Moses was a hundred and twenty years old when he died, yet his eyes were not weak nor his strength gone. The Israelites grieved for Moses in the plains of Moab thirty days, until the time of weeping and mourning was over. Now Joshua son of Nun was filled with the spirit of wisdom because Moses had laid his hands on him. So the Israelites listened to him and did what the Lord had commanded Moses.
-Deuteronomy 34:7-9
After only a few minutes with the pulpit committee, I realized that if I came as their pastor, I would have a tough act to follow. Dr. Ed, as the former pastor was affectionately known, was not only well-liked but beloved.
In my first get-acquainted session with the committee, one member said, “We would want anyone coming as pastor to know that our last minister was loved by everyone. No one wanted him to leave. We would have kept him forever if we could. But we couldn’t, so now we have to go on.”
The others nodded.
Those kinds of statements, at first, can make you feel that, no matter how well you serve, you’ll always be Plan B. How could anyone follow Dr. Ed without seeming a pale substitute?
I eventually took the job at Park Avenue Baptist Church, and I saw that while the people’s love for Dr. Ed was truly deep, they also were willing to look ahead. I became their next pastor.
The Secret of His Ministry
Before Dr. Ed, Park Avenue had enjoyed a period of growth. Then, when things seemed most promising, the church experienced a trauma that caused many of its best members to leave. The aftermath left only a shaken few to carry on the ministry. At this point of vulnerability, the congregation asked Dr. Ed, recently retired, to reenter the ministry.
He did and encountered a seriously wounded congregation. Dr. Ed’s degree was not in medicine, but he was definitely a healer. His presence brought hope and encouragement. His gentle spirit kept people together and led them back from the brink of disaster. His leadership style was steady, confident, and uplifting. One secret of his ministry, I believe, was his great love for the people of this hurting congregation.
After several productive years of ministry, Dr. Ed felt a sense of completion. The church had experienced numerical growth and a renewal in spirit. The congregation was strong, unified, and ready for the future. Now was the time for both him and the people to move on.
But the farewell saddened hearts on both sides of the pulpit.
Succeeding as a Successor
I had followed competent pastors in other churches, but succeeding someone so deeply loved was a new experience. It proved to be a unique challenge and offered me several valuable lessons.
1. Accept the reality of the situation. Your predecessor had a special relationship with the people. You can’t reproduce it; nor should you. Simply accepting this reality will reduce your stress, saving you from the problems denial brings.
Unfortunately, some pastors respond to lingering loyalty like desperate fire-fighters, rushing to extinguish every public flicker of affection for the previous minister.
One minister went so far as to scold a deacon during a board meeting for his references to the previous minister. This deacon had enjoyed a good relationship with the former pastor, which seemed to threaten the new minister.
At one meeting, the deacon mentioned that the previous pastor liked to meet with the board for prayer each Sunday morning.
“Jim,” said the new pastor with an edge in his voice, “this is the third time you’ve mentioned the previous pastor tonight. Don’t you think it’s time you stopped living in the past?”
The deacon felt discounted and belittled. The board felt embarrassed. The new minister’s relationship with them was damaged. It seriously undermined his effectiveness as a pastor.
However, denial can take a more subtle form. Some ministers block their feelings of discomfort over the loyalty of the people toward the former pastor.
One minister, when asked about the lingering affections, responded, “Oh, I really don’t pay much attention to sentimental remarks like that. I imagine people say the same thing about most of their ministers when they leave the church.”
For others, the obvious emotional bonds cause paralyzing bewilderment. One pastor confessed, “I don’t know what to do when people speak so fondly of the former minister. I wish they would focus on the present. I’m not sure how to respond.”
I’ve discovered that when you accept and affirm people’s feelings, you create new opportunities for relationships and ministry. Early on at Park Avenue, a parishioner said to me, “I don’t see how Dr. Ed can ever be replaced.”
My response was simply, “He can’t be replaced. He was special to you and many others. No one can take his place.” By not trying to compete, I’ve enjoyed an excellent relationship with this member.
