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Archive for the ‘Conflict with Church Antagonists’ Category

From time-to-time, I receive emails from churchgoers whose pastors resigned suddenly.  These concerned individuals want to know what, if anything, they can do about their pastor’s unexpected departure.

Someone wrote me recently asking that very question.  This is how I responded (with some slight modifications):

_______________

Thank you for writing.  I’m sorry for what happened to your pastor.  It’s happening a lot these days.

I’m going to suggest some things you can do that are perfectly within your rights as a longtime church attendee.  More than anything, YOU WANT TO DETERMINE IF THE PASTOR RESIGNED VOLUNTARILY OR IF HE WAS FORCED TO RESIGN.

*Contact the pastor and/or his wife directly.  Ask them what happened.  Write down what they say for accuracy.  If the pastor signed a severance agreement, he may not be able to discuss anything until the agreement expires.  If he didn’t receive a severance agreement, he should be able to speak freely, although some pastors believe they’re being divisive if they say anything about their departure.  (I don’t hold that particular viewpoint.)

*Find a copy of your church’s governing documents: the constitution and bylaws.  Find the section on removing a pastor from office.  (Some churches don’t have any governing documents, while others don’t have a section on removing a pastor.)  Familiarize yourself with the key sections of those documents.

*Contact a member of the governing board of your church, whether they’re called elders, deacons, trustees, the church council, or something else.

*Ask the member you know best, “Which process did the board use that led to our pastor’s resignation?”  It’s not time to ask about any charges that might have led to the pastor’s exit.  Just focus on the process.

*Tell the board member you’ve contacted – or the entire board in writing – that you would like a written copy of the process that the board used to deal with the pastor.  My guess is that most boards won’t have one in writing, but you’re doing them a favor by asking them for it anyway.  They will be forced to think through the steps they used to secure the pastor’s departure.  Since board members are usually voted into office by the congregation, the board needs to account to the congregation for how they treated the pastor.  (And in congregationally-run churches, the pastor is voted on by the church as well.)

*If the board resists, don’t threaten or make demands.  Just tell them that you’d prefer not to take things further.  You just want a copy of the process.  If they can’t or won’t produce it, then they may be hiding something.

A couple I know well told me that the board in their previous church forced out their pastor.  Soon afterwards, due to feedback from the congregation, a board member stood up at the end of a Sunday service and told the body that the board wasn’t going to talk about why the pastor left and so people needed to stop talking about it.

My friends left that church soon afterwards … and I would have done the same thing.

A church board doesn’t need to tell their congregation everything about why their pastor left, but they do need to tell them enough.  Most parishioners love and trust their pastor, and if he suddenly leaves, the board needs to be as forthcoming as possible to keep people’s trust.  The quickest way to lose it is for them to say nothing.

This is why I recommend asking the board for a copy of the process they used.  It doesn’t ask them to violate any matter that is strictly confidential.  It just asks them to recite the steps they used.  However, if they won’t reveal the process, or you sense they operated by the law of the jungle instead, your board members may be trying to cover up their role in you’re pastor’s departure.

*Compare the process they used to (a) the governing documents; (b) Scripture; and (c) labor law in your state.  There are many articles on my blog that deal with the scriptural way to correct or remove a pastor.

*If a bully was involved in pushing out the pastor, and the board felt pressured by the bully, he/she won’t show up on the written process.  But even if that’s the case, the board is still responsible for their decisions and actions.

*Ask around discreetly.  Find people in the church’s inner circle who know what happened.  Contact them directly.  Ask them why the pastor resigned.  Make sure their information comes from a reliable source.

*Ask questions of the right people, but refrain from offering your own opinions.  If anyone wants to know what you’re doing, just say you’re trying to learn what happened.  Assume that when you offer your opinion, you will be quoted and whatever you say will get back to the board.  While no one can stop you from asking questions, they can and should stop you from forming a faction or making outrageous statements.

Sometimes a pastor may appear to be godly and gracious in public, but is nasty and mean in private.  Sometimes the board will ask such a pastor to change his behavior but he will refuse.  Sometimes a pastor resigns because he’s had an affair, or because he’s a tyrant.  It’s hard to know who a pastor really is when parishioners only see and hear from him for an hour or two every week.

The church board may act independently of the congregation, or they may have received complaints against the pastor from certain key members.  Board members can become incredibly anxious when important leaders or longtime friends threaten to leave the church unless the pastor is sacked.

Sometimes the pastor hasn’t been getting along with a staff member or a key leader and he’s pushed toward the exit as people choose sides.  Many years ago, I attended a church where the pastor fired a popular staff member and soon afterwards, the pastor himself was forced to quit.  In cases like these, the board doesn’t want to talk about the issues because they don’t want to reveal the names of those who weren’t getting along with the pastor.

Keep a written record of the questions you ask and the answers you receive.  It is not divisive to try and find out what happened.  It is divisive to form a faction, use it as a power base, and begin to issue threats and ultimatums.  You should be allowed to have your say but not your way.

Once you’ve absorbed what I’ve written, feel free to respond or ask questions.  I hope I’ve been helpful!

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I once served with a church leader who struggled to tell the truth.

In the words of children, I could have told him, “You lie like a fly.”

He lied about his credentials.  He lied to cover up wrongdoing.

And sometimes, he lied just for fun.

Two of his fellow leaders approached me separately about his lack of truth telling.  They knew he was lying and didn’t want to work with him anymore.

But by then, lying for him was a way of life.

Welcome to the world of the “Christian” sociopath.

According to Dr. W. Brad Johnson and his son Dr. William L. Johnson in their book The Pastor’s Guide to Psychological Disorders and Treatments, a person with anti-social personality disorder – or sociopathy – has the following characteristics:

*This person seems charming and likeable initially, making a favorable impression.

*This person is soon found to be, in the words of the Johnsons, “manipulative, deceitful, and willing to do almost anything to achieve their own ends.”

*This person proves to be irresponsible, unreliable, and impulsive.

*This person is sometimes vengeful about perceived injustices.

*This person has superficial and short-lived relationships.

*This person is disloyal, insensitive, and even ruthless.

*This person disregards societal rules and does not believe the rules apply to them.

The Johnsons then make the following statements:

“In the church, pastors should be alert to two major manifestations of this disorder.  The first type of antisocial is the smooth, personable, charming person who manipulates and exploits others subtly – often without detection – for some time.

“The second type is the belligerent, antagonistic, and overtly criminal antisocial type.  This parishioner will have a clear criminal history, arouse fear in others, and be viewed as unpredictable and dangerous.  The difference between the two may be emotional intelligence or social polish.”

We might say that the first person mentioned above is a sociopath with a small “s.”  The second person is a Sociopath with a large “s.”

Churches are pretty good at not tolerating any Sociopaths in their midst … but they aren’t as good at identifying and dealing with the sociopath … or as one expert called this person, the “sociopath lite.”

Back in September 2001 … less than two weeks after 9/11 … I took “The Pastor’s Personal Life” class taught by Dr. Archibald Hart for my Doctor of Ministry program at Fuller Seminary.

During a break, I told Dr. Hart that I was dealing with a church leader (not the person I mentioned above) who had some of the symptoms of a sociopath.  This person kept making the same mistakes over and over again, and when I confronted him about his behavior, he just laughed it off and refused to change.

