gratitude, and to write notes of thanks and praise to encourage others. I often speak of the faithfulness of God's people through the ages."

"We pray as a family for hurting members," said another.

Yet another pastor wasn't quite so delicate in his choice of words: "The number one issue for me has been to let them know I love the Lord and the church he died for-and because sheep are sheep, there's frequently lots of sheep dung to clean up. So we're not shocked when sinners sin."

Each of these expresses in a different way the same truth: children of ministry benefit from periodically being briefed on what to expect.

Entering Each Other's World

Parenting books stress the importance of spending time with your children. And who would argue? But some of these books leave the impression that parents should eliminate the activities they enjoy and bore themselves silly with coloring books and Parcheesi.

While it probably wouldn't harm any of us to join our preschoolers with the Play-Doh or our junior highers with the video games, involvement doesn't always have to mean descending to the level of a child in order to relate.

Preacher's kid Tim Stafford describes his own upbringing: "My father didn't join the neighborhood football games; we probably would have been embarrassed if he had. He never played Monopoly with us. He encouraged us in our chosen vocation of fishing, but he never bought a rod and reel himself. I always had the impression that we were kids, allowed the kiddish dignity of going about our kiddish affairs in all seriousness, without adult interference.

"I am not certain I can recommend my father's lack of involvement in our interests, but I strongly recommend his alternative-involving us in his. He allowed us to enter his world when we were interested in doing so. He and I trekked hundreds of miles in the back country of the Sierra Nevada together, not so much (I believe) because he was being a good father but because he wanted to go. We talked baseball because he was avidly interested. He also liked taking us to meetings with him. I remember particularly one Sunday night when after the evening service, I went with my father to a hotel restaurant to join a small circle of pastors chatting with Addison Leitch, one of my father's most admired seminary professors. I didn't know what they were talking about, but to this day my memory can bring back the rich pleasure of being allowed in adult male company as a sort of equal."

In some ways, the elder Stafford was showing his son the same respect he'd show for any friend-he sought common ground. Hopefully, one of those mutual interests will be ministry.

This was the situation for another pastor's son, who grew up to become a pastor himself: "I was raised in a parsonage, and most nights my dad had some meeting to attend. But I never resented it because he included me in his life."

One way to begin doing this is, as some church leaders do, to grant kids an open-door policy.

Bill Bright, the founder and president of Campus Crusade for Christ, says that when his children were small they always had access to him. No matter what important visitor might be in his office, the boys were allowed in for at least a brief greeting. Bright wanted them to know that their concerns took precedence over any problems he might be dealing with. He did not want them to feel they had to make an appointment to see their father.

These are a couple of general strategies for helping children have a healthy church experience. Now let's turn to specific situations.

When the Children Are Young

Pastors have several techniques when their children are preschoolers or in the early elementary grades.

Bedtime briefings. Even preschoolers can benefit from briefings, if they're handled simply and with imagination.

One church leader says that bedtime has proved the best time for this with his daughters. He explains: "Saturday night, or any night before a church event, as I'm tucking the girls in, I tell them about the good things to expect the next day-the friends they're going to see, the things they're going to do. And I'll try to tell them what to be listening for; I give them a foretaste of what they'll be hearing. If I know the Sunday school lesson, for instance, I'll tell the Bible story. My girls like that because (1) they feel more confident the next day when they hear the story, and (2) I throw in more detail than their teachers usually do.

"Once, for instance, my 3-year-old's teacher was telling the story of Jesus' healing the blind man. Stacey was eager to tell the class, 'His name was Bartimaeus!' a detail the teacher had somehow managed to overlook. Right now, our daughter is troubled because she knows the names of Noah's sons-Ham, Shem, and Japheth-but I can't tell her the names of the sons' wives who were on the ark, and her inquiring mind wants to know! But I'm glad to supply her with little details. I like to fire her imagination for the next day's activity."

Church as second home. Because they're at the church so often, children will naturally begin to see it as their second home. A number of pastors have tried to use this fact to their advantage.

"As our children were growing up, we tried to let them see the privileges that go along with the pastorate," says Kent Hughes of College Church in Wheaton, Illinois. "For example, they got the run of the church building during the week-gymnasium and all."

Jamie Buckingham, now pastoring in Florida, said that when his kids were small, "we wanted them to feel the church was an extension of their house, so they were welcome in the office-and occasionally during worship one of them would come up on the platform and stand with me during the congregational singing. I allowed that because it didn't disrupt our worship, and it helped reinforce that the church was their place, too."

Warm associations. Many pastors try to make sure their kids associate church with positive feelings. Part of this comes naturally through friends, caring teachers, and the positive perspective of parents. But at least one pastor did even more.

"I've always sat on the front row with my family during worship services, not up on the platform," wrote this pastor. "I go to the pulpit only when I have a specific task to perform. Otherwise I've always been sitting there stroking my children's hair, scratching the back of their necks, kneading their shoulders-and they never wiggled a muscle for fear I would stop. We never had a behavior problem in church with either of them. Now that they're older, they simply would not miss a church service-and I've pondered whether their faithfulness is not built to some extent on a subconscious association with good feelings of warmth and intimacy."

Avoiding after-service neglect. The moments right after the worship service are an important time for the pastor to make contact with people. But a crowded narthex can be a confusing place for young children, especially when both parents are concentrating on greeting worshipers.

One pastor's daughter told about trying to talk to her father in the foyer after the Sunday morning service. She shouted, "Dad, Dad," but she couldn't get his attention. Finally she said, "Pastor!" and got his immediate attention. Understandably, she felt her father was more interested in others than in her.

"I know that my children will superimpose the image of their father, to some degree, upon their understanding of God," says David Goodman, pastor of Winnetka (Illinois) Bible Church. "Most kids do. I don't want my kids seeing God as one who is interested only in others and not in them. At the same time, the time in the foyer after a Sunday service is crucial ministry time."

So he has devised an arrangement. "We get someone, usually one of the single women, to get our two youngest kids from their classrooms and watch them for the forty-five minutes right after church while we're busy. We pay her, and sometimes she takes them to the park across the street, or, if the weather is bad, she plays with them in a room in the church.

"We don't need child care for our 10-year-old; she's seeing her friends and talking to other people. (I think one of the advantages for kids growing up in a church home is that they tend to be well socialized; they get more interaction with adults.) But for the two younger ones, we had to get child care because otherwise they get into mischief. After all, they've been in church two to three hours already, and if we're too harsh on them, they begin to resent the whole experience. That's the last thing we want. We want them to enjoy going to church as we enjoy going to church."

When Children Are Older

In the later elementary-school years and beyond, strategies change. Here are some methods used by ministry parents who have preteens and adolescents.

The first and most common is to involve the children in various aspects of the ministry. One way is to pay them for office work. "I'll often bring one of my kids to the church when he or she needs to earn a little money," said John Yates of The Falls Church in northern Virginia. "There's always some filing or sweeping that needs to be done, and I pay them out of my pocket.

"My dad was in the department store business when I was young. I started working there when I was 12, and he'd pay me out of his pocket. It made me feel special that my dad was in charge of this organization, and that I could work there, too. And the employees made us feel special. Well, I see that same kind of feeling here. My kids feel loved when they come here to work."

Another way to involve children is to take them along on certain kinds of visitation. Hank Simon of Signal Hill Lutheran Church near St. Louis, Missouri, takes his 10-year-old along every time he visits Mrs. Keller, a long-time member of the church who is a shut-in. And over the years Christy has grown very close to "her shut-in." Mrs. Keller often has little treats for Christy. For instance, when Christy took her an Easter basket, Mrs. Keller had some chocolate-covered peanuts for her.

"Christy is learning that caring is part of the Christian life," says Mary Simon, Christy's mom. "Now she's worried because the woman's cat is more than 14 years old. Recently she asked me, 'What will Mrs. Keller do when her cat dies?' I was touched that a 10-year-old could care so deeply for her elderly friend."

Another time, Mary Simon remembers, Christy stood on the footrest of a wheelchair so one of the blind people could feel her face. Finally the woman said, "Thank you. I'm so glad to see you."

"Our daughters remember visiting the 101-year-old lady in the nursing home-and going to a funeral of a young child," said Mary. "By being involved in ministry this way, they have developed a good sense of life's stages."

Yet another strategy is to occasionally single out children for special treatment. A number of pastors' kids recall their parents' doing something especially for them, even amid the busyness of ministry. This reminder that they were "more special" than the members of the congregation often made a profound and lasting mark on their attitudes toward ministry.

One of the best reminders: spending time one-on-one periodically. Sometimes this requires firm resolve. One pastor, who was also the son of a pastor, recalled a key moment in his upbringing.

"In addition to pastoring, my dad worked a second job, 3-11 P.M. five nights a week, to support our family. But about once every other month, he would do something one-on-one with each of us kids. One Saturday morning, it was my turn, and Dad and I were getting ready to go hunting."

Suddenly a car pulled in front of the house. It was Wilbur Enburg, one of the elders, and he wanted the pastor to come with him.

"It's Joe and Laura," Wilbur said. "They're upset and say they're going to leave the church. I think you should go see them."

"I talked with Joe last week, and with Laura the week before that," the pastor said. "The situation can wait."

Wilbur wasn't happy. "I think you should see them today."

"Sorry," said the pastor as his son watched silently. "I'm going hunting today."

Wilbur's face got red. "If you go hunting, don't bother to come back." Then he turned to get back into his car.

"I don't think you mean that, Wilbur," the pastor said. "I'll see you in church tomorrow."

The pastor's son reflects, "As Dad and I headed off to the woods, I had to ask, 'Is this going to cost you your job?'