This encounter confirmed for me the value of affirming the love parishioners may feel toward a former pastor. Rather than ignoring or comparing, I choose instead to stand alongside my predecessor.
2. Recognize and facilitate the grief process. The loss of a loved one, for whatever reason, results in grieving. Why should the departure of a beloved leader be different? The grief expression may appear as an open admission that the pastor is deeply missed. More often, though, grief is shown in passing references to something the previous minister said or did.
When I first arrived, people often mentioned Dr. Ed-in board meetings, social events, or pastoral calls. Had I not recognized this as grief, I could have easily felt threatened. Knowing that such references are a normal part of grief made it easier for me to reach out to others.
Such comments are not a rejection of you. Rather, grief is commonly expressed by sharing memories and feelings about the person who is gone. Just because people speak warmly about your predecessor is no reason to assume they don’t like you. It certainly does not mean they will never accept you as their pastor.
When one of our elderly members suffered a death in the family, I stopped by her home to offer comfort and prayer. Later, at the conclusion of the funeral service, I went to speak with her. She was standing beside her son.
“This is my minister,” she said, introducing me. “He’s been a real help to me through all this. I don’t know how I would have made it without my new pastor.”
There was no member of Park Avenue who thought more of Dr. Ed than she, yet she was willing to identify me as her new pastor.
Actively facilitating the grief process, even in simple ways, can deepen your ministry. Not long after I came to Park Avenue, Dr. Ed sent a new portrait of himself and his wife to the church. I brought the picture to our next Bible study and passed it around for people to see. Rather than simply hanging it on the wall in the office, I thought it would be more meaningful to share it during the study. It gave people an opportunity for healthy reminiscence.
Afterwards one of the attenders came to the office and thanked me for bringing the picture to the meeting. We were able to discuss Dr. Ed’s ministry to her, and I learned other important details about her life. She not only worked through some of her grief but allowed me into the process.
Periodic updates on the former pastor’s status can also move along the grief process. For example, Dr. Ed went from Park Avenue to serve as an interim pastor in another local congregation. When I attend a conference or meeting and encounter Dr. Ed, I usually bring back word to my people. Not only does it let them know how he’s faring, but it affirms that life goes on both for him and us. This allows grief to complete its cycle.
Remember, grief takes time. Thirty days were set aside for the official mourning of Moses. This time allowed people a legitimate way to express their sorrow and adjust to change. No such formal period of mourning usually exists in the transition of pastoral leadership. But we need some observance. It isn’t realistic to expect people to make the transition to the next pastor overnight.
When a faithful member of the church died, the family asked if I would mind having Dr. Ed assist me in the funeral. I said that would be fine. Now, Dr. Ed is very much a professional, and he has strong feelings against former pastors returning for such services. He consented only after feeling assured that this was important to the family and acceptable to me.
Sometime later, this same family lost another member. When I visited them, I asked if they would like Dr. Ed to help again with the service. They replied, “No, you’re our pastor now. There is no need for that.” Sufficient time had elapsed for the family to accept the pastoral transition.
3. Accentuate the continuity between the past and present. Ignoring your predecessor’s achievements is counterproductive. There are good reasons to recognize the continuity of bygone days with the here and now. You can do this in a number of ways.
Early in my ministry, I made a point to recognize the accomplishments of Dr. Ed in my sermons. I discussed his ministry of love and healing. I even read a portion of a letter he had sent me regarding his hopes and dreams for Park Avenue. Affirming him made it all the easier to motivate people to build on this good foundation.
Continuity can also be emphasized in the installation service. The official inauguration of a new era is an important emotional and spiritual milestone. Joshua’s public commissioning by Moses is the classic case in point (Num. 27:22-23). Moses’ laying hands on Joshua helped the people of Israel accept and follow their new leader.
