Pastors

Talking About God or With God?

Many Christian leaders are embarrassed that heavy schedules squeeze out personal prayer, resulting in guilt, anxiety, and lack of power.

While dining with a West Coast pastor, we were confronted with the question, “How much time do you estimate the average pastor or Christian leader spends in prayer per week?”

He had read “The Ministers of Minneapolis: A Study in Paradox (LEADERSHIP, Volume 1, Number 1), an article based on The Minneapolis Star survey of clergy in Hennepin County. He pointed out that personal prayer seemed oddly missing as a major factor in pastors’ lives.

Later, we conducted an informal poll among our clergy friends which revealed the embarrassing admission that the minister’s private prayer life suffers considerably. Prayers for public services, private meetings, and pastoral calls are part of the minister’s trade; but regular, extended, personal communion with God is often crowded out. Our West Coast friend said, “How different this seems to be from the priorities of the apostles, who gave themselves ‘continually to prayer and to the ministry of the Word’ ” (Acts 6:4).

About the same time as this conversation, we had been rereading Helmut Thielicke’s sermons in the book Life Can Begin Again. He reminds us that the great fullness of Martin Luther’s life came out of his commitment to spend three hours in prayer every day. Prayer was the secret of his strength, power, and productivity. We looked up Luther’s accomplishments in the Encyclopedia Britannica and found the list to be mindboggling. And his world-changing impact was without the benefit of television, telephones, copy machines, computers, and calculators.

All this prompted Us to ask Fortress Press for permission to reprint Thielicke’s sermon on prayer. Perhaps, like us, you experienced a disturbing sense of conviction after reading the sermon title.

“And when you pray, you must not be like the hypocrites; for they love to stand and pray in the synagogues and at the street corners, that they may be seen by men. Truly, I say to you, they have their reward. But when you pray, go into your room and shut the door and pray to your Father who is in secret; and your Father who sees in secret will reward you.

“And in praying do not heap up empty phrases as the Gentiles do; for they think that they will be heard for their many words. Do not be like them, for your Father knows what you need before you ask him.” -Matthew 6:5-8

Not long ago I read again the autobiography of Friedrich von Bodelschwingh in which he gives the account of the death of his four children (one after another within two weeks), leaving the stricken parents in dreadful loneliness.

The thing in this account that affects one so deeply is not so much the terrible event itself, though any father who had little children of his own and saw them exposed hour by hour to the deadly menace of the bombing raids would surely be deeply moved by this account.

Far more moving is the way Bodelschwingh writes about the death of these four little children, how he committed each one of these beloved children to the fatherly hands of God, and how they looked longingly to their Shepherd as “Jesus’ little lambs.”

What is it that is so moving in this story?

I think it is this: even in the worst moments of this ghastly trial of faith, Father Bodelschwingh never lost contact with God, his childlike conversation with the Father in heaven never ceased, and hence, never for a moment did his conversation with God appear to yield to that dumb, leaden silence which many of us have experienced from the darkest days of our life.

Bodelschwingh said later that when this happened, he learned for the first time how hard God can be; but he apparently never asked, “How can God allow such a thing to happen?” or “Why should God do this to me?”

Anybody who asks these questions is no longer speaking with God, but only about God. He is making God the topic of a discussion, turning him into a matter of debate. Then, of course, the subject is talked to pieces, and God melts away in one’s hands, choked to death in a lot of words- at least so far as he is our God.

Characteristically, this fearful moment of doubt and deicide did not occur at this crisis in Bodelschwingh’s life, for he did not talk about God, and he turned the very dread itself into a prayer. And in this he was following the example of the crucified Savior. Even Jesus cried out in the agony of death, “My God, my God, why hast thou forsaken me?” This has nothing to do with modern doubt which sounds so similar to it, because it, too, asks the question, “Why,” and yet asks it so differently. In reality it only talks about God and cries out about God, and in that very act cries him down, so that he is no longer heard.

In this uttermost depth of trial, the Crucified still addressed his Father in prayer: “My God, my God . . . ,” and this cry of terrible torment is clothed in the words of the Old Testament. He spoke to the Father as it were in the Father’s own words. He was so close to the Father’s side even here-even in this extreme darkness when the face of the Father seemed to have vanished utterly.

Why do I mention all this? Simply because it teaches us to understand the opening words of our text. For it begins with the words, “When, or whenever, you pray. … ” Jesus is alluding to the fact that our praying is not a matter of course, but that we talk more about God and would rather talk about God than with him. What is referred to is not merely a fixed time of prayer in the sense of “When the time of your hour of prayer comes, you should do so and so.” It is rather a conditional clause: if it should come to the point where you pray, then you should do this or that.

Prayer is therefore not a self-evident, automatic thing. To say that we pray “always” and are “always” in communication with the Father is out of the question. With us, prayer is more or less an exceptional thing. It is an event that occurs from time to time and, so to speak, requires definite conditions.

Why is this? Why is it that we have so much trouble with our prayer life, instead of finding in it the real substance and joy of our existence? Why is it that we have to force ourselves to keep company with the Father? Why is it that we are always so weary and indolent, and that every silly newspaper, every vexation, or even every joy that comes our way is able to kill or crowd out our prayers, until finally we only talk about God and after a time even stop doing that? Anybody who once makes a mere topic of God usually turns after a time to more current and immediate topics.

The reason for this lies in the fact that prayer is no longer the native soil of our life, our home, the air we desire to breathe. The world is our home-the world and all that fills us to bursting: the worries about money and food; the letter we receive or have to write; the dissensions with our colleagues; the concern about getting ahead in our business or profession; the cramped quarters we live in; the nervous tensions; the sleep that overpowers us at evening; the sleep we miss when forced wakefulness drives us not into reflection, but only into nervousness; this world that consumes and hounds us, keeping us vibrating no matter whether it is moving or stopping. This world has become our home, yet it is incapable of giving us the security of home.

So we have this dislocated feeling that the world of prayer is a strange and alien place, that we need some kind of a push, a resolution, a positive force, to muster up the desire to pray and to tear ourselves away from our home in the world.

How different was Jesus’ prayer! When he ministered through preaching or healing he came out of the homeland of prayer. What he said to men he had first talked over with the Father. He came out of this prayerful contact with the Father, where he was really at home, into the alien country of this world. Look at the tremendous difference between Jesus and us: with effort we rouse ourselves out of the consuming concerns of the world-“Whenever you pray”; whereas Jesus lived in prayer, came from prayer, and entered into the concerns of this world. We begin to see what is lacking, how deeply estranged we are from real life. We are amazed to hear what Luther, following in his Lord’s footsteps, managed to do. He prayed three to four hours every day, and he tells us that the great fullness of his life’s work came out of these hours of quiet. We would think just the opposite: that these hours would be lost from the day’s work and that we could never afford this loss of time.

Could it be that the truth is quite different from what we think with all our shrewd and modern ways of looking at things? This is my experience: the shorter and more hurried prayer time becomes, (until it finally dwindles to a few seconds of reading the daily text) the more it actually becomes a burden. Because these few seconds lack strength and savor, they have no quietness in them. They no longer provide a sustaining foundation for the day because of their brevity, which we think is so rational. This is the irony that mocks the rationalization of our prayer life and destroys it by the very means by which we try to salvage a tiny portion of our life for it.

We sober realists ought to be sober and realistic enough to know that this economy of time is a deficit-spending economy; and in this vicious circle we grow more and more disinclined and averse to prayer.

When the devout man of the Old Testament offered an animal for sacrifice which was not free of blemishes, his sacrifice was not accepted at all. The person who does not give to Cod the best hours of the day, the hours when he is most fresh and alert, but rather reads his mail or the newspaper first, or indulges in his own pursuits, good or bad, which he thinks are more pressing, will receive nothing at all from his heavenly Father; he ought to keep his mouth shut altogether, because it will be shut for him anyhow.

Down underneath we know very well that God does not have first place in our life-neither the first place in time nor the first place in actual importance. That’s why we think that certain conditions have to be fulfilled so we may pray. Among these conditions for example, we include the stipulation that we must first have time and quietness (though it is just the other way around-it is only in praying that we get this quietness!); and that we must be in the mood, for which again we need leisure and quiet and above all the stimulus of some kind of solemn occasion or some great moment in our life. But anybody who sets up conditions for God is off the track from the start, and again had better keep his mouth shut. God gives himself only when we put ourselves unconditionally in his hands.

And here our text gives us decisive direction. All this waiting for devout moods or moments when our hearts are so full of care and fear that we can hardly do anything else but pray, all this waiting for such moments is brushed aside by Jesus’ repeated command to pray.

I should think this could be a real comfort to us when our prayer life breaks down. As we find again and again that we are not in the mood or that we have other thoughts in our mind and-we know the old routine by heart-we have “no time,” there comes to us the command “Pray,” “Seek ye my face” (Ps. 27:8). Now it is the Christian’s service, his obligation to pray-an obligation which, in exactly the same sense as our daily work, disregards the question of whether we are in the mood to go to work tomorrow: “A job is a job.”

What a liberation this command can be when we are in a state of doubt and dispute with God, tormented by the thought that prayer may have no meaning at all, that-as Rilke once said-the whole thing is like making a telephone call nobody ever answers. Or, that it is utterly senseless to attempt to intervene by prayer in the natural, inevitable course of a disease like cancer. Are not all of us staring, like a rabbit held spellbound by a serpent’s eyes, into the dreadful fate in store for us in this atomic age, the massing clouds of great cosmic catastrophes that threaten to discharge upon our heads? In the secret corners of our hearts, have we not become a bit fatalistic and forgone the feeble gesture of prayer, which, after all, is only the whimpering of a child in a storm and does not avert the storm anyhow?

What a comfort it is to be lifted above these doubts and hesitations by a command, just as a soldier is duty-bound by a command even when he does not understand the command. Often we do not understand the mystery of prayer, and discussions about it are pretty futile. But in obedience and practice we learn about prayer, just as we learn to better understand the Lord the more we follow him; and we misunderstand him more when we insist upon understanding “why” this discipleship is justified and worthwhile. So prayer is not a matter of our mood and inclination; it is a matter of a command.

But we must remember that he who gives a command thereby assumes full responsibility for it. And Jesus gave the command. So we can take him at his word, and, as Luther said, we should “throw the whole sackful of his promises at his feet.” We do not come merely in our own name- good heavens, who are we, we who are drunk with hope, plagued by fear, and undermined by doubt; how could we ever rise above this sea of madness, how could we ever break through the blockades in our life?-we come, not in our own name, but in the name of the Lord Jesus. We come in his name not only because he has commanded us to pray, but because through his death and resurrection he has made us again children of his Father, and therefore has given us the right to speak as children and to trust in his suffering and death.

Jesus gives us another indication of how little all this depends upon our mood. He says, “When you pray, go into your room and shut the door.” This we might visualize as a simple but solemn room, possibly furnished with a cross, a gold-edged Bible on a table, and a prie-dieu. But what Jesus means is the storeroom outside of the house, a very unsolemn, unreligious, and prosaic place. This may indicate how unnecessary it is for us to climb upon a special pedestal and reach a particular mood in order to find the Father. We can come just as we are-simply-because God came to us first in the Christmas Child, and this coming was very prosaic and unsolemn. There is only one respect in which the quiet room will help us to pray; now we can be alone with God and this aloneness will not be disturbed by pious play-acting, by things and people, or by impressions and thoughts that press in on us from all sides. We should in all earnestness see to it that we keep the hour of prayer undisturbed. There is nothing more wonderful than this hour of quiet. The devil operates far less with doubts and evil thoughts than with the harassing maneuvers of petty trivialities. He works through haste and restless thoughts, through crowded conditions which make it almost impossible to find such a quiet place. Modern urban man’s lack of time and the overcrowded housing conditions provide the devil with more welcome opportunities than all the Feuerbachs, Nietzsches, and anti-Christian propagandists put together. The quiet room is one of the most important keys to resolving the confusion of our time; for he who has lost sight of God (and only here will he find him) no longer knows how to cope with the world. How can one minister to a world when one has stopped up the springs of blessing and cut off communications with him who has overcome the world?

Jesus mentions one last difficulty about prayer that disturbs our contact with God. It appears in our heaping up empty phrases like the pagans who think they will be heard for their many words.

Actually, the two most dangerous causes of disease in our prayer life are either that we use too few words because our contingent of thoughts and resolves runs out having already been spent on people and things, or that we use too many words because we do not trust anything to God.

So it is elsewhere in life: when a person who wants to obtain something from us uses a great plethora of words, there are usually two possible explanations for his doing so.

The first is that he has a bad conscience and has a lot to cover up with his many words. We have to watch out that he does not covertly bring us around to something quite different from what he so emphatically insists is his purpose.

Jesus is quite right to distrust the pious talkers: may not they too be wanting something quite different from what they say? They declare that what they want is contact with the Father, his blessing and giving hand. But in reality they are not concerned about that hand at all, but as Walter Flex once said, only about the pennies in that hand. In their trouble or in their desires they want to gain something from him; they want him as a means to an end. And when he has helped them they run away because the means has performed its function and is dismissed with favor or disfavor. It is of these people- are we among them too?-that Jesus was thinking with deep sadness when he said after the miraculous feeding of the five thousand (John 6:26): You seek me, not because you saw signs (i.e., you seek me, not because I revealed myself to you as your Savior in the miracle of the feeding and because you were given a glimpse into my heart and my loving concern for you), but because you ate your fill of the bread. No sooner are your stomachs filled than you forget me, and if you say a prayer of thanksgiving at all, your “Amen” sounds more like “Boy, am I stuffed”! This is what you are trying to cover up with your many words. O. you fools, seeking the gifts and not the Giver!

Was not Jesus talking about you and me when he said this? How passionately we prayed as the bombs whistled down upon our roofs and how feeble our thanks when the “All Clear” came! The reason for this was that we were concerned only about our little bit of life, and not about his kindly heart watching over us and stationing his angels like a guard around us.

It was probably because the person who prays is concerned first of all to gain contact with the Father and to reach out for his hand, that the ancient prayers of the church were accustomed to begin with a long, detailed address. There was a time when I did not understand this and was even critical of it, for I felt that one would be so exhausted by these long addresses that the real substance of the prayer could hardly be taken in. But now I understand what the fathers were trying to achieve through these “long-winded” addresses, and this may give us a pointer for our own praying. The fathers were concerned not only to express their needs and hopes in prayer, but above all to establish contact with that last court of appeal which they were approaching with these needs and hopes. Otherwise we may be all too apt to dwell upon the fears and hopes that fill our hearts, and our prayer will never free us from ourselves because the “addressee” has never been found at all, indeed, has never even been approached.

There is a second explanation why a person may overwhelm us with a plethora of words when he wishes to gain something from us. His verbosity may be due to the fact that he distrusts us. He steps on the accelerator, as it were, in order to set us moving, because he thinks, rightly or wrongly, that we are too inert to move of ourselves. Or he may use graphic descriptions as tearjerkers in order to move us because he thinks we have a stony and pitiless heart. Or he may be desperately trying to make us understand his situation because he assumes that we are uncomprehending and cold.

This is exactly what Jesus says of those who “heap up empty phrases” in their prayers. They, too, step on the accelerator because they do not really believe that God has been thinking about us before we even began to think. They, too, work on the tear glands in their prayers because they do not believe in the Father’s measureless mercy. What they are practicing is work-righteousness in the form of prayer.

Therefore, because we are among these people who distrust God, and cannot get away from our activism even in prayer, and thus cannot bring ourselves simply to let ourselves fall into God’s hand, Jesus is calling out to us:

“Your Father knows what you need before you ask him. He is already there before your need comes. He is already there ahead of the waves that threaten to engulf you. I, your Savior, am already there before your sins; you have only to claim what lies ready for you to use. For the blessing and the help and the salvation are there, ready at hand. Don’t you see that all your efforts, your chattering of empty phrases, your crying is like battering down a door that is already open? Don’t you see what a terrible distrust this is of him who has opened the door and is waiting for you, as did the father of the prodigal son? What you are doing in these furious prayers is like writing threatening letters to your Father, telling him he is obligated to help you, when all the while this Father is thinking of you day and night and waiting for the first sign that you are willing to come home. When you know that someone loves you and is near to you, it does not require many words, but only a quiet sign, a glance, a little suggestion, and he will understand. Should it be any different with your Father? Your Father ‘who knows what you need before you ask him’?”

These are precisely the words that bring a great calm to our prayers. We do not need to utter any long and well-phrased speeches; God understands even a sigh or a groan. He also understands the crude and halting words-simply because he loves us and knows us better than we know ourselves. And the groans of a dying child of God, who can no longer speak and is already beyond the zone in which human words count, are more precious to him than all the calculating prayer-rhetoric of many a devout person and many a shrewd and “religious” worldling.

But all this is true only on one condition: that we come in the name of him who taught us to pray in this way. How else could we ever arrive at the acceptance of the fact that the Father hears us, that he takes an interest in us, listens for our sighs, and desires to make his dwelling place in our poor chamber? The people who keep telling us Christians that it is presumptuous of us to bother God with our trivialities, that we are rating ourselves altogether too high when we do this and making of God an all too human person, these critics are actually right. If we did not recognize in Christ the fatherly heart of God; if we did not see in him that divine downward pull that keeps drawing God to broken and contrite hearts, to the poor in spirit, to widows and orphans, the sick and the destitute, in a word, to his lost and beloved children; if we did not know the dark night of the Cross in which the Son’ of God allowed himself to be plunged to the. abyss of hell, compared with which the most cruel depths of human woe are but as green valleys, then, yes, it would be better if we kept quiet, because it is more courageous to stand up and bear adversity than to console oneself with illusions and pious romanticism.

But this Savior has appeared, the door to the Father’s house is open, and now nothing can separate us from the love of God.

