As a follow-up to my blog about the weaknesses of effective pastors, we now turn to their strengths.

According to a research project by Thom Rainer a few years ago, these pastors lead churches that are among the most effective in the country at spreading the gospel and discipling new members. (This is excerpted from my book, Career Crossover, Leaving the Marketplace for Ministry, B&H, 2007.)

1.  Vision

Bob Russell, the retired senior minister of Southeast Christian Church in Louisville, Ky., says he didn’t begin with a vision 40 years ago – rather over time a vision found the church, which is now one of the largest in North America.

Bob never planned to be the pastor of such a large church. Instead, he said, “We just tried to be obedient to what God called us to do, and do everything with excellence.”

Another pastor from Ohio told a similar story. “When I came to the church nine years ago, the church did not have a clue where it was going. The leaders told me that they were willing to follow me anywhere if I could just tell them where we needed to go.”

The ability to cast vision does not always mean the leader knows precisely where the church should go. He may communicate obedience to the Great Commission is imperative and ministering to those in need is the cultural mandate for the church. But the leader of the church may not have a clear idea where this obedience to God may lead.

Two elements of vision casting were prevalent with these pastors. First, the leader was confident because of his experience and faith that God will ultimately direct the church’s vision. Second, he communicates the vision with passion and inspiration.

A female attendee in one of the effective churches said, “When Pastor Paul talks about the vision for our church, the whole church gets fired up.”

Rarely did these leaders say they developed precise plans to lead their churches to growth. But one point is clear: regardless of the lack of detail, the communicated vision in almost all of the Rainer team’s surveys included a clear and compelling picture of reaching lost people. A pastor’s urgency to reach the unchurched was a vision in itself.

2.  Humor

The formerly unchurched indicated they were attracted to a particular church because of the personality and transparency of the pastor. And often they mentioned that the personality included a sense of humor.

The surprise, however, was the number of leaders who mentioned humor as a strength.

“Many of the unchurched expect a real straight-laced pastor when they finally visit a church,” a Nazarene pastor said. “They are really surprised to find we are human just like they are. A sense of humor tends to disarm those who may be uptight about being in church.”

3.  Persistence

The pastor of a nondenominational church in Maryland said his leadership strengths could be summed up in one word: persistence.

“I have been at this church for 14 years. I've made some stupid mistakes, and I've done a few good things. As I look back over 14 years, I can see that God has blessed me despite me. Too many of my fellow pastors run to another church at the first sign of trouble. I'm glad I stuck it out."

The persistence issue was more than just hanging on for several years. These leaders were tenacious in their attempts to get God's work done well at the churches they served.

4.  Leadership by example

A Presbyterian pastor from Virginia said, "One of my greatest leadership strengths is my willingness to lead by example. I have a lot of weaknesses,” he added, “but that is my greatest strength.”

More than any other factor, a majority of the pastors said in order be effective they had to model personal evangelism. Here are some of their comments:

• “The senior pastor must model personal evangelism to the staff and congregation.”
• “The pastor should set the example by seeking to lead one person to the Lord each week.”
• “I must set the pace in personal evangelism. I can't expect the people to do what the pastor is not doing.”
• “The pastor must be a soul winner. Personal evangelism is both taught and caught.”
• “I must establish relationships with non-Christians so that the people in the church will see my lifestyle modeled.”
• “The pastor is a player/coach. He shows evangelism by example, then encourages and exhorts others to do evangelism.”

The issue of leadership by example was most conspicuous in the comments on personal evangelism, but it was not limited to that one issue. Other pastors said they try to model what they believe their staff and members should do in prayer, personal Bible study, ethical issues and family issues, to name a few.

5.  Faith and optimism

“What impressed me about the pastor of Valley Community Church,” Natalie said, “was his confidence in God. He made me almost believe that anything was possible through God – and I wasn't even a believer at the time!”

Slightly more than half of the pastors indicated their faith in God was a leadership strength.

“I have taken what many people would call stupid risks. We recently entered into a building program that is a huge step of faith,” a Texas pastor said. “We will have to grow our budget by 25 percent within two years to be able to carry out this project. But I am convinced that God will provide. And the people of the church have followed my leadership. They are convinced, too.”

One New Jersey pastor said, “I know that my faith and optimism are strengths God has given me. But I don't want you to tell people that my theology is the power of positive thinking or name-it-and-claim-it.”

Faith and optimism are contagious. More than one leader said they challenge their churches to do something so great that it is doomed to failure unless God is in it.

6.  Relational skills

Thom writes, “In the year 2000 I made a decision as dean of the Southern Baptist Theological Seminary that our faculty would add a required course in leadership that would cover such topics as conflict management, financial management, and interpersonal skills. The latter topic in particular was one that I knew to be of urgent import. I have seen, both as a dean and as a church consultant, some of the brightest people blow opportunities for effective leadership because they have poor interpersonal skills.”

A majority of the leaders in his study cited interpersonal skills as one of their strengths.

An executive pastor from Ohio said, “I’ve got five good friends who graduated with me from seminary. Two have lost their jobs and are not in ministry. Another is in a difficult situation in a church. I believe the common factor in all of my friends’ problems is their failure in relating to people. Their problems are a lesson for me. I’m trying to improve my relational skills even though I think I'm pretty good at it.”

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Twitter:  @TomRHarper
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