One of the fringe benefits of this job is the privilege of sitting where a lot of interesting people and ideas crisscross. This past week was no exception. My appointment book was filled with the names of many gifted and dedicated people who wanted to talk about what’s happening in the church as well as in their own lives. What sticks out as I reflect on those conversations is not the exciting news or stimulating ideas we may have discussed, but the high percentage of hurt and pain that seeped through the words and phrases. Often the subject of conflict and crisis became the focal point of our dialogue. I was vividly reminded that the price of ministry is high. Few Christian leaders escape at least one devastating, crunching experience during their lifetimes.
Roy Price, a Louisville, Kentucky, minister refers to a poll conducted by a major denomination where it was found that a pastoral crisis occurs every eighteen months among its ministers (see “Building Trust Between Pastor and Congregation”). That this may not be too unusual was confirmed as I reviewed a list of one hundred article suggestions sent to us by a cross-section of church leaders. More than 25 percent of these ideas dealt directly with conflict and crisis. Few areas of church life were excluded; the spectrum ran from “Disillusionment With the Teamwork Speech” to “What Action to Take When the Pastor Has Lost His Effectiveness.”
When we planned this issue of LEADERSHIP, we faced the difficult decision of deciding which dimensions of this complex theme we should present. As the printing deadline approached, I developed a sense of frustration about the unlimited scope of the subject. In the limitations of a journal it’s impossible to speak to such an important subject in a comprehensive manner.
But what appeared to be a weakness may be a basic strength. More than anything else, we want LEADERSHIP to be an attractive package of stimulating viewpoints and models that will spark hundreds of discussions about effective ministry among pastors, church staff members, and lay leaders. We’re in the business of opening doors and windows, not giving exhaustive analysis.
We are pleased to announce the appointment of Daniel W. Pawley as Assistant Editor of LEADERSHIP. Dan is a graduate of the University of South Florida where he majored in journalism and English. For three years Dan was a member of an itinerant ministry team that served a number of Canadian churches. He has already contributed significantly to LEADERSHIP and you will be hearing more from him in the months ahead.
Before the next issue is published, we hope to have two more staff members. Meanwhile, some of us are panting pretty hard as we do double-duty for Christianity Today and LEADERSHIP. A very special thank you is in order for Laurie Powell, Administrative Assistant; Nellie Strehl, Production Manager; and Joan Nickerson, Director of Art and Design. Each of these women has worked many extra hours including reading galleys and proofs at home to make this journal possible.
One last thought about the theme of this issue. Whenever I think of the words conflict and crisis, I’m reminded of a word picture a friend painted for me several years ago. In his inimitable style he said, “The next time you’re really down-hurt, battered, discouraged, depressed-try to imagine God with a very worried look on his face frantically pacing back and forth through heaven wringing his hands and saying, ‘My goodness, what are we going to do about Paul Robbins’ problem?’ ” My friend’s picture has never failed to ease a smile across my face, strike a tune in my soul, and help me face another day.
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