I said a moment ago that we are commanded to pray, but having said that, this last thing must be added. Such a command and task would be meaningless if the really clinching thing in all this were not the gift, which means that we are given to know that in Jesus Christ we have the joyful and indescribable surprise of knowing that we have a Father who loves us, that there is someone upon whom we can cast all our cares, that there are eyes watching over us that see all the misery and the longing, that there are ears listening to us that can interpret the sighs and groans.

“Out of the depths I cry to thee, O Lord!” Yes, now I really can do this, since all this is true. Blessed be he who can hear us because he himself is beside us in whatever depths from which we may cry and pray! His ear is inclined to our voice and his heart is marvelously ready to hear, to understand, and to help “more abundantly than all that we ask or think.”

Don’t you see? We are being called by name, and now we need only to answer, now we need only to speak out and cry out with all our strength, “Here I am!”

This answering to that call which has already come to us-that’s what prayer is.

And now let us trust with all our hearts that there is a Father who has called to us, and then stride bravely into the dark, never ceasing to call back to him, perhaps as Peter cried when he threatened sink into the sea-that’s what faith is.

Copyright © 1980 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

MY CHOICE OF BOOKS

Vernon Grounds shares five books that are helping him in ministry.

A number of our readers came up with the same good idea. Why not ask Christian leaders to tell us about the books which hare influenced them most over the lust five years? One of our interviews was with Vernon Grounds; here’s what he told us.

I look for books to broaden my vision and sensitize my spirit to the problems and needs around me. The best books remind me that, despite technological transformation and increasing knowledge, human life and human nature do not change. There are a few basic verities, and these shine through good books which recall me to the essentials.

Jacques Ellul’s Ethics of Freedom (Eerdmans) is the most probing analysis of the subject I’ve come across. Ellul examines political freedom, but also talks about working it out in all human relationships. In a kind of dialogue with the Bible, he relates the Christian concept of freedom as rooted in the liberating work of Christ. It’s an original and brilliant work that I’ve found of practical value in implementing freedom in my own life.

I’ve found that biographies encourage and reinforce me in my daily struggles. I feel uplifted when I realize other Christians confront the same dilemmas and maintain consistent discipleship through them.

A recent biography, Lonely Walk, The Life of Senator Mark Hatfield (Christian Herald Books), explores the spiritual development of a man who has achieved national prominence, and depicts his struggle to apply biblical principles to the issues he faces. The book is a portrait of honesty and courage-qualities which are essential in my own struggle to lead effectively. In today’s roughand-tumble arena, I need to see other leaders face the agonizing difficulties of implementing Christian values in their profession.

Of all twentieth-century human conflicts, none is so awesome as the struggle with death. I looked for a book on this subject not only for my benefit, but so l could have greater insight for counseling others about facing death. Ernest Becker’s The Denial of Death (New York Free Press) focuses on the human predicament: man- both as a human person and a biological animal-aware of his destiny to die. Becker explains that in today’s existential society, the protective illusions of redemptive ideology have been eroded by the rejection of God and absolutes. Consequently, man is at an all-time weak point in facing the reality of his situation. This is not a philosophy book, however. Rather, it portrays the psychological ramifications of death, how it affects people’s behavior. And, although it doesn’t claim to be an apologia for Christianity, it points to Christianity as an answer to the predicament.

A book which has been invaluable to me for its practical portrayal of day-to-day persistence is Lest Innocent Blood Be Shed, by Phillip P. Hallie (Harper & Row). (The title makes reference to the Old Testament cities of refuge where people could find shelter from oppressors-“lest innocent blood be shed.”) Under the leadership of Huguenot pastor Robert Trocme, the inhabitants of a small French village, LeChambon, turned their town into a harbor of refuge during World War II. The Petain government, under firm control of the Nazis, had launched a program against the Jews; and this handful of simple, French mountain people saved hundreds of Jewish lives in the cause of Christian truth. Trocme’s firm opposition to violence served as the mainspring by which the people were inspired. On any given day, the whole town could have been wiped out by Nazi soldiers for harboring Jews. In this book I have seen a sparkling, compassionate, true-to-life portrait of a brand of leadership that produces loyalty in the worst of times.

As leaders, we deal with people, and I’ve found that books which reveal the intricacies of human nature are helpful in my ministry. Solzhenitsyn’s The Gulag Archipelago (Harper & Row) is a good example. The book has been labeled an indictment of the communist system; and it is pulverizing as an indictment. Yet its beauty lies in its depiction of the heights and depths of human nature. It is replete with sketches and narratives of how human beings treat other human beings and how tenacity and faith can endure under intolerable pressures. Glimpses of how people can be loving and self-sacrificing, as well as demonic, give this book tremendous impact. I find its insights profoundly important as I seek to know myself and those to whom I minister.

Copyright © 1980 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

HOW TO MOTIVATE YOURSELF AND OTHERS

Motivation begins when goals and feelings are skillfully blended together.

As we’ve talked to Christian leaders this past year, again and again we’ve heard, “Do something on motivation! How can we build the enthusiasm and commitment we simply must have?”

Fall programs begin soon. How do you get yourself up for the challenges? How do you attract all the volunteers your church needs? And, once attracted, how do you keep them going?

Killers of motivation intrude throughout the church year: cold water dumped on ideas in committee meetings; tedious board meetings which last too long; overloaded “willing workers” who see others standing back.

How can you replace frustration, apathy, fatigue, and demoralization with energy, enthusiasm, and momentum?

Editor Paul Robbins and publisher Harold Myra met with Doris Freese, associate professor of Christian education, Moody Bible Institute, Chicago, Illinois; Douglas Johnson, executive director, Institute for Church Development, Inc., Ridgewood, New Jersey; Wayne Pohl, administrative pastor, St. Paul Lutheran Church, Trenton, Michigan; William Treadwell, pastor, Faith Baptist Church, Georgetown, Kentucky; and Donald Wellman, pastor, First Church of the Nazarene, Denver, Colorado, to discuss the relationship of motivation to the Christian leader, his or her professional staff, and the membership of the church.

Paul Robbins: Let’s start with personal motivation. How do you develop and sustain motivation for your ministry?

William Treadwell: I was taught in seminary never to resign on Monday. (Laughter) Donald Wellman: You need a clear understanding of yourself, what you want to accomplish.

Robbins: You’re saying motivation starts with a personal game plan?

Wellman: Yes, I want to know what I’m exchanging my life for. Every day I’m exchanging. I flew here last night, I’m here today, and I’ll be home at 5:15 this afternoon. I must know what I am exchanging that time for. I’m in the ministry-though that was not my original intention-because I discovered it was God’s plan for me. God’s will determines where. I’m headed, what I’m all about, and gives me the motivation to keep going. Motivation outside of this isn’t sound.

Douglas Johnson: I define my goals for each day. And every day I discover somebody new living in my clothes. The direction I once set for myself has changed several times. That’s not because I don’t know who I am, but because I’m being led by the Holy Spirit. I like to think I’m organized and on target, but I’m very open to saying, OK, if God wants to change my direction.

A leader has a plan, but he is also sensitive to his own needs and limitations, as well as the needs and limitations of others. About six years ago, I worked for an organization in which I became deeply involved. In fact, I was so involved I found I was losing my family. My kids were growing up without me and I didn’t have things to share with my wife. Suddenly I saw a need to change direction, the need to change my plan.

Robbins: What was taking you from your family?

Johnson: The same forces that engulf most leaders. You get wrapped up in what you are about as you pursue a series of accomplishments for yourself and your organization.

Harold Myra: I’ve sensed in the last year that many pastors come to the point where they say, “Hey, it’s all been a waste. I’ve been working with these people for five years and where’s the growth?”

Treadwell: Let me respond to that. I write evaluation reports regularly. They can be done in two ways: one way is to say we didn’t accomplish anything; the other way is to say we did accomplish something. I’ve found that no matter how poorly an organization or a person has performed, they still have accomplished something. Too often we focus on the negative side, but if you look closely at your congregation, you’ll see it is not the same group it was last year. People have changed and people have grown; new people are involved and the original members have become more mature. Without realizing it, you have cultivated growth.

Wellman: But I think depending on accomplishments as the source of motivation creates problems. I’m not motivated by ecclesiastical or financial achievement. My motivation comes from something within, and that’s what I must keep in touch with.

Doris Freese: If you set goals as standards for personal accomplishment, you lose the sense of selflessness so important to motivation. If, on the other

hand, you see your goals as potential happenings in the lives of people, you’re motivated by seeing how God acts in their lives.

Wayne Pohl: But motivation can be killed by setting unrealistic goals and not learning how to deal with failure. This breeds a terrific amount of frustration. In our community we have 52,000 unchurched people within a six-mile radius of our church. The tendency is to say we’re going to win 5200 next year. We’d love to do it, but it isn’t going to happen. Until we learn to set realistic goals, we’re going to feel frustration again and again. Once a realistic goal is set, I don’t think we’re able to continually motivate people unless we can deal with failure.

One of my favorite stories is told by Ted Engstrom about a man of thirty-two who is suddenly appointed president of the bank. He’d never dreamed he’d be president. So he goes to the venerable old chairman of the board and says, “You know, I’ve just been appointed president. Can you give me some advice?” The venerable chairman says just two words: “Right decisions.” The new president says, “That’s really helpful and I appreciate it, but can you help me even more? How do I make right decisions?” The wise old man says just one word: “Experience.” The young man says, “Well, this is just the point of my being here. I don’t have that kind of experience. How do I get it?” The venerable chairman of the board says tersely: “Wrong decisions.”

That’s where failure can be a benefit. The way we deal with failure can determine how we sustain motivation.

Robbins: What do you consciously do to motivate yourself for the tasks you have as leaders?

Treadwell: Don’t start with goals, start with feelings. I try to take part of Monday mornings to be alone, to get in touch with how I’m feeling about my call and my congregation. I struggle with the fact that I’m forty-six years old. All my life I’ve assumed I was twenty-five. The other night I went to a concert and they had a fellow who was younger than I am directing music written by Bach. You have to be older than I am to understand Bach! (Laughter)

What I’m trying to say is that I don’t think we always understand Erik Erikson’s eight stages of development, in which we do different things at different ages. Also, my feelings come in layers. I have different feelings at different places-at home, at the bank, at church, with the chairman of the deacons, with my denomination. You have to identify your feelings and then own them. I know very few ministers who can say, “I really feel jealous. I’m green-eyed that such-and-such is happening.” But you have to own those feelings. You have to identify them, and admit that a man like me, called of God, a Christian believer, does feel this way.

Then, you have to find a healthful way to report these feelings. I’ve had more trouble here than in any other area of my ministry. Wait until you’ve just “had it,” and you decide the one person in your congregation you can trust to understand is your chairman. So, over supper one night, you tell him about the frustration and the hurts and what’s really happening in your life. You watch his face go aghast.

He pulls inside and eventually leaves your church because he can’t stand for you to be in that kind of shape. It shatters him to see a minister hurt. We aren’t supposed to be hurt.

So, I try to report my feelings appropriately. I can’t dump them on my wife; she has about all she can handle. Sometimes I choose a son, sometimes I choose a daughter, sometimes I choose a barn, or go shout at a horse. But my point is, you have to choose well, for you will report these feelings. You’ll report them in your work, to your staff, or in your preaching. If I can get some sort of inventory done on Monday, then I’m motivated for Tuesday, Wednesday, Thursday, and the rest of the week.

Freese: When I moved from church ministry to teaching, I was scared skinny. The timing was awkward for I was also pressured with work on my doctorate. In a couple of classes I didn’t understand what the teacher was talking about, and I had to come to the place where I admitted I didn’t know what was going on. I needed to become a learner again. It was a freeing and motivating experience to say, “OK, I’m just going to be a learner.”

Robbins: Could we be vulnerable enough to talk about those things that kill motivation within us?

Johnson: It kills me to have a support person, someone on whom I depend heavily, evaluate my work and say, “You really did a lousy job.” Getting back up off the ground after that is difficult.

Treadwell: I’m a fixer. I try to fix anything-including people. It destroys me to get into a situation, especially within my congregation, and watch it get worse and worse until it destructs. I feel helpless, and that pulls me under.

Robbins: How do you find your way back?

Treadwell: I remind myself who I am, and get in touch with why I feel helpless. Obviously, something I was looking for didn’t turn out the way I wanted it to. If I discover I’m expecting more of myself than I should, I confess, “I’m sorry, God; it’s your domain, not mine.”

Wellman: The New International Version paraphrases Galatians 6:4 so well: “Each one should test his own actions. Then he can take pride in himself, without comparing himself to somebody else.” That’s the issue. If we know ourselves, and we’ve done our best, success doesn’t depend on such things as the number of conversions we see; success means doing God’s work as best we can.

Treadwell: I can handle that when it comes to witnessing. I can handle it when it comes to preaching, proclamation-most things. But when it

comes to a bad family situation, and I see two people heading for a divorce that will destroy each of them and destroy the children, I can’t break loose yet at that point.

Wellman: Have you done your best?

Treadwell: According to your logic, no, because I’m not feeling good about it.

Wellman: But you can’t feel responsible for something you don’t know how to do. I wouldn’t have the faintest idea how to fix this tape recorder. To expect myself to take it apart and repair it is unrealistic. For you to expect yourself to solve every marriage problem is unrealistic. Acknowledge that it’s unrealistic, and do your best.

Johnson: But you’re approaching this rationally. I hear Bill talking about things that I too experience, things that aren’t rational. Failure is often defeat whether you can say you’ve done your best or not.

Robbins: Don, how do you measure when you haven’t done your best?

Wellman: You have to get inside of yourself. You know when you’ve done your best, or when you haven’t.

Johnson: I’m trying to get into your standard, Don. I like for people to do their best, but I don’t understand how it proves either success or failure. Let’s say somebody joins your choir who can’t carry a tune in a bucket. He sings, and everybody weeps; but he honestly does his best.

Wellman: I wouldn’t allow him to be in the choir; I’d steer him toward something else. Then he wouldn’t be exposed to shame and the embarrassment of failure.

Robbins: It seems we’ve been saying that personal motivation comes from a regular inventory of who we are, what our personal feelings are, and how we deal with those feelings. Don says, in addition, that we should do the best we can as measured by our internal standards and leave it there. Doris says we can be motivated by becoming learners again.

Myra: We’ve also said we have to accept our personalities and our feelings. If we’re going through a devastating experience, such as being fired or harshly criticized by people in the congregation, we have to say, “This is like being smashed in a car accident. I can’t deny the pain. I’m going to have to go through these emotions.”

Robbins: Can we talk about “call” for just a moment? There are many questions about a ministerial call. While it’s still an appropriate term in some denominations, it’s played down in others. What do you mean by a call, and how does it affect your motivation?

Wellman: A call is a deep conviction about what God wants me to do with my life. For example, I was in pre-med when I felt a call to ministry. Later, I had a deep conviction to preach, and if I didn’t still have that conviction I wouldn’t last in the ministry for ten minutes.

Pohl: I agree. It’s a divine certainty. It comes through loud and clear. You don’t have to see visions to realize it. I knew I had to serve God in a way that he had chosen instead of a way I had chosen. When frustrations come, I may be uncertain about everything else, but I am certain about my call. That’s the rock.

Wellman: And that’s the rock that will support you when all else fails.

Treadwell: I don’t know if you have time for this or not. I was thinking back over my own hospital experience. I had just finished going over various legal papers with my wife, for we weren’t quite sure what the next morning was going to bring. I walked over to the window and began to take inventory of my life and ministry. I thought about my children. They were healthy, both physically and emotionally; I felt good about that. Then I thought about my ministry. There were some things I would have changed, as well as some things I would not have done differently. I thought about my marriage, about my dreams. As I looked through the window, I watched my wife walk across the parking lot to our car. No other cars were there, just a streetlight that shone through the falling snow. She turned, looked toward my window, and then was gone. It was just me and God. I remember saying to him, “All right, if I get out of here, what will I do?”

On my desk at church were several offers, including an opportunity for a large administrative job, and a seminary post. As I stood there, I went over my call once again, and clearly decided that, even if I left that particular church, I would go on doing what I’d been doing. Then I flashed back to what an old minister had said to me from the pulpit years before. “Look around you. As God’s children, discover what needs to be done more than anything else in the world, and get about it.” While I’d never aspired to be a minister, I’d never seen a greater need for anything in the world. I’ve been reaffirmed in that call several times along the way.

Johnson: I never had any question about my call. It is a given. There have been a lot of times when I wasn’t sure who was “shaking the rod” or where I was going to end up. But there is just no question that I’m going to be a minister wherever I happen to be.

Robbins: Do you go back to this touchstone for motivation?

Johnson: All the time.

Freese: We all go back to the call. I know what it has meant in my life, the fun things I’ve done, and the bathtub of tears I’ve cried. Even though I’m not a pastor, everything I presently do is based upon that time when God called me. I can’t imagine being able to deal with ministry problems without it.

Treadwell: For me, the call of God is like headlights on a car. My vision never goes the full distance; it just goes as far as the lights shine. Sometimes you’ll run right up to the edge of a turn and the lights run off into nowhere; but if you go just a little farther, the lights will turn, and you’ll be able to see just enough roadway to go on. My life call is ministry; the headlights are on, but I can’t see where I’ll be thirty years from now.

Robbins: Let’s move to our second major question. How does the leader create, build, and sustain motivation among his or her staff, the group of people who also have this call?

Treadwell: I have to know my staff well-their homes, their lives, their families, their feelings, their finances-so that I’ll have some idea of how they’ll react to situations. I have to respect their competency. We really have to respect each other as professionals. Then I have to give my staff freedom to work and room to play-their way!

I hate to hear a minister say, “OK, we are going to have a staff softball team and everybody has to play softball.” It may be my thing to fish! Don’t force me into a regiment that has to dress alike, look alike, think alike, and even play alike!