As I planned my installation service, my first inclination was to focus on the future. The more I considered this, though, the more I realized the wisdom of connecting the past, present, and future. Continuity, rather than vision, seemed to be the need of the hour.
I involved Dr. Ed in a meaningful way. He graciously accepted my invitation to be on the platform that day. His presence resulted in a spontaneous and treasured moment for me. I had asked Dr. Ed to offer the prayer of installation. But before he did so, he asked a denominational representative to join him in a “laying on of hands.”
This ritual was not new to our church. But because it routinely occurred in ordination services not installations, it had a particularly powerful impact on me and the congregation that day. The new and older orders intersected. The service added early credibility and momentum to my new ministry.
4. Seek to understand the reasons for your predecessor’s success. Following a beloved leader is an excellent opportunity to learn about the congregation. Fully understanding the “chemistry” that existed may not be possible, but obviously your predecessor did something right. Mine successfully addressed my congregation’s personal, social, and spiritual needs. If you listen carefully, you can discover what those needs are.
Four weeks into my ministry at Park Avenue, I visited an elderly woman in the congregation. After polite conversation she said, “I am really going to miss Dr. Ed. He was so good about visiting us old folks. He understood us because he was a senior citizen himself.”
I realized that this woman, and the elderly in general at Park Avenue, needed my special attention.
Programs and tradition initiated by the former minister may reflect congregational needs still unknown to you. For example, a prayer chain initiated by my predecessor turned out to be a source of regular interaction, not just a means of efficiently spreading prayer requests. It provided community and hope among those participating.
5. Communicate your availability to develop new relationships. Most of us think of ourselves as accessible. But if we follow someone with a high level of accessibility, we have to work harder on our availability. Busyness often characterizes the early days of a new pastorate. If your people perceive you as busy and inaccessible, they will likely conclude that you are inaccessible. If that’s not the message you want to send, then setting aside the urgent and paying attention to the important is critical. Namely, sending the signal you are eager to develop new relationships.
My office is adjacent to our sanctuary. It has two large windows allowing me to wave at people as they enter the church. Usually the curtains are drawn; I make it a point to leave them open whenever possible. I’m comfortable with people popping in to talk for a few minutes. If they’ve seen that I’m in the office, I want them to know they are welcome to stop by. Visibility can communicate your accessibility. This is especially important during your first weeks on the job.
Besides encouraging them to visit, take a sincere interest in the details of their lives, such as new jobs, children’s graduations, or a trip they’ve recently taken. Finally, never underestimate the power and symbolism of your presence or absence at any function. In short, be seen as often as possible.
6. Accept yourself and bring your own distinctive style of leadership to the ministry. Such advice is obvious but not easy to heed. We all feel the pressure to “measure up” to others’ expectations. Resist the temptation to wear someone else’s armor. Your bond with the people doesn’t have to equal your predecessor’s.
My predecessor was gregarious, for example. He loved functioning in large groups. He put people at ease and in casual conversation quickly identified with them. I’m not naturally comfortable in large groups, and I accept that fact about myself. Rather, I’m a small-group person, so I have chosen to build relationships with the Park Avenue people through the use of small groups. I play to my strength.
We all have our own gifts, skills, and personality. I don’t believe we are called to sacrifice these distinctives in order to meet the expectations of others. I want my own gifts, vision, and enthusiasm to invigorate the church.
Remember Joshua When You Follow Moses
Joshua is an excellent example for those ministering in the wake of a beloved leader. Imagine the pressure he faced following a leader who had stood up to Pharaoh, delivered a nation from slavery, experienced the presence of God, and handed down the commandments. Israel wasn’t an easy congregation to lead. If ever it was “lonely at the top,” Joshua faced that isolation.
Yet, he assumed his role with enthusiasm and his own style of leadership. He earned the respect and loyalty of the twelve tribes. As a result, he led them to their greatest victories and into the Promised Land.
When we follow a beloved leader, we can rejoice. We have a special opportunity to continue the work of Christ, to build on a firm foundation.
Copyright © 1993 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.
