Toolbox For Faith

A while back, I got a phone call from another Lutheran congregation in our area asking if they could have a copy of my job description. After I explained that I had a letter of call which outlined the ministry I was called to do, but not a job description detailing specific tasks, I offered to write down a few reflections on the role of a pastor. What follows is the reflection that I shared. You can download a pdf of the reflection here.

I do not have a job description. I have a Letter of Call which offers a general description of the ministry that the congregation has called me to do. The Letter of Call focuses on areas like preaching, sacramental leadership, worship leadership, pastoral care, lifting up the concerns of those in need, equipping others for service and sharing God’s love through word and deed.

One of the joys and challenges of being a pastor is that each day presents new opportunities for ministry and quite often, no two days or two weeks are the same. My week normally has a pattern. Typically, I lead worship and teach an adult class on Sunday mornings. I lead a Bible study and go to choir practice on Tuesdays. I write a sermon and prepare to teach my Sunday School class on Thursdays and Fridays. During the week, I make visits in the afternoons, go to ministry meetings in the evenings, oversee the business of the congregation in the mornings, coordinate with paid and volunteer staff at times convenient for them and engage in my own personal devotion and study. Add a funeral, hospital visitation, service project, a member or family experiencing a crisis, and/or synod event into the mix, and the entire structure of my week changes significantly. Seasons of the church year such as Lent and Christmas, require extra time for planning, preparation and services.

No pastor or congregation can be all things to all people, but thankfully as the Apostle Paul reminds us, “there are varieties of gifts, but the same Spirit; and there are varieties of services, but the same Lord; and there are varieties of activities, but it is the same God who activates all of them in everyone. To each is given the manifestation of the Spirit for the common good” (1 Corinthians 12:4-7). Pastoral ministry, at its best, is a partnership between God, God’s people in a particular place and a pastor. Each pastor has a unique set of gifts, competencies and passions and each congregation has an equally unique set of gifts, competencies, passions and mission opportunities. I believe that the key to creating a whole, healthy ministry is discovering and focusing on the ministries about which the pastor and the congregation are passionate and gifted. If you have a pastor who loves senior adults and a congregation full of seniors, then don’t try to start a youth group. Build a healthy senior adult ministry. If you invest time discovering your gifts, strengths and competencies, you will be able to begin to describe the ministry both the congregation and the pastor hope to accomplish and together you can then create a matrix by which to measure progress.

A word of caution about realistic expectations

Each person in a congregation has a set of expectations for their pastor. Many times, the congregations expectations are a compilation of all of these expectations added together, The result is that congregations expect pastors to be skilled worship leaders with inspiring sermons each Sunday, expert educators, compassionate caregivers, proficient small business administrators, fund-raisers, youth ministry specialists even when no youth are in the congregation, and public relations professionals while at the same time pleasing everyone. Pastors can be just as unrealistic. They expect members in congregations to be at least as pious as he or she is. They think that members should be keenly interested in reaching the unchurched, amazingly generous, conflict free and totally devoted to the church.

Neither set of expectations is realistic. Most pastors will bring a high degree of competency in one or two areas of ministry, a reasonable degree of competency in one to two other areas of ministry and very little competency in some areas of ministry. Most congregations are filled with ordinary people who come to church looking to share and receive community, compassion and hope. One way of looking at realistic and unrealistic expectations is to divide a sheet of paper into two columns. In one column put the expectations of what a pastor or congregation is to do and in the other column put the expectations of what the pastor or congregation is not to do. This can provide a concrete way for all parties involved to get a handle on the expectations. To me, a better way forward is to develop a shared vision for mission and then agree upon one or two ministry goals to be accomplished over the next year. I believe this approach is the healthiest and most effective way to undertake the ministry God is calling pastors and congregations to do.

When starting a call process, invest time in discovering the gifts of your congregation. An honest assessment of the ministry those gifts will allow you to accomplish will help you grow forward as a congregation. Don’t worry about what you think you are ‘supposed’ to do as a church, discover what God has gifted you to do, then look for a pastoral leader who has the gifts to help you build on your strengths and develop new strengths in the years to come.

Most people tend to look at weaknesses rather than strengths. When your strengths become stronger, your weaknesses are less apparent. When you attempt to solve weaknesses, the strengths that you had grow weaker.