Freese: The staff member must also have the opportunity to verbalize his or her dreams.

Treadwell: Agreed. The dream and the call of the rest of the staff are just as holy, just as important, and just as exciting as that of the senior pastor. The chemistry that occurs when a staff is together should include all of that.

Pohl: It has to be a mutual support community. For staff members to feel good about themselves, you must give credibility to their positions in the eyes of the congregation.

Robbins: What makes a staff team really work?

Pohl: They’re dreaming the same dream.

Treadwell: They’re friends.

Wellman: And that starts with the pastor. If he or she doesn’t feel this way about the staff, he’s not going to create that kind of atmosphere. I look for three things before hiring people: the quality of their spirit, their energy level, and their ability. Quality of spirit is most important. Willingness to work with a teamwork attitude is the first prerequisite of a good staff person. Energy level is always affected by quality of spirit. Great spirits and attitudes produce energy that might not normally be there. Finally, their abilities; and it’s up to me to see that those abilities develop. I must create an atmosphere where staff members are not threatened, where they can talk and share and dream.

Johnson: Allow people to find their niche and grow. You do that by listening. Listening is an art that very few of us have mastered.

Robbins: What can we offer the reader who is experiencing low staff morale right now?

Pohl: In some cases, we need to realize that not every staff combination is going to work. That’s nothing to be ashamed of. To admit it is part of the honesty a staff should have. It’s not necessarily an indictment of anyone to agree, “You may be happier elsewhere; I may be happier elsewhere.”

Treadwell: One clue that things are going badly for a staff is that they quit trying to be together. People start skipping meetings; they avoid social times. If you see this coming, make it a part of the next staff meeting to say, “Look what’s happening to us! Once we were a family. Can anybody tell me what’s happening?” Honest, open communication and discussion is the first step to rebuilding staff morale.

Johnson: Senior pastors are anxious about dealing with conflict. They can deal with it in the congregation sometimes, but within their own staff or families they find it very difficult.

Freese: Sometimes it’s cyclical. The staff person may give some clues that there is difficulty, but the pastor doesn’t read them. Then the staff person loses motivation. The pastor senses he’s pulled away, and responds in a critical way which continues the cycle.

Pohl: Senior ministers need strokes, too. They are strokees as well as strokers.

Treadwell: What I’m reaching for is a staff that is so healthy in its relationships to one another that any single member can flag problems. It won’t always be the senior minister who spots trouble and takes someone off down the corridor and whispers encouragement. In my church, I’m interested in developing a staff that is so sensitive that anybody can say, “Hey, look, we’re drifting!”

You can get so into the dreams of building programs and fund raising that you roll right over the hopes, dreams, and feelings of those closest to you. I remember building, at the same time, a church and a home on a twenty-six-acre clearwater lake. When we moved, I was bemoaning the fact that we were leaving this beautiful lake, where we could swim and enjoy other water sports, when my wife said, “I’m not going to mind leaving.” I said, “Why not?” She answered, “It’s nothing but a motel. I’ve been a maid in a motel all this time. Do you know how many times I have been in that lake? Twice!” There I was, Mr. Sensitivity, flying all over the country, leading groups in how to develop better interpersonal relationships, and I blew it. I want a staff-and a family-that feels comfortable about confronting problems.

Robbins: Let’s talk about motivation as it relates to volunteers. How do you motivate lay workers?

Treadwell: A layman’s motives for service may not be as clear as the professional’s I think some are subconsciously thinking, “I will work off this guilt,” or “If I am good, God will be good to me.” I constantly share my dream with people, for in so doing I discover what interests them. By “dream,” I mean the big picture, the overall mission of the church. I want others to know that they share in the ownership of the dream, and that certain things won’t get done if they don’t do them.

I had lunch with a young fellow the other day, and his two prime interests were missions and broadcasting. I began to wonder how the church could best use him in those areas. By sharing with him the larger picture of the church and its community involvement, he began to talk about how he could creatively use his talents. Genuine, meaningful recognition of ministry interest is motivating.

Robbins: What other forms of recognition would you suggest?

Wellman: I’m not much for buttons and certificates. Personal letters of recognition help. I have a stewardship committee that just closed a six-week-long presentation. Each of the six men gave a five minute testimonial per Sunday morning. That was recognition of their ministry, and it was a challenge to the congregation.

Pohl- At St. Paul’s we work on the basis of the spiritual gifts of the individual in determining volunteer staff responsibility and placement. We have a full-time minister who tests each member for spiritual gifts in an effort to help them discover and utilize their gifts. We don’t view the results as inspired, but it gives us a starting place to help people evaluate their gifts and abilities. And they serve on the basis of their gifts, rather than an opening in the congregation.

Robbins: Or the basis of need?

Pohl: Right.

Treadwell: Isn’t there a difference between that and motivation?

Pohl: It’s motivating to know that you can do something you want to do and feel you have been gifted to do. This year, for the first time in our history, we had eighty positions open for congregational office. It took only eighty-two phone calls to fill those positions. We couldn’t believe it! Because people were asked to serve in areas where they felt gifted, and wanted to exercise their spiritual gift, we had to do less motivating and recruiting.

Freese: How do you guide them toward discovering what their gifts are?

Pohl: There are several tools available. Fuller Evangelistic Association in Pasadena has a number of questionnaires which help members discover their interests and abilities. Obviously, we don’t arbitrarily declare, “You have the gift of craftsmanship; therefore, you have to be a craftsman.” We work with the members to bring them to a place of spiritual self-discovery.

Robbins: Let’s discuss the phrase, “spiritual gifts,” because it means a lot of different things to different people. Some people believe there are nine spiritual gifts, while others believe there are an unlimited number.

Pohl: We involve people in the use of seventeen spiritual gifts.

Robbins: Seventeen as mentioned in the New Testament?

Pohl: Yes, in Ephesians 4, Romans 12, and T Corinthians 12. But we only encourage those gifts that have an avenue for service. In other words, we believe martyrdom is a gift, but it can only be used once, and you can’t build a long-range program upon it. (Laughter) We also believe celibacy is a gift, but we don’t know how to use it for the good of our congregation.

In addition to providing materials that help people determine their spiritual gifts, we encourage them to affirm their gift. They’re free to experiment with their gift in any area of the church.

Robbins; How do you invite people to go through this process?

Pohl: It’s one of the criteria for membership. It’s congregational policy.

Robbins: So when they seek membership, they accept this process.

Pohl: That’s correct. We have a spiritual gifts minister who meets with them to discuss the policy and the process.

Freese: What percentage of your congregation is involved in this program?

Pohl: We’re running about seventy-five percent. We’re not totally satisfied with that percentage, but we are pleased with it.

Myra: You have three-quarters of the people involved in what sounds like a very fine program. Do you ever have problems with members being too busy, or have you generated such excitement that they just want to do this rather than something else?

Pohl: We find busyness a problem for some people, especially those who travel. But most people get very involved in activities they like and can successfully do, and they’re involved as much as they’re able to

Treadwell: Wayne, I think it takes a small group months to find and affirm the spiritual gifts of people, and I get a little nervous at how quickly and mechanically you do it. I’m excited about your percentages and responses, but they seem a little unrealistic. I guess I would like us to clarify the process of discovering gifts.

Johnson: What do you do when you think you’ve identified a person’s gift, and then they get into a service situation and say, “Hey, I don’t like this after all.”?

Pohl: That’s the main reason we encourage experimentation-to find out if the gift is affirmed.

Treadwell: What would happen if you and I talked for awhile, and because of my background, you concluded that I should help on the administration committee; then you found out I hated administration?

Pohl: That’s fine.

Treadwell: But you told me it was a gift from God.

Pohl: I would then say that you don’t have the gift of administration, because everything I understand about gifts indicates they are to be enjoyed as well as employed.

Freese: Low motivation may reflect the level of the development of the gift. As I understand gifts, they are not necessarily mature at the time of discovery. They are developed through practice.

Johnson: I hear Bill saying that if Wayne came to him and said, “Administration is your gift,” he would feel a lot of guilt if he disagreed. So, he might agree and thus be motivated out of guilt. The tendency in the church, as I have perceived it, is that guilt is used by many Christian leaders to motivate people.

Freese: But did Wayne say that the minister actually identified the gift?

Johnson: That’s incidental if the person who is doing the recruiting comes in and says, “This is your gift.”

Pohl: We never say it like that. No one ever goes to a member and says, “You have the gift of teaching, and if you don’t teach you aren’t being faithful to what God has entrusted to you.” We say, “The testing you took indicates that teaching may be one of your gifts. We’d like you to experiment with it to see how you feel about it. Then, we’d like to see if there is affirmation from the body.”

Myra: Wayne, I like the way you expressed that, and I like the fact that you said “one of your gifts.”

Pohl: Yes, we employ what we call a mixture of gifts. If someone has the gift of teaching and administration, that person could be used in a coordinating capacity, or in one of the educational programs, and would understand both areas of responsibility.

Johnson: I hear your words, but I’m still a little confused. Lay people are often unsophisticated, and when they’re told they have a certain gift and that they ought to be practicing it because God wants them to, it smacks of manipulation.

Pohl: I don’t think it’s being manipulative to say to people that God gave them gifts for a purpose, and that they ought to be using them.

Robbins: What do you think the basic difference is between motivation and manipulation?

Treadwell: If I have a free choice to do something, I’ve been motivated. If you take away my free choice, I’ve been manipulated.

Freese: Motivation comes from within a person. In that sense, we don’t really motivate people; we influence them to use the motivation they already have.

Myra: A lot of our comments on motivation relate to larger churches which have many resources. How does the small-church pastor, who does all the preaching and practically everything else, apply himself to motivating volunteers?

Freese: He must motivate through other motivated people. He has to practice ministry through them.

Myra: So he focuses on a certain number of key people. Doesn’t that break down? For instance, maybe he can get ten people working, but if those ten don’t get ten more working what can be done?

Freese: The job isn’t completed until those ten have recruited ten more. It has to keep working in multiples throughout the congregation.

Treadwell: Sermons motivate in the small church more than in the large church. Large-church ministers cannot focus as tightly on the congregation as some of us in small churches. We can come right to the point with our people, and zero in on ideas and talents. We can say, “Tonight I’d like to talk to you about your dreams; we are going to have a dream night.” Our church did this. I opened the sharing time by saying, “I have a radical request. For the sake of principle, and the enrichment of our ministry, I want a woman minister on the church staff. Now, I’m sure you have requests. Next Sunday night, we are going to gather and hear your radical requests.” The following Sunday night we had a huge crowd, and did we ever get some radical requests!

I’d like to tell you what we’re going to do next year to motivate our congregation. When you join our church, we will visit you and take an inventory on what you’ve done and what you would like to do. Then we’ll let the congregation know about your desires and abilities. We’ll call you and discuss specific areas of the church in which your abilities could be used. If you would like to teach twelfth grade, we’ll say, “Here’s what’s involved,” because we are going to write descriptions for each job. We’ll compute the exact hours involved to perform your area of interest. Finally, we’ll ask you to respond with a simple, yes, or no. If you say, yes, the church will officially call you to that ministry task for one year.

Freese: I like the idea that you are going to put something in each person’s hand that describes the job. For instance, if they are going to teach, along with the job description they ought to have a copy of the curriculum so they can examine it and see what they will be teaching.

Treadwell: For too many years we’ve used a “fuss-and-beg” system. We fuss at the congregation until they finally agree to do it; and then, when they start, we beg them not to quit!

Robbins: Let’s quickly summarize this discussion. What are the keys to motivation?

Johnson: Allow people the opportunities to grow. Allow them the freedom to choose jobs they can do well.

Pohl: Approach any group with a great deal of pragmatism, a great deal of optimism, and a great deal of enthusiasm.

Freese: A basic scriptural principle is Ephesians 4:12: “Prepare God’s people for works of service so that the body of Christ may be built up.” The senior pastor and the pastoral staff must see this as their first priority.

Treadwell: The ministry is fun, yet I haven’t heard us talk much about joy. We’ve talked about work, frustration, and motivation. But there is something contagious about going after a dream that is filled with joy. The world has gone bananas; and if we can convince people that we are onto something that’s full of joy, and that there’s room for them, they’ll stampede one another to follow us!

Copyright © 1980 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

The Pastor and his Humanity

In the long run, ministers would be more effective if they would discard the professional image of God’s little brother, and just be their brother’s brother.

One of the delights of my ministerial life has been reading, as a part of my devotional experience, A Minister’s Prayer Book, edited by John W. Doberstein. Many times when my spirits have been low and the “blahs” have taken my will captive, I have picked up this little red book almost disinterestedly, only to grab hold of pure ecclesiastical energy! The image portrayed of the pastor as God’s faithful hero and undershepherd, going about his unheralded tasks in humble service, raised my spirits, rescued my will, and lovingly patted my depressed ego. I would then leave my early morning study, bound to the hospital, the committee meeting, or the funeral home, more determined than ever to be St. Francis, John Wesley, and Billy Graham-all in one!

Then it hit me.

These stained-glass ministerial images didn’t have much humanity. Where was their human side? Why was I so prone to the “downs”? Was I the only pastor who sometimes resented my work and often felt as though I were suffocating in the straitjacket of the ministerial role-model?

Didn’t any of these guys have families? Families cause problems-as well as give blessings. Didn’t their spouses ever writhe under the restraints of being married to a preacher? Don’t they know PKs are often difficult to raise because they know Dad’s halo is a mirage?

By the time most adults reach middle age, only a few Santa Claus images remain. One which lingers is the role in which many people cast their pastor. After all, if you can’t trust your pastor to be a little better than everyone else, who’s left to lean on? Many people assume that their pastor is supra-human. Though some may be cynical about the clergy, the vast majority will attribute to him qualities, virtues, and abilities that no mere mortal could possess in such abundance. Something persistently beats within the human heart that wants to attribute special qualities to those who are supposed to be the best.

I once read a book about a well-known TV evangelist which indicated that although many of the prayers he prayed for healing were not answered, people were loath to tell him they were not healed because they wanted so desperately for him to succeed.

Perhaps it’s the “a-little-larger-than-life” syndrome where all of us, consciously or subconsciously, are looking for someone who represents, or at least approaches, the absolute. Obviously, the object of that search can be found only in God and his Word. As a pastor and a human being, I can only direct people’s attention to Jesus Christ, while hoping they understand I too am a seeker.

Most pastors in my circle of friends have said they wish more people would allow for their humanity and personal limitations. They live in fear that they might be “found out” and rejected.

Who are these colleagues? I’m talking about redeemed people with feet of clay, even though those feet regularly stand behind a pulpit. I’m talking about ministers who, in spite of their highest aspirations, daily deal with their own anger, sexual drives, and ambitions. They get headaches, pull muscles, are “irregular,” and age. Oh, how they age! They may be overcome with sorrow or devastated with depression. I can remember many Sundays going into the pulpit to lead in worship and not feeling like it at all. T just went through the motions, hoping it would soon be over.

A pastor’s weekly schedule whipsaws him through the total spectrum of human emotions, including his own. He regularly swings by the nursing home where the elderly slump in their sad array of human senility; he haunts the hospital corridors to visit those of all ages who are terminally ill; he is on call at all hours to give comfort to the bereaved; he moves quickly to a different hospital where he can rejoice over a successful operation or a newborn baby. He occasionally struggles with suicidal people, trying to give them a reason to live. He agonizes with alcoholics in their own private hell of addiction. He tries to comfort women whose husbands have rejected and left them. He prays with distraught mothers and fathers whose children are going wrong. He is caught up in a chain of committee meetings where hassles, conflict, and competition are permitted of everyone but himself.

Emotional fatigue and “people tiredness” become serious problems, and can be just as debilitating as physical weariness. Many of my clergy friends suffer from insomnia because their bodies are wide awake but their spirits are “zapped.”

Perhaps it sounds as though I am seeking sympathy or using this opportunity to “dump” on the laity the accumulated frustrations of someone who is mismatched for ministry.

Please let me set the record straight. I am a pastor because I want to be in ministry; the rewards far outweigh the problems. Opportunities and experiences come my way every week that most people may not enjoy in a lifetime. I’m good at what I do, and I strongly desire to become a better person as well as a better servant.

But I am human. Even though I am called by God to professional ministry-a man of the cloth, a “holy man,” the voice of God in the pulpit, a Rever-end-I am as trapped by the garment of corruptible flesh as the person in the pew.

I’m susceptible to compliments and criticism. When someone compliments me, I warm to it, I feed on it, my ego gets stroked. On the contrary, when I’m criticized, even mildly, it’s difficult for me to restrain the hackles that insist on standing up. I may carry a grudge just as sinfully as anyone else. But no matter how hard I may try, my feelings toward a person who has criticized or complimented me will be colored by these realities.

One area where humanity exerts itself is in my relationships with people I dislike or with whom I have had a disagreement. In my pastoral role I feel an intense need to “get along” with everyone. It is as if I am under extreme obligation to be neutral in all squabbles, and to never take sides for fear of polarizing the church. What do I do when I tangle with someone and my humanity really surfaces- and I must later relate to that person as a pastor, leader, and friend?

I am thinking of a particular man who came up to me after a business meeting and really “cleaned my plow” about a difference of opinion. As he finished dressing me down, he spun on his heels to leave, red-faced as a weightlifter. I grabbed at his arm and said, “Hey, you can’t say that and just walk off. Let me explain . . . ” At this point he blurted, “Yes, I can!” and left. I fumed about the incident for a few days, and finally wrote out my “explanation” in a letter and mailed it to him with a sincere apology.