Dr. Hart shared with me the single best description of a sociopath I’ve ever heard.  He said, “They don’t feel any anxiety before they do wrong and they don’t feel any guilt after they’ve done wrong.”

Think long and hard about that statement.

A great secular book about this issue is Dr. Martha Stout’s book The Sociopath Next Door.  (It’s available as a Kindle book on Amazon.)  Dr. Stout claims that 4% of our population – or 1 in every 25 adults – has this condition.  Speaking to the sociopath, she writes:

“When it is expedient, you doctor the accounting and shred the evidence, you stab your employees and your clients (or your constituency) in the back, marry for money, tell lethal premeditated lies to people who trust you, attempt to ruin colleagues who are powerful or eloquent, and simply steamroll over groups who are dependent and voiceless.  And all of this you do with the exquisite freedom that results from having no conscience whatsoever.”

How does all this relate to church ministry?  Here’s Dr. Stout again:

“Most invigorating of all is to bring down people who are smarter or more accomplished than you, or perhaps classier, more attractive or popular or morally admirable.  This is not only good fun; it is existential vengeance.  And without a conscience, it is amazingly easy to do.”

How does the sociopath pull off this kind of internal sabotage?

“You quietly lie to the boss or to the boss’ boss, cry some crocodile tears, or sabotage a coworker’s project, or gaslight a patient (or a child), bait people with promises, or provide a little misinformation that will never be traced back to you.”

These statements from Dr. Stout are all too real among members of my extended family.  A female family member married a man who hid this condition well … until he radically changed right after the wedding, making her life a living hell for months.

The month after I left my last ministry nearly seven years ago, my wife and I attended a Wellness Retreat in Tennessee.  The resident psychiatrist was Dr. Ross Campbell, author of many books including the classic How to Really Love Your Child.

Dr. Campbell told us that he had counseled hundreds of pastors and wives who had gone through the pain of a forced termination, and from his experience and research, the individual most responsible for “taking out” a pastor has sociopathic personality traits, someone he termed a “sociopath lite.”

This individual feels powerless in life and senses an opportunity to exercise power in the church.  Since these people have different values from the pastor – and those values are cleverly disguised – this individual uses terroristic tactics like intimidation and manipulation, and the pastor is usually no match for such an individual.

Dr. Campbell observed that it takes a sociopath lite twelve months to break down a pastor and turn people against him.  During this time, the pastor becomes so depressed that he can hardly function.  These individuals make their plans in secret and attack when least expected, usually when a pastor returns from a trip.

Sound like any church scenarios you might be familiar with?

In a nutshell, sociopaths want to win, and will use any methods necessary to get their way.  It shouldn’t surprise us that sociopaths gravitate toward politics where lying, manipulation and winning are usually rewarded.

But sociopaths also like to be near the center of power in a church, and by using their charm or speaking like an authority, they can convince others to follow them rather than their pastor.

Let me draw four conclusions about sociopaths in the local church:

First, most believers are unable to detect any sociopaths in the body.

The anti-social personality floats through a church largely undetected.  They can develop a following as somebody who is cool as well as someone who sounds like an expert in many fields.

It takes a discerning pastor or a psychiatrist/psychologist/counselor to spot a suspected sociopath, and most people lack the training to do that.

We don’t want to label people prematurely because when we assign someone a label, we may unwittingly choose to avoid or destroy them, and that’s not what Christians are about.

But the discerning leader can say, “That person seems to have the symptoms of a sociopath, and for that reason, we’re going to monitor them carefully.”

Just realize that only a trained professional can make a definitive diagnosis, but since people with anti-social personality disorder rarely go for counseling, sometimes all that a pastor can do is guess at a preliminary diagnosis.

Second, you can’t allow sociopaths into church leadership.  Period.

If a sociopath joins the church staff, he or she will eventually try and turn the staff against the pastor. Better to fire them and take the heat than let the staff member destroy the staff and later the church.

If a sociopath is elected to the church board, that individual will eventually try and turn the rest of the board against the pastor.

It might take a year or two, but they will lead an attack against the pastor … and manipulate other leaders to do his bidding.

To quote the current Geico commercials, “It’s what you do.”

This is why a pastor needs to have veto power over prospective board members.  The discerning pastor will think to himself, “There is no way in God’s universe that I am going to let that person into this church’s inner circle.”

But if the pastor can’t discern the sociopath lite, or lets him/her into leadership anyway, he’s signing his own death warrant.

Third, sociopaths are twice as lethal as narcissists.

Most narcissists are not sociopaths … but most sociopaths are narcissists.

Dr. Stout writes:

“Narcissism is, in a metaphorical sense, one half of what sociopathy is.  Even clinical narcissists are able to feel most emotions as strongly as anyone else does, from guilt and sadness to desperate love and passion.  The half that is missing is the crucial ability to understand what other people are feeling.  Narcissism is a failure not of conscience but of empathy, which is the capacity to perceive emotions in others and so react to them appropriately.”

She then writes:

“Sociopaths, in contrast, do not care about other people, and so do not miss them when they are alienated or gone, except as one might regret the absence of a useful appliance that one had somehow lost…. where the higher emotions are concerned, sociopaths can ‘know the words but not the music.’  They must learn to appear emotional as you and I would learn a second language, which is to say, by observation, imitation, and practice.”

In other words, sociopaths are morally and spiritually hollow inside.  They lack core convictions.  When they’re out in public, they take their behavioral cues from others because they don’t have an internal sense of morality or appropriateness.

Am I scaring you yet?

Finally, sociopaths almost never change.

Because they lack a conscience, they never sincerely admit that they’ve done anything wrong.

Sociopaths won’t go for counseling because in their minds, they’re fine the way they are.

But they are experts at blaming others for their messes.

Inside the church, a sociopath tends to:

*hide in the darkness and avoid the light.

*blame the pastor for whatever is going wrong in the church.

*serve as the hidden ringleader of the faction determined to oust the pastor.

*go after the pastor not for any spiritual reason, but just because he or she can.

*ignore the church’s governing documents and Scripture in attacking the pastor.

*avoid any pathway of forgiveness and reconciliation.

*engage in retribution for even the smallest of offenses … including going after the pastor for not letting the sociopath become a leader.

When I spoke with Dr. Hart fifteen years ago, he told me the only way to deal with a sociopath inside the church is to marginalize them.

And that means two things:

Once you’ve identified their behavior, make sure to monitor them closely, and never … ever … ever let them become leaders.

Because if you do, you will regret it … and so will many others … because you will not be able to appeal to the sociopath with Christian principles and values.

They have their own value system … and only they know what it is.

There are experts inside the Christian community who prefer not to label people.  They don’t like the idea that we can call someone a “sociopath” because that term infers that the person can’t change … and, these people believe, God can change anyone.

I get that.

These Christian experts prefer to train congregations, leaders, and pastors to be healthy, and in the process, to handle any church sociopaths lovingly but firmly.

The problem is that all too many Christians, churches, and pastors usually give up so much ground to sociopaths that by the time they’re detected and dealt with, they’ve already done enormous damage to the cause of Christ.

Because sociopaths lack a conscience, I believe they bring unrepentant evil right into their church family … and no church can thrive when evil is brazenly present.