" 'I don't think so,' Dad said. 'But if it does, the job is not worth keeping.' "

Sure enough, the matter with Joe and Laura was not an emergency. They did not leave the church, and the pastor's ministry remained intact. And the pastor's son learned a lasting lesson: his dad considered him more important than pleasing a particular elder. That affirmation has lasted nearly forty years.

This story, however, raises another question in giving children a healthy church experience: How to handle the conflicts and difficult people that arise in any church? How do these affect the children?

The Critical and the Contentious

When difficulties arise in church life, parents face the challenge of explaining to the kids what's happening without souring the children's attitudes toward the church. The approaches will differ depending on the ages and maturity levels of the children, of course, but some of the key principles remain constant.

Most pastoral families try to shield their children, especially in their younger years, from exposure to the criticisms and conflicts of church life.

"We don't want to poison their attitudes toward the church or toward any individual," said one minister's spouse. "So we don't roast the congregation at the dinner table. We try to focus on the positive things happening in the church."

Of course, there will be times when children will eavesdrop on conversations, or, when a critic phones you at home, they'll overhear your side of the conversation. They may sense your discomfort or hear you desperately trying to phrase an appropriate response. Then, after you've hung up the phone, what do you say?

"After I've been discussing a church problem on the phone," said a California pastor, "often our young children will ask me, 'Who was that on the phone?' I'll say, 'Someone from church,' and if they press for details, I'll simply tell them, 'It's not your conversation.' "

As children get older, however, and begin answering the phone themselves, they'll know who the other person is, and when they sense from your responses that there is tension, a bit more explanation may be in order.

Most pastors let their children know that other people often see things differently-and that's okay. They don't badmouth the people but try to explain the differing points of view.

One tough situation is explaining why a particular family is leaving the church.

"I'll try to give people the benefit of the doubt-'they felt they had legitimate reasons, and people need to find a church where they feel comfortable,' " said one pastor.

The most important principle seems to be: Don't overstate the seriousness of the conflict. If you're going to err, err on the side of understating the problem. Children don't have the perspective their parents do. They have a hard time understanding that "5 percent of the congregation is giving us a hard time." Instead, their lasting impression is likely to be "The whole church gave us a raw deal"-an attitude that can have long-lasting effects.

One pastor tells of a mistake in handling church tensions: "A man has been harassing me recently. He wants me to do something I can't do. Our board has discussed the issue, and their decision has been clear. But this man feels I should override the board's decision. He and I have discussed the situation many times; he has called me at all hours-even 4 o'clock in the morning! I had to hang up on him a time or two.

"The other night my 11-year-old daughter answered the phone and told my wife that Mr. Smith wanted to talk to me. I was upstairs, but my wife, knowing the situation, said, 'Tell him your Daddy can't talk to him right now.'

"My wife immediately regretted that she hadn't told Mr. Smith herself, because it tore up my daughter. She didn't know the situation, but she knew I was home. She naturally wondered, 'Why won't Daddy talk to him?' She sensed the tension, and she was scared. So that night I tried to explain that I'd tried to help the man, but couldn't, and he kept bothering us. When she realized there wasn't a genuine need, she could accept that. But she should never have been put in that position."

Learning from that mistake, the parents now vow to handle such encounters themselves.

Another pastor, reflecting on his three pastorates in three different states, said: "I don't think the kids ever heard us talk negatively about people. Frequently my wife or I would say, 'This is a tough week for us, kids. Dad's under a lot of pressure.' Or 'Dad's had a few disappointments, so I may not be myself.' But I wouldn't say, 'Joe Brown is really socking it to me this week.'

"Yes, there would be times when they knew somebody had called frequently. So it was not unusual to say, 'You need to know that Mr. and Mrs. Smith are having a rough time these days. Mom and Dad are helping them. You may see them here at the house for a while tomorrow night. We'd really appreciate it if you'd just breathe a prayer for Mom and Dad that we can find the best way to help.' As the kids grew older, they would join us in praying for these people and would delight when we would bring them good news about so-and-so. We didn't break confidences. But we did paint broad-stroke pictures for them so they understood the things they observed."

Another pastor, F. Dean Lueking of Grace Lutheran Church in River Forest, Illinois, established specific ground rules for talking about church conflicts.

"I always try to operate by this principle when I'm with my children: to talk about adversaries in such a way that if they were present, they'd feel their views had been fairly represented. I often find myself saying, 'I can see why he feels that way, even though it distresses me.' "

This practice gives children a healthy perspective on conflict. They see that even while people differ, respect can be maintained.

At times, though, Lueking found he needed to invoke a second ground rule, "our four-minute rule."

"Especially at the dinner table," he says, "we would put a limit of four minutes on conversation about congregational troubles. Then it would be on to the Cubs, vacation plans, our reading, or whatever. Pastors can go on and on about church problems, and I wanted to make sure that didn't dominate our talk and our thoughts."

Capitalizing on the Compensations

Perhaps the most important element in helping children grow up to love the church is not simply to prepare them for the bad times but to accentuate the good experiences.

Donald Bubna describes a tradition of hospitality his family developed while serving churches in San Diego and later in Salem, Oregon: "On Christmas Eve we would have a buffet in our home after the early Christmas Eve service for people who were alone. Christmas Day was our family celebration, but Christmas Eve was always an outreach event, and we'd invite people who needed it the most. That was part of our ministry as a family.

"As the children got older, we'd ask each child, 'Who do you want to invite this year?' And they would say, 'Let's have so-and-so. I don't know them very well' or 'I don't think so-and-so has anyplace to go.' At times, we would end up with strange combinations of people. But it was a rich time of ministry."

Not only did that provide positive memories, but it even had life-changing impact. The Bubna children are now grown and living on their own, but Don reports, "Last Christmas, we called our daughter, and she had put together a Christmas Eve buffet for some twenty people. Then we called our son who's in Alaska, and he'd had a group of people in, too, 'just like we always did, Dad.'

"As a parent, this is one of my greatest rewards: to see children freely choose to reach out to others by continuing, and building on, our family's tradition."

Copyright © 1988 by the author or Christianity Today/Leadership Journal.Click here for reprint information on Leadership Journal.

Pastors

THE SPIRITUAL INVENTORY

THE SPIRITUAL INVENTORY

by Donald L. Bubna

In my previous pastorate, Bill, a young believer who recently had joined the finance committee, made an appointment with me.

“Pastor,” he said, “I’m concerned about our church finances. If all our people were on welfare, yet tithed, we would have more than sufficient income to do all we need to do at the church. But here we are, a middle-class church with a modest budget, and we’re behind. There’s something wrong with the spiritual vitality of our people.”

Then he proposed an idea similar to one he’d learned in the insurance industry: “The reason my insurance business is doing three times the new business of the average agency is that every six months I do an insurance inventory with every client. We meet so we can be sure their coverage is up to date and I can tell them about some new forms of protection in the industry. I come prepared, knowing where their insurance has been, and I’m ready to help them.

“It seems to me,” he continued, “it would help to take regularly a spiritual inventory of our members. It will help them go on to maturity, and if they’re growing in faith and obedience, they’ll be generous with their tithes and offerings.”

The idea of a spiritual inventory clicked with me. For years I have been committed to accountability, and here was a tool to help me accomplish that-by lovingly and firmly helping people grow in Christ. So, with others on the staff, I developed what we called a “spiritual inventory call.” We all found it beneficial in monitoring the spiritual growth of the people in our areas of responsibility.

What is it?

The spiritual inventory call differs from a hospital call or friendship visit. It has a clear objective. The goal of such a discussion is to find out about a person’s spiritual life: where he has been, where he is now, and where he wants to go with the help of pastor and church.

Since each person and situation is different, we haven’t established rote questions for the inventory. There is a wide array of questions that will get people thinking about their spiritual lives. Here are some of the ones I use:

What’s one joy and one struggle you’re experiencing in your life or ministry?

How would you describe your walk with God this past year?

Where do you feel you would most like to grow as a Christian?

Could you give me a thumbnail sketch of your spiritual history?

How did you first come to believe?

In your devotional life, what’s one thing you’ve recently discovered?

How would you finish this sentence: I feel good about my walk with God when . . . ?

What have been some of the ups and downs of your spiritual life since you came to faith?

How has our church helped you in your spiritual development?

What do you need from me as a friend and fellow believer to go on to maturity in Christ Jesus?

At my former church, we as leaders made home visits to ask these hard but important questions. Such visits led to fruitful discussions not unlike one I had last month when I ran into a man with whom I had not talked for some time. I had heard, though, that he was struggling spiritually. So after we had talked through some of the safer topics, I asked, “Bob, how would you describe your walk with God this past year?”

He looked at me and sputtered a bit. But then he was honest: “Not very good.” He went on to say that he was struggling with his attitudes toward certain people in the church, and he detailed the complaints. I listened carefully, and finally I asked, “Are you saying, then, that you’re allowing these people to come between you and God?”

He guessed he was, though he didn’t want them to. “I’m asking you this only because I love you and your family,” I said, “and I am concerned about you. How can I help you with this issue in your life?” He asked for prayer, and we concluded on a positive note a conversation that helped invigorate his Christian walk.

How do you conclude?

The conclusion of a spiritual inventory is particularly important. I begin by summarizing what the person has told me. “I hear you saying that you have come this far as a Christian, and now you feel you need to . . .” I want to communicate that I have listened well and I care about what I’ve heard.

What I say next depends on what the people are ready for. If, for example, they feel they need to study the Bible more, I ask, “What are you going to do about this need? How can I help you?” I may be able to introduce them to the leader of a Bible-study group.

Sometimes the person is unsure what he needs. So then I say, “You sound as if you’re not sure where you need to go. How can I help you make that decision?” Some people ask for prayer, some for suggestions about how to grow.