My humanity told me he was the one who needed to apologize; but as a Christian and a pastor, I felt an obligation to go the second mile. I did it in the spirit of I Timothy 4:12, because I was his pastor. As I reflect on it now, I’m quite sure I did it because I couldn’t face the idea of someone not liking me. I was a winner. I was “Mr. Nice Guy.” I didn’t make people mad; I only inspired them. I didn’t lose friends; I won friends and influenced people. I couldn’t mess up my record and risk damaging my ego. So, I did the right thing for the wrong cause-my cause and not Christ’s cause. I did the human thing; but I wince, even now, to admit it!

Is a minister permitted even a modicum of professional ambition? Like other mortals, he would like to see his income grow. He wants his old age to be secure. He would like to retire without becoming a charity case. As in so many other areas, a double standard often prevails here. A CPA may move across the country for a better job with more prestige and considerably more salary, but if a minister has a similar opportunity, however valid the offer, he is thought of as ambitious, materialistic, and unspiritual. Because so many people do not allow for the humanity of their pastor, they fail to realize that he is just as susceptible to the success image in America as any other human being.

In professional ministry this often takes the form of larger churches, bigger salaries, larger cars, or appointments to prestigious boards. In his humanity, the pastor wants to be called to “more significant work.” Inside, he knows that rank ambition is unChristian, and he struggles with the tension of finding the fine line between carnal ambition and a desire to have his ministry grow.

The point is, he may be a minister, but it is not likely that he grew to full maturity as the result of ordination. He is “in process.” He has not fully arrived at Christlikeness, though his task is one of pointing people to Christ.

Hidden in his ambition may be his own personal demons of greed or covetousness. He may suffer jealousy over the apparent success of his colleagues, the wealth of their churches, the size of their sanctuaries, their mass-media exposure, success in publishing, or prize speaking engagements. I am constantly amazed at my own feelings in this area. Unfortunately, like many pastors, I do not recognize my own jealousy or materialism.

This brings us to the heart of the matter: the inability of many pastors to recognize their own humanity. They get caught up or intoxicated by the image that other people attribute to them, and try either to live up to it (and kill themselves in the process), or assume that they really do not have any “obvious” human weaknesses. Any person, minister or not, who knows who he is before the Lord does not need the public’s attribution of semi-deity in order to feel important. Through the gift of his own existence, he should know that he is made in God’s image, and as such, can neither add to nor detract from what God has made. He should simply accept the given of his existence, and with his gifts and abilities begin to move into the task to which he has been called.

Even from a theological perspective, the minister often copes with false images. We attribute to Jesus a kind of Greek-oriented perfection that the Scriptures never intended. Jesus did and said a lot of things that on the surface might be viewed as inappropriate. He really did curse a fig tree. He called the Pharisees and Sadducees a bunch of hypocrites and whited sepulchers. He seemed rude to the Syro-Phoenician woman, and delayed making a pastoral call on his sick friend Lazarus. These expressions and actions all seem very human.

Jesus was perfect and sinless, yes. But we would probably agree that Jesus’ “sinlessness” was not a matter of correct contemporary courtesy, etiquette, or even ethics. His righteousness, his propriety, was the result of his obedience to God. He did what God wanted, and that is what made him righteous. But he never lost touch with his own humanity. He wept when he saw the grief of Mary over the death of her brother.

I remember all too vividly the times when, as a young seminary student, charged with the responsibility of conducting a funeral, I could not suppress my own tears as the family came by to view their mother or father in the coffin. I find myself less able now to feel their emotion as I once did. Then, my humanity was untouched by my professional role; now, it tends to be suppressed by it.

What’s my point? The best ministers I know are those who are comfortable with their own humanity, recognize it for its strengths and weaknesses, and aren’t afraid to carefully share it with others, no matter how they might respond. They maintain a capacity for deep feeling, whether it is grief or elation; they have a rare ability to empathize with sinners, being sinners themselves, without condoning sin. In fact, they sometimes get mad at sin and “go after its jugular vein” without worrying about being reverent, proper, or formal. They are the people to whom I go when I need a pastor, not someone whose “Halo” is perpendicular to and symmetrical with his collar, and whose visage is as cold and austere as stained glass.

They are men and women who need personal friends with whom they can share confidences on an intimate basis; friends who will let them be human beings, who will let them step out of the role of super-pastor. Parenthetically, I have known some lay persons who, even though they wanted to do this, would betray themselves in the midst of deep sharing and give tangible evidence that they perceive their pastor, not as a person, but as a “minister of the gospel.”

Now that I’ve made that observation, let me hasten to add that perhaps I may be making the same mistake a lot of ministers make-attributing to lay people feelings that are not theirs, and drawing conclusions that are unfair. I know it to be true that many people do not mind the humanity of their pastor; they expect it of him. But they do mind his efforts to pass himself off as something more than human.

Perhaps it is we ministers who are ultimately guilty of maintaining and perpetuating this role-model we so despise and yet cling to, like some sacred “Linus-blanket” to cover the weaknesses of our humanity. We fear that the tattered edges and threadbare weave will expose us for the sinners we really are. We live under our own Damocles sword of rejection. In the long run, we would minister more effectively to our people, and actually be closer to them, if we would discard the overblown professional image of “God’s little brother,” and just be our brother’s brother. .

If our humanity was more vulnerable to the Spirit’s invasion, we would practice continuous incarnation. But the Spirit, like electricity, will not go in where he cannot get out. If we can acknowledge a few human cracks in our ministerial facade, the Spirit might animate us and flow out of us.

Copyright © 1980 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

IDEAS THAT WORK

Don Bubna suggests some time-saving tips for Christian leaders.

A society in which “Whirl is King” makes a lot of noise about time-savers. But time is not saved by multiplying devices; it is saved by personal discipline.

“Time is the scarcest resource, and unless it is managed, nothing else can be managed,” says management consultant Peter Drucker in The Effective Executive. In applying management techniques to a Christian leader’s use of time, there are several important spiritual principles to keep in mind.

First, time for Christian leaders is not really their own; they’re the ones appointed to manage it. It doesn’t belong to the people they serve; it belongs to God.

Second, God gives leaders enough time to do everything he wants them to do. This includes fulfilling responsibilities to family and personal health.

The third principle is stated by the apostle Paul: “I can do all things through Christ, who strengthens me.”

So, God gives us time; he gives us enough time to do all that he assigns; and he has promised us the strength we need. How do we become good stewards of that time?

Drucker has developed a set of simple rules to help in the discipline of time management. They apply to the parish pastor and lay leader as well as the business person.

A. Record Your Time. Management of time begins with knowing how it is expended, and the only way to know is to keep a written record. This may seem like a needless suggestion- most people think they know how their time is spent. However, tests have shown that usually they do not.

Chart your current schedule for a period of no less than three days, and probably not more than three weeks. Be concerned with:

1. The total amount of time expended

2. The classification of how it was spent

3. The frequency and nature of interruptions

B. Consolidate Your Discretionary Time. Discretionary applies to time used for activities other than specific, concrete commitments. Try grouping these scattered bits of time together at a specified hour each day. This will allow you to have uninterrupted time to prepare sermons, plan future programs, counsel individuals, and keep yourself spiritually refreshed.

C. Prune the Time-Wasters. Once you know where your time is going, begin to prune away activities that waste it. The minister must be ruthless with nonessential activities that do not contribute to the real work of the church. On the surface, most of them will seem important; if they did not, you wouldn’t be doing them. One way to decide their importance is to ask, “What would happen to the work God has called me to do if I stopped doing this altogether?” If the answer is “nothing,” then stop doing it.

1. Learn to use a secretary. A good secretary should be the second person added to every church staff, even before a paid sexton, assistant pastor, or minister of Christian education. If a church cannot afford to hire one, the pastor should begin to train volunteers.

Begin by taking a survey, perhaps through the church bulletin, of church members who might donate half a day per week. Find out what their skills are-typing, shorthand, dictaphone- and then delegate these responsibilities. If you then decide to hire a secretary, don’t hire one to replace your volunteers; find one who would be comfortable with both professional secretarial work and volunteer coordination.

2. Learn to delegate. Christian leaders must learn to delegate important areas of responsibility to lay leadership. There is really very little we cannot delegate,, even some of the counseling, or some of the preaching. Pastors tend to make errand boys out of laymen, rather than ministers.

Delegation protects the pastor from constantly assuming the role of the “primary person.” Laymen need to see the minister take a back seat once in awhile. Delegating will eventually, not immediately, give you more time.

3. Learn the use of time-saving methods.

-Mechanical devices such as dictating machines save valuable minutes in the office for you and your secretary, and can be used when you’re traveling.

-An inner-church mailbox is a simple tool that can be used by even the smallest church. During my first pastorate, I had a treasurer, a Sunday school superintendent, and a volunteer staff of twenty-five. I spent a good bit of time every Sunday morning trying to deliver mail to them. Finally, I asked someone to construct a simple box with enough slots to separate everyone’s mail. This freed me to do the things I should have been doing on Sunday morning. Later, the box was expanded to sort all kinds of things-committee reports, board minutes, encouragement cards-and became a valuable communication facility for the church.

-Cassette tapes containing sermons, seminars, lectures, and other informative, stimulating material can be listened to while driving.

Learn to handle your papers only once. Answer mail as soon as it is opened so you will not have to read it twice. Start the agenda for the next committee meeting as soon as you have read the minutes of the last one. I try to make immediate decisions when I see mail and other papers for the first time. Whether it means writing a personal reply to someone, or simply delegating an activity to a staff member, I find it helpful to get the decision behind me. Granted, some papers require careful thought and study; but limit the time you spend each day for such matters.

-Learn when and how to terminate an interview, a counseling session, a friendly call, or an official business meeting. I view most of my counseling sessions in the same way I view a graph. The graph has a steadily rising line that indicates increasing interest in what’s being discussed. Eventually, the line levels out, then it drops off completely. This is the time to terminate the session, even though the visitor may want to keep talking. Ask questions such as, “Is there anything else I can help you with?” or, “May I pray with you about this matter?”

-Learn to use waiting moments. The average person spends three years of his or her life just waiting. Make these moments productive by carrying reading material, note paper, or portable dictating equipment. I also memorize Scripture, make notes about people I need to talk to, or list bulletin announcements. I’ve even prepared sermon notes.

D. Build a Flexible Schedule. A schedule is a pathway, not a prison. There are good reasons for changing a schedule, but without one, you will be unable to maintain an effective, efficient use of time.

Learn to budget your available time. The first step of this process it to plan a weekly schedule. Decide where you’re going to invest your time. Determine long-range, intermediate, and shortrange goals.

Establish a weekly priority list. This will include sermon preparation, calls you must make, counseling appointments to keep, or committee meetings for which you must prepare. Begin every day by writing down the list of things you must accomplish for that day. As you check each one off, you’ll begin to feel a sense of accomplishment.

In The Christian Executive, Ted Engstrom and Edward Dayton say, “For the sake of objectives, many leaders want to surge ahead without determining the best methodologies to meet their goals. It is well said that ‘the solution is not to work harder, but to work smarter.’ “

Time, our most precious commodity, requires our most serious stewardship effort; and as Christian leaders we should model that stewardship before our congregations.

Copyright © 1980 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

The Idea Behind Motivation

Motivation is like a superstructure that can quickly collapse unless it is built upon a strong base of vital ideas.

“Lord, is having a staff a blessing? Or is it just a giant albatross hanging around my neck? What should I do? Should I fire them all?”

In the early 70s, I sat alone one night in a diner in East Orange, New Jersey, and prayed those silent but seeking questions. The staff of our combined church/community center had grown from three to twelve in just over two years, and I was now responsible for a whole new area of ministry- motivating and managing a staff.

While it seemed that God needed all of these people for our ministry, they were a drain on me-a drain on my time, on my emotions, and on my life. I didn’t feel qualified to be responsible for so many lives. Besides, my personal ministry seemed to be suffering in direct proportion to the amount of time I was spending in “caretaking” the staff members.

Gary, for example, was a good coordinator, a compassionate assistant pastor, and a wise counselor beyond his years. However, among other momentum-stopping irritations, he usually picked the time right after the Sunday morning services to involve me in complex questions about the policies and procedures of the church. It was the very moment when I needed to be giving my attention to members of the congregation I hadn’t seen during the week. It seemed to me, in light of Gary’s obvious abilities, that he should help me to reach out to individual members of the church, rather than “bug me” about philosophical and organizational matters at an inappropriate time.

God answered my prayer. I found myself being introduced to pastors of larger churches who faced similar problems and were interested in helping me. Management books jumped out at me as I stood in front of bookstores. Though I viewed certain motivational and management techniques with a disdainful eye, I began an earnest search for principles that were consistent with the Scripture.

Incidentally, the sensation of being overwhelmed is one of Satan’s favorite ploys to obscure the fact that we are effectively ministering. In my opinion, the old adage “Common sense isn’t so common” doesn’t apply to the vast majority of Christian leaders. But many of us approach the increasing complexities of ministry with feelings of inadequacy. We’ve succumbed to a cultural and educational philosophy which teaches that only the highly trained specialist can deal with complicated problems.

For example, my own sense of being overwhelmed prevented me from grasping something vital-that our intense desire to bring Jesus Christ to the people at the bottom rung of society’s ladder was a highly focused ministry concept around which God had gathered a very capable staff. Their commitment to this concept motivated them to be deeply involved, even though it often required that they make extreme personal and financial sacrifices. I later learned that one of the most powerful motivational factors in any multiple-staff ministry is unified commitment to the same concept of ministry.

Another thing I was doing right (more right than I realized) was meeting with a senior staff member every day. We spent many good times over a cup of coffee discussing ministry ideas that, in turn, expressed my concepts and commitments to her. As our ministry expanded, she always “stood in my corner,” even when other people misunderstood or criticized. Because I had taken the time to clearly spell out my ideas and allow a friend to test the strength of them, we built a relationship of confidence, trust, and cooperation. Even when it became necessary for me to help reorganize her department, I received her full cooperation and support because my ideas had been shared, accepted, and tested with her.

Common sense goes a long way toward solving any ministry problem, no matter how large it may seem. Of course, the first rule of common sense is to know when you’re in over your head. As Proverbs

11:14 says, “In a multitude of counselors there is safety.”

While it was reassuring to discover I was doing many right things, it was even more valuable to deliberately probe into the dynamics of motivation.

Seminary professors often tell budding preachers that the strength of a sermon idea can be tested by reducing it to a single sentence. That goes for writers as well. Thus, when trying to define motivation, I would say, “Motivation is the art of taking a strong, vital idea and communicating it in such a way that another person will make it his own and implement it.”

Obviously, that’s the positive and more formal way of saying it. The flipside is, “You can’t build a head of steam for a poorly presented, weak idea.”

Both statements point to the heart of motivation- the strength and vitality of an idea. Ideas are the bedrock of motivational dynamics.

A well-known pastor has built a national ministry upon “powerful ideas.” To this day, he refuses to consider any ministry concept unless it “is a great thing for – God” and “will help hurting people.” While his ministry practice clearly demonstrates that he believes there is more to motivation than strong ideas, he has zeroed in on what I believe is the cornerstone of motivation.

How strong are your ministry concepts? Do you assume that because an idea worked last year you can crank it up again this year? Were your ideas that strong last year? Really? Few institutions are more guilty of pushing tired concepts from one year to the next than the church, while wondering why people never get turned on and involved. A question like “Oh, my goodness, next Sunday is Mother’s Day; what are we going to do?” is usually followed by, “Will someone look up the last Mother’s Day bulletin and see what we did?”

But I’m digressing. Let me get back to what I’ve personally learned about motivation and how it has affected my own ministry.

I believe ministry ideas should be able to pass four tests. While the following tests might seem quite simple on the surface, I-have found it’s very difficult to spell out a ministry concept that will pass all four. However, my own experience, plus the experience of many Christian leaders, verifies that any worthy ministry concept must pass these tests to become the springboard for sustained motivation.

Test Number One

Ministry concepts must clearly define needs and the specific groups of people who have those needs. Sounds pretty basic, doesn’t it? Almost simplistic. But how many Christian leaders and/or staff members strive to do everything and serve everybody-somehow? (So they never serve anybody well!) The Institute of Church Growth in Pasadena, California, has clearly documented the value of this test. Its research shows that the most positive forms of church growth usually come from clearly defined concepts of ministry directed toward grouping within the church as well as the community.

When we opened our ministry to the youth of East Orange, New Jersey, it was almost immediately successful. Christine Baldwin, our first director, had a clear “ministry idea” for the teen center. Christine reminded us that Jesus Christ came to save sinners, not Christians. More specifically, our teen center was to minister to a group of young people who did not want to run the streets with dope pushers, yet were uncomfortable in a traditional church setting. What happened? In addition to attracting and developing a strong staff, our center (three hundred members) produced new converts almost every week. Many of these new Christians eventually moved to positions of leadership in the very churches in which they had not felt comfortable.

Test Number Two

Focused ministry concepts succeed; ideas which are diffused fad. If staff members’ efforts are “all over the map,” their impact will be diluted. Concentrated impact succeeds as well as motivates, for when success occurs, so does self-affirmation. Whatever the measurement, staff members (paid and volunteer) tend to be successful in direct proportion to the focus of their efforts.

This idea has been extrapolated to impact an entire congregation. A friend took me to visit a church in northern New Jersey. As we drove further and further into smaller and smaller country lanes, I wondered if there were any buildings up ahead at all, much less a church. Suddenly we emerged upon a 1000-car parking lot surrounding a small, wood-frame building, which might have been able to seat 200 persons; across the lane was a larger concrete-block building, which might have held 500; and behind it stood a much larger structure which could have held 800 or 900. Adjoining these buildings was a new red-brick-and-white-trim “chapel” that seated 1300 on the ground floor and 800 in the balcony (full for three Sunday worship services). All of this growth had taken place in five years.