When the Chicago Bulls were beginning to challenge the Detroit Pistons for dominance in basketball, they had a playoff game in Chicago. With around three seconds left, the Bulls got a rebound and called a time out. After the time out, the Bulls were going to take the ball out of bounds at mid court, behind by one. During the timeout, the radio announcers were discussing what to do when one said, “If they do not get the ball to Michael Jordan, they should fire the coach.” They got the ball to Jordan who hit a 3 point shot and the Bulls won by 2. They went with their best player.

In the church, we call a timeout which is a board or committee meeting and most often give the ball to the water boy—the area where we are weakest.

Go with your strengths. Do even better what you are already doing the best.

When I mentioned the possibility of a third service to folks at St. Michael, most were cautiously supportive and genuinely curious about why I thought a third service might be helpful. When I explained that I thought there was an opportunity to reach a group of people in our community who aren’t able to attend worship on Sunday morning, most people agreed that, in theory, the idea made sense. At this point, I don’t know if the service will be on Sunday night, Tuesday night, Thursday night or some other evening. I don’t know if the service will be in the Sanctuary or at a second site. I don’t even know what the style or format of the service will be. I simply believe there is an opportunity that is worth pursuing. Now the question becomes, how do we move from a possibility to a new worshiping community.

Initially at least, I am planning to use an approach presented by Dr. Callahan at the Developing Key Leaders event held in Roanoke in September 2010. Dr. Callahan suggested that one approach is to find five people who would have fun beginning a new service. Gather those people in January and think about who, in the groups they are already a part of, might have fun begin a part of a new service. Between January and March, he suggests inviting the initial five to each find three more people who would be interested in being a part of a new service. In March, he suggests gathering those people for a one-time fun event. During the March event, work with the group to develop excellent ideas for the new service. He suggests repeating the process in May and July by encouraging each of the people from the March event to invite three more people to join the conversation. In August, reach out to the community through personal contacts, phone calls, notes, emails, text messages, etc and then launch the new service in September. I like the approach because it draws on the wisdom of the community and invites broad-based support. I’m sure we’ll modify it as we go, but initially this seems like a helpful way to get started.

Some congregations develop mission statements. Some congregations coalesce around the personality of a leader or leaders. In a very interesting post on churchmarketingsucks.com, Brad Abare asks the question, “What’s the essence of your congregation?” It’s a short post, but I think it helpfully invites us to try and discover what the essence is of our ministry.

As my wife and I sat eating dinner with several other couples, I talked to one person who was on the congregational council, the governing body, of his church. He told me about the planning retreat that the council was having and concluded by saying, “We are really good at planning.” Then he paused for a moment and added, “But nothing much ever happens with the plans.” I nodded my head in agreement and said, “I understand. I really understand.”

I led councils on about ten planning retreats before I realized we were making a crucial mistake. I led with the assumption that the purpose was developing a plan. The results each time were very disappointing because most years nothing really happened during the next 11 months until we reached the next January and planned again. We became very good at planning.

I finally realized that I needed to change my approach. The purpose of planning should be action. Expectations make a difference. Planning is not an end goal but an intermediate step toward ministry happening in the congregation. When we changed the emphasis from planning to action, new ministries began to take shape as the plans became reality.

I am working with a congregation in March on planning but we are not going to call it a planning event. We are calling it a “Congregational Action Event.” We will be doing planning but the expectation is that action will happen in ministry to make a difference for Christ in our community.

Repeat the phrase often, the purpose of planning is action.

In an article entitled, “Film School” Chris Anderson proposes that the rate of change in society is being accelerated by the ability of millions of people to view and respond to online videos. In the past, an idea may have been limited to a small circle of people, but now millions of people with differing resources, perspectives and experiences can witness, analyze and improve upon the idea. Anderson believes that innovation has always been a group activity. He says “most innovation is the result of long hours, building on the input of others. Ideas spawn from earlier ideas, bouncing from person to person and being reshaped as the go . . . . Throughout history, the best creativity has happened when groups of artist, reformers, writers, or scientists connected regularly with one another.” Anderson refers to this process as Crowd Accelerated Innovation.

Crowd Accelerated Innovation, Anderson points out, is not new, and certainly we can see its impact in the history of the Christian movement. Look at how the disciples solved the problem of the widows who weren’t getting fed or the work produced the the various early church Councils or the impact of the group of people surrounding Luther during the Reformation. Throughout Christian history we have seen numerous examples of the crowd - the body of Christ - developing new and powerful ways to go and make disciples of all nations.

