(An Introduction Series of Posts)
by Gary Becker
(Director of Biblically Balanced Ministries)
Pastoral transitions can lead to a smooth transition of leadership or can become a time of division and conflict. They can also lead to a renewal, and even restart, of the church. Transition of leadership is a crucial time in the history of the church.
This series of case studies are meant to both help guide and warn churches of how critical transition times are. The case studies are reflective of actual transitions BBM has been involved in. However, they are not necessarily a story of an individual church. These studies reflect examples that may actually be a composite of more than one church. Also, I have used liberty in drawing some conclusions. Thus, names of churches or pastors are not given or may be simply examples.
These studies are representative of the ministry of BBM and my ministry experience in consulting churches, serving as Transitional Pastor, and coaching pastors through transition.
FROM PERSONAL AGENDAS TO AFFIRMATION
(A figurative case study)
Personally, I have worked with churches starting out as pulpit supply and then became a consultant. Some churches resist help until they face a crisis.
When a church has had a long term pastor, it can lead to some unique challenges during the pastoral transition. I have, alos, had personal experience in becoming the pastor following pastors with a long history. Most times it creates unique challenges for the new pastor.
Additionally, it can present some special challenges for the pulpit committee during the transition. This case study reveals some of these unique challenges.
THE HISTORY OF A LONG TERM MINISTRY
This case study is reflective of a transition following a long term pastorate. When a pastor has been in a church for a long time, especially when it is over 20 years, his personality intentionally or unintentionally becomes reflected in the church. The church generally reflects his strengths and weaknesses.
In this case the long term pastor led the church with a very stable ministry over 25 years. The result was some people were ready to follow his plans for the future of the church. Other people were ready for a change or even the exact opposite style of ministry.
A long term pastor has a great opportunity to prepare an associate for being the next pastor. This can lead to smooth transition of leadership. In this case the long term pastor was preparing the associate pastor to become the next pastor. However, in this case study the associate pastor was faced with significant resistance. This is not uncommon.
A PULPIT COMMITTEE WITH PERSONAL AGENDAS
When the pastor retired, the church began with a “pulpit supply.” I offered to provide additional help to the pulpit committee but was quickly told my help was not needed or wanted. Additionally, help was refused from the church association the church was a member of. The pulpit committee chairman was particularly resistant to any help.
What eventually became evident, in my conclusion, is that some of the pulpit committee had personal agendas. The agenda was to basically remove the associate pastor from consideration. Some of this came from discontentment with the former pastor and some personal issues. I might add that in cases like this, there is often a desire for gaining power and influence.
One of the first actions of the pulpit committee (a divided decision) was to present a candidate other than the associate pastor. The intent was to allow a choice between the candidate and the associate. One of the quickest ways to cause division in a transition period is to offer two candidates or what we often refer to as a “beauty contest.”
A result was at a congregational meeting there was upheaval. Half the pulpit committee left the meeting stating they were leaving the church. Additionally, some other members left with them because of there influence.
A CALL FOR CONSULTATION
The remaining members of the pulpit committee and the deacons then asked to meet with me. This began a consulting process with BBM seeking to heal and renew the church ministry. Through both a pulpit ministry and consultation, the Lord began a healing process.
One of the first steps in the process included a meeting of the former committee members and some of those who left the church. The meeting confirmed that at least some of the committee members had personal agendas that were a cause of the division. Unfortunately, attempts to reconcile were not accepted.
A “Mission, Vision and Strategy” (MVS) series helped the church to reaffirm and renew a strategy for moving forward. This step did not simply provide transitional ministry but provided a long term foundation to build the church.
The transition process included working directly with the pulpit committee and church leaders. The goal was not to only define what people wanted but what the church needed.
Focus groups were formed and open discussions began. The groups gave a more clear understanding of what the people expected and what the needed for the church to move forward. Groups not only revealed the desires of the congregation but, also, what was needed in the next pastor.
The result of the “MVS” and focus groups revealed a clear desire to consider the associate pastor as the next pastor. The revised pulpit committee unanimously and with a clear spirit of unity recommended the associate pastor to the church. The congregation affirmed the pastor with a vote of over 90%. The resistance appeared to be influenced by those who had already left the church.
CONTINUED COACHING RELATIONSHIP
The new Pastor agreed to an ongoing coaching relationship through our ministry with BBM. He was very teachable and desired the coaching relationship.
After several years of keeping in touch with this church it is clear that God revealed His will through this process. The pastor has been very successful in bringing unity and renewal to this church. His understanding of the congregation and the demographics has enabled him to build the church numerically and in maturity.
LESSONS LEARNED FROM THIS CASE STUDY
Pulpit committees and/or search teams need to be cautious about people who have personal agendas and/or unresolved personal relationship issues.
Openness to consultation and coaching can help to avoid and overcome conflict.
Considerations of any associate who could or desires to be a candidate must be resolved before any other candidate is presented to the church. This is not to say that every associate should be presented as a candidate. Often the best way to deal with this issue can be through a consulting process.
Listening to the pulse of the congregation is essential to building and/or preserving unity thought the transition process.
Divisive people do not need to be enticed or sought out to return. If they return there needs t be some reconciliation.