Have you ever met anyone you suspected was a sociopath lite inside a church?

How did it all turn out?

My guess is that they left quite a mess behind.

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In the fall of 2009, my wife and I went on a missions trip to Moldova with three other people.  After spending several days in London to recuperate and see some sights, Kim and I traveled north to Wales, Keswick, Edinburgh, and York before returning home.

trip-to-the-uk-1-oct-2009-061trip-to-the-uk-1-oct-2009-319  trip-to-the-uk-1-oct-2009-512 trip-to-the-uk-1-oct-2009-532

Whenever I look at photos from that trip, this little voice tells me, “The whole time you were away, the church board back home was plotting to end your ministry.”

As I’ve recounted in my book Church Coup, the official board met with me on October 24, 2009 and announced a decision designed to end my tenure at the church I had served effectively and faithfully for 10 1/2 years.

Talk about an “October surprise!”

Forty-three days later, I resigned, and preached my final sermon a week later.

I’ve been through many tough times in ministry, and managed to overcome each situation with God’s help.

But not this time … because the spirit in the church had changed.

When I refer to such a “spirit,” I’m talking about an atmosphere … a climate … a mood that I could feel … though others may not have sensed it.

In fact, one way of looking at that fifty-day conflict is to identify the spirits that drove some to push out their pastor.

As I’ve listened to the stories of many pastors and church leaders since my departure, I’ve learned that these spirits are usually present before a pastor is forced to resign … as well as during any extended conflict.

As I see it, there are at least seven spirits that drive a church coup:

First, there’s the spirit of resistance.

For years, we were the largest Protestant church in our city of 75,000 people … by far … excellent numbers in a city with only three decent Protestant churches at the time.

But an underground resistance movement… fueled by someone outside the church … slowly expanded and reached a crescendo by the fall of 2009.

Most of my time as pastor, both my leadership and preaching were well-received … but near the end of my tenure, things had changed.

Resistance is the feeling a pastor senses that certain leaders and members are no longer following his leadership.

I first started detecting resistance when we started a building program around 2002.  I let the congregation have input on both the architect’s drawings as well as our fundraising plan.

And every vote involving the building was unanimous.

We lost about eight percent of our people during that time, and two individuals in the inner circle tried to sabotage the project.

As a leader, I never forced my ideas on people.  I made proposals, stated my case, asked for input, addressed objections, called for an official decision, and then moved forward.

If various individuals didn’t like my proposals, they had many opportunities to voice their displeasure in public.

But they didn’t … they went underground instead.

By the time 2009 rolled around, I could feel the resistance, especially when I preached.  To quote Phil Collins, there was “something in the air.”

No matter what I did – perform a wedding, conduct a funeral, propose a change – there always seemed to be pushback.

Especially from the church board.

No matter how hard I tried, I could not please them.  They never told me I was doing a good job.  They never tried to encourage me.  I always felt like I was on trial.

And their resistance started wearing me down.

Second, there’s the spirit of bitterness.

Regardless of church size, it only takes seven to ten people to force a pastor out.  If that minority is determined to oust the pastor … and are willing to use the law of the jungle … they often succeed.

Some people were angry with me because I took positions contrary to theirs on matters like baptism … women in ministry … outreach events … worship style … you name it.

A handful shared their disagreements with me and we worked things out.  Most told everyone but me about their anger and pulled others into their web.

For example, as our new worship center neared completion, I created seven principles for the way we were going to run our worship services.  I went to the church board and gained unanimous approval for those principles.

But a woman on the worship team disagreed vehemently.  She began complaining about me to anyone who would listen, to the point that the board chairman had to intervene.

I invited her into my office, listened to her concerns, explained my position, thought we had an understanding, and assumed that was the end of it.

Until she started complaining again.

A few months later … having caused much division … she and her family left the church.  It hurt.  I thought we were friends.

I’m unsure if she ever forgave me.   And when people feel and express bitterness toward their pastor, that bitterness spreads, and eventually wears a pastor down … and can tear a church apart.

And all too often, the bitterness morphs into a vendetta.

Third, there’s the spirit of hypocrisy.

A hypocrite is a play-actor … someone who acts one way in public but another way in private.

While hypocrites act in a spiritual manner outwardly, they are completely different people inside.

Pastors can sense those individuals and families who aren’t behind them.  You try and move toward them, and love on them, but sometimes, it just doesn’t work.

There was a couple in that church who had been there since the church started.  No matter what, I just couldn’t seem to connect with them.

Let’s call them Bo and Jo.

I ministered to them when there were deaths in their family.  I intentionally sought them out for conversation after services.  They were cordial but rarely warm.

I knew they were good friends with my predecessor but tried to ignore that connection.  After all, what could I do about it?

Eight days after the conflict started, the entire church board resigned, and a week later, we held two already-scheduled congregational meetings designed to announce the board’s departure.

After 24 years of leading healthy congregational meetings, all hell broke loose that Sunday.  A few members became unglued and publicly sided with the board.

After the second meeting, Bo came up to me and said, “I’m praying for you, brother.”  I looked at him and said, “Are you, Bo?”  (I knew he stood against me.)

A friend later told me that Jo was crying in the ladies room because she was afraid that I wasn’t going to be kicked out as pastor.

Before I resigned, I was informed that Bo and Jo played a crucial role in forcing me out.

Jesus knew who the hypocrites around Him were and called them out.  I sensed who some were but never knew what to do except keep them out of leadership.

If you don’t want me as your pastor, there’s a simple solution: leave the church.

But people like Bo and Jo don’t want to leave.  They want their pastor to leave instead … even if he isn’t guilty of any major offense … because in their minds, it’s their church, not his church.

And, of course, they know best.

And because hypocrites are experts at playing a part, pastors may not know who they are, so they can’t proactively work things out with them.

Fourth, there’s the spirit of cowardice.

When it comes to interpersonal squabbles at church, most Christians are cowards.

If they’re personally offended by someone, they don’t approach the person who hurt them as Jesus instructed in Matthew 18:15 … they complain to their network instead.

This is especially true when it comes to pastors.

Whenever someone had the courage to tell me directly they were upset about something, I always thanked them for speaking with me personally … but it rarely happened … not because I’m scary, but because people find it uncomfortable to confront their pastor.

But sometimes, what people are thinking and feeling about their pastor is based on inaccurate information … and God’s people may not want to hear the truth.

Last year, I heard about a church where someone accused the pastor of stealing a small amount of money.  Instead of speaking with the pastor privately, this individual reported the pastor to the authorities, and then told many others in the church about his accusation.

As the charges bounced around the congregation, some felt emboldened, and added their own personal gripes about the pastor to the mix.

The pastor was driven from office even though the evidence clearly showed he had done nothing wrong.

His career was destroyed over a lie.

Christians become cowards when:

*board members are upset with the pastor but never tell him how they feel.

*members allow false accusations about their pastor to spread.

*everybody is afraid to confront the ringleaders who initially attacked the pastor.

*people who know the truth won’t share it for fear of being vilified.

If God’s people would just grant their pastors the protections Scripture offers them in Deuteronomy 19:15-21, Matthew 18:15-17, and 1 Timothy 5:19-21, we could put an end to the epidemic of pastoral terminations once and for all.