When I asked the pastor to share the story of such accelerated church growth, I was prepared for the normal dialogue about goats, master plans, building committees, stewardship campaigns, blueprints, and construction details. Instead, he told me he had spent only one hour in the planning, financing, and construction process. That one hour was spent with the building committee to show them where he would like to place his overhead projector. His ministry concept focused on Bible teaching. Every week he spent over twenty-five hours preparing lessons on overhead transparencies that could be used to teach the Scriptures. Most of his congregation were new converts who carried notebooks as well as Bibles to church.

While I am not suggesting that this ministry idea will produce similar growth for other churches, the principle of focus cannot be denied. Focus builds concentration; concentration builds strength; strength produces successful results; successful results produce new ideas. Ideas must be focused! And all of this comes under the heading of motivation.

Test Number Three

Ministry concepts must lead to “action conclusions.” An idea that doesn’t lead to implementation or decision, regardless of how well defined and focused it is, will result in ministry breakdown and an unmotivated, unproductive, fizzled-out staff. These symptoms can be found in staff members who skip staff meetings (or come late to the meetings), obviously appear bored, and become noncooperative with new ministry ideas.

The ultimate example of this came to my attention while conducting a workshop in staff supervision at the National Association of Christians in Social Work. One harried mission executive wrote a plea for help which said, “My problem is more basic than the things you are talking about; I can’t get my staff members to meet together for one hour a week about anything!”

Ministry concepts which lead to action conclusions stand out in sharp relief from all other possibilities. What is an action conclusion? How does it develop from a ministry idea?

In the summer of 1979, the San Diego Evangelical Association was faced with a problem. Its director, the Reverend Ivan Sisk, felt led to resign his position and resume his former ministry as an evangelist. The board of the association invited me to help them rethink their major ministry concepts. Through careful re-examination, the board determined that God was leading them, as individual members, to be more personally involved in the ministries and activities of the organization. What was the action conclusion? A director was hired whose principal skill was in the area of management coordination rather than in public speaking, evangelism, and public relations. Those ministries were now to be functions of the board members. Because they moved through the process of definition, focus, and action conclusion, the board implemented a search for a new director and eventually found a capable pastor who had a background of management in the aerospace industry.

This same process works just as effectively with ministries such as worship, Christian education, discipleship, pastoral care, and interpersonal relations. In fact, one of the most exciting things about exploring definition and focus is that it spontaneously spawns action conclusions. And it’s at this point of creative spontaneity that staff members begin to buy into the ministry idea and internalize it as though it were their own. Tune up your ministry ideas in terms of this third test, and watch staff motivation climb!

Test Number Four

Ministry concepts must describe the future and how to get there. All of us, whether leaders or followers, want to know how the “now” and the “then” are tied together. Participatory planning makes this possible. Nehemiah demonstrated this when he and his staff reconstructed the wall of Jerusalem. He began with a carefully developed plan and specific sessions of participatory planning (Nehemiah 2:18). Here’s-where-we-are-going generates maximum power for any ministry idea. Ask the following questions:

A. What is this ministry right now?

B. What should this ministry be in the future?

C. What will have to change for this ministry to become what it should be?

If your ministry idea describes only the present- “We are a 600-member Methodist church on the corner of Fourth and Main,” you probably have a static condition. If your ministry idea suggests, “Our church should expand by ten percent each year to match the population growth of our community,” a ministry idea has been planted that may live or may die.

But if your ministry idea declares, “During the next three years our church will grow by 180 members from people who live within a five-mile radius of our sanctuary,” or “We will establish a layled ministry to the 600 residents of the Parkview retirement community,” you’ve laid a foundation for motivation and momentum on which you can build an exciting outreach program.

These same three questions can be asked of Mother’s Day. How are we ministering to our mothers? How should we in the future? What must change to make this happen? How can a special

Mother’s Day service contribute to that change?

I have found that successful church staffs that have never heard of these four tests still tend to think in these ways. While they might not be conscious of structural dynamics, they are building on strong ideas that have become their own, and are being clearly communicated to others. Conversely, churches and organizations that don’t think in these ways-in spite of quotas, targets, systems, reporting forms, boxes to fill in, numbers to post-are not growing. Nor are they known for motivated people.

Fortunately, I learned the ideas behind motivation; and as I did, my staff in East Orange, New Jersey, became a tremendous blessing to me. They didn’t need me to follow them around and remotivate them every week. My albatross was gone, but motivated ministry remained.

Copyright © 1980 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

Problems from Readers

Monty Burnham, Westy Egmont, Richard Hagstrom, Gordon MacDonald and Paul Toms (see Forum, Spring issue) discussed the following letter. The response is based on their observations.

If you have a question you’d like discussed, send it to Leadership Problems, 465 Gundersen Drive, Carol Stream, Illinois 60187. All inquiries will be kept confidential.

Q

Facing difficult problems is what daily ministry is all about. But, no problem seems quite as baffling to me as the task of sustaining an effective youth ministry. In the different churches I have served, the youth ministry has had more ups and downs than a “pogo-stick.”

I’ve read several books on how to have an effective youth ministry, and have tried through pastoral as well as lay staff to build a sustaining, long-term youth program. Most of the books say good programs start with good leadership. Yet I find that the most willing leaders of youth are quite young themselves, and aren’t prepared to deal with the complex problems faced by adolescents. People who have the maturity usually feel they can no longer “relate to youth.” Subsequently, the turnover rate of our youth leadership is incredibly high, and leaves in its wake a group of discouraged young people, disgruntled parents, and a frustrated pastor.

Can you steer me toward resource material or people who can help me resolve this dilemma?

A

Training youth “in the way they should go” must always be one of the top priorities of the local church. Therefore, your concern is one of the most critical questions facing any group of believers. Many of us struggle with this problem that’s so basic in concept and yet so elusive in solution.

Although you rightly identify leadership as a key to building an effective youth ministry, at least three interlocking variables affect every youth program: 1) The cyclical nature of youth groups, 2) The need for definitive ministry goals, and, 3) The development of leadership to reach these goals.

Part of the reason for the “pogo-stick” effect you observe can be attributed to the cyclical nature of youth groups. A high school ministry rarely maintains momentum for more than three years- one student generation. Since even the most carefully nurtured students eventually move to college-age groups, the leader may acutely feel the loss of his three-year (or shorter) investment, and decide to move elsewhere rather than face the task of rebuilding. In most cases, this turnover catches the church by surprise. Lack of recognition that the dynamics of a youth group are in constant change is perhaps the greatest inhibitor to a continuing long-term youth ministry.

Few things change faster. There is a world of difference-intellectually, emotionally, and physically-between a fourteen-year-old and a seventeen-year-old. Each sees the other, and the youth leader, from a totally different perspective. But failure to recognize the normal generational cycle and the effect this can have upon the youth leader is sure to produce an “up-and-down” effect.

Cycles are affected by size. Small churches tend to “lump together” a wider span of ages due to limited numbers. Larger churches may be able to deal in two- or three-year spreads. Thus, very small churches should consider combining their youth groups with those of neighboring sisterchurches for certain ministries and activities. Or, they can often make use of parachurch organizations such as Campus Life and Young Life. These organizations try to supplement all phases of a church’s youth ministry.

A second element to consider is your planning process. It’s very easy to sidestep corporate responsibility for goal-setting and place the weight of a complex, comprehensive youth program on the shoulders of a relatively inexperienced youth leader. We think the responsibility for longrange planning and specific goal-setting should be laid at the feet of your church fathers. Without predetermined and well-defined objectives (and usable resources), a youth minister has as much chance for success as a mapless navigator or a horseless jockey.

For example, youth groups vary widely in their purpose and composition. If the objective for your youth group is to lead established Christian young people toward Christian maturity, then the program approach and leadership style will be quite different from what is required to evangelize a group. Strategy and program commitment must come from those who are charged with “the big picture.”

As you so pointedly observe in your letter, the most critical aspect of youth ministry is the youth leader, whether he is a professional or a volunteer. When a church has enough financial resource to hire a youth pastor, the first consideration should be personal commitment to the kind of youth program the church has decided to pursue. Then, that person should be evaluated for maturity, insight, and rapport with young people.

When a pastor must rely on volunteer help, he in some sense “takes what he can get.” That might mean taking a slower route to ministry objectives to accommodate the growing capabilities of the youth worker, but volunteers can become very effective if they are carefully recruited and trained with a specific plan and program in mind. Obviously, the more inexperienced the youth worker, the more training and supervision he will need. But if there is no goal to reach or plan to follow, it will be difficult to develop more than a “nice-guy” leader.

The pastor dependent upon volunteers should be constantly looking for individuals who could take the youth ministry to its stated objective; and it always helps to have two or three candidates in training.

Several good books on developing youth group effectiveness are available. They include: Youth Ministry: Its Renewal in the Local Church, by Larry Richards (Zondervan); Youth Ministry Sunday, Monday and Everyday by John Carroll and Keith Ignatius Judson); and Gary Richardson’s Where It’s At (Victor). You might consider the numerous youth idea books published by Youth Specialities, Inc., or attend one of the discipleship seminars sponsored by Moody Bible Institute or Youth Specialties.

Copyright © 1980 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

BOOK COMMENTARY

Keys to Effective Motivation

by Reginald McDonough Broadman Press, $3.95, pb.

Reviewed by Terry C. Muck, Executive Editor, LEADERSHIP

“I do not believe a leader can control the motivation of those he leads. He seeks to provide a climate in which persons can motivate themselves.”

After drawing this important distinction between motivation and manipulation, Reginald McDonough outlines four basic principles or keys that church leaders can use to create the positive climate conducive to motivated behavior.

McDonough makes it clear that these four keys spring from a biblical view of man. God values man highly-so should we. Since God gave man the freedom to choose, motivation must come from within each person. Man is sinful and self-centered-his egoistic needs motivate him. Since God gives the believer unlimited power, man’s needs can be altered to reflect God’s will.

Key Number One: Persons are more highly motivated in an environment that has order, predictability, structure, and stability. The real threat to stability is the emotional upheaval brought on by change.

Well thought-out change stimulates growth, but only when presented so that stability or the promise of stability is not compromised. Pastors who care for their people, show confidence in new projects, and have expertise in executing plans blunt the emotional blows of change. Frequent, well-planned communications bolster members laid low by threatening changes. Also, timing can make or break a proposed change. McDonough cites a statistic supplied by Lyle Schaller: most growing churches do not begin their significant growth patterns until after the pastor’s fourth anniversary.

Key Number Two: Persons are more highly motivated in a climate where they feel themselves to be a vital part of a team with a significant mission. Effective leadership, clearly defined responsibilities, and shared information put the team in teamwork. Confidence soars when a shoulder is near to lean on when the job gets tough. Jesus prayed the essence of teamwork in John 17:11: “Holy Father, keep them safe by the power of your name so that they may be one as you and I are one.”

Key Number Three: Persons are more highly motivated in a climate where their sense of selfworth is affirmed and enhanced. Leaders with high self-esteem are most effective in helping others improve their self-esteem. McDonough suggests that awarding merit badges and ribbons, although helpful, is not enough-you must make sure the troops know they’re loved and respected. A worker treated as an integral part of the church’s agenda will fight to complete his tasks.

Key Number Four: Persons are more highly motivated in a climate where they are challenged to 1) develop their full potential and 2) commit their energies to meaningful ideals and objectives. We call this highest form of motivation self-actualization.

To build a climate where self-actualization can take place, a leader must project a vision of where the church is headed. Workers must see that the pot of gold at the end of the rainbow can be achieved only by a creative meshing of their talents with others in the church, and a faithful striving to do their best. McDonough says self-actualization of members is a leader’s most challenging task.

Power to motivate, McDonough adds, can come only from a fifth foundational key-prayer. “Prayer is an ingredient of motivation that cannot be explained by visible cause and effect. Jesus said, ‘Ask and it shall be given to you; seek and you shall find; knock and it shall be opened to you’ (Matt. 7:7). Prayer changes things . . . it should permeate all that is done to provide a climate of stability, teamwork, affirmation, and challenge.”

The Naked Shepherd

by G. Curtis Jones Word, Inc., $5.95 pb

Reviewed by C. Neil Strait Pastor, First Church of the Nazarene Lansing, Mich.

G. Curtis Jones has taken us right into the heart of the pastor in his volume, The Naked Shepherd. It is all here-the hurts and heartaches, the joys and failures, the risks and rewards of pastoral ministry.

This book is not written by a man “fed up” with the responsibilities and roles of the pastor. Jones has a deep love for the pastoral office and a wholesome respect for its calling. His frank disclosures are written within the boundaries of fairness.

Jones writes in a myth-destroying way. He says: “Whatever the sex, circumstances, locale, or denomination, there are some who see the preacher as a kind of spiritual prostitute, exchanging concern and compassion for cash.” He then proceeds to set the context of ministry in proper perspective.

He has a high regard for preaching. “The well-conceived, well-delivered sermon has transforming power.”He encourages laymen to take the initiative in making preachers better. “Preachers make churches, and churches make preachers. One obvious place where this assertion is actualized is when a congregation says to its pastor, ‘Look, we have called you to lead us into a greater understanding of the Christian faith; arrange your schedule, study, and prayer habits to allow ample time for personal communion and growth. You are our spiritual leader. We want to share this ministry with you. let us relieve you of routine chores and unreasonable assignments. Tell us what should be done.’ “

The emotional life of the pastor is carefully examined. “No one is more pleased or perplexed by life’s surprises and heartbreaking sorrows than the concerned pastor.” Jones later admonishes, “. . . clerics are prime candidates for breakdowns. They are especially vulnerable to disorders and diseases related to emotional involvements, tensions, and anxiety. Like heavily laden vehicles, clergy must stop periodically to evaluate their load, to see if they are becoming workaholics- whether personal concerns are too overwhelming. One must retreat now and again to gain perspective, recoup, and replenish self. It is more therapeutic to learn from one’s wounds than to lick them!”

Jones also reminds us that “no guardian angel (sits) on the gatepost of the manse keeping the family safe and comfortable, relevant and religious.” He cautions that the creeping divorce rate among pastors must be taken seriously, as well as drinking problems, laziness, poor credit, unpredictable marriages, and problem children.

He says what few have affirmed in our era: “. . . one of the noblest of all professions is that of housewife and mother. She stirs dreams in her children, demonstrates love, and practices faith. This is where the art of living begins.”

This chapter about “l he Family” illustrates the importance of keeping family priorities. Jones relates that amidst the busy schedules of the parsonage “we supported one another.” He tells of attending piano recitals and sports events in which their five sons were involved. “Six of us drove 1400 miles in two days to see DeWitt play against Harvard. Years later, we drove 1000 miles to see Paul, a sophomore, start for Yale in football. Finally, we flew halfway across the country to see Peter run in the Boston Marathon.”

One of the best family “support experiences” occurred after Dr. Jones had performed an early evening wedding for his oldest son. Due to leave from the airport at midnight for an assignment in Africa, he arrived to find the bride and groom there with his family to see him off.

“His Frustrations” is a chapter that covers a wide area of the pastor’s life: identity crises, titles, double standards. Nowhere are double standards more obvious and disturbing than in financial matters. Members, for instance, often suggest that the pastor’s salary be frozen because his wife is working or he is receiving income from other sources. Meanwhile, the same members are pursuing all kinds of profitable business deals.

Financial incongruities surface in the strangest places. Jones shares a powerful illustration of a wealthy deacon “who periodically takes his pastor and wife to the country club for dinner-a plush place where the annual dues are twice the amount he gives his church. All during dinner the deacon complains about the escalating church budget.”

For the light The Naked Sheppherd sheds on personal and church finances, it is a valuable resource for pastors as well as laymen. But the book is much more than that: it challenges readers to commitment and change.

The Care and Feeding ofVolunteers

by Douglas W. Johnson Abingdon Press, $3.95, pb.

Reviewed by Daniel W. Pawley,Assistant Editor, LEADERSHIP

In trying to recruit volunteers, many pastors assume that persons who make their livelihood in certain professions are willing to use their expertise in volunteer positions and tasks for the church. Not true, says Johnson.

One prospective volunteer explained, “The last thing I want to do on Sunday morning is teach kids. I do it all week long and I need a rest-for my sake and theirs.” Because many volunteers don’t want to be put into “vocational boxes,” pastors need to give them opportunities to use skills outside of their professional training and experience.

This requires discovering their personal interests because, as Johnson explains, “When interest is the key rather than vocation (for recruiting volunteers), some deeper insights into people’s lives are essential.

“Life cycles are important determiners of interest,” he says. “A person in the mid-thirties, for instance, may have interest in small children or in the counseling of young married couples.”

Personal crises also indicate interests. “Giving birth to a child with a congenital problem may lead persons into invaluable personal counseling within the church. Or persons dealing with an elderly parent, or who are becoming senior citizens themselves, may be interested in helping others adapt to the aging process.” Such interests can be tremendous assets to healthy congregations. The important thing, says Johnson, is to “keep in close touch with the lives of your people.”

The chapter called “Giving Assignments” offers practical help for administrators of volunteer church programs. “Giving assignments and providing instructions is like balancing on a tightrope between treating a person as a peer with sufficient experience, and assuming that the individual knows little or nothing about the task.” Johnson urges pastors to always assume that volunteers are not acquainted with the tasks to which they’ve been assigned.

Some churches post job listings in obvious places. Then, when a member expresses interest, the minister or a staff person contacts him and explains what skills are required, the amount of time needed to complete the job, and what support will be provided. Other churches use job descriptions which “include detailed outlines of each activity as well as reporting and responsibility procedures.” Both systems work well because they require that the pastor be specific.

Johnson urges pastors to be candid about the amount of time necessary for volunteer jobs. “When there is no firm idea about time commitments, disruption of personal and family schedules may become intolerable.

At one church a volunteer was recruited to take charge of a dramatic production. He was informed that the time requirement would be only one night a week, and one weekend evening for a twomonth period. But the administrator who had delegated the task did not take into account any rehearsal changes or the extra time needed to present the play. The misrepresentation was not deliberate, but it created strain and frustration for the volunteer.

