Leadership is an interdependent mixture of intuition, experience, and inspiration. And precisely because of this extraordinary fusion a starting place becomes difficult, if not impossible, to assign.
As the weekend retreat ended, two influential elders of Clarkston Church3 drew me aside. “We’ve decided to call for Pastor Gordon’s removal,” began Julian. “It’s not that we haven’t tried,” continued Rosa, “but Gordon is single-minded and stubborn. This weekend has been one long sales job. He’s just trying to get us to buy his vision for a new building.” Within a week I received an e-mail announcing that the elders were bringing Gordon before the council for removal. As I thought back to my two years working as a consultant with this church, I marveled how quickly things had changed.
Two years ago, Gordon was fresh out of seminary and following a popular pastor at Clarkston Church named Joan. Joan had turned a dying church of forty attendees into a growing congregation of more than 120 worshipers. Tapped as her successor, Gordon had graduated from seminary after forty years of running an investment program for his denomination. This was his first pastorate, and I remember the passion he brought to his new vocation.
Two years later, the enthusiasm was gone, replaced by a spirit of pessimism and duress. “They wanted me to change things,” recalled Gordon in a phone conversation later that day. “And they gave me free rein. So I took it. They are forgetting that we grew a lot my first year.”
“But last year was different,” I interjected.
“Sure, they’ve got their own unrealistic ideas about how things should be done,” continued Gordon. “They don’t have the training. I do! They saw my way worked the first year. They should have listened to me last year too.”
Rosa, in her mid-seventies, and Julian, in his early thirties, formed an odd partnership aligned against Gordon. “We both feel that Gordon won’t support our ideas to help townspeople,” began Julian. “We’re the poorest area in the county, and Gordon just wants to focus on building a new sanctuary.”
“He’s afraid the new building won’t be built if we use our money to help the needy here in Clarkston,” added Rosa. “He’s forgotten our history as a denomination that looks after the poor.” Later Julian summarized: “Gordon is getting his ideas from what bigger churches are doing in bigger cities and the stuff he learned in seminary. He doesn’t listen to our input. But we’re more familiar with what people need around here because we live here. And he still doesn’t.”
Gordon recently confided, “Look, Bob, I’ve got three years until I can retire with some denominational benefits. No one wants to hire a pastor my age. So help me convince my board to do things my way for just three more years. Then I can retire. The church can hire someone else to beat up, and everyone will be happy.”4 Gordon didn’t have three years. He barely had three months.
Stands for “others”
Among tomorrow’s leaders there is a passion not for themselves or their own accomplishments but for helping those most in need: the underprivileged, disadvantaged, and deprived. To understand this empathy, let us first look at what modern leadership has evolved into, for this will help us understand the millennial reaction. Here are three perils of modern leadership:
Modern peril 1: Others and their allegiance drive the leader.
In the modern leadership world, numerous books extol leadership as the pinnacle of human ambition.5 And many of these books measure the leader’s success in terms of how many follow her or him.6 Harvard leadership professor Barbara Kellerman said, “The modern leadership industry, now a quarter-century old, is built on the proposition that leaders matter a great deal and followers hardly at all.”7 Another leadership
writer warned, “Many in leadership positions today believe that their leadership should be measured by how many people look to or depend on them.”8 A result has been that modern leaders often measure success by the number of followers who meet the needs of the organization (or meet the needs of the leader).
Subtle clues abound in the church world, such as when the leader’s name is proudly displayed on church signage and in advertisements. Doing this builds a church on a person rather than a community and inadvertently fosters a cult of personality. Another damaging result is that the non-church community can view the leader as the most important person in the congregation. Leaders exacerbate this problem when they use possessive terms: “Mychurch is located on Second Street,” “myboard does this,” or “myyouth pastor does that.” Ownership, self-importance, and dominance are the subtle insinuation, announcing that if you want to be part of this church, you should view yourself as a possession subject to an earthly person rather than to Christ.
Modern peril 2: Others are resources to be managed.
A type of management arose during the Industrial Revolution that valued workers for their labor, not for their worth. In 1913 Frederick Taylor described this as “scientific management”9 and famously intoned, “The worker must be trimmed to fit the job.”10 To legitimize his conclusions, he conducted time and motion studies to show how jobs could be better performed at the workers’ expense. Modern managers embraced this research to prove that by manipulating people, work can be done faster and more efficiently (oftentimes, however, at the expense of the workers’ input, self-worth, and dignity).
The human resource movement rose in reaction,11 where fulfilling a worker’s needs and aspirations was seen as equally important. But this approach came to view humans as little more than just another “resource” to be allocated, deployed, and/or deleted.12 After a century of these trends, modern leadership often became too focused on propping up the organization and/or the leader at the expense of the people it managed or served.13
An autocratic leadership model emerged in many churches that paralleled the business world where all major decisions passed through a central leader.14 Known in the business world as the sole-proprietorship model, this is a mom-and-pop business approach where all-important decisions pass through “pop,” the figurehead leader. In the church this figurehead is usually a professional clergy person. But this creates a bottleneck in the decision-making process, stalling growth for several reasons. First, growth stalls because of the time needed to get a decision approved by a senior leader. Second, volunteers may feel their input is not trusted because the volunteers must “convince” a figurehead, far removed from the work, of the merit of the volunteers’ ideas. Third, the figurehead will often respond by using past experience to criticize the new idea. Leaders become trapped in an experience trap and dismiss the innovations of others.15 Volunteers such as Rosa and Julian often feel they do not measure up to the leader’s expertise. They feel unappreciated, unacknowledged, and eventually a commodity.
Modern peril 3: Others are led by vision.
“Everyone keeps talking about vision statements. They spend too much time on these things. Great Commission, Matthew 28:19, that’s our mission!” said Leonard Sweet.16
An abundance of books today deal with how to fine-tune a church’s vision.17 Yet very little church growth occurs because of a more accurate vision or mission statement. Rather, I have observed churches preoccupied with scrutinizing the language of their statements. Wrangling over words in our statements preoccupies congregations with the minutia of church language, disregarding the important language of good deeds to a non-church community.
Similarly, when conflict arises (as it will in the church), a leader may be tempted to retreat to her or his vision, using it as a weapon to demote the vision of others. Often, the leader may try to win over others by scheduling a vision retreat, which more aptly might be called a “vision-selling retreat.” Then, if others are not won over, leaders such as Pastor Gordon may focus on Jesus’ warning that “my Father is the gardener. He cuts off every branch in me that bears no fruit” (John 15:1-2 NIV).18 Usually, this indicates the leader wants certain people (who don’t agree with the leader) to exit the congregation, which in a worst- case scenario can lead to congregants being forced out. This can be exacerbated if the leader has come to see one’s vision as superseding any corporate vision. This malady allows the leader to dismiss others’ foresight for ministry.19 Such a leader develops a type of people blindness.20
Excerpted from Organix: Signs of Leadership in a Changing Church, by Bob Whitesel (Abingdon Press 2011). For further online notes: See Chapter 1 Complete Notes.
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Bob Whitesel (D.Min., Ph.D.) is professor of missional leadership and founding professor of Wesley Seminary at Indiana Wesleyan University. A sought after speaker, church growth consultant and award-winning writer of 12 books on missional leadership, church change and church growth; he also holds two earned doctorates (D.Min. and Ph.D.) from Fuller Theological Seminary where he was awarded “The Donald McGavran Award for Outstanding Scholarship in Church Growth.”www