But that will require a spirit of courage that is sadly lacking in most congregations… and it requires working hard to disintegrate the groupthink that grips so many.

Fifth, there’s the spirit of gullibility.

Many years ago, I began an Easter service by announcing that the President of the United States had suddenly resigned.

After hearing gasps all over the room, I exclaimed, “April Fool!”

If I tried that today, someone would check out the news on their smart phone before I ever got to “April Fool.”

But churchgoers who often check out the facts regarding the news rarely check out negative information they hear about their pastor.

If I was a regular churchgoer and I heard a serious rumor about my pastor, I would want to know:

*the original source of the rumor.

*who is spreading the rumor.

*who they’ve been talking with.

*how solid their information is.

*the views of different staff and board members.

If I believe the first thing I hear, then I’m really gullible.  And if I pass on that information without verifying it, I could well be passing on a lie … and destroying both my pastor and my church.

But wise, mature, discerning Christians check out the veracity of what they hear before they do anything else.

Yet in all too many churches, people hear negative information about their pastor … instantly believe it … spread the story to others … and then can’t revise the narrative because it will make them look bad … so they continue to perpetuate half-truths and outright lies.

During our conflict, after board members resigned, they and their wives jumped on their phones and called as many people as possible.  (A friend from out-of-state told us who called her and what was said.  Why call her?)

When I was telling my story to my ministry mentor several years ago – a former pastor and denominational president – this is the point at which he said, “Jim, I am so sorry.”

It’s one thing for people who hate their pastor to spread vicious rumors about him.  It’s another thing for good Christian people to believe them … especially when the pastor has a decade-long track record of integrity.

What hurts more than anything is that most people never bothered to pick up the phone to hear my side of the story.

The week before I resigned, Satan attacked my family in a horrible way.  Few people know the story.  I’ll spare you the details.

During the attack, I received a phone call from a newly-elected board member who told me about the latest charge against me.  He told me the source of the rumor … where that person heard it from … and exactly what they were saying.

Because he called, I was able to snuff out the rumor with facts, which I’m sure he passed on to the other new members.

I could have snuffed out all the rumors if people had just contacted me … and I still can … but by this time, nobody cares.

Don’t the conquerors write the history?

Sixth, there’s the spirit of blindness.

By blindness, I mean that a pastor’s attackers believe they see his faults clearly.

They just can’t see their own.

Let’s modify Jesus’ words in Matthew 7:3-5 a bit:

“Why do you look at the speck of sawdust in your pastor’s eye and pay no attention to the plank in your own eye?  How can you say to your pastor, ‘Let me take the speck out of your eye,’ when all the time there is a plank in your own eye?  You hypocrite, first take the plank out of your own eye, and then you will see clearly to remove the speck from your pastor’s eye.”

Paul’s words in Galatians 6:1 (with one modification) are also appropriate here:

Brothers, if your pastor is caught in a sin, you who are spiritual should restore him gently.  But watch yourself, or you also may be tempted.

God’s Word does not say that you are to watch your pastor’s life and then tell others about every little thing he may have done or said wrong.

No, Scripture says that before you deal with those caught in sin, you should first “watch yourself” to make sure you have a humble, loving approach so you can restore the wayward person.

And if you don’t first “watch yourself,” you aren’t qualified to address anyone’s sin.

Whenever a pastor is pushed out of a church, there are usually a few narcissists and sociopaths involved.  People who have these personality disorders never admit they do anything wrong at home … at work … or on the road.

They bring that same mentality to church, and when they sense their pastor is vulnerable, they move in for the kill … and never feel badly about the part they play.

What’s amazing to me is that many churches allow such spiritually blind people to be their leaders.

Finally, there’s the spirit of destruction.

There is a spirit behind these seven spirits … and it’s not the Holy Spirit of God.

As Ephesians 2:2 specifies, it’s “the spirit who is now at work in those who are disobedient” … Satan.

As I say quite often, Satan has invaded a church when two factors are present: deception and destruction.

Or we might say … deception leading to destruction.

Jesus said in John 8:44 that Satan is “a liar and the father of lies” and “a murderer from the beginning” … and He was addressing His comments to spiritual leaders.

When a pastor has done something wrong, those in a church controlled by the Holy Spirit will gently and lovingly confront him with the goal of restoring him spiritually and even vocationally.

But under similar circumstances, those influenced by Satan will harshly and hatefully condemn him with the goal of destroying him both personally and professionally.

Instead of identifying Satan’s work in their own lives, such people gleefully detect satanic influence in their pastor.

As Neil Young sang, “I don’t feel like Satan, but I am to them.”

My wife and I could not only sense Satan’s influence during the conflict … we could taste and feel it.

It’s something you never forget.

After the church board resigned, I hired a church consultant … with the assistance of five well-respected congregational leaders.

After interviewing some leaders, and witnessing two horrendous congregational meetings, the consultant wrote a report where he exonerated my wife and me and faulted others.

Then a nine-person team from the church looked into the charges against us and publicly announced that we were not guilty of wrongdoing.

But one year later, the tables had turned, and friends sadly informed me that my reputation inside the church had been decimated.

The verdicts of the consultant and nine-person team no longer mattered.  My opponents had to win.  I had to be destroyed.

The hit job on me was so complete that after I left the church, not one person – including family, friends, or colleagues – felt that I should ever pastor again.

After 36 years, my church ministry career was over.

_______________

Several months after I resigned and moved to another state, I had a conversation with a church consultant from the Midwest.  I kept asking him, “Why did these people … who claimed to be Christians … act the way they did?”  Because I could never act that way toward anyone else, I couldn’t get my head around it.

The consultant told me, “Jim, the opposition to your ministry was probably there for years, but you didn’t see it because people covered it up well.  When you were attacked, their true feelings came spilling out.”

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I’m going to end this article by quoting Galatians 5:19-23:

The acts of the sinful nature are obvious: sexual immorality, impurity and debauchery; idolatry and witchcraft; hated, discord, jealousy, fits of rage, selfish ambition, dissensions, factions and envy; drunkenness, orgies, and the like.  I warn you, as I did before, that those who live like this will not inherit the kingdom of God. 

But the fruit of the Spirit is love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, and self-control.

Which terms best represent those that try and force out their pastor?

Hint: it’s not the second group.

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Not long ago, I heard about a church that held a members only meeting.  The leaders said that several members had engaged in serious sinful practices and had been placed under discipline in hopes that they would repent and eventually rejoin the fellowship.

The wayward members were named and their sins were specified.  But the leaders also took pains to delineate the process they had used in each case to try and win back their brothers and sisters.

The process they used was based on Jesus’ words in Matthew 18:15-17, which begins:

“If your brother sins against you, go and show him his fault, just between the two of you.  If he listens to you, you have won your brother over.” 

Sadly, since there wasn’t any repentance from the disciplined members, the leaders were engaging in Jesus’ last step: “tell it to the church.”

I was shocked when I heard about this meeting, not because the leaders did anything wrong, but because they did everything right.

In a nutshell, they handled matters spiritually … not politically.

But too often in our day, when a church board is upset with their pastor, they approach matters politically rather than spiritually … and in the process, devastate the pastor, his family, the congregation … and the leaders themselves.