Other people realize they need to discontinue a harmful habit. “This is a decision I can’t make for you; you must make it,” I tell them. “Will you send me a note in the next two weeks telling me what you have decided?”

And a few indicate early on, usually nonverbally, that I’m getting too personal and they’re not ready for such questions. They communicate, I love God, I’m a Christian, and that’s enough. If so, I back off; I go only as far as people will be glad for me to go. With such people, I briefly tell them where I want to grow as a Christian and then ask for their prayers. Often we will pray a short prayer for each other at that time.

Does anyone resent it?

Most people not only welcome the chance to talk about themselves but are thirsty for it. There are, however, some essential conditions for effectively taking a spiritual inventory.

First, in my preaching and leading I must model the kind of openness I’m asking from people. On elders’ retreats and with staff, I periodically share my own spiritual condition or devotional practices, and I encourage them to confront me if they see anything askew in my life. (I seek to conduct a spiritual inventory with each staff member annually.)

The second essential is that I establish a relationship with the person so there is something to build on.

Third, I try to make a soft approach. I don’t announce it as a “spiritual inventory.” Instead, I set up lunch appointments, or drop in at people’s homes, or talk with them in my office, as I have always done. The difference is that I intentionally focus the discussion on the person and his or her spiritual life: “John, I care about you, and as your pastor I’m interested in how you feel you’re growing as a Christian.”

Fourth, I try to come across as an encourager, not a judge. I often say, in effect, “I want to help you. I don’t want to-and can’t-make you do anything. But if you have determined to grow in Christ, I want to help you do that.”

When these servanthood attitudes are in place, what happens is a surprise of joy. One man in my former church, for example, had been a member for years, and over time we built a relationship of trust. During a spiritual inventory he admitted that he struggled with homosexual tendencies.

I first emphasized my acceptance of him as a person. I also, however, suggested a Bible memory program to help refocus some of his thinking about self-worth, temptation, and God’s power. He agreed, and we met regularly, though often informally, for me to check how his memorization was proceeding. “How is this helping? Where is this not helping?” I would ask. The man welcomed this discipline, and we saw significant growth and victory through it.

What’s the result?

Such conversations often take about an hour, but at my former church, the staff was unanimous about their value. We cut back the number of “regular” calls each month and aimed at making more spiritual inventory calls. As a result, we felt closer to people, people developed spiritually, and as Bill had originally predicted, churchwide giving patterns were affected.

I saw the fruit of spiritual inventories in the life of Joe Kong, who came to our former fellowship as a Cambodian refugee. He was bright and well educated but not a believer. In a matter of weeks he made a commitment to Christ, was baptized, and joined a Saturday morning prayer group. Joe was a recognized leader in the Cambodian community throughout Oregon. He immediately began to meet with local groups to communicate the gospel. He eventually planted half a dozen churches in the Pacific Northwest while maintaining his fellowship with our congregation.

During this time, we had several spiritual inventory visits. I began to hold him accountable to spend adequate time with his wife and five children. He did, and he continued to grow spiritually. Later he became an elder in the Salem (Oregon) Alliance Church and is now national director for Cambodian ministries for the denomination. He has planted a dozen more Cambodian congregations and now oversees thirty churches.

Shortly before my leaving Salem, he came to me and said, “Pastor, the way you developed me spiritually is how I’m developing leaders for the Cambodian churches. It is a biblical pattern, and it works.”

* * *

MORE IDEAS

Painless Recruiting of Sunday School Workers

Why are there never enough volunteers to work in the Sunday school? What makes people resist serving in this area?

Nearly every pastor has asked these questions. Ed M. Smith, minister of education at Del Norte Baptist Church in Albuquerque, New Mexico, decided to search for the answers.

Smith began talking with members and discovered three key reasons.

1. People didn’t want to give up the fellowship they had in their adult Sunday school classes.

2. They feared they’d never get out of teaching or assisting.

3. They didn’t have training or experience with children and didn’t want to be thrown into a classroom without knowing what to do.

“We accepted the reasons as valid,” Smith says, “and not merely as lame excuses.” In response, the church developed a simple system of short, overlapping terms of service.

Workers are recruited for three-month terms; this takes away people’s fear they will never get out of the job and it keeps people in adult fellowship nine months of the year. In addition, each person starts his or her term of service during the last month of the predecessor’s term. During the month when both teachers are in the class, the “veteran” worker acquaints the newcomer with the children and class procedures and gradually turns over the teaching responsibilities. This gives each incoming teacher on-the-job training. It also minimizes the children’s discomfort of having a new teacher, since the familiar teacher is still in the classroom. And finally, the period of joint teaching lightens the load for both workers.

To keep the Sunday school running smoothly, some key leaders do serve full-year terms, but in general the system has made more people willing to try teaching, increased motivation, and prevented burn-out.

“The system has made it much easier for me to get volunteers,” Smith reports. “In one congregational appeal I got all the workers I needed for the year, which I’ve never had happen before.”

* * *

Thanksgiving Calendar

Thanksgiving can be a meaningful holiday for Christians, but too often it degenerates into little more than a reason to watch football and eat too much. Ted Schuldt, pastor of Ravenna Boulevard Presbyterian Church in Seattle felt the frustration. We all need help to lift our eyes from the meal to the Giver, he thought, just as we need help at Christmas to focus not on the gifts but on the Reason for the season.

Schuldt realized that Christians have long prepared themselves for a meaningful celebration of Christmas by using an Advent calendar with daily Scripture readings. Why can’t a similar calendar be used to prepare our hearts for Thanksgiving? he wondered.

So now, at the beginning of November, he distributes to each family in the congregation an 8/2 x 11 sheet showing the calendar for the month. Listed in the box for each day is a Scripture passage related to thankfulness. The church families take the calendars home and each day do two simple things: (1) read the Scripture for the day, and (2) write on the calendar one thing for which they thank God.

“My kids, ages 11, 8, and 4, enjoy saying what they’re thankful for and writing it on the calendar,” Schuldt says. “Usually they thank God for the other family members and their friends.”

On the Sunday before Thanksgiving, parishioners bring the calendars to church, where they are received in a special “thank offering.” At Ravenna Boulevard, where attendance runs from 65 to 75, as many as 40 calendars may be turned in.

“People tell me they appreciate having a vehicle to help them be thankful regularly,” Schuldt reports. “They say, ‘Once we got down to doing it, we were glad we did.’ ”

* * *

Reaching New Parents and Newlyweds

When a baby is born within two miles of First United Brethren Church in Peoria, Illinois, the family gets a letter of congratulations and, within a few days, a visit. (Families who would prefer not to have a visit can indicate that by calling a phone number given in the letter.)

During the visit, the church’s lay director of the Cradle Roll describes the congregation’s ministries to families. In addition, she offers to leave a VCR and James Dobson’s “Focus on the Family” video series for two weeks-free.

When the parents have finished viewing the series, Pastor Steve Barber stops by to pick up the equipment and to discuss the videos. Dobson’s message provides a sounding board for the parents’ religious beliefs and a natural introduction to the gospel.

“In the first 12 months of the ministry,” reports Barber, “we contacted about 100 families. Of those, 15 enrolled in the church’s Cradle Roll, and 13 others visited the church. Five new parents made a first-time commitment to Christ.” To keep up with requests for the tapes, First United Brethren has purchased a second set of tapes, and even so, they sometimes have people on a waiting list to get them.

-Reported in The United Brethren

A less-expensive variation of the idea was used to reach newlyweds when Richard Addison, Jr., was pastor of Bible Methodist Church in Findlay, Ohio. Each week a volunteer would send congratulatory letters to newly married couples in the surrounding area (names were secured through the newspaper). The letter offered a free book on building a Christian home (Heaven Help the Home, by Howard Hendricks) to anyone who returned the enclosed card. Ten percent of each week’s cards (3 of 30) were returned, and Addison or a lay leader visited each couple to deliver the book.

“One person wrote on the response card, ‘How nice of you to care. Thanks so much! We’re looking forward to the book,’ ” says Addison. “Another couple ran into some marital difficulties three or four months into their marriage, and because I had visited them, they came to me for counsel.” Addison, now pastor of College Grove Community Church in Montgomery, Alabama, is considering expanding the idea to reach not only newlyweds, but also new parents and the recently bereaved.

What’s Worked for You?

Each published account of a local church doing something in a fresh, effective way earns up to $35. Send your description of a helpful ministry, method, or approach to:

Ideas That Work

LEADERSHIP

465 Gundersen Drive

Carol Stream, IL 60188

Copyright © 1988 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

Ideas that Work

THE SPIRITUAL INVENTORY

by Donald L. Bubna

In my previous pastorate, Bill, a young believer who recently had joined the finance committee, made an appointment with me.

“Pastor,” he said, “I’m concerned about our church finances. If all our people were on welfare, yet tithed, we would have more than sufficient income to do all we need to do at the church. But here we are, a middle-class church with a modest budget, and we’re behind. There’s something wrong with the spiritual vitality of our people.”

Then he proposed an idea similar to one he’d learned in the insurance industry: “The reason my insurance business is doing three times the new business of the average agency is that every six months I do an insurance inventory with every client. We meet so we can be sure their coverage is up to date and I can tell them about some new forms of protection in the industry. I come prepared, knowing where their insurance has been, and I’m ready to help them.

“It seems to me,” he continued, “it would help to take regularly a spiritual inventory of our members. It will help them go on to maturity, and if they’re growing in faith and obedience, they’ll be generous with their tithes and offerings.”

The idea of a spiritual inventory clicked with me. For years I have been committed to accountability, and here was a tool to help me accomplish that-by lovingly and firmly helping people grow in Christ. So, with others on the staff, I developed what we called a “spiritual inventory call.” We all found it beneficial in monitoring the spiritual growth of the people in our areas of responsibility.