Later in the book, Johnson constructs a four-point planning process which volunteers can adopt for efficient programming. By identifying purposes, establishing goals, identifying resources and personnel, and implementing agreed-upon strategies, volunteer programs will have better direction.

According to Johnson, the leader makes decisions based on input from those under him, he counsels his volunteers at each step of the program, and he solicits public approval and support so his volunteers know they are appreciated.

The final chapter provides insight into effective training procedures. Training is a two-part process. First, supply general information and instructions to the volunteers. Second, give personalized attention. “During the first part,” the author says, “it’s important that each volunteer receive the same information. This includes discussions of the general goals of the church, and the quality expected from each volunteer.” With this as background, the specific details of each task can be administered.

Because training deals with more than skill instruction, interpersonal relations should be closely watched during the training. “Pastors should watch for traits in a person’s manner that could make him or her less than effective for a certain job.”

Most churches have found that on-the-job training is the best training. To achieve the best results, the church should provide some kind of practicum for its new volunteers. “This is best done,” says Johnson, “by immersing them into their jobs with the support and assistance of a more experienced person. The length of the practicum will vary, but it should be limited to three sessions.”

Finally, the training of volunteers is not complete without follow-up. Wise pastors will watch for trouble spots in the work of their volunteers and provide assistance until the work is done right. “But,” Johnson warns, “follow-up should not become a time in which the pastor takes over the job.”

Communication in Pulpit and Parish

by Merrill R. Abbey Westminster Press, $8.95

Reviewed by H. Benton Lutz, Pastor, St. Stephen Lutheran Church, Williamsburg, Va.

“When he (the minister) was ordained, a Bible was placed in his hands as he received the solemn commission: ‘Take thou authority . . . to preach the Word of God, and to administer the Holy Sacraments in the congregation.’ “

Thus begins the authority and responsibility of the minister to communicate. Merrill R. Abbey says, “Ordination never made a man worth hearing,” an observation that makes this book worth reading. He lays out exactly what is involved in the responsibility of communication.

He begins by identifying three major, and progressively complex, conceptions of communication theory.

First is the Aristotelian Triad which has us fix our attention on three elements: speaker, speech, and audience.

Then comes the Shannon-Weaver model of communication. It is a bit more complex in that it identifies five elements: source, encoding, signal, decoding, destination.

The third model Abbey identifies is the S M C R model: Source, Message, Channel, Receiver. This model allows an analysis of both source and receiver in communication skills, attitudes, knowledge, and culture.

For example, in analyzing the

knowledge level of the receiver of the message, suggested questions are given: 1) Does the audience know a problem exists? 2) How has the audience formulated the problem? 3) How much information does the audience have? 4) Has the auditor considered alternate sources of action? 5) What criteria will the audience apply? 6) Has the audience committed itself on the question?

What makes this book so useful is the way Abbey peppers technical communication theory with practical application.

As an early step in sermon preparation, Abbey suggests writing down the initials of a dozen or more parishioners with whom you have had some significant pastoral contact in the preceding week. Opposite each set of initials, write a brief sentence stating the need of that person. This can help make your sermon more specific.

He urges the preacher to monitor mediums that listen to all kinds of people, such as Bill Moyers’ “Listening to America. “

An understanding of media is very important to understand the receivers of the church’s message. “Surveys reveal that the average 18-year-old youth has watched 15,000 hours of television and has seen 500 feature-length motion pictures-has spent nearly 16,000 hours with these two media alone. In comparison, from kindergarten through high school, he has had only 10,800 hours of formal instruction.”

In a practical way, Abbey explores what influence this exposure has on a person. He says one result is “we are growing less patient with the point-by-point development of an idea. Presentation may have to begin ‘where the action is’-the most moving part of the story or the outcome of the process-and move back to pick up parts of the rationale or background as they become relevant.”

The most important ingredient of preaching is the person of the preacher. “When words are . . . embodied in a convincing person, they become a medium as powerful as any the electronic media has produced.”

Abbey quotes William A. Quayle: “Preaching is the art of giving, by means of voice, gesture, brains, and heart, one’s self. It is a vast trouble to ‘construct a preacher.’ “

“To ‘construct a preacher’-or any authentic communicative ministry- calls for continuous growth toward wholeness of mind,” says Abbey.

How? He urges preachers to establish good habits of time management. He suggests the utilization of two desks, one for administration and one for study. Doing both from the same desk can be endlessly distracting. He also encourages creation of a “devotional center” which provides for prayer and Bible study. He suggests, “Keep a devotional diary.”

Abbey gives the reader practical ideas about how to solicit sermon feedback. The sermon seminar, as he calls it, is a chance for the lay people to participate in the construction of the sermon. The talk-back session gives opportunity for reaction. There can also be feedback teams that rotate the responsibility of reacting to each sermon. These groups would meet with the preacher after the service.

This book has excellent chapters on the Biblical Message, Teaching a Witnessing Church, Counseling from a Pulpit Base, Exploring Innovative Forms of Proclamation, Releasing the Dynamics of the Idea, Creating a Communicative Design, Achieving Interactive Interest, Fashioning Substance that Communicates, Evolving a Communicative Style, and Getting the Message Heard.

Pastoral Care: Its Roots and Renewal

by Herbert T. Mayer John Knox Press, $14.00

Reviewed by Marshall Shelley, graduate student, Denver Conservative Baptist Theological Seminary

Despite the time management experts and their neat lists of priorities, most pastors find the ministry a juggling act. At least five elements must be involved for effective biblical ministry, and these elements defy ranking one above another.

As Herbert Mayer defines them, the minister/juggler must simultaneously keep aloft “worship of the triune God; the practice of warm and intimate fellowship; the practice of self-giving service to all who are in need; the giving of courageous witness that manifests to people that those witnessing are followers of Jesus Christ . . . and finally, the practice of Christian nurture, that is, the practice of mutual education, encouragement, and consolation.”

In addition, the pastor’s style, authority, and preaching must be able to tie his “act” together.

With the hope of providing concrete examples of proper pastoral balance, Mayer, professor of biblical and historical theology at Seminex in St. Louis, has provided fourteen “docu-drama” cameos of pastors in action. These range from the precedent-setting Paul of Tarsus to Ambrose of Milan to Martin Luther to Francis Asbury. The last three pastors considered are fictional composites created by Mayer, but nevertheless are realistic and insightful into the tensions tearing at contemporary church leaders.

Mayer’s ability to blend imagination with history gives the book an up-tempo pace that laymen or clergy can enjoy. His historical research has also uncovered some fascinating tidbits from the church fathers that keep the reader awake, as well as provide a tribute to the pragmatism of the early church. For instance, Tertullian describes the communion service and then says, “After this, the hands are washed and lamps are lit, and each one, according to his ability to do so reads the Holy Scriptures or is invited into the center to sing a hymn to God. This is a test of how much he has drunk.”

The basic message of the book, however, shows how men of God have demonstrated pastoral care throughout the centuries. Most of them have struggled with maintaining a balance among Mayer’s five essential elements, and Mayer points out areas where they succeeded and areas they neglected.

Most of the observations were fair judgments. Ambrose of Milan, for instance, was criticized for his overly elevated view of the priestly office and not allowing lay people to be involved in meeting one another’s needs.

Mayer’s storytelling ability illustrates the point powerfully by describing how Ambrose purchased the freedom of a large number of Parthian slaves, not by allowing the lay people to raise the money, but by unilaterally selling church furnishings to provide the ransom.

In other cases, Mayer may be a bit less than fair. Jonathan Edwards, for instance, in a fictionalized narrative told from his wife’s point of view, is presented as underestimating the power of lingering sin in a person’s life even after conversion. Mayer finds Edwards guilty of imbalance because he “did not understand the problems and agonies that went with being human.” His view of an exalted Christ, Mayer claims, prevented him from preaching a human, forgiving Christ who could bring comfort to hurting Puritans.

In actuality, Edwards was fighting to restore a balance in a dead church. Mayer seems to forget that an abstract, perfect balance probably doesn’t exist. In this world, ministry is almost always a matter of correctives-making up for past deficiencies.

On the whole, however, Mayer’s character sketches are excellent reminders of what pastoral ministry involves. He speaks of John Chrysostom’s personal discipline and commitment to the spoken Word as a source of healing; Martin Luther’s emphasis on the importance of the gift of forgiveness and how it should be shared among the congregation; and Francis Asbury’s determination to find uniquely American forms for ministry, and his creation of small groups to encourage one another to holiness.

John Calvin, often caricatured as severe and tyrannical, is pictured as genuinely seeking to find a way to establish “fraternal correction,” a step back toward the early church’s pattern of constant, mutual admonition. Calvin’s Geneva was, as Mayer comments, “a happy halfway house between the medieval Roman penitential system and the shapelessness that characterizes most of present-day Protestantism.”

The book is a valuable source of examples and thought-provoking questions which help today’s ministers focus on maintaining that precarious balance of whole and holy pastoral care.

So You’re the Pastor’s Wife by Ruth Senter Zondervan Publishing House, $5.95 Reviewed by Martha G. Reapsome, Area Coordinator, Neighborhood Bible Studies

“What really matters is not to whom we are married, or what roles we happen to fill in life, but how we respond to the life that God has set before us. Herein lies the thread that draws us together as wives in the process of learning godlike responses to the tension points of life.”

Ruth Senter, a pastor’s wife and PK, shares her struggles honestly. She responds biblically to situations common to every pastor’s wife.

“The Bible shows me people in process, and I take heart. They made it-not in the shade, but under a hot, scorching sun. And the more I know about the hot, scorching sun in their lives, the more aware I am of the grace, love, and power of God . . . the same God who is around for me today.

“Admitting humanness” is one lesson learned under that sun. Humanness is hard to face because we like to have those to whom we are ministering look up to us. Senter recalls an incident in which she handed down pat formulas from her pedestal as a pastor’s wife to help a young friend. The friend did not respond; but when the author came down off her pedestal and made herself vulnerable, the friend responded with willingness to talk, pray, and grow.

Another lesson learned is to say no. Pastor’s wives often say yes to avoid the guilt that arises from saying no. Senter uses this truth to emphasize that guilt in a Christian’s life is often self-imposed, not God-imposed. “It does not come from deliberate sin, but from my own insecurities.” These insecurities are caused by failing to live up to self-created standards and those created by other people. “It is then that guilt becomes a destructive force in my life.”

Pastors and pastors’ wives also find it a humbling, painful process to learn to need others. “Somewhere along the line,” says Senter, “we’ve gotten the notion that ministers cannot be ministered to. We didn’t get it from Jesus. He washed his disciples’ feet, but he also allowed them to wash his.” She suggests that we’re so busy washing other people’s feet that we neglect to have our own washed. Consequently, we create lofty, lonely positions for ourselves by eliminating our need for others.

Probably the most helpful section of the book is the chapter dealing with roles and how to cope with them. Senter points out that roles-mother, wife, daughter, friend, teacher, writer-are only functions that grow out of the gifts God has given us.

She recalls observing the most effective pastor’s wife she has ever known. “She knew what to do with roles in life because she knew what to do with herself.” Because her roles were a logical extension of her inner self, she was able to minister joyfully and sincerely.

It’s important to know what to do with our gifts; but it’s of greater value to make sure “the real us”- our personalities, temperaments, attitudes, feelings-are properly developed. Only then can we minister effectively.

Copyright © 1980 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

Good News about the Religion Page

Although many people in the church can direct the church’s publicity program, a religion column is the province of the pastor.

Religion pages are the pits of American journalism. Nearly every editor knows it, only most aren’t willing to be honest about it. The reason is that most newspaper readers seem to be a lot more interested in the things of God than do most newspaper editors, who by nature are a cynical lot. I know. I was one once.

But this can be the best news a pastor could ever hope to hear, because a pastor is in a lot better position to know what people want and need to hear about the faith than is an editor. And what that means is simply this: as far as religious news goes, an editor needs the pastor and other church leaders more than he realizes.

See, I told you this was good news. Now, how do you capitalize on it?

First of all, a church interested in expanding its horizons through local newspaper publicity needs to realize that this is as much a ministry as anything the church does. Think of what you’re really after. You’re trying to get people to learn about your church so you can present them the gospel and win them to Christ. There is no other medium in the community so readily available to those who know how to use it than the local newspaper. If you’re interested in more newspaper publicity, the person in charge needs to give it the dedication and prayer which any ministry demands.

In a large or medium sized city the newspaper editor is apt to be buried in news releases. Many are legitimate news items, but if every release that deserved to be printed were printed, there would be no room for anything else. So who decides what gets in, and how are the decisions made?

I think it was Benjamin Franklin who first said that we’re better off not knowing how two things are made: sausages and laws. I would add a third category: news story decisions. Deciding what to print is usually done in a rush because newspaper deadlines are hectic. Stories that deserve to run are frequently knocked out by better stories that develop later. It’s a seat-of-the-pants process.

The point is, you need to press every advantage when it tomes to dealing with newspapers, and that’s where personal contact helps enormously. Find out who is in charge of putting your type of news in the paper and let him know who you are. On a large paper it’s probably the religion editor; on a smaller paper, it’s usually the city editor or managing editor.

This doesn’t mean barging in and demanding that your article be printed. It doesn’t mean pestering him over the phone. It does mean phoning or visiting the newsroom from time to time when you have reason to do so, such as giving a news release.

It also means introducing yourself whenever the opportunity arises; at a citywide evangelistic crusade, at a civic event, whatever you’re involved in that will be covered by somebody from the newspaper. Don’t miss any of these chances to establish and develop these contacts. If a reporter or editor knows you as a person, he’ll give your press release more attention. It’s only human nature.

There’s another way to vastly increase your chances of getting news published. To help you visualize this let’s take a look at things from an editor’s viewpoint.

When you see a newspaper page it’s a finished product-news, ads, pictures-all in place. To an editor, however, a newspaper page is a vast expanse of blank space that’s guaranteed to look awfully bland or awfully junky unless he lays out all the elements just so. (Most editors, however, have no say about where the ads go.) Now the only way he’s home free is if he has a screaminghot news story that deserves a big headline stretching clear across the top of the page. Most often he doesn’t, especially on the religion page, so he needs something such as a picture to break up that wide stretch of emptiness. If you can supply any kind of creative picture with your news, even just a head-and-shoulders shot of your special speaker, the chance that your news will get in and will be displayed more prominently is multiplied.

Incidentally, all of this assumes that your press releases are competent in the first place. They should answer the basic who, what, when, where, and why questions, be concise, and give the sender’s name and phone number in case the reporter needs more information. And the release should be in the paper’s hands at least two weeks before you want it to appear if it’s a daily paper; much earlier if it’s a weekly paper. Every church that takes its publicity mission seriously ought to have little trouble getting news items printed regularly.

Most editors don’t know how to deal with people who have a strong faith in God and who arc cager to share it with others. Editors look at religious news in the same light in which they evaluate all other news. The things that make usable stories are controversy, money problems, unusual quirks, and quotable speeches. What they don’t realize is that this isn’t what people want out of religion. Christians, at least those in growing, evangelical churches, attend services to be challenged and inspired. What newspaper editors need to learn is that religion pages can be challenging and inspiring as well; and if they were, they would draw far more readers.

The best way to produce a provocative religion page is to run a well-written, persuasive religion column. And the only way to convince an editor of that is to show him what you mean: write one yourself. A pointed, gospel-based column will bring returns a hundredfold. You’ll reach readers who would never think of darkening the doorway of your church.

But it’s tough. You need to be catchy, concise, incisive, profound, and entertaining-roughly in that order.

Remember that when you write a newspaper column you are writing journalism, not an exegetical paper. You must employ journalistic techniques: interest-catching leads, sharp illustrations, clear and simple writing. Pick a single point you want to make and build your column on it. Aim for about 600 words unless the editor wants more. And if he does, he probably doesn’t know his readers, for I doubt that many will hang with you longer than that. If you try to develop more than one point you’ll never finish in 600 words. Resist the subconscious tendency to write for your friends in the ministry. Write for an imaginary reader who’s on the verge of turning the page and hold his interest.

You can make your column topical by keying off current events and translating a news happening into a biblical truth-but by all means, stick to the Bible. If you strike out into the social gospel or into political commentary you’ll get nowhere. Syndicated political columnists with better credentials than yours are a dime a dozen, and most of them don’t have anything new to say.

Anyone in the church who has a little writing ability can run the church’s publicity program, but religion columns are the province of pastors, for they can write with authority, and a convincing column must be authoritative. If you think you can do it, then do it.

There’s no question that your local newspaper can get your message, which is Christ’s message, to far more people than you can on your own. Knowing how to work with it can go a long way toward determining how effective your outreach will be. Remember that no one is more interested in good news stories than newspaper editors, and it all comes down to this: you, as a biblicallybased church leader, have the best news there could possibly be.

Copyright © 1980 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

At The Planning Retreat: Discussing First Things First

Howard Hendricks offers some practical suggestions for evaluating local church ministry.

Preparing for a new church/school year can have a dizzying effect. One pastor, somewhat tongue-in-cheek, likened it to refurbishing a carousel: the horses are given a coat of paint, new bulbs are screwed into banks of flashing lights, the calliope pipes are retuned, and the tickettakers are given a quick course in how to run a merry-go-round. This is all done in anticipation of larger crowds who want a smooth ride and would appreciate getting off about where they got on.

As we pondered our friend’s analogy, we were reminded that all across the country, clusters of local church leaders will be meeting in the next few days to put the finishing touches on plans for another church year. Some will meet in a retreat house or conference center; others will meet in the church basement or pastor’s living room. Regardless of location, no meeting has more potential importance to the church than this one.