Let me give you an example:

Chris has been the lead pastor of Harmony Church for seven years.  The church has grown under his leadership and become one of the most effective churches in their community.

In October, a group of fifteen people ask for a meeting with Martin, Harmony’s board chairman.  They agree to meet at the home of Carl, the group’s leader.

The Group of Fifteen recites a list of things they don’t like about Pastor Chris, including:

*the way he dresses when he preaches.

*occasional references to his favorite sports teams.

*the kind of car he drives.

*the haircut his fourth grade son sports.

*the fact that his wife doesn’t work outside the home, which all the women in the Group do.

And on and on and on …

Martin tries defending Pastor Chris several times, but finally, Carl throws down an ultimatum:

“Martin, we’re telling you right now: either Pastor Chris goes, or we go, and if we go, we’re going to form a new church nearby and take as many people as we can with us.”

Martin looks around at the fifteen people in Carl’s living room and feels sick inside.  The chairman feels that the ministry is going well … that Pastor Chris has been a solid leader and preacher … and that the Group is overreacting.

But he doesn’t tell them that.  Instead, Martin says, “Let me speak with the other board members and I’ll get back to you.”

Martin quickly decides to call a meeting of the nine-member board without Pastor Chris’ knowledge.  When Martin reveals the conversation he had with the Group, he’s disheartened to hear that four board members agree with Carl’s complaints … and add some of their own.

As the board talks into the night, Martin feels increasingly helpless.  He doesn’t want to fight.  He just wants peace.  But the more adamantly the four board members make their case against Chris, the more Martin senses that several other board members are now wilting.

After closing in prayer, Martin asks the board members to keep everything confidential and to meet again the following Saturday morning at a restaurant outside of town.

When Saturday rolls around, Martin discovers that the four board members who oppose Chris have successfully persuaded two more members to join their cause.  Only Martin and two other members support their pastor … and even then, their support seems tepid.

Several hours later, the board has agreed to ask Pastor Chris for his resignation and to give him a three-month severance package.  Because most board members don’t want to go on record against Chris, they ask that Martin and Jeff – the most outspoken member – deliver the bad news.  In the name of unity, Martin reluctantly agrees.

The following Monday night, Martin and Jeff meet with their pastor in his study.  They tell him:

*there are people in the church who are against you.

*some board members think your time at the church is up.

*the board is asking for your resignation.

*you will be given a three-month severance package if you resign tonight.

*if you don’t resign tonight, we will fire you without any severance.

Chris is both angry and devastated.  He feels betrayed.  He didn’t see this ambush coming.

He asks the two men, “Will you give me 48 hours to think and pray about this?”

They answer, “No.  Our proposal is final.  Take it or leave it.”

Not knowing how to support his family financially without any severance, Chris takes the deal, and promises his written resignation the following morning.

Having operated politically to force out Chris, the board continues to handle matters politically to cover up their involvement in Chris’ resignation.

Over the next three months:

*Attendance plunges nearly 50% while giving shrinks by 40%.

*The best people in the church leave while the malcontents remain.

*Parts of the children’s ministry and youth group are shut down due to lack of volunteers.

*Pastor Chris and his family move to another state and move in with Chris’ brother.  Chris takes a job as an overnight custodian to support his family.  His wife becomes suicidal.  His children vow they will never attend church again anywhere.

*The district minister intervenes and tries to get Burt – his oldest friend – a job as interim pastor.

*Watching the fallout, three of the board members and nine of the Fifteen leave the church anyway.

*The board becomes so overwhelmed without Pastor Chris’ leadership that they regret forcing him out.

But this sad story never had to happen.

Let me share five mistakes that Martin made because he operated politically rather than spiritually:

First, Martin should have stopped the Grievance Festival at Carl’s house after the first few complaints.  He should have told the Group:

“According to Scripture, a pastor should only be disqualified from ministry if he has committed a major offense without repentance.  Do you have any evidence that Pastor Chris has committed such a major offense?  Has he engaged in heretical teaching … sexual immorality … criminal behavior?”

Since the answer would be a reluctant “No,” Martin should have continued:

“Here’s our policy at Harmony Church.  According to Matthew 18:15, if you have a personal concern with anyone in the body, including the pastor, you need to speak with him directly or let it go.  This covers matters like the way he dresses and the car he drives.  I don’t tell you how to look or what to drive, and we aren’t going to do that to Pastor Chris.”

“Next, if you have a policy concern, you may speak with any board member (because we make policy together), and we will either answer you immediately or bring your concern to the next meeting.  Before I leave, I need assurance that you will do what I ask and not take this any further.  Agreed?”

If I were Martin, I’d go around the room and make sure that each person agreed.  If anyone refused, I’d let them know that I was bringing their name before the board, that Pastor Chris would be in that meeting, and if they caused any trouble, they would be brought before the board for discipline.

But because Martin let the complaining fester, he threw his pastor to the wolves.

Second, Martin should have disagreed with Carl’s assessment of Chris’ ministry on the spot.

The chairman should have said, “While I understand your concerns, Carl, I believe the ministry has been going very well, and that Pastor Chris is the right man at this time in our church’s history.  I support our pastor fully.”

Then he should add, “If you believe that God is leading you to leave the church, then leave quietly.  If you’re just frustrated, then stay and work things out.  If your children were having trouble at school or work, you would probably counsel them to stay and talk things out.  If you’re determined to leave, I won’t stop you, but if you’re determined to make trouble, then I recommend that you all leave … tomorrow.”

But by not speaking up for Pastor Chris, Martin’s silence emboldened the Group, who figured they were starting to turn the chairman their way.  Martin’s reluctance to stand up for Chris also later empowered them to recruit several board members to their line of thinking.

Third, Martin should have informed Pastor Chris of the meeting right away.  

But because he failed to inform his pastor about the plot, Martin deprived himself of Chris’ training, wisdom, experience, and resources in handling what was really a coup.

And because Martin kept things to himself, he felt overburdened and anxious.  By the time he met with the board, he just wanted the whole thing to go away.

I once pastored a church where a group of malcontents called a secret meeting to list various complaints against me.  The board chairman not only told me about the meeting, he found out the place and time and showed up for the meeting unannounced.  His presence was so disconcerting that the group cancelled their meeting.

In another church, the chairman called to let me know that an older woman was very angry with me.  He stood up for me and told her how to handle things but wanted me to know there might be trouble on the horizon.

When a board chairman stands up for his pastor, the bond between them grows stronger, and most of the time, with the chairman’s support, the pastor can withstand any coup.  But when the chairman goes silent – or wilts – one can sense the devil sneaking in the church’s back door.

Division has begun.

Fourth, Martin should have researched and presented to the board a process for handling the complaints against Pastor Chris. 

The issue is not, “Should Pastor Chris stay?”  It’s much too soon to even talk about that question.

The issue is instead, “What process will we use to evaluate the complaints against our pastor?”

When the discussion goes right to “should he stay or go?” the approach will be political.

But when the discussion launches into “what process will we use?” the approach will tend to be spiritual.

The political approach to charges against a pastor involves:

*hyper-scrutinizing his life, family, and ministry for petty offenses … then throwing all those offenses at the wall as if to say, “How can such a flawed person lead our church?”

*letting people pile complaint upon complaint without evaluating their veracity.