What is it?

The spiritual inventory call differs from a hospital call or friendship visit. It has a clear objective. The goal of such a discussion is to find out about a person’s spiritual life: where he has been, where he is now, and where he wants to go with the help of pastor and church.

Since each person and situation is different, we haven’t established rote questions for the inventory. There is a wide array of questions that will get people thinking about their spiritual lives. Here are some of the ones I use:

What’s one joy and one struggle you’re experiencing in your life or ministry?

How would you describe your walk with God this past year?

Where do you feel you would most like to grow as a Christian?

Could you give me a thumbnail sketch of your spiritual history?

How did you first come to believe?

In your devotional life, what’s one thing you’ve recently discovered?

How would you finish this sentence: I feel good about my walk with God when . . . ?

What have been some of the ups and downs of your spiritual life since you came to faith?

How has our church helped you in your spiritual development?

What do you need from me as a friend and fellow believer to go on to maturity in Christ Jesus?

At my former church, we as leaders made home visits to ask these hard but important questions. Such visits led to fruitful discussions not unlike one I had last month when I ran into a man with whom I had not talked for some time. I had heard, though, that he was struggling spiritually. So after we had talked through some of the safer topics, I asked, “Bob, how would you describe your walk with God this past year?”

He looked at me and sputtered a bit. But then he was honest: “Not very good.” He went on to say that he was struggling with his attitudes toward certain people in the church, and he detailed the complaints. I listened carefully, and finally I asked, “Are you saying, then, that you’re allowing these people to come between you and God?”

He guessed he was, though he didn’t want them to. “I’m asking you this only because I love you and your family,” I said, “and I am concerned about you. How can I help you with this issue in your life?” He asked for prayer, and we concluded on a positive note a conversation that helped invigorate his Christian walk.

How do you conclude?

The conclusion of a spiritual inventory is particularly important. I begin by summarizing what the person has told me. “I hear you saying that you have come this far as a Christian, and now you feel you need to . . .” I want to communicate that I have listened well and I care about what I’ve heard.

What I say next depends on what the people are ready for. If, for example, they feel they need to study the Bible more, I ask, “What are you going to do about this need? How can I help you?” I may be able to introduce them to the leader of a Bible-study group.

Sometimes the person is unsure what he needs. So then I say, “You sound as if you’re not sure where you need to go. How can I help you make that decision?” Some people ask for prayer, some for suggestions about how to grow.

Other people realize they need to discontinue a harmful habit. “This is a decision I can’t make for you; you must make it,” I tell them. “Will you send me a note in the next two weeks telling me what you have decided?”

And a few indicate early on, usually nonverbally, that I’m getting too personal and they’re not ready for such questions. They communicate, I love God, I’m a Christian, and that’s enough. If so, I back off; I go only as far as people will be glad for me to go. With such people, I briefly tell them where I want to grow as a Christian and then ask for their prayers. Often we will pray a short prayer for each other at that time.

Does anyone resent it?

Most people not only welcome the chance to talk about themselves but are thirsty for it. There are, however, some essential conditions for effectively taking a spiritual inventory.

First, in my preaching and leading I must model the kind of openness I’m asking from people. On elders’ retreats and with staff, I periodically share my own spiritual condition or devotional practices, and I encourage them to confront me if they see anything askew in my life. (I seek to conduct a spiritual inventory with each staff member annually.)

The second essential is that I establish a relationship with the person so there is something to build on.

Third, I try to make a soft approach. I don’t announce it as a “spiritual inventory.” Instead, I set up lunch appointments, or drop in at people’s homes, or talk with them in my office, as I have always done. The difference is that I intentionally focus the discussion on the person and his or her spiritual life: “John, I care about you, and as your pastor I’m interested in how you feel you’re growing as a Christian.”

Fourth, I try to come across as an encourager, not a judge. I often say, in effect, “I want to help you. I don’t want to-and can’t-make you do anything. But if you have determined to grow in Christ, I want to help you do that.”

When these servanthood attitudes are in place, what happens is a surprise of joy. One man in my former church, for example, had been a member for years, and over time we built a relationship of trust. During a spiritual inventory he admitted that he struggled with homosexual tendencies.

I first emphasized my acceptance of him as a person. I also, however, suggested a Bible memory program to help refocus some of his thinking about self-worth, temptation, and God’s power. He agreed, and we met regularly, though often informally, for me to check how his memorization was proceeding. “How is this helping? Where is this not helping?” I would ask. The man welcomed this discipline, and we saw significant growth and victory through it.

What’s the result?

Such conversations often take about an hour, but at my former church, the staff was unanimous about their value. We cut back the number of “regular” calls each month and aimed at making more spiritual inventory calls. As a result, we felt closer to people, people developed spiritually, and as Bill had originally predicted, churchwide giving patterns were affected.

I saw the fruit of spiritual inventories in the life of Joe Kong, who came to our former fellowship as a Cambodian refugee. He was bright and well educated but not a believer. In a matter of weeks he made a commitment to Christ, was baptized, and joined a Saturday morning prayer group. Joe was a recognized leader in the Cambodian community throughout Oregon. He immediately began to meet with local groups to communicate the gospel. He eventually planted half a dozen churches in the Pacific Northwest while maintaining his fellowship with our congregation.

During this time, we had several spiritual inventory visits. I began to hold him accountable to spend adequate time with his wife and five children. He did, and he continued to grow spiritually. Later he became an elder in the Salem (Oregon) Alliance Church and is now national director for Cambodian ministries for the denomination. He has planted a dozen more Cambodian congregations and now oversees thirty churches.

Shortly before my leaving Salem, he came to me and said, “Pastor, the way you developed me spiritually is how I’m developing leaders for the Cambodian churches. It is a biblical pattern, and it works.”

* * *

MORE IDEAS

Painless Recruiting of Sunday School Workers

Why are there never enough volunteers to work in the Sunday school? What makes people resist serving in this area?

Nearly every pastor has asked these questions. Ed M. Smith, minister of education at Del Norte Baptist Church in Albuquerque, New Mexico, decided to search for the answers.

Smith began talking with members and discovered three key reasons.

1. People didn’t want to give up the fellowship they had in their adult Sunday school classes.

2. They feared they’d never get out of teaching or assisting.

3. They didn’t have training or experience with children and didn’t want to be thrown into a classroom without knowing what to do.

“We accepted the reasons as valid,” Smith says, “and not merely as lame excuses.” In response, the church developed a simple system of short, overlapping terms of service.

Workers are recruited for three-month terms; this takes away people’s fear they will never get out of the job and it keeps people in adult fellowship nine months of the year. In addition, each person starts his or her term of service during the last month of the predecessor’s term. During the month when both teachers are in the class, the “veteran” worker acquaints the newcomer with the children and class procedures and gradually turns over the teaching responsibilities. This gives each incoming teacher on-the-job training. It also minimizes the children’s discomfort of having a new teacher, since the familiar teacher is still in the classroom. And finally, the period of joint teaching lightens the load for both workers.

To keep the Sunday school running smoothly, some key leaders do serve full-year terms, but in general the system has made more people willing to try teaching, increased motivation, and prevented burn-out.

“The system has made it much easier for me to get volunteers,” Smith reports. “In one congregational appeal I got all the workers I needed for the year, which I’ve never had happen before.”

* * *

Thanksgiving Calendar

Thanksgiving can be a meaningful holiday for Christians, but too often it degenerates into little more than a reason to watch football and eat too much. Ted Schuldt, pastor of Ravenna Boulevard Presbyterian Church in Seattle felt the frustration. We all need help to lift our eyes from the meal to the Giver, he thought, just as we need help at Christmas to focus not on the gifts but on the Reason for the season.

Schuldt realized that Christians have long prepared themselves for a meaningful celebration of Christmas by using an Advent calendar with daily Scripture readings. Why can’t a similar calendar be used to prepare our hearts for Thanksgiving? he wondered.

So now, at the beginning of November, he distributes to each family in the congregation an 8/2 x 11 sheet showing the calendar for the month. Listed in the box for each day is a Scripture passage related to thankfulness. The church families take the calendars home and each day do two simple things: (1) read the Scripture for the day, and (2) write on the calendar one thing for which they thank God.

“My kids, ages 11, 8, and 4, enjoy saying what they’re thankful for and writing it on the calendar,” Schuldt says. “Usually they thank God for the other family members and their friends.”

On the Sunday before Thanksgiving, parishioners bring the calendars to church, where they are received in a special “thank offering.” At Ravenna Boulevard, where attendance runs from 65 to 75, as many as 40 calendars may be turned in.

“People tell me they appreciate having a vehicle to help them be thankful regularly,” Schuldt reports. “They say, ‘Once we got down to doing it, we were glad we did.’ ”

* * *

Reaching New Parents and Newlyweds

When a baby is born within two miles of First United Brethren Church in Peoria, Illinois, the family gets a letter of congratulations and, within a few days, a visit. (Families who would prefer not to have a visit can indicate that by calling a phone number given in the letter.)

During the visit, the church’s lay director of the Cradle Roll describes the congregation’s ministries to families. In addition, she offers to leave a VCR and James Dobson’s “Focus on the Family” video series for two weeks-free.

When the parents have finished viewing the series, Pastor Steve Barber stops by to pick up the equipment and to discuss the videos. Dobson’s message provides a sounding board for the parents’ religious beliefs and a natural introduction to the gospel.

“In the first 12 months of the ministry,” reports Barber, “we contacted about 100 families. Of those, 15 enrolled in the church’s Cradle Roll, and 13 others visited the church. Five new parents made a first-time commitment to Christ.” To keep up with requests for the tapes, First United Brethren has purchased a second set of tapes, and even so, they sometimes have people on a waiting list to get them.