What will be discussed? What should be? How can the clergy and laity make sure that the coming tear will be more than a one-more-time-around effort?

For insight on these questions, LEADERSHIP called on Dr. Howard Hendricks, a nationally recognized Christian educator. After ministering in a number of local churches, he joined the faculty of Dallas Theological Seminary where he has served for the last twenty-nine years. He is in constant demand for clergy and lay conferences, and is heard daily on a syndicated radio program, “The Art of Family Living.” Dr. Hendricks is the author of three books, including Heaven Help the Home.

Editor Paul Robbins, executive editor Terry Muck, and publisher Harold Myra met with Hendricks during n record-breaking Texas heat wave. The intensity of the weather was no match for the practical suggestions, radiant good will, and relaxed humor offered by a man who has spent his life in ministry, and is beloved by students and colleagues alike.

* * *

If you were to call the church staff and/or lay leaders together for a planning retreat, what “bottom line” questions would you want the group to discuss before launching another year of ministry?

At the beginning of any new ministry year a church must evaluate its past performance. I would use three questions: 1) “What are we doing well? What are our strengths?” If you don’t capitalize on your strengths you tend to minister on the basis of weaknesses. 2) “What are we doing that needs to be improved?” You may be doing many things reasonably well, but how much can you improve them? We are embarrassed by our weaknesses and we excuse them rather than find ways to overcome them. 3) “What are we not doing that we should be doing?” Many churches tend to do what any other human organization can do, instead of what the church alone can do. In planning a new church year, church leaders must be aware of the unique contribution the church makes to the community- the spiritual contribution.

Give us an example of a church that has a particular strength and has built upon it.

Take the First Evangelical Free Church in Fullerton, California. It’s a classic example of a church which knows its primary strength is in expository preaching and teaching. Because this is understood, the pastor, Chuck Swindoll, is released to do what he is eminently gifted to do. You have to stand in line to get a seat.

On the other hand, I was in a church some time ago which has an unusual strength in fellowship. I was so profoundly impressed I said to the pastor, “How in the world do you attract this many friendly couples to one church?” He said, “It’s very simple. You can’t get in and out of this church without somebody inviting you to lunch.” Even though it’s massive, it’s the friendliest church on planet Earth, with a fellowship virus that has spread to everyone. Objectively, I wouldn’t say it was the greatest preaching center in the area, but it’s developed this one strength to an inspiring level.

We sometimes think a church has to be small to be dynamic in its personal relationships. Yet I know many large churches where the pastor up front and the layman sitting next to you really care that you showed up this Sunday. In the churches I visit, regardless of size, I play a little game-I see if I can get out the door without anybody saying hello to me. Too often I make it.

Isn’t there a danger of emphasizing one strength to the exclusion of others?

Yes, that’s the other side of the coin. You can go overboard in emphasizing your strengths and neglect the many other necessary ministries that make up a church. A pastor needs a broad perspective. He is not the pastor of any segment in the church, he is the pastor of the total church-cradle roll, children, youth, adults, and senior citizens. One pastor can’t personally minister to all of these groups, but he can develop a leader for each church ministry. The pastor’s job is the big picture-the ministry vision. Too many of our churches are built around one man or a professional staff-that’s the fad today. The result is that the average church is operated by 15 to 20 percent of its membership. The rest are spectators.

Can you isolate the points of strength that should exist in any size church for it to be balanced, healthy, and dynamic?

Chapter two of Acts gives the heart of a New Testament church. In this context four essential disciplines stand out:

Instruction The church that ceases to educate ceases to exist. “They continued steadfastly in the apostles’ teaching.”

Worship. Worship is the by-product of instruction. It is impossible to worship a God you don’t know. Worship is a personal response to a divine revelation. And by response, I don’t mean shaking the pastor’s hand at the door and saying, “That was a wonderful sermon.” Real response answers the question, “What am I going to do about divine revelation?”

Service. The New Testament believers became involved in the needs of the body. Service may take a variety of forms, but it always comes out of worship. People say to me, “What we need in our church is more workers.” I say, “No, you don’t need more workers, you need more worship.” I’ve never seen a worshiper who didn’t go to work, but there are a lot of people busy at some kind of religious work who have never worshiped. Therefore, they are working in the energy of the flesh rather than in the power of the Spirit.

Fellowship. “They continued steadfastly in the apostles’ fellowship”-which to us is coffee and donuts. How in the world did the early church have fellowship without coffee and donuts? They had something better; they had persecution. There is no greater fellowship than being involved in the person and work of Jesus Christ while under duress.

Now the context of the paragraph at the end of this chapter is evangelism. It begins with people being added to the church daily, and it ends the same way. If the church ever loses its evangelistic thrust in the process of teaching, worshiping, serving, and fellowshiping, these disciplines will degenerate into ends, rather than means to an end.

Are you saying personal evangelism is the normal result of these four disciplines?

Do you know what always floors me about this? The absence in the New Testament of exhortations to share one’s faith. I don’t think it ever occurred to the early church not to share their faith. What else can you do with good news? Bottle it? Franchise it? The greatest threat to a church’s purpose is its ministry-meaning, we tend to get focused on ministry activity rather than spirituality. It’s not an either/or tension; it’s a first/then relationship.

For instance, who cares about people as people? One of our leading Dallas businessmen came in to see me the other day and said, “You know, everybody and his brother want my money-and I’m delighted to invest it in the Lord’s work-but doesn’t anybody know that I have needs?” One of the biggest mistakes that can be made at a church retreat is to directly or indirectly say to our leaders, “What can you do to help me pull off my objectives?” These people are more than elders or staff members; they’re parents, they’re spouses, they’re business people, they’re members of the community. Until we start ministering at that level, we are going to focus upon what they do rather than who they are.

We’re sitting here thinking, OK, a pastor is expected to preach excellent sermons, so there’s twenty-five hours a week; and you’re saying he should implement instruction, worship, service, and fellowship, plus meet his people’s spiritual needs on a personal level. How can he do it all?

It has to be an overarching concern. It’s not one activity competing among many; it’s the prioritizing of everything that we are talking about. For example, if a Christian leader doesn’t look after his own spiritual life, he’s going to run out of gas; he’s going to burn out. And that’s what happens. A lot of pastors just throw in the towel. Someone recently said to me, “I love Jesus Christ, but I’m tired of church work.” The more I talked to him, the more I realized he was burned out-a person who tried to do it all, but woke up one day to discover he was empty. He had no spiritual integrity.

How does burn-out apply to your four disciplines? Is a burned out person one who has ceased to be instructed, who has stopped learning, and therefore has stopped worshiping?

Precisely. And therefore has stopped serving. To complete the cycle, he feels used because he isn’t experiencing the dynamic of true fellowship. This principle is just as applicable to the lay leader. When the focus is ministry activity to the exclusion of the individual’s spiritual life, then burn-out is inevitable. A typical example is the person who pulls back and says, “I don’t want to get involved.” This is one reason why a lot of people like to go to a big church and get lost in the crowd. I think we’re asking people to minister when we’ve never sufficiently ministered to them. You can’t minister out of a spiritual vacuum.

Let’s talk about instruction. Do Christian leaders perceive themselves as instructors? What is being taught about this in seminary?

Dr. John Bright, an Old Testament scholar, made a statement I’ll never forget. He was asked, “What’s the purpose of a seminary?” He answered, “The primary purpose of a seminary is to unfit men for the ministry as commonly conceived by the churches.” Frankly, that’s right on target. Pastors often allow their people to pour them into a ministry mold rather than pursue what the Lord has called them to be. The whole thrust of First and Second Timothy is, “Look, Timothy, it’s you I am concerned about. Take heed to yourself, and when you get that straightened out, then the other starts.” Unfortunately, many seminaries do not adequately address this question. They primarily prepare a person to be a preacher.

By preacher you mean a public speaker?

Right. He is programmed to think that his job is to get up on Sunday morning, bat his bicuspids, unload his pearls, and the problems will solve themselves.

How would you define a pastor-teacher’s role?

I think it’s defined in Ephesians 4:11. His primary task is to be an equipper of the saints for their work of ministry. He’s committed to a ministry of multiplication, not addition. He’s not doing the work of ten men, he’s equipping ten men to do the work.

So, we’re back to your earlier question, “Who’s going to do all this?” The pastor can’t, unless he equips his elders or his board to do discipling. Many of our board members aren’t involved in spiritual ministry; they’re involved in activities that others in the congregation can do If a Christian leader is going to make a spiritual impact, he must surround himself with a group of people into whose lives he’s pouring his own-which, by the way, is a tremendous blessing to him. That’s when he starts growing, when he becomes personally responsible for somebody else’s spiritual growth.

I spend an incredible amount of time with students, but I don’t do a lot of other things. You can’t do everything. I can’t write all of the books I would like to write. I can’t go to all the places I would like to go if I’m going to build something lasting into the lives of my students. I told Dr. Walvoord some time ago, “I don’t know why you pay me because I don’t really do that much in class. I do most of my work outside of class.” He said, “Well, you know, we could solve that problem.” (Laughter)

We have the idea that instruction has to take place within four walls. They might be one of the greatest barriers to learning. For example, I can teach for hours in a classroom, walk down to the snackshop, sit down with a student, and get involved in a conversation that will change his life. That doesn’t mean I should abandon classroom teaching, but some of my most effective teaching has been done in my office, over at the snackshop, and out at my home.

In pastors’ seminars I tell them that in class my students ask profound questions such as, “Prof, what time is this period over? What are you going to ask on the exam?” While they are going out the door I say, “Hey, why don’t you come out to my house tonight?” “Sure, what are you going to do?” “I don’t know, come on out and we’ll find out.” Sometimes thirty to forty will show up at a time. We sit on the floor, a Coke in our hand, and get embroiled in a discussion that goes to early in the morning. Nobody asks, “Hey, when will this period be over?”

I maintain that one of the problems among Christian leaders in general is that they are too far removed from the people they are trying to impact. You can impress people at a distance; you can only impact them up close. The general principle is: The closer the personal relationship, the greater the potential for impact.

So what you are saying is that as church leaders face a new year, they need to ask themselves about the level of their own spiritual input, as well as the degree to which they are discipling others.

Discipleship can be a fad. Wherever I go, I discover it’s the “in” term. But where are the results? It doesn’t make any difference if you change the label on an empty bottle. True discipleship is a commitment, a lifestyle. It has to be as high a priority to the pastor as his preaching, but not to the exclusion of his preaching I often think of the Savior’s words, “This you ought to have done and not to have left the other undone.” Don’t stop preaching and go to discipling.

One of the questions that I ask a pastor-I love to do it particularly when I’m leaving-is, “When I come back, I am going to ask you to show me the core of people into whose lives you are building. Who will be here when you are gone?” The answer comes from effective preaching and discipling.

One day at a pastors’ conference my subject was, “Have You Never Read Ephesians 4?” I said, “You say, ‘Of course I’ve read it. I’ve preached on it.’ Jesus Christ said eleven different times to the most well-read people of his time, ‘Have you never read?’ Of course they had read; they spent most of their life reading, but they didn’t apply what they read.” When I finished, a little old man sitting up front came to me, tears of joy pouring down his face, and said, “Sir, I want you to know that I have spent thirty-nine years doing the work of the ministry, and three years equipping saints for their work of ministry. I’d like you to know I’ve accomplished more in the last three years than the thirty-nine put together.”

I’m afraid that many leaders are more impressed by what they are doing than by how people are growing. As a seminary professor I teach a course on how to study the Bible. My purpose is not to tell them how well I can study the Bible; I have failed as a teacher unless they have learned how to study the Bible for themselves. Every pastor ought to honestly ask himself, “What are my board members doing?” If he doesn’t like the answer, he ought to ask, “What am I doing about it?”

A pastor of a large church-a very effective public speaker-told us, “People are not responding to my leadership and I don’t know why.” We asked, “What’s your relationship with the board?” He admitted to considerable frustration. “When’s the last time you had a board member and his wife over for dinner?” He couldn’t remember. Though he agreed that Jesus had hand-picked twelve people and invested three years in their lives, he confessed, “I don’t know how to do that.” How can he learn?

The only difference between this man and many other pastors is that he has the honesty to admit it. How can he learn? How did Jesus Christ train his men? Whenever we study the Gospels, we tend to study them exclusively for content. Why don’t we study them for methodology?

For instance, the Lord Jesus sent his disciples out after he had carefully instructed them about how to minister. When they came back they were higher than a kite. The text says they rehearsed everything that had happened. And he was excited with them. On another occasion they went out on their own and struck out. Jesus bailed them out, performed the miracle they had blown, and the text says, “The disciples took him aside and privately asked, ‘What happened?’ He said, ‘This kind comes out by prayer only.’ ” Prayer? What in the world does prayer have to do with it? You see, they had cast out demons before and they had done it successfully. Now they were learning they had been spending too much

time using their gift and not enough time developing the spiritual resources to maximize their gift.

It sounds like you’re saying instruction can begin right in the retreat room. If that’s true, what specific things would you begin to do to equip your leaders for 1980-81?

I’d do a number of things. I’d start a Bible study that revolved around passages such as Acts 2, Ephesians 4, and Matthew 28, and get them involved in a discovery process. We tell people too much and don’t let them discover things for themselves. We don’t hear an “Aha!” often enough.

I’ll never forget one time when I was studying a passage of Scripture with a group of men, and one of them said, “Hey, hold it! I’ve got the picture! Jesus Christ never became blind to his objectives. He was always on target!” I said, “OK, why don’t we come up with our objectives?” The next time we met they all came with their lists. We lined them up and I said, “OK, you prioritize them.” For the first time, some of them began to focus the gospel upon their daily lives. One man very quietly said, “It’s hard for me to believe this, but something that’s number two on my priority list is number twenty-two in my life.” The impact upon his life of that confession was twice as great because he had discovered it, not because I said, “Look, Tom, it would be a good idea for you to get a list of objectives and prioritize them.” Some of the best sessions I have ever had with a church board have come through this kind of discovery.

We need to spend more time in our retreat and board meetings praying, studying, and sharing. I was meeting with a church board one night when it really got heavy. Finally the pastor broke down; I mean he broke down and wept like a baby. In between sobs he said, “Men, I just can’t carry this load.” Then one member said, “What in the world are we holding you responsible for? This isn’t your burden, this is ours.” That launched a discussion that went until midnight about our ministry responsibilities as lay leaders.

Why don’t more lay people realize this? Are they apathetic?

Yes, some are apathetic. But more than apathy, I think it’s ignorance. They just don’t know. I think the whole clergy/laity controversy is full of implications for both sides. We have to bridge the gap. One way to do it would be to get more laymen reading LEADERSHIP. The first thing I would do if I were a pastor is make sure every elder had a subscription and was prepared to discuss some of these articles. Then you would get more, “Aha’s!”

Many lay people think that the pastor is a superman and unfortunately, some pastors try and reinforce that image. Other pastors are scared to death to reveal their problems for fear it will “total” their ministry.

I was with a pastor whose son fell into deep sin; it was all over the newspapers. At the next board meeting he said, “Men, I am offering my resignation.” Twelve of the sharpest people I’ve ever known said, “No, you aren’t, Pastor. You need us right now and we need you. And we are 1000 percent on your side.” I saw that pastor grow right in front of my eyes. A whole new ministry developed for him because people began to see him not as the almighty man with all the answers, but as a person who was struggling as they were struggling. Later he told me, “You know, that’s when my ministry began.” We create our own problems; we take ourselves too seriously and God not seriously enough.

I think we’ve also made a mistake in the way we have established the multiple staff concept. There shouldn’t be a division of purpose, only a division of labor. One member might work with kids, another might handle counseling, and a third might do most of the preaching. Everybody has a role, and together they move toward the same goal. But that presupposes they’re able to magnify the ministry of each other.

Would you expand that idea?

Many years ago I invited Dr. Criswell to one of my classes. During a time for questions, one student asked, “Dr. Criswell, what would you say is the secret of the growth of First Baptist Church?” Without a moment’s hesitation he said, “Bill Salther, our educational director.” About three weeks later I had Bill Salther in to talk about the educational work of the church. Question and answer time! “Mr. Salther, what would you say is the secret of the growth of First Baptist Church?” Immediately he said, “Our pastor, W. A. Criswell.” There was no collusion whatever. But the students got the message. Here were two men magnifying the ministry of each other.

Chuck Swindoll said something here at the seminary a year ago that I thought was terrific. “We have a very simple motto on our staff: Nothing to prove, nothing to lose.” But here’s a classic example of what I’m talking about. When one of my students accepted a position in a multiple staff situation, the pastor said to him, “Son, I’m bringing you here to succeed, not to fail. I promise I will give you everything I have to make you successful.” That kid had the hardest time controlling himself. He finally snuck off in a corner and wept.

During my early years in the ministry, I worked under five different pastors. One man was determined to club my head every time I stuck it above sea level. Another one said, “Howie, I don’t know anything about Christian education, but I’m convinced you do. I have every confidence in you. I’d like you to share with me what you are doing so that I’m informed and we are of one mind. But once we’ve decided, I’m with you.”

When the C.E. program was successful, the first man said, “Isn’t our program great!” When it failed he said, “What happened to your program, Hendricks?”

One time the second man and I went to the board of elders meeting and someone said, “Boy, this program concept is a loser. Hendricks, aren’t you the one who thought this up?” The pastor jumped right into the discussion and said, “No, he didn’t. We thought it up. This is our program and it failed.” What a model!

You’ve said that instruction leads to worship. How can worship be developed in such a way as to bring about change during a new year?

It calls for a change of focus. Worship is a personal response to a divine revelation. You haven’t worshiped until you’ve responded.