*allowing people to make charges behind the pastor’s back but not to his face.

*attacking his humanity as if he were pure evil.

*forcing him to quit, and if necessary, destroying his reputation and career.

The spiritual approach to charges against a pastor involves:

*only allowing immediate dismissal for a major offense such as heresy or sexual immorality.

*asking each person who makes a charge, “What evidence do you have that your charge is accurate?”

*letting the pastor meet his accusers and allowing him to respond directly to their complaints (most will never do this).

*reminding people that the pastor is a flawed sinner like everybody else and that he’s a pastor because God called and gifted him … not because he thinks he’s better than others.

*extending a pastor God’s love, mercy, and grace as Galatians 6:1,2 specifies.

Finally, Martin must make sure that both the pastor and his detractors operate out of the spiritual realm.

We expect pastors to operate spiritually.  We expect them to obey Scripture, pray through their decisions, admit when they’re wrong, love people rather than harm them, and seek restoration rather than destruction.

But 95% of the time, a pastor’s detractors operate politically.  They gather together, organize, list complaints, plot, agree on an action plan, and attack, attack, attack.

In other words, a pastor’s detractors use power and control to get the outcome they desire: his departure from their church.

But most pastors aren’t trained to operate politically, so they’re at a disadvantage … and God forbid that the pastor use that same power!

When a pastor is under attack, he can’t lay down the ground rules for the conflict.  He’s so wounded he can barely function.

So the church board – supposedly composed of godly individuals – has to make sure that the conflict is handled spiritually.

This means that the board members must:

*consult their Bibles for wisdom.

*spend time in prayer and listening to God.

*operate by their church’s governing documents.

*slow down rather than speed up the process.

*seek what is best for the congregation, not just their own group.

*do what is right before God rather than being intimidated by who or how many are complaining.

If the board operates politically rather than spiritually, they end up siding with the pastor’s detractors by default.

If the board operates spiritually, they may lose a few people, but they will protect and preserve their congregation …and hopefully, their pastor.

Now here’s the deal: God cannot and will not bless this church … or any church … until it stops operating politically and starts acting spiritually.

And in most cases, the church can’t operate spiritually until those who operated politically admit their wrongdoing and seek forgiveness from everyone … including their former pastor.

When I went through a severe church conflict nearly seven years ago, a pastor read me the following verses from James 3:15-18:

Such wisdom does not come down from heaven, but is earthly, unspiritual, of the devil.  For where you have envy and selfish ambition, there you find disorder and every evil practice.

But the wisdom that comes from heaven is first of all pure; then peace-loving, considerate, submissive, full of mercy and good fruit, impartial and sincere. 

Peacemakers who sow in peace raise a harvest of righteousness.

There’s a lot to absorb here, but I have a single question for you:

When there is a conflict in your church, will your board act politically or spiritually?

The answer to that question may very well determine your church’s health and future.

But here’s an even more personal question:

When there is a conflict in your ministry, will you act politically or spiritually?

The answer may very well determine your health and future as well.

 

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I just dropped a final payment and a sharply-worded letter in the mailbox to my former cable company (let’s call them Corrupt Cable) a few minutes ago.

Last April, Corrupt bought out my previous cable company (which I was very happy with) and immediately began alienating their new customers.

The bills were higher than they had been.  When I called customer service – which I did every month – the reps would tell me I owed one amount, but the subsequent bill would be larger.

When my bill in July was double what the customer rep said that I owed in June, I immediately cancelled (I was on a month-to-month contract) and contacted another company, which came the next day and exceeded my expectations with their professional attitude and performance.

I called Corrupt’s customer service again, asked how much my final bill was, and sent in that amount.  But Corrupt later billed me twice the amount the rep said I owed.

That was it for me.  I sent Corrupt management a strongly-worded two page letter along with a check for the amount the rep said I owed.  Corrupt countered with a letter threatening my credit if I didn’t pay them the remaining balance immediately.

I have never written the word “Corrupt!” on a check before, but I just did.

Now here’s the deal: I don’t want to hurt Corrupt’s CEO or force him from office.  I don’t want to destroy the company or its shareholders.

I just don’t want to think about them or talk about them anymore.  I am done with the Corrupt Cable Company forever.

But in many churches, when someone becomes upset with the pastor, they want to hurt him.  They want to target him.  They want to force him from office.

And they want revenge.

It’s my contention that many pastoral terminations are really the result of one or more church leaders seeking retribution against their shepherd.

More and more, I’m hearing stories of pastors and staff members who are forced out of their positions, and when they’re done sharing, I say to them, “You know what this sounds like to me?  Revenge.”

Let me share with you a composite of situations I’ve heard about firsthand.

Tom (who is now in his early 60s) has been the lead pastor of New Life Church for fifteen years.  The church has grown steadily and has a weekend attendance of 1100 people.  Tom and the board hired an associate pastor named Joe five years ago, and the first several years went well, but over the past two years, Joe has made Tom’s life a living hell.

Joe (who is in his mid-40s) is surrounded by family and friends who think that he’s a better leader and preacher than Tom and that he’s more culturally relevant.  Joe’s wife has been especially vocal in this area.

Some members of Joe’s group (which numbers about thirty) have started to make snide comments about the church and its leadership on social media.  Though they don’t mention Pastor Tom by name, it’s obvious they’re aiming their barbs at him.

By contrast, when Pastor Joe does anything in public, he’s praised on Facebook and Twitter by the FOJ Brigade.

At this point, the ideal solution is for the official board to intervene and tell Joe that (a) he still works for Pastor Tom; (b) he needs to tell his supporters to knock off their social media campaign; (c) if Joe has any concerns, he should discuss them with Tom first; and (d) any deviations from their instructions will result in Joe’s dismissal.

But because most church boards are afraid of conflict, and because some board members like Joe more than Tom, this solution isn’t likely to be implemented.

If Pastor Tom does nothing, he’s going to be driven from his position within a short while, because Joe’s followers are starting to smell blood.

But if Tom goes to the board and enacts too heavy-handed an approach, some board members will turn on him and back Joe instead.

So Tom decides that he will talk to Joe in private first.  Tom will tell Joe what he’s seeing with his attitude and ask Joe what he plans to do about it.

Tom’s plan doesn’t work and, in fact, upsets Joe greatly.  Ten minutes after their meeting, Joe is texting and calling his group, telling them, “How dare the pastor talk to me like that!”

Tom comes out of their meeting dazed and confused, while Joe calls a couple of board members that he senses are sympathetic and negatively exaggerates both Tom’s tone and words.

The verdict?  Pastor Tom can’t get along with the staff (even though he gets along with everybody but Joe) and he can’t get along with important people (like Joe’s followers).

So Tom has to go.

I wrote the following paragraph in my book Church Coup:

“I have a theory about the mentality of those who seek to target a pastor they don’t like. Because they sense that what they’re doing is wrong, they have to (a) exaggerate any charges to the level of a capital crime; (b) find others who agree with them to alleviate their guilt; (c) justify their actions by convincing themselves it’s for the common good; and (d) work up their hatred so they follow through with their plan. While this progression sounds like the kind of diabolical rage one might find in politics or war (or the prelude to a murder), the last place we’d expect to find such irrationality is inside a church.”