-Reported in The United Brethren

A less-expensive variation of the idea was used to reach newlyweds when Richard Addison, Jr., was pastor of Bible Methodist Church in Findlay, Ohio. Each week a volunteer would send congratulatory letters to newly married couples in the surrounding area (names were secured through the newspaper). The letter offered a free book on building a Christian home (Heaven Help the Home, by Howard Hendricks) to anyone who returned the enclosed card. Ten percent of each week’s cards (3 of 30) were returned, and Addison or a lay leader visited each couple to deliver the book.

“One person wrote on the response card, ‘How nice of you to care. Thanks so much! We’re looking forward to the book,’ ” says Addison. “Another couple ran into some marital difficulties three or four months into their marriage, and because I had visited them, they came to me for counsel.” Addison, now pastor of College Grove Community Church in Montgomery, Alabama, is considering expanding the idea to reach not only newlyweds, but also new parents and the recently bereaved.

What’s Worked for You?

Each published account of a local church doing something in a fresh, effective way earns up to $35. Send your description of a helpful ministry, method, or approach to:

Ideas That Work

LEADERSHIP

465 Gundersen Drive

Carol Stream, IL 60188

Copyright © 1988 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

THE BACK PAGE

In a new book titled Career Burnout, psychologists Ayala Pines and Elliot Aronson describe the work they are doing with professional groups suffering from high rates of burnout. One of these groups is dentists. Burnout among dentists? That caught my eye!

According to Pines and Aronson, while dentistry may seem like a relatively easy profession-respected, lucrative, autonomous-the experience of pouring in maximal effort for minimal appreciation, week after week, causes serious erosion of spirit.

Most patients enter the dental office in a high state of anxiety. They do not want to be there, a message they clearly communicate to the dentist. It never enters their minds that the dentist might need appreciation, respect, and approval. Since very few dentists collaborate with their peers, neither patients nor peers are in a good position to express meaningful appreciation; there is no one nearby who has the expertise to say, “Wow, what a wonderful job you did capping that molar!”

Pines and Aronson go on to say that professionals who experience their work as a “calling” are especially vulnerable to burnout. Common symptoms include feelings that emotional resources have been depleted. The zest is gone; there is nothing left to give. Daily life consists of “toos”-too many pressures, too many conflicts, too many demands, too few acknowledgments, too few rewards.

More serious symptoms are feelings of despair and failure-the painful realization that one’s efforts have not made the world a better place, the needy have not been helped, the problems have not been solved, and “the called one” has been consumed.

Many times during the last twenty years, I have heard parish pastors, with great anguish of spirit, express feelings like those described above. I’ve listened as they tried futilely to reconcile the immensity of their ministry task, the life-and-death nature of their responsibility, with the meagerness of their resources and the apathetic responses of their people.

The greatest pain of all was expressed when they tried to reconcile their intense, personal call to ministry to the hollow, drained persons they had become.

Their cry sounded like the prayer of the fourth-century church father Saint Gregory of Nazianzus, who prayed: “I am spent, O my Christ, Breath of my life. Perpetual stress and surge, in league together, make long, oh long, this life, this business of living. Grappling with foes within and foes without, my soul hath lost its beauty, blurred your image.”

What does one say to a burned-out pastor who has been investing maximal effort for minimal response?

Where does the pastor find the wherewithal to persevere with meager resources in apathetic situations?

Ironically, Saint Gregory’s prayer of despair may contain some answers. Admitting a blurred image of Christ may be the first step toward renewed emotional and spiritual vitality. Implicit in the call of Christ is the understanding that the service rendered is service unto him. It is service that only he can fully understand, appreciate, evaluate, and reward.

To expect this kind of response from others suggests only a distorted understanding of Christ’s call, a blurred image. Though the need for appreciation from others is most desirable, pastoral ministry can’t be compared to dentistry. Pastors don’t solve the problems of people; they can’t fix things. At best, all a pastor can do is try to lead people to the One who can solve problems. But if the pastor’s image of Christ is blurred, not only will the pastor lose his way, but the people will also wander in darkness.

Ten years ago, Richard Foster, in his book Celebration of Discipline, put together a brief comparison of the characteristics of service that is focused more upon ourselves and service that is focused more upon Christ. In paraphrased form, it becomes a self-help test worth taking. Why not measure your clarity of vision against his conclusions?

Self-focused service is concerned with impressive gains. It enjoys serving when the service is titanic or growing in that direction. Christ-focused service doesn’t distinguish between small and large. It indiscriminately welcomes all opportunities to serve.

Self-focused service requires external reward, appreciation, and applause. Christ-focused service rests content in hiddenness. The divine nod of approval is sufficient.

Self-focused service is highly concerned about results. It becomes disillusioned when results fall below expectations. Christ-focused service is free of the need to calculate results; it delights only in service.

Self-focused service is affected by feelings. Christ-focused service ministers simply and faithfully because there is a need. The service disciplines the feelings.

Self-focused service insists on meeting the need; it demands the opportunity to help. Christ-focused service listens with tenderness and patience. It can serve by waiting in silence.

This list offers a way to begin refocusing our blurred image of Christ in the midst of ministry.

Paul D. Robbins is executive vice-president of Christianity Today, Inc.

Copyright © 1988 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

TYPE B SPIRITUALITY

I am a Type B. My clothes lie scattered around the hamper. I forget to make the bed (I’m often the last one out of it). My cars need to be washed. My office looks like it has been nuked.

Psychologists tell us a Type A personality is ambitious, aggressive, organized, impatient, and highly disciplined. A Type B is easygoing, noncompetitive, relaxed, and at peace with his surroundings. Virginia Price, in Psychology Today, summed up the relationship between the two: “Lots of Type A’s think of Type B’s as slovenly failures.”

Guess what? Lots of us Type B’s feel like slovenly failures. We know the “shoulds” of a disciplined Christian life, but we can’t seem to maintain them.

As a Type B and a pastor, I often wonder: Can I have a vibrant spiritual life? Or do I have to become a Type A? In other words, does spiritual maturity depend upon my getting dirty socks into, not near, the hamper? Does sanctification mean a disciplined, daily, devotional regimen?

The Type A defines a vibrant devotional life in terms of chapters read, verses memorized, journal pages written, and minutes (or hours) spent in prayer, preferably before dawn. Without belittling these practices, I ask myself if this is a complete definition. I don’t think so.

Spiritual vibrancy is not something you do; it is something you are. Time with God is crucial for spiritual health, but vibrancy is based on how we live, not simply on acts we perform every morning.

Devotions for the disheveled

I find diversity is the key. Type B’s are the consummate generalists. We do everything okay but don’t excel at anything. Often our temptation is to concentrate on one style of devotional life, and when we can’t make that glow, give up altogether and castigate ourselves for spiritual immaturity.

In Celebration of Discipline, Richard Foster explains, “The disciplines allow us to place ourselves before God so that he can transform us.” Isn’t that the essence of devotional life? Aren’t we seeking to be in the presence of God and changed by that encounter? Foster lists twelve broad disciplines; within them are a multitude of ways to encounter God, from prayer to service, fasting to solitude. The key for Type B’s is to find ways of building the relationship with God that work for now. When they get old, find a new means, or return to one you haven’t used in a year.

What do I do? Several things. Southwestern Kansas is beautiful, rugged country, and I find walking in solitude tremendously renewing. I’m also moved by music. Many hymns (“Just a Closer Walk with Thee,” “God of Our Fathers,” “O Master, Let Me Walk with Thee”) and many contemporary Christian songs are simply prayers set to music. When I don’t have a prayer, I use someone else’s!

I also read widely. Currently I’m using a volume of topical Scripture passages and reading, bit by bit, Berkhof’s Systematic Theology. The key is keeping after it. Consistency is best, but when you fail consistency, replace it with diversity. Again, the goal is not Scripture reading and prayer; the goal is a closer walk with God.

Am I growing?

I’m sure some of you are thinking you have never read such a lengthy justification for laziness. I’ve wrestled long and hard with that (to the point that this article is two weeks overdue). As best I can tell, it’s not laziness. I seriously evaluate my life before God by checking four key areas:

1. My time with God. It may not be a predawn appointment with the Greek New Testament, but whatever my current mode, am I keeping after it? If it’s slipping, I reassert myself or develop a new method.

2. My ministry performance. I look at the aspect of ministry that gives me the hardest time, be it preaching, visitation, or evangelism. Usually, that will be first to go when my walk with God meanders.

3. My marriage. Marriage is a spiritual union. If I were to chart the ups and downs of our marriage and the diligence of my walk with God, the parallels would be uncanny!

4. My besetting sins. When I find myself entertaining lustful thoughts or swearing a blue streak in my brain, I realize my walk with God is suffering.

We Type B’s can have a full and satisfying spiritual life. It isn’t measured by chapters read or the calluses on our knees. It’s based simply on our relationship with the Lord, which we can develop by means as diverse as our personalities. As long as we put ourselves into his presence, we can be confident we will slowly, arduously, and lovingly be conformed to the image of Christ.

-Steven D. Felker

First Baptist Church

Hanston, Kansas

Copyright © 1988 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

THE DANGER OF SPIRTUAL VITALITY

Recently someone asked me, “How can pastors stay spiritually vital?”

I said, “I don’t worry about that.”

He looked surprised, even shocked. “To me, there’s an issue even bigger than staying spiritually vital,” I explained. “The important thing is to stay spiritually authentic.”

There’s a difference. Usually when I hear people talk about staying spiritually vital, they’re talking about staying pumped, being spiritually up, feeling strong, keeping the glow. But that’s only part of the spiritual life. To expect to be spiritually high all the time is like expecting to romance your wife every evening. It just isn’t realistic.

In the Christian life, there’s an ebb and flow. Sometimes you feel exalted and glorious; other times you feel weighed down or simply quiet. Some days you feel despairing; other days resilient and joyful. The strong, vital times come, too, but they’re not the constant.

The rub comes when we expect to be buoyant constantly. And as pastors we may get that message from others. We’ve all known churches where each week had to be a grand and glorious spiritual experience, higher and stronger than the last.

But then comes a day when, to be truthful, we’re spiritually wrung out. There’s not a drop of vitality in us. At that moment we are greatly tempted: Will we be honest about it, or will we mask it because we’re supposed to be “spiritually vital”?

Being honest, being true to our actual spiritual condition, is what I mean by being spiritually authentic. It’s not easy.

I plead with my staff: “It’s okay sometimes to let people know you’re struggling, that you feel dry, that your prayer life or your family life isn’t what you want it to be. Be honest. If you’re down, admit it. If you’re flying high, it’s okay to tell them that, too. Just be spiritually authentic, for when you’re authentic, you’ll grow-and so will your people.”

One time when I was preaching on heaven, I had to admit, “The first thing I did this morning was pray a prayer of confession, because I wasn’t proud of the way my mind has been working these past few days. I have been too worldly recently; I have been too caught up in the here and now. I get so tired of having a guilty conscience. I get so tired of saying things I have to apologize for. I get so tired of lashing out at people and then trying to make up for it later on. I get so tired of sinning.”

By letting people know I needed forgiveness as much or more than they did, I could then point to an aspect of heaven that appeals to me greatly: “But the Bible says a day is coming when you’re in heaven and there’s no more remorse, no more regret, no more stained consciences.” No, I may not have come across as the paragon of spiritual vitality in that sermon. But I hope I came across as spiritually authentic.

Why?

Sometimes in my more honest moments I think, I’ve given probably a thousand messages at this church, but I’ll bet my best people couldn’t give you the titles to three of them. Then I think, But, man, their lives have been radically altered, and preaching is at least fractionally involved. What’s happening?

I’ve come to believe that a major benefit of preaching (and ministry) is indirect-what people pick up as they watch us and listen to us over time. And when we’re honest about our struggles and admit our failures, people see that Christianity can fit with the ups and downs of their lives. I rejoice on those occasions when someone will come to me and say, “You know, Bill, I’ve come to the conclusion that you’re a real person just like me. Thank you for shooting straight with me about occasional mistakes you make in raising your children. Thank you for telling us you had a problem controlling your temper in a volatile discussion. It just reminds me that if there’s grace to cover your mistakes, there’s probably grace to cover mine.”

When I hear that, I’m reminded that I don’t always have to be spiritually “vital.” But I do have to be authentic enough to admit when I’m not.

-Bill Hybels

Willow Creek Community Church

South Barrington, Illinois

Copyright © 1988 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

EFFECTIVE INVITATIONS

Six fresh ways to awaken people to commitment.

The walk-the-aisle invitation-the idea stirs up images of old-fashioned, Southern tent meetings with repentant sinners walking the sawdust trail on hot, summer nights. The images look sepia tinted, photographs from a bygone-era.

In a day when faith is considered private and “the hard sell” produces a backlash, does a call to stand and walk forward have any appeal? Is such an invitation still effective?

These questions are often raised by pastors who want to have an evangelistic impact-and who recognize the legitimacy of calling people publicly to commitment or rededication-yet who sense resistance to the traditional invitation.

How are preachers calling for commitment in a day when Sony Walkman is preferred to Billy Sunday? After talking with a number of preachers, I discovered pastors feel the traditional invitation still has a place, but increasingly it is being augmented by contemporary forms.

Here are six innovative approaches pastors have found effective.

Meet at the Piano

Mike Cocoris, pastor of Church of the Open Door in Glendora, California, asks people at the end of a service silently to make a commitment where they sit. He may have them raise their hands, but then he always says, “If you’ve trusted Christ today, I’ve written a letter for you, telling you how to grow spiritually, and I want you to have a copy. After the service, please stop by the piano and pick up your letter from the person wearing the badge.”

People respond well to this approach, he says, because in the after-service milling of people, their trip to the front does not stand out. In addition, they like the idea of receiving something written by the person they’ve just been listening to.

The person distributing the letters has been trained to engage in conversation, discuss the decision that’s been made, and get a name and address. If the seeker gives his or her name, someone from the church will call soon after.

The letter is “full of warm fuzzies,” Cocoris says, building on the idea that God wants to have a relationship with the person. The letter also gives the name and phone number of a staff person who can be contacted for help.

“It’s important for pastors to write their own handouts, if possible, especially the cover letter,” Cocoris says. “The personal touch is what gets people to respond.”

Read the Bulletin

At the Old Cutler Presbyterian Church in Miami Florida, an invitation to follow Christ, complete with model prayer, is printed on the back of the bulletin every Sunday. Below it is a model prayer for Christians who want to rededicate themselves to the Lord. And finally, below that is an invitation to meet confidentially with an elder after the service in the “Quiet Room.” These prayers and the offer of the Quiet Room are often pointed out by a pastor at the end of a service.

“This approach grew out of our unusual circumstances,” says Paul Rose, the senior associate pastor. “Miami is an extremely transient community; we have an 80 percent turnover every four to five years. That’s led to a philosophy we have to live by: ‘If we don’t reach ’em soon, we don’t reach ’em.’ We feel a special urgency to put the gospel before our people by every means possible and as often as possible.”

As simple as this method of invitation seems, it’s been a help to numerous parishioners. “When people apply for membership in the church,” he says, “we ask them to give a brief testimony about how they came to the Lord. And we’ve often heard them refer to those prayers in the bulletin as important steps in their movement toward God.”

Lift Your Eyes

In our television age, people expect things to start and finish at the stated times, and this thinking extends into their expectations of church services. If a service runs late, the congregation will grow restless. Thus, concern for ending on time might tempt pastors to forgo offering an invitation even if they feel led to give one.

When evangelist John Guest is running short of time yet feels impelled to call his audience to commitment, he will request that people bow their heads, and then he’ll ask those who want to follow Christ to open their eyes, lift their heads, and make eye contact with him. “That way,” explains Clare DeGraaf, president of Guest’s evangelistic team, “people who look up know he has seen their commitment, which helps to confirm it in their lives.” Guest invites those who made eye contact with him to go to another room to receive discipleship literature.

More people respond to these eye-contact invitations than to a standard altar call, DeGraaf says, particularly in church traditions, such as Guest’s own Episcopal background, where the standard altar call is simply unknown. In those settings, eye contact provides a nonthreatening yet effective means of calling people to Christ.

For example, DeGraaf first saw this invitational method used in, “of all places, a funeral service in a Christian Reformed church, where we normally never have altar calls. This pastor, from another denomination, was sensitive to that fact but knew the deceased had been evangelistically minded and felt led to offer an invitation, so he used the eye-contact approach. Several people responded with what proved to be lasting commitments.”

Time to Get Ready

While the call to commitment usually comes at the end of a sermon, several preachers have found it effective to tell listeners what’s coming at the beginning of the message. The idea is to not surprise people and to give them time to think about the decision they’ll be asked to make later.

Says evangelist Leighton Ford, “At the beginning of the sermon, I may say something like this: ‘Tonight at the end of my talk, I am going to ask you to do something about what I say, to express your decision. I am going to ask you to get up and come and stand here at the front. This is an outward expression of an inward decision.’ ” Then he explains clearly what their coming forward will signify.

A pastor on the East Coast used a similar approach: “Whenever I’m planning to have people respond publicly, I tell them, ‘In about thirty minutes, I’m going to ask you to do something unusual. I’ll be asking you to make a decision based on the information in today’s sermon. At the end of the service, I’ll invite you to come and kneel on the steps of the platform as a sign of God’s working in your life.’ “

His reason? “I want people to get ready, and this takes a lot of the shock, the fear, and the worry out of the experience. I explain what I want them to do as if they’ve never seen an altar call before.”

In his experience, people do respond. “They think about what they must do throughout the sermon,” he says, “and when they come forward, they mean business.”

Eat, Drink, and Make Your Mark

Working to evangelize affluent or better-educated people, many leaders have found it helpful to offer nonthreatening ways for them to respond to an invitation. Clare DeGraaf, who is also an active member of his local Christian Business Men’s Committee, describes the bimonthly luncheons of his CBMC group: “We invite non-Christian friends and business associates to be our guests. Then we have a speaker, usually another business person, give a testimony about what the Christian faith means to him. He then explains the plan of salvation and invites people to pray silently with him a prayer of commitment.

“When the speaker is finished,” DeGraaf continues, “we ask everyone to fill out a registration card recording his or her attendance. But we also ask that those who seriously prayed the prayer of commitment put an X in a box in the corner of the card. This causes them to make their decision known to others-us-but avoids any fear of public embarrassment.”

Response cards also facilitate follow-up by providing the names, addresses, and phone numbers of those who made a commitment. In DeGraaf’s CBMC group, that follow-up is done by teams of two within twenty-four hours of the luncheon.

“Business people have always been hard to evangelize,” DeGraaf says, “and it’s even harder to get them to respond to a traditional altar call. But we’ve seen this approach produce steady results.”

The same basic method has been used successfully by churches such as Church of the Savior in Wayne, Pennsylvania. “We wanted to adapt evangelism to the culture and expectations of the surrounding community,” says Bill Hogan, the founding pastor. “This is an affluent area on Philadelphia’s Main Line, and we knew people here are used to a nice meal and quality programs, yet they need the gospel just as anyone else does.

“Our strategy was to have church members host a lunch or dinner in their homes. There a speaker-a local business person, myself, or a guest speaker such as a professional athlete-would give a brief testimony and offer an invitation to follow Christ.” The plan has worked well in reaching business leaders and professionals, according to Hogan.

Stand Where You Are

At New Life Community Church of the Nazarene in Pismo Beach, California, Pastor Larry Pitcher often has people stand in response to an invitation. The approach still demands a visible action, but standing is less threatening than having to walk to the front of a full auditorium.

In addition, Pitcher sometimes follows this invitation by asking others in the same pew to gather around and pray for the people standing.

“I first did this on an Easter Sunday when I was preaching on ‘Standing Up for Jesus’ and wanted to challenge the congregation,” Pitcher says. “I got a good response, so since then I’ve used the approach at other times.” For example, on one occasion he was teaching about baptism and asked people to stand to indicate their desire to be baptized that night. Fifty-eight people stood. “We had water everywhere that night,” he adds with a chuckle.

God uses many different means to call people to himself. Just how many seems limited only by the creativity and openness of each congregation. As Mike Cocoris says, “There are a lot of different kinds of fish out there, and we need different kinds of bait to reach them.”

Copyright © 1988 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

The Minister as Maestro

The pastor is more conductor of an orchestra than CEO of a business.

Lately I've noticed in Christian leadership material an increasing emphasis on the pastor as chief executive officer, similar to the head of a corporation. I see a danger in this model.

One pastor recently wrote me, "Would Jesus be a CEO?"

I wonder. The church is not a business corporation and should not be managed as one. Most corporations are for profit; churches are not. The corporation manufactures and distributes products; the healthy church deals in relationships. Since the central aims of the corporation and the church are not the same, pastors taking on the role of CEO can develop a metallic, mechanical quality in their ministry. An effective executive with integrity can lead a religious organization but not necessarily pastor a church.

Any time pastors become too oriented to figures, they are failing to recognize that the Scriptures do not express Christian maturity and effectiveness in figures. Figures are the language of business, though not always the subject. Figures often make us competitive. Many Monday-morning pastors' conferences lack spiritual vitality because the talk centers too much on figures.

One soap company can take another's customers. That's the way the competitive system works. When one car company takes another's customers, the marketing executives are praised. Churches, however, aren't instructed in Scripture to proselytize one another's members but rather to grow by conversions, renewal, and new life. These come through warm relationships and spiritual power, not mathematics.

Business has legal restrictions on "collusion," but there is no scriptural limitation on pastoral cooperation.

The great pastors I have known are natural shepherds. The church leader needs a pastoring heart and can't be a "hard-nosed" executive, hiring and firing, for the church just doesn't work that way. Most church work is done by volunteers.

True, the church needs effective leadership, and the pastor can use many of the tools of good management, but a church that too closely patterns itself after successful business may have a short-term gain but a long-term loss.

Any useful model must focus on what a pastor does. And the pastor's primary responsibility is to lead people in reaching a lost world, developing maturity, and functioning in spiritual fellowship-not simply to run an efficient organization. I'd like to suggest that we exchange the CEO model for one I feel more clearly defines the role of pastor.

A New Model: Conductor

Let me offer a new model: the symphony conductor. As a corporate executive, I studied the methods of conductor George Szell of the Cleveland Symphony, with great profit. Now that I'm in contact with so many pastors, I see the conductor's role more nearly approximates the pastor's.

The conductor, like a pastor, is involved with culture, with art, with the emotional nuances-the "soft" facts of life such as love, faith, and relationships. The "hard" facts-budgets, authority, constraints, facility maintenance-require attention, but over the long term, the soft facts dominate, just as water eventually controls the rocks and the riverbank. So, too, a spiritual leader must be a person interested more in the soft facts than the hard.

Recently I was brought back to the analogy of pastor as conductor when I heard an interview on PBS with two first-chair players of the New York Philharmonic. The interviewer asked, "What makes the orchestra respect a conductor?"

"Number one," they replied, "he must have a reverence for the composer. Second, he must have intimate knowledge of the score." Those two characteristics apply directly to pastors.

Reverence for the Composer

For the church, there is only one composer: God. Symphony conductors can choose among many, but Christians ultimately have only one. As the conductor must hold the composer in utmost respect, so the pastor must constantly radiate the awe of God.

This awe for the composer is necessary before a pastor can fully understand his score, the Bible.

Recently conductor Gerard Schwarz was criticizing some young musicians who were trying to play one or two pieces of Mozart without having learned the whole repertoire. He said, "Mozart can't be known in one or two pieces."

If a pastor weakens in devotion and awe toward God, correctly interpreting the Scripture is impossible. This reverence isn't something picked up in a seminary class. It is the core of the pastor's being, an inseparable and authentic oneness. Yet this relationship is constantly at risk, for as pastors get pressured, one of the first things to go, they tell me, is their prayer and study life. They are in danger of not being God's person but rather functioning as a church person.

Knowledge of the Score

An intimate knowledge of the score is the second prerequisite for a great conductor. Intimate knowledge gives one the understanding of what the composer is saying. This requires a gift for understanding and an ability to get others to understand it.

The greatest enemy of intimately understanding the score is a separate agenda of one's own. For example, I was listening to an Easter sermon by a leader who interpreted Easter as the new beginning of his movement and the ultimate resurrection of his cause. This is not the story of Easter but was extrapolated onto the story, destroying its meaning.

Intimate knowledge requires not only a natural gift but also diligence. On a coast-to-coast flight, I sat next to the conductor of a major symphony, and during the entire time he studied one score. I realized that no conductor is endowed with a knowledge of the music; he must arrive at it by hard work.

But our knowledge of the score is not simply an end in itself. Earlier this year I gave the dedication message for a new church in Oklahoma. Afterward, a woman came to me, held my hand, and said with deep emotion, "You can't know what this has meant to me." She had brought to that meeting a problem that had been solved by something she heard. She choked up and turned and walked away, giving me one of the great compliments I think any speaker can get. Our intimate knowledge of the scriptural score must be related to people's needs.

The orchestra conductor has one advantage in that he has professional critics who tell him how well he has done. This is a two-edged sword, but pastors also need those who will tell them what their interpretation of the score has meant to them. This reflection helps pastors continually interpret better.

At a seminar for pastors, I was speaking on communication, and one participant said to me, "I explain the general principles of Scripture, but I don't do the hard thinking of then applying them one, two, three, like I should. In the future, I'm going to do that." He had decided to become more intimate with the score as it relates to his people.

Superior Conducting Ability

Other musicians have related, in print or interview, three qualities of a superior conductor that I see also apply to a good pastor.

First, the conductor must set a meaningful beat-not just a rhythmic beat but an interpretive beat. A skilled conductor sets a beat that tells the orchestra what he expects in terms of rhythm, volume, intensity, and interpretation. A church needs that same direction from its pastor.

The other day I talked with a California business executive who's active in a new church that meets in a school. I asked, "Who is your church trying to reach?"

"I don't know," he admitted.

As we talked, it became clear that the church hadn't done its homework in identifying the needs of the community or the methods most appropriate to reach that neighborhood. This key lay leader didn't know how the church planned to staff or locate or build. His church needs a clear beat from its pastor.

On the other hand, I have spoken in a church in the East that offers a ministry specifically for young families with children, and they're coming. People know exactly what that church's emphasis is. That minister sets a clear beat they can follow.

The second thing the musicians said was, "Great conductors make you play better than you can; when you get through, you're surprised at how well you played." This is the reason the same orchestra sounds different under different conductors.

When Leonard Bernstein conducts, some of the orchestra members memorize their scores so they can watch him. Why? They love Bernstein's ability to let them see him enjoy their music. They know he is a great musician who doesn't enjoy mediocre music. If he is to enjoy it, they have to make it superior. But when they see his enjoyment, it lifts them and brings out their best.

Like Bernstein, the fine pastor will let the people know when they are doing well. He demands much of them, and when they come through, he lets them share his enjoyment. That's when the best comes out of people.

In Tennessee I once met with a small group in a school with a young pastor in his first assignment. Almost immediately I knew it would be a great church because that pastor was a great leader. His enjoyment of his people's ministry to one another and to the community was obvious.

I've known pastors to take churches with low self-esteem, perhaps as a result of a split or a plant closing, and lead them to accomplish something in community service, missions, or evangelism that they never knew they had in them. God has implanted so many gifts and abilities in every congregation, but it takes a good conductor/pastor to coax them out.

The third trait given by the orchestra members was this: A great conductor anticipates and avoids mistakes even before a player makes them. Toscanini, for example, was so sensitive to individual players in the orchestra that he could keep mistakes from happening.

How did he do it? He realized a feeling precedes a fact-"a mule balks in his head before he balks with his feet." And people are the same; their acts follow their feelings. Therefore, if a conductor understands the feelings of the orchestra, any hesitance or lack of concentration can be headed off before it becomes a mistake. That was Toscanini's brilliance.

Don't let me mislead you into thinking this is a mysterious quality. It isn't. Before my father was a pastor, he was a blacksmith, and he had this ability. He'd say to me, "Fred, you're laying up for a licking." He could see my tendency was leading toward a punishable offense, and he wanted me to straighten up before he had to apply discipline. He was interpreting my attitude before it became an offensive action.

Pastors also can develop this kind of anticipation. They watch for the feelings that precede the fact. Discontent starts showing up in attitudes. Poor relationships don't happen all of a sudden. Often a conversation can shed light on that feeling before it becomes a troublesome behavior.

Ability to Build the Orchestra

A great orchestra is the result of a great conductor. The conductor must have a clear vision of what type orchestra he wants, a realistic evaluation of what kind he can have, and a strong sense of how soon it's possible. It involves knowing the members of the orchestra-what they are capable of performing-and then moving them through their "comfort zones" to the place they ought to be.

Stretching is a gradual process, and a conductor cannot plan beyond the musicians' abilities, but he must plan up to their possibilities.

Another part of building an orchestra is supplementing the current players with others of better and different talents. The place to start is with the first-chair players.

Every orchestra, no matter how small, has a first-chair player for each section-the oligarchy. The strength of any organization depends largely on the strength of its oligarchy. Jesus had Peter, James, and John. It's interesting how these men's qualities worked in synergy. Peter was aggressive-do it now. James was works oriented-get it done right. John's strength was love- let's stay together. Put those three together and you've got a good little team. Organizational theory says that to amplify your power through an organization, you choose superior-quality people to be closest to you.

Choral conductor Robert Shaw understands this principle. He loves working with amateurs because, he said, "You can light their eyes when they sing well." But he sprinkles throughout his outstanding chorale a few professional and semiprofessional singers. He knows the value of employing the skills of the gifted.

All this applies to the pastor who needs to fill the church's "first chairs." Such key leaders must be picked with three traits in mind: First, they need the requisite technical skills, the talent-they've got to be good at what they do. Second, they must fit into the harmony of the organization-they can't always play solo. And third, they've got to be able to follow the leader's direction.

A pastor once told me, "An outstanding young staff member leads one of our departments. He is exceptionally good at what he does, but he will not play on the team. What should I do with him?"

"What would you do," I asked, "if you were leading an orchestra and the drummer decided he'd beat the drum whenever he liked and as loud as he wanted? First you'd determine if musicianship were his problem. But if it were character rather than musicianship, you'd remove him. So first, I'd talk seriously to your staffer. Second, if talking didn't take care of it, I'd release him." He saw the comparison.

Most disloyalty is based in character. A first chair has to feel responsible to play in the orchestra, not dominate it, and to be the right example for those in his section.

Conductors of integrity don't pick their principal players for political reasons or for personal security. A conductor can't say, "He's awful on the French horn, but at least I can count on him to support me." That makes for sick music. Instead, the conductor challenges the best person to occupy the chair.

Good players must be given a way up. I was in one of the fastest growing churches in our country and asked the pastor, "What's your secret?"

He said, "Name me another big church where the chairman of the board is 34 years old."

"What do you mean?"

"Here," he explained, "we give young people opportunity. In most big churches, you're 60 years old before you get halfway up the ladder. The people in this church are upwardly mobile in everything they do, and they want to move up spiritually, just as they do in their social and business worlds. We're utilizing these people on the move."

Recently I read an article describing a threat to great orchestras. It was the conductor who had become a celebrity and began to itinerate rather than be a resident conductor. It takes a conductor dedicated to his orchestra, not to his own reputation, to build an orchestra that plays great music. I occasionally see pastors who are inclined to spend too much time away from their churches becoming conference or denominational celebrities. Meanwhile their churches are not becoming what they could be. This is always a temptation.

On the other hand, just yesterday I had lunch with a gifted young leader who is beginning to receive national recognition. Yet I knew he was sincere when he said, "Fred, I want to avoid this Christian celebrity syndrome. I just want to do my job, the one I'm called to do."

Selecting a Repertoire

The successful conductor knows how to balance the repertoire so the orchestra is challenged to do its best but also so the audience will enjoy the concerts.

Some conductors have failed because they wanted to force their taste on the audience without bringing them along. The audience must leave a concert thinking, I enjoyed that-there was something special in it for me. Getting that mix is important; all major segments of the audience must be taken into consideration.

In selecting repertoire, any knowledgeable conductor starts with his responsibility to the audience. The pastor has a like responsibility. The pastor's primary role is to help the congregation, not himself. It's wise to start with the people's needs, not the staff's tastes.

I'm not saying a repertoire should only coddle listeners. Some audiences need broadening. The expert conductor does this by introducing some selections the audience doesn't already know but might find interesting.

One of the Dallas radio stations has just done Wagner's Ring cycle as instrumental music-an Opera without the words-and it received tremendous response. People hadn't heard it before outside its operatic setting. It stretched the audience.

Likewise, many congregations need some stretching. A constant diet of only evangelism or social action or discipleship does not feed the whole person. When one kind of sermon is preached Sunday after Sunday, a church becomes narrow-more like a parachurch society than a church.

A good repertoire educates people and feeds their desire for tradition while establishing broader boundaries. A good conductor-or pastor-tailors the repertoire for growth and appreciation.

Operating within Financial Limitations

The conductor must operate within set financial realities. Some symphony conductors have been forced out because they spent more money than was in the budget. Even the best knowledge of music cannot save the conductor with no regard for elementary financial constraints.

Pastors operate under financial constraints, too, but the picture is muddied by an often-misused word: faith. Faith should not be used to conjure up financial strength a church doesn't have. Certainly, "The Lord will provide" what he wants to provide, but not necessarily what we want him to provide. A pastor can get trapped into a "faith position" that has little to do with faith and a lot to do with foolishness. Normally we need some reason to believe a budget will be better this year than last.

I resent the rash of "emergency" solicitations from various organizations that tell me if I don't give, the Lord's work is going under immediately. In the first place, I don't believe it. In the second, if that is true, then they have done a poor job of leadership.

In Dallas, for example, because of the difficult economic climate, businesses are finding budget growth difficult. Survival has become a worthy goal for many enterprises.

A preacher who pushes through an unrealistic budget or fails to stay within budget abuses rather than uses faith.

Looking to the Future

A great conductor also has a mind geared toward the constant development of future patrons and players. To put this mindset in business terms, wise leaders expand the market rather than just divide what now exists.

Recently I was speaking to a booksellers' convention and challenged them to expand the market rather than divide it. For example, we know that most bookstore customers are women. What a difference it would make if men became the customers that women are! That's the challenge of genuine growth.

Stock brokers have encouraged small investors to enter the market, and so the market has expanded.

Once I was a director of a company making eyeglasses when it was unusual for anyone to have more than one pair. Then they found a way to bring fashion to eyewear, and now people purchase several pairs.

Market expansion is a necessity in the symphony business-and in the church. Remember how Leonard Bernstein got on television on Saturday mornings to present youth programs, explaining the use of the instruments? He enlarged the market. Now symphonies show up in malls and parks and school auditoriums to build their potential audience.

One of the sad churches I know is one where the pastor has lost his appeal to young people, and so the church is fast becoming an old folks' home. The obituary column will decrease any audience that isn't expanding.

One of the big changes in churches in the last couple of decades is that more parents are following children to church rather than children following parents. These days, parents are so happy to have kids who will go to church that they'll accommodate themselves to what the children want. I hear all the time: "Our kids love it here with all their school friends; that's why we're at this church."

Pastors who are thriving have, like Bernstein, invested themselves in opening new markets for the message of the church. They're saying to themselves, How can we touch people who never hear us now?

I know of two churches that hold additional services on Saturday evening for those who cannot attend on Sunday. This is expanding the market. Many singles groups are meeting in restaurants and theaters to reach those who would be uncomfortable in church. This is taking the music to the mall.

Directing the Rehearsal

Rehearsal, for any orchestra, is terribly important. You can't have an excellent orchestra without adequate rehearsal time.

To me, any time the pastor meets with staff or lay leaders, it corresponds to the rehearsal. The quality of these meetings in large part determines the caliber of ministry in the church. Here are three aspects of good rehearsals that apply equally well to leadership meetings:

First, a rehearsal is best when the orchestra practices specifically. A good orchestra doesn't practice pieces; it concentrates on the next concert. The well-prepared conductor works them through the pieces the group will need to know immediately.

During the Second World War, when vast numbers of people needed quick training in technical fields, we found one basic truth: People learn only what they're going to use immediately. When we were teaching women to weld for the first time, we had to impart just one part of the skill at a time and let them use it right then.

After speaking for forty years, I'm still amazed that people pick up from a speech only what applies to a current situation. Teachers listen for things they can teach; preachers listen for what they will preach; lay people listen for things they can use on Monday.

A second necessity for a good rehearsal is a time limit. That puts urgency into what we do. It also cuts down on the tendency to spend too much time on minor details.

Once I joined the board of a Christian organization that customarily held two-day meetings simply because the officers didn't prepare for a shorter one. We cut the meetings to half a day-and got better attendance and more done.

Finally, rehearsals should maintain an environment of responsibility and dignity, giving a sense that what we're doing is worthwhile. People want to be involved in something that's important. Leadership meetings are the place to reinforce that. This is not the place to air personal feelings about the shortcomings of the audience.

Likewise, these sessions ought to be more than simple business meetings with a brief Scripture reading and a perfunctory prayer serving as spiritual bookends. The leader's job is to provide a sense of the grandeur of the task and the presence of God.

Peter Drucker, perhaps the best thinker on organizational behavior, once said to a group of ministers, "Remember, the task is the reward."

I've never heard it said better-for ministers or maestros.

Copyright © 1988 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Apple PodcastsDown ArrowDown ArrowDown Arrowarrow_left_altLeft ArrowLeft ArrowRight ArrowRight ArrowRight Arrowarrow_up_altUp ArrowUp ArrowAvailable at Amazoncaret-downCloseCloseEmailEmailExpandExpandExternalExternalFacebookfacebook-squareGiftGiftGooglegoogleGoogle KeephamburgerInstagraminstagram-squareLinkLinklinkedin-squareListenListenListenChristianity TodayCT Creative Studio Logologo_orgMegaphoneMenuMenupausePinterestPlayPlayPocketPodcastRSSRSSSaveSaveSaveSearchSearchsearchSpotifyStitcherTelegramTable of ContentsTable of Contentstwitter-squareWhatsAppXYouTubeYouTube