I had an elder who would have failed an audition for a deaf choir, but during the hymns he would stand down in front of me with a hymnbook open, mouthing the words. One day I said to him, “Mr. McFadden, what are you doing?” He said, “I’m worshiping.” I asked, “You mean you’re repeating the words?” He replied, “That’s right. Remember, Pastor, you have not worshiped until you’ve told God your personal response, and these hymns are my response.” As long as people continue going out of our churches saying, “My, that was a wonderful sermon,” they will know nothing of worship. When a person meets you at the door, shakes your hand, and says, “Pastor, isn’t he a wonderful Lord?” you better shout “Glory” because you might have met one worshiper.

Our focus tends to be upon the performer in the pulpit. Until we develop a community of worshiping individuals who respond through music, through prayer, to the Scripture, and to the sermon, we won’t experience true worship. Worship is the lost chord of evangelicalism.

How can a group of church leaders begin to develop a higher level of worship among the people?

Again, it has to start with the board. The board sets the pattern; they are the behavioral model given in Titus and Timothy. Unfortunately, we don’t worship very often in our board meetings. When I was being trained professors would say, “Look, men, one of the problems you’ll face in your ministry is board meetings, spelled ‘b-o-r-e-d.’ It’s a grim scene, but that’s part of the price you have to pay.”

This doesn’t need to be true. Board meetings can be a time of worship and celebration. I worked with a board where the members knew each other, loved each other, and confided in each other. One time I remember saying to them, “Brothers, this is not my church, this is your church. I’m called here to help you do the work that God has given you. I’m not interested in cramming anything down your throats. We have to find out what God wants us to do and get on with it.” As we faced difficult and complex issues, it was not uncommon for someone to say, “Pastor, I don’t think we have enough wisdom for this problem right now. Why don’t we pray?” We would bow our heads and pray around the room. More times than not, we would find the insight and wisdom we were seeking.

I don’t know anything more inefficient than the average board meeting. It’s a classic case of trying to do God’s work, but not using God’s means. Worship must start with the elders.

How does this translate into preparing people for what should happen on Sunday morning at eleven?

I think preparing for a worship service is a lot like preparing for marriage. The average young person spends more time, money, and effort preparing for the wedding than for the marriage. A girl at our church said, “Prof, I’m getting married.” I said, “Fantastic, tell me about it.” Later I asked her, “Are you and your fiance getting any premarital counseling?” “Well,” she said, “that would probably cost me some money.” I said, “Well, maybe, but not a whole lot. I think I can get you some of the best counseling in Dallas for about $25.” “Doc, I don’t have $25 to spend.” I found out later they spent a little under $1,000 for flowers. That’s like a pastor who spends ten, fifteen, twenty hours preparing a sermon, and twenty minutes thinking about the rest of the service. Worship is jeopardized by inadequate planning and this can be jeopardized at least fifty-two times a year. That’s sad.

I happen to have the crazy idea that preaching should precede rather than follow the worship service. Preaching should be followed by sharing, application, prayer, and other worship responses, and that requires careful planning and training.

We should prepare our people for change. Individually, we are predestined to be changed, conformed to the image of Jesus Christ. Corporately, the church should be the most revolutionary agency on earth, and yet it is often set in concrete. Every time change is suggested we hit the fan. People come unglued because the service didn’t start with the Gloria Patri, or the Lord’s Prayer was in the wrong place. Board members, who are the opinion shapers, must set the worship pace and say to the people: “This is what we are going to do and this is why we are going to do it.”

How can we help people to understand the process of response in more informal ways?

I think response can be taught through legitimate sharing. That’s the “in” term; we used to call it testimony. My problem with sharing is that we only share the positive. It’s one thing for someone to get up and say, “I shared Christ with nine people this week, seven of whom became Christians,” and quite another to say, “I tried to share Christ this week and blew it.” The truth of the matter is that more people identify with the one who blew it than the one who went seven for nine.

And if you admit you blew it, you’ve always had a victory since then! (Laughter)

Response is taught by appropriately sharing real life, not phantom Christianity. Worship becomes more meaningful when we realize that all of us face the same tempter and the same struggles, and that we can look to the same Lord and each other for help and support.

In most of the leadership retreats we’ve attended, a large portion of the agenda was reserved for a discussion of schedules, programs, goals, and recruits to do the work. What should every group of church leaders consider when discussing the discipline of service?

We need to see service in a broad context. It’s easy to see it only in terms of our local church- what are we doing at Fourth and Main on Sunday morning in Sunday school. I see service as what goes on in the office or factory Monday through Friday. The average layman has the idea that his vocation is his penalty. That’s what he does five days a week in order to “serve the Lord” on Sunday. Actually, what takes place on Sunday should equip him for the service he’s going to perform all week.

We also need to recognize that within the church many of our people are overworked and undertrained. I find more and more people who do not enjoy churchwork-they endure it. My goal for a local church would be to help every member serve Christ, in at least one way, outside as well as inside the church. The average lay person isn’t serving in that way because he’s not trained to do it; but once he’s properly trained, it’s amazing how he will begin to enjoy it and become comfortable with it. When a person serves within the borders of his spiritual gifts he will enjoy the work of the Lord.

How you enlist a person usually determines how he or she will serve. A moratorium should be declared on at least three ways of enlisting people. One is the public announcement read on Sunday morning: “Beloved, next Tuesday we are going visiting. Please show up. Last week nobody showed up. Won’t you please come this week?” Usually, no one will come the following week except the two people you should never send visiting!

Another one is last minute conscription; it’s the situation where the Sunday school superintendent slips in during the adult class opening exercises, taps the person on the end row, and sentences him to the junior department for life. The moral of which is, “Don’t sit on the end of the row.”

The third scene is a desperate C.E. director who approaches a sincere, goodhearted person and says, “We’ve been all over the building looking for someone to take the high school class and we can’t find anybody who wants to take it. We’ve lost six people in the last seven months, and now we’re coming to you. Will you take it?” If this goodhearted Christian says, “Well, I don’t have much time, ” the C. E.

director usually responds, “That’s all right. It won’t take very much time.”

It has always fascinated me that when we take people into a local church-the time of their greatest motivation, namely, their willingness to unite with the church-we tell them to sit down, keep quiet, and listen. After we have made spectators of them, we try and reverse their orientation to one of participation. The time to give members some responsibility is when they join the church. People need to know we’re not operating the Church of the Sacred Rest.

Would you go so far as to say that everybody in the church must have a place of service?

Precisely.

Have you ever seen a church like that?

No, but I’ve seen one very close to it. I saw a church go from about thirty-four percent participation, which is very high, to ninety-three percent. They committed themselves to the idea that everyone in the church was going to have a responsibility. No exceptions. They matched person with job and began to develop a realistic training program.

What is a realistic training program?

A good combination of input and involvement, a hands-on type of thing. Learn to teach by teaching. I’ve never heard of a correspondence course in swimming, yet this is similar to the methodology we use in trying to prepare people for service. I like the idea of apprenticeship. I would like to meet more people who have been teaching sixth-grade boys for ten years, love it, and are still working on becoming the best sixth-grade teacher in the world.

Yet we keep running into C.E. people who look at church jobs as one-year appointments to be passed around like traveling trophies.

Two things work against the concept of wholesale, single-year appointments. First, they destroy continuity. Since there is no continuity of ministry, there is little development toward the mastery of a skill. Second, they assume that people are going to burn out in a year. It’s almost a Pygmalion effect. If you assume it, it will happen. On the other hand, if you develop workers with the idea of long-term commitments, you’ll train some real experts. I can give you hundreds of illustrations.

For instance, the greatest nursery teacher I know is a person who has been teaching for thirtyeight years. If there is anything to be known about teaching nursery children, she knows it. Even more exciting, she’s trained another twenty-five or thirty people in her skills. I’ve heard her say, “I’m no good with adults; they bother me, they threaten me.” But she loves little kids and they love her.

I remember another man who ran the mimeograph machine. He said, “Look, Pastor, I can’t speak, and if you call on me to pray I’ll have a coronary, but I can operate a mimeograph machine.” I could almost set my watch by his arrival time to print the bulletins. It is required of a man that he be found faithful, not successful-not all of the other things that we put on him.

As church leaders contemplate a new year, are you saying that part of their thinking must include the question, “How can we begin to get people involved in on-the-job training?”

Right. Evaluation of this question should come from two directions. How are current members functioning, and what potential resources do new people represent? You work on it correctively by recruiting people who are already members but not serving. You work on it preventively by recruiting new people who are just coming into the church.

I think we quickly grasp how one would begin to work with new members; but how do you reshape the thinking of those who have already developed “spectatoritis” and are pretty comfortable about slipping in and out of the side door?

In a number of ways. Many churches have used a questionnaire very effectively-a means by which people can indicate the service areas that interest them. There is one warning I give to churches using surveys: Follow through! I recently had lunch with some upset people who had filled out an interest survey last winter, expressed interest in several areas of service, and were still waiting to hear from the church. It will be a cold August day in Dallas before they sign up for something again.

How you follow through is important. I recommend that a committee examine the data, match the jobs with available people, and-this is the key-go to the prospect personally and say, “The committee has spent a lot of time thinking and praying about this matter, and we feel that Cod would have us approach you about the possibility of working in such-and-such a position.”

We enlisted a neurosurgeon to serve in our college department in this manner. Three of us made an appointment and went to see him. When he saw us he said, “Good grief, what is this?” “Well,” we said, “we have a challenge for you.” Before we could continue, he called his nurse and told her not to disturb him for any reason. We described the task as clearly as we could, and then very straightforwardly told him, “Doc, it will take everything you have and then some, but we think you’re our man.” That night he couldn’t sleep. His wife asked, “What’s the matter?” He replied, “I have to make an important decision.” “What, are we going to leave Dallas?” “No.” “Are you going to sell the practice?” “No, I’m struggling with the fact that three Spirit-led men came to my office and said, ‘We feel that God would have us approach you about the possibility of taking the college class.’ How can I view that lightly?”

Haven’t we just isolated a very important principle-if you can’t see the closure of a project, don’t start it in the first place?

Absolutely. Anything else builds a poor track record, and people will say, “Well, we’ve been down that road before.” You’re better off with fewer programs that are done well, than multiple programs whose wheels keep falling off.

Your answer touches on the question of success. How do we measure a program? How do we know when our service is successful?

Being successful means reaching your highest level of God-given potential. Our concept of success becomes distorted when we play the comparison game-you know, “How many books have you written?” compared to “How many books has he written?” That’s wrong; God didn’t mean for everyone to write books, even if you’re a well-known Christian leader. Maybe your contribution to the kingdom is to disciple ten people who will faithfully serve the Lord. If that’s your highest level of God-given potential, do it, and you’ll be eminently successful.

I know some small-church pastors who have produced more people for the ministry than some of the biggest churches in America. The largest percentage of our Dallas Seminary students come from small churches. And most of them have been significantly influenced by their pastor. He tends to be a man located in a small community-two or three thousand with a church membership of around 250. How can you compare him with someone who has been called to a large community?

Many pastors create their own problems. They read books filled with “success” stories, listen to tapes by “successful” preachers, and attend ministerial meetings where at least one colleague has something “bigger and better” to share. Pretty soon he begins to think, “I’ll never make it!” That’s the wrong response to the wrong question. The right question is: What is God holding you accountable for? And the right response is, “I can make it.”

What do the Scriptures say about success?

The Scriptures say a person will be successful if he follows the way of the Lord. This is what Joshua 1:8 is all about: “This book of the law shall not depart out of thy mouth; thou shalt meditate therein day and night, that thou mayest observe to do”-that’s the key-“according to all that is written therein. And then thou shalt make thy way prosperous and then thou shalt have good success.” Keep asking, “What has God called me/us to do?” If, with your potential and limitations, you’re doing it to the full, then you will have a successful ministry, whether you have 50 members or 5,000.

One of the great problems in the ministry today is that too many Christian leaders believe their press reports. It’s hard to find a person who possesses true humility. I’m talking about the kind of leader who can honestly say, “I’m God’s messenger boy. I just happen to be here on location. These dear lay people are so committed they make me look like a second-rate citizen.” Leaders like this ate rare but they do exist.

I was walking through town with a well-known pastor when we met one of his members. Calling her by name he said, “I was going over the Sunday school reports and I saw the names of the kids you led to Christ this year. I want you to know that you are engaged in a significant ministry.” That’s how to build up lay leaders.

Let’s touch on the subject of fellowship for a moment. What’s important for church leaders to reexamine about the discipline of fellowship?

First of all, we tend to stifle fellowship-which means, to share in common-by gravitating toward vertical rather than horizontal relationships: professor and student, teacher and disciple, pastor and parishioner. We need more horizontal relationships that are developed around commitment to the same goals. Regardless of our station in life, all of us are in the process of learning and maturing.

Second, the average lay person doesn’t think that his vocation has spiritual importance. Most physicians, salespersons, and business managers think their “secular” tasks are unrelated to the body of Christ. Our faith commitment to each other should be the great equalizer. Because we are members of the same family, it’s very important to me, the pastor, for Jim, an elder in our congregation, to do good work at the local television station I am going to pray for him and support him in his work.

How can a pastor demonstrate this kind of fellowship in a tangible way?

I’ve asked laymen if their pastor has ever shown up at their job. They usually respond, “Don’t kid me.” One day I was at Dick Halverson’s church and he said, “Howie, how would you like to go make a call with me?” We went out to a junior high school where one of Dick’s members was the principal. He was expecting us, and had some sandwiches brought up from the cafeteria. After lunch, we studied the Word and spent some time praying together. Just before we left Dick said, “Let’s take a walk.” So the three of us walked all the way around the block. After we had returned to the front door, Dick said, “OK, let’s pray and claim this place as your center of ministry.” Dick was as concerned about this man’s ministry as he was about his own. He sought to help equip him to function as a Christian leader in society. That’s how you develop fellowship.

And you think that is more important than worrying about the size of the Sunday school attendance of the neighboring church?

You know what I tell new pastors? “Look, you want to build a ministry? OK, then don’t make it your object to build a church, make it your object to reach your community.” A dynamic, healthy, growing, and exciting church is one that is reaching its community.

Any other observations about fellowship?

The dynamics of fellowship in the New Testament had a lot to do with the times. The church operated in a context of persecution. Interestingly, in our own time, the greatest Christian fellowship you see around the world is in persecuted areas.

I was in India some time ago, where we conducted a pastors’ conference outside one of the communist-controlled states where it is against the law to preach the gospel. Three pastors who had just been released from prison for preaching came to the meeting. I said, “What’s it like in your state?” They said, “Just like the book of Acts. The more they persecute us, the more we flourish. We’re conducting four or five services every Sunday to accommodate the people.”

They told me about one church where the elders met with the pastor and said, “Pastor, we have a problem; there are some people coming to church more than they should. From now on let’s tell the people, ‘If you come this Sunday, you must stay home next Sunday.'” I’ve watched this phenomenon over and over again.

My son attended Harvard, and the thing that really hit me was watching how the ministry of him and his friends took off the moment they were nailed to the wall for what they had been doing.

I keep asking my friends, “How can we launch a persecution in Dallas?”

How would you answer your own question, “How do we launch a persecution?”

The persecution against Jesus Christ always started when he became involved with people and changed their lives. Satan is for any program that doesn’t change people. But once you start overhauling the lives of people, watch out.

I’m back to my four disciplines. If I’m right that God has called us to make the church a center for instruction, worship, service, and fellowship, all in the context of evangelism, you can expect powerful things to happen. You will impact the community. You won’t have to stir up trouble, it will come to you. When the Holy Spirit begins to convict, convince, and rebuke, hang on, for resistance is on the way. And not just outside resistance, but internal resistance as well. You’ll know when you’re on target because that’s when opposition always comes.

For years I was involved with Young Life, and I have never seen a Young Life club in any city of America get one ounce of static from the local bar. The only people who gave them grief were the local religious leaders.

While we’ve been sitting here, it’s occurred to us that when Christians meet together, we often think, plan, and act as though there is no devil. One can leave a retreat setting without realizing that there is a power totally committed to blocking or destroying what God wants us to be and do. Good strategy demands that we size up the enemy forces. How do we do this?

The devil is a better student of us than we are of him. Paul said in II Corinthians that we are not ignorant of his devices. We know how he operates. But that’s an admonition few people take seriously.

In Luke 4 we’re told that Jesus, being led of the Spirit, was tempted by the devil. This was no reckless abandon. If Jesus Christ didn’t take the enemy lightly, how can we?

I’m afraid we have something of a cavalier attitude toward the devil. The older I become, the more I am aware of the subtlety of Satan. Just when you think you have him figured out, he slips up on your blind side.

When you are doing what Jesus Christ has called you to do/ you can count on two things–and you can stake your life on it: you will possess spiritual power because you have the presence of Christ, and you’ll experience opposition because the devil does not concentrate on secondary targets. He never majors on the minor. “We wrestle not against flesh and blood,” Paul said in Ephesians.

In what way does a seminary professor of thirty years struggle with Satan?

The major problem in my life and ministry has been depression. That will surprise even some of my closest friends because I’ve tried hard to be a positive, confident person. I’ve come home from a week of ministry where I’ve been so far beyond myself it was pitiful-where God did things far beyond my own spiritual capabilities; and as soon as I hit Dallas, I was in trouble. I’d crash. I would tell my wife, “Honey, I’ve had it,” and she would say, “Well, Hon. why don’t we pray together?” “No, I don’t want to pray.” “Why don’t we read the Word together?” “No, I don’t want to read the Word.” And she just kept right on loving me and accepting me. What can you do in the face of that? You change.

I think I’ve set a new record for resigning from this institution. One day my wife said, “Honey, why don’t you just write out the resignation and put it in the drawer? It will save you a lot of trouble.”

Self-pity is absolutely devastating. Even now, after years of working on this, I would never say that I am cured because I think that is part of the trap. It’s just sub-surface enough that if I ever think I can make it without the Lord, I’ll get clubbed again.

Copyright © 1980 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

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