Over the next three months, Joe’s revenge against Tom manifests itself in five ways:

*Joe lets scores of people know – both directly and through his minions – that Tom should no longer be the pastor at New Life.  Joe details Tom’s inadequacies for anyone who will listen, including veiled swipes at his age.  As news spreads through the church underground, people add their own grievances against Pastor Tom to Joe’s list.  Some people start saying that if Tom doesn’t leave, they will.

*The church board absorbs Joe’s complaints against Tom and calls a special meeting to deal with the conflict.  Since nobody on the board has a clue how to handle matters, the easy way out is to dismiss Tom, even though he isn’t guilty of any major offense.  Because the board lacks any impeachable offense, they decide to justify their actions by “gunnysacking” Tom – listing as many faults and petty offenses against him as they can create in a single meeting.  They come up with seventeen reasons why Tom must leave but make a pact they won’t tell Tom anything.

*Keeping Joe informed at every turn, the board then ambushes Pastor Tom at their next regular meeting and informs him that he has a choice of resigning (with a small severance package) or being fired (without a severance package).  When Pastor Tom asks for the charges against him to be read, the board declines.  When Tom pleads for them to let him defend himself, they refuse.  The charges against Tom are merely a smokescreen for personal hatred.  When Tom becomes upset, they add that to their list.

*Pastor Tom resigns and receives a three-month severance package.  However, he’s told he must (a) clear out his office (and all his books) in two days; (b) turn in his keys immediately afterward; (c) never set foot on the church campus again; (d) not discuss his dismissal with anyone or his severance will be curtailed; (e) cut off all contact with everyone at the church.

*After Tom’s resignation is read to the congregation, Joe and his minions want to make sure that Tom’s supporters (at least 95% of the congregation) won’t cause any future trouble, so they spread rumors that (a) he was having an affair; (b) he was using drugs; and (c) he had trouble in previous churches that never came to light.  Several of Joe’s supporters also call the local district office and exaggerate the charges against him to make sure that no church in the denomination ever hires him again.  The district minister complies.

Some quick observations:

First, this whole situation was handled politically, not spiritually.

When revenge is involved, church politics rule.  It’s all about maximizing power … counting noses … denying the pastor due process … and checkmating him personally and professionally.  It may not look or sound like revenge, but it is.  Where’s the Bible in all this?

Second, the church board wimped out.

Had I been on New Life’s board, I would have recommended that Pastor Joe be confronted for challenging Pastor Tom’s authority.  If he wouldn’t repent, I would recommend his dismissal instead.  Tom didn’t do anything wrong; Joe did.  And it’s far easier to get a new associate than a new lead pastor.  But the board went with the squeaky wheel rather than any semblance of fairness or righteousness.

Third, the church lacked a predetermined process for handling complaints against the pastor.

Every church needs such a process.  It automatically kicks in whenever dirt starts being thrown at the pastor.  Because church boards often operate politically, I believe that another group in the church needs to monitor this process: a CRG (Conflict Resolution Group).  It’s not their job to make decisions about a pastor’s future.  It’s their job to make sure that the board and the church treat the pastor fairly: according to Scripture, the church’s governing documents, and the law.  And if the CRG’s directives aren’t followed, the entire board should be asked to resign rather than the lead pastor.

Fourth, treating Pastor Tom badly will come back and bite the church … hard.

Yes, people will leave the church, even if they never find out the details surrounding Tom’s departure.  But more than this: unless Pastor Joe and the complying board members repent, do you really believe that God is going to bless New Life Church in the future?  If so, you and I worship a different God.

Finally, God seeks redemption for His leaders, not revenge.

Allow me a personal word.  When I left my last church ministry nearly seven years ago, the entire church board resigned because they initiated a coup that failed.  They wrote and signed a resignation letter that was cruel and demeaning and intended to provide me with the maximum amount of pain.  (I have read it only three times.)  They obviously were upset with me about some issues, but they never sat down and talked with me about them.  Instead, they concocted a plan designed to checkmate me at every turn, and when their plan backfired, they left enraged.

There was never any attempt at restoration or redemption.  It was all about retribution and revenge.

Several weeks ago, I found out that two couples from my former church who had been friends for forty years severed their friendship over the way I was treated.  One couple bought into the gunnysacking charges the board made against me, while the other couple – which never heard from me directly – defended me to the hilt based on the pettiness of the charges themselves.  While this new information made me sad, I thought to myself, “This is what happens when people seek revenge against their pastor.”

When church leaders hear complaints about their pastor, they have two options:

First, they can lovingly bring the charges to their pastor’s attention, let him face his accusers, ask him for explanations, and remain open to his staying.  That’s redemptive.

Second, they can angrily spread charges behind the pastor’s back, refuse to let him face his accusers, insure that he’s not permitted any kind of defense, and remain determined to get rid of him.  That’s revenge.

We all know these verses, but they’re a good reminder during such times:

“Do not repay anyone evil for evil…. Do not take revenge, my friends, but leave room for God’s wrath, for it is written, ‘It is mine to avenge; I will repay,’ says the Lord…. Do not be overcome by evil, but overcome evil with good” (Romans 12:17,19,21).

What are your thoughts on what I have written?

 

 

 

 

 

 

 

 

 

 

 

 

 

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During my last pastorate, a senior couple – who were both very supportive of my ministry – lived in a local retirement home.  The man eventually died, and his wife asked me to conduct his memorial service at the retirement home so the seniors wouldn’t have to leave the premises.

I had agreed on a time for the service with the widow, but then we spoke a second time on the phone, and she wanted to change the time.  On the day of the service, I became confused about when I was supposed to be there, and showed up 30 minutes late … to a packed room of anxious seniors.  Fortunately, the widow was an incredibly gracious person, and she smoothed things over for me, but my mistake could have been disastrous had she been vengeful.

Dr. Leith Anderson (one of my professors in the Doctor of Ministry program at Fuller Seminary), in his book Leadership That Works, discusses the concept of “parish poker.”  Although Anderson isn’t a gambler (and neither am I), he states that at the beginning of every poker game, each player is given a certain number of chips.

In the same way, Anderson claims, a pastor is given 50 to 100 chips when he comes to a new church.  After that, he either gains or loses chips depending upon that church’s unique value system.  Anderson cites a few examples:

*Preach a good sermon (+2 chips)

*Preach a bad sermon (-8 chips)

*Visit sick person in the hospital (+7 chips)

*Sick person dies (was expected to recover) (-10 chips)

*Sick person recovers (was expected to die) (+40 chips)

*Bring cookies to monthly board meeting (+1/2 chip)

*Lose temper and shout at board meeting (-25 chips)

In his book, Anderson tells the story of a new pastor who was called to a conservative mid-western church.  He came a few weeks early to settle in, and on the Saturday before his initial Sunday, the pastor gave away the pulpit to another congregation … without asking permission.  According to Anderson, that decision cost the pastor 2,000 chips, which means he’d have to preach 1,000 good sermons just to get back to zero … which would take 20 years!

That pastor was done before he even started.

Here is why “parish poker” or “the pastor point system” matters: because as a pastor’s total points nosedive, he’s increasingly likely to be terminated.

There are two ways to be terminated using the point system:

First, you lose a massive number of points at once.  Examples:

*Tell your church that everyone will be saved (-5000 points)

*Have an affair with a board member’s wife (-5000 points)

*Embezzle funds from the children’s ministry (-5000 points)

*Hack into the associate pastor’s computer (-5000 points)

Second, you stop gaining points but steadily lose points over time … eventually plunging toward zero.  Although this isn’t easy to do, some pastors have mastered the art.

To switch the analogy to banking, they are great at making withdrawals … and poor at making deposits.

Based upon the 36 years that I served in 9 different churches, let me add some events/incidents that involved me as pastor:

Failure to use the Scofield Reference Bible (-3o points)               

Visiting seniors at home to shoot the breeze (+20 points)

Letting youth attend Christian rock concerts (-100 points)

Holding a missionary conference (+25 points)

Discovering your son peed on the church lawn at the conference (-25 points)

Having a band during Sunday worship (-200 points)

Baptizing a new convert (+10 points)

A longtime family leaves the church (-40 points)

Conducting a funeral for a longtime member (+35 points)

Confronting a staff member about misbehavior (-75 points)

Earning a doctoral degree (+5 points)

Failing to say hi to someone one Sunday (-15 points)

Raising almost a million dollars one year (+80 points)

Falling behind the church budget the next year (-300 points)

Let me make five observations about this point system, especially as it relates to pastoral termination:

First, as I did this exercise, it was simple coming up with minus points, but challenging to come up with plus points. 

Maybe I forgot all the good that I did … or maybe it’s just easier to remember the criticisms than the compliments.

When a pastor first comes to a church, it seems like he can do no wrong.  But a few years later, it can feel like he can’t do anything right.

I don’t think a pastor can do much to acquire a lot of points at once, even if he wins the mayor to Christ.  You build your points slowly.

But if you mess up, you can lose a lot of points quickly … and it’s usually not what you did or didn’t do, but who you offended that matters.

Second, value systems vary – sometimes wildly – depending upon the church or the person. 

In my first pastorate, I was expected to visit all the seniors in their homes at least quarterly … just to talk.  But in my last three pastorates, nobody expected me to visit anybody in their home.

In my second pastorate, the head of the deacons as well as the head of the deaconesses (they were married to each other) both left the church because I wouldn’t forbid our young people from attending Christian rock concerts, which were still in their infancy.  In the churches I served subsequently, that was never an issue with anyone.

If a young pastor grew up in a church, and only knows one way to do ministry, he may have a hard time in his first or second pastorate if he tries to impose the value system of his home church onto his new one.  The point system in every church is different, and it takes a while to learn what’s commendable and what’s condemnable.

In fact, one of the wisest things a new pastor can do is to get to know those who know the history of the church, and to discover what will get you applauded … or assaulted.

In my second church as a youth pastor, an entire family opposed my ministry because the previous youth pastor – whom I knew – had painted the youth room orange without permission.  Since we both had gone to Biola, this family assumed I would operate as he did.

Third, a pastor needs to accumulate a lot of points up front to survive his inevitable mistakes. 

My father-in-law, my first and best ministry mentor, told me that when I first became a pastor, I should (a) work very hard my first year and develop a reputation as someone industrious, and (b) choose a Bible book with a positive message to preach from.  (He suggested Philippians.)  In other words, he was telling me, “Slowly acquire lots of points … and don’t do anything to lose points.”

Then the wife of one of the deacons announced she was divorcing him, and no matter what I did, I was going to lose points … and I did … but not that many.

I know there are people on both sides of this issue, but I really believe that a new pastor has to take his time and get to know people before he starts making changes at the church.  He needs to amass hundreds of points before he begins to say and do things that are guaranteed to lose scores of demerits.

Fourth, double the minus points when you’re dealing with a church bully.

If the pastor hurts Bill, and Bill is a kind and quiet man, the pastor will only lose a few points.

But if the pastor hurts Joe, and he’s loud and opinionated, Joe will tell his network what the pastor did … act like a victim … try and turn others against him … and the pastor will lose many points quickly.

In one church, I suggested going to lunch with a bully, but he didn’t want to know me because he wanted to keep me at arm’s length as a scapegoat.  Whenever I was around him, I kept our conversations brief because I didn’t want to give him any ammunition he could use against me.  I probably acquired a few minus points from him by doing that, but that was better than losing scores of points by opposing him outright.

Most people in a church will give a pastor the benefit of the doubt if they witness or hear about something that concerns him.  But a church bully won’t cut the pastor any slack.

Finally, a pastor may never know when he’s lost enough points to be terminated.

This is because the scorekeeping is never public.  Points reside in the head of a church bully … the wagging tongues of a faction … or secret meetings of the official board.

Pastors inherently know that if they are guilty of heresy, sexual immorality, or felonious conduct, their days in a church are numbered.

And pastors often know who the scorekeepers are in a particular church, but pastors usually don’t know the point system the scorekeepers are using.

A pastor might think, “Okay, I didn’t say hi to Jane … that’s probably only a loss of 3 points.”  But if you offend Jane, she might debit you 100 points.

This is why pastors are shocked when the board suddenly asks for their resignation.  By the pastor’s reckoning, he’s up 2,472 points.  By their reckoning, he’s 2,472 down.

Obviously, a pastor can take this point system to ridiculous lengths.  You can’t have a positive, influential ministry if you’re walking around mentally adding and subtracting points all day.

Ultimately, a pastor has to try and please the Lord, and let the point system go.  We aren’t saved by our good works … we are saved by God’s grace.

But sadly, pastors are employed by good works … a point system … and over time, they can lose so many points that they’re toast.

What are your thoughts about the pastor point system?

 

 

 

 

 

 

 

 

 

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When a pastor is forced out of his position – either by the official board or by a church faction – he is often blindsided.

If it’s the board, they demand that he resign immediately, or else be fired.

If it’s a faction, they lack the authority to terminate him unilaterally, so they make demands – like threatening to leave the church or withhold their giving – unless the pastor quits.

When a pastor is ambushed, it feels like a form of betrayal, and it usually is.  Many pastors have shared with me how devastated they were when they were surprised by leaders they trusted.

But in retrospect, there are usually warning signs of trouble ahead that the pastor missed, either because he didn’t want to see them or because his mind was focused instead on ministry objectives.

Let me share with you seven warning signs that a pastor is in trouble … and these come from my own experience:

First, the pastor stops hearing that he’s doing a good job.

Early in my ministry in my last church, people told me all the time what a great job I was doing.  I remember one man who lobbied to get on the church board just so he could raise my salary.  At times, the praise was almost embarrassing.

But toward the end of my tenure in that church, I heard almost nothing positive about my ministry.  For weeks, nobody told me that they appreciated any of my sermons, which was unprecedented in my ministry there.

The lack of positive comments negatively affected my morale.  Although I was trying to serve God … not just people … I liked knowing that I was effective, and when I didn’t hear anything, I wondered if I should continue.

Second, the pastor notices heightened attempts to control his ministry.

In my last ministry, I worked in collaboration with the church board for about 90% of my tenure.  I didn’t tell the board what to do, and they didn’t tell me what to do.  We had a great working relationship.  They trusted me … I trusted them … and that’s how it had always been over my entire 36-year ministry career.

But over my last year, the board stopped trusting me, and