In today’s world, Christianity faces a number of challenges, problems and opportunities. I know there are wonderfully talented people in various corners of the church working in these areas, but it seems to me that the best way forward for the Christian movement is to tap into the variety of gifts which make up the body of Christ - to take advantage of the “crowd” God has gathered together and allow the body to innovate, problem solve and lead. Crowd Accelerated Faithfulness lacks the control that top-down solutions might offer, but think of what we might accomplish if we use the resources which exist in today’s world to connect huge segments of the body of Christ and invite them to work together to build up the whole community. Moving in this direction will require leaders to relinquish a certain amount of control, will require us to embrace new and emerging technologies and may require us to modify the way we have always done things, but to me the potential of Crowd Accelerated Faithfulness is simply too powerful to ignore.

I read an interesting article this week entitled, “Think Visual” by Clive Thompson. Drawing on the work of an author named Dan Roam, Thompson argues that “our culture relies too heavily on words.” He believes that “dynamic, complicated problems . . . often can’t be boiled down to simple narratives. They’re systems; they have many little parts affecting one another. In those situations, drawing a picture can clarify what’s going on.”

In the church, we do words well. We have scripture. We have tradition. We have liturgies. We have prayer. We have lots and lots of words, so it shouldn’t be surprising that when faced with a problem we often try and talk our way to a solution. I was a part of a conversation last weekend where we discussed an organizational vision. One of the documents we were using had only words and one of them had a picture which incorporated the same ideas and fewer words. Guess which document was referenced again and again and which one was mostly ignored even though the concepts were virtually the same. Increasingly we live in a visual world and perhaps sketching out the problems we face may inspire us to see new connections and discover new solutions.

Every congregation has a pattern to its life and ministry. At St. Michael for example, we do not schedule much for the two weeks after Virginia Tech graduates, because everyone takes a little break once the students leave. When I arrived at St. Michael, that end of the school year break continued throughout the summer. All of our ministries went into hibernation. Sunday School went away. The Senior Adult group stopped meeting. The Choir took a break. We offered worship and Vacation Bible School, but that was about it. Most everyone was still around. People didn’t really seem burned out to me when summer rolled around, but still our ministry virtually came to a halt.

Over the years, we have slowly increased our ministry during the summer months without much resistance and recently, I think I discovered part of the reason why. While talking to one of my long-time members, I learned that our “hibernation period” probably started because there was no air conditioning at church. It was too hot in the building, so nobody did anything until the weather started to cool off. The interesting thing is that even though air conditioning was added years ago, the pattern was so ingrained that nothing changed.

Sometimes we do things in the church for very intentional reasons, like not scheduling meetings during the two weeks after graduation, but sometimes we are simply repeating a pattern that may no longer be helpful or necessary, like going into hibernation for the summer. Each congregation’s pattern of life will be different, but discovering your pattern and understanding your pattern can be a tremendous asset for leaders as they plan for the life and ministry of a congregation.

I am in the middle of reading Switch by Chip and Dan Heath. Switch is a wonderful book which focuses on how to accomplish change when change is difficult. When I finish the book, I’ll post a more complete summary, but for now I want to focus on one of their points - “Follow the Bright Spots.” In essence, they are suggesting that you take a look at your ministry, discover what you are doing well, learn from that success and apply the knowledge to another area of your ministry.

For example, if you have great success with Vacation Bible School and limited success with weekly Sunday School, the question becomes what can you learn from VBS and how can you apply that lesson to Sunday School. Perhaps you have great storytellers at VBS and simply including those storytellers will strengthen Sunday School. Obviously each congregation is different, but I think following the bright spots will help us identify our strengths and help us to use our ministry gifts more effectively.

If you are interested in learning more about Switch, you can check out the Heath Brothers website.

I received an email last week from a former member who among a variety of things thanked me for “the excellent advice that you shared with us at a meeting shortly after you became pastor.” Luckily, she shared what I had said because I was not certain what she was talking about. She quoted me as saying, “If you have a new idea that you want accomplished in your congregation, find a champion for the idea and do not give it to a standing committee.”

That sure sounded like something I would say. Over the years, I have learned that standing committees are designed for ongoing programs that have already been developed but new ideas require one champion or a small team led by people who are passionate about the idea to develop the program. Committees have their hands full doing what they have accepted as responsibilities. That means that when a new idea is presented, most often the new idea is put on the back burner.

A new idea prospers when one champion or a small group of champions take responsibility for making sure that the new idea becomes reality. People with a passion for the task will make it happen. Once all the groundwork has been done, most times you can pass it on to a standing committee to keep it functioning if it needs to be more than a one time event or happening. Have a great idea? Find a champion or a small group with a passion for the new project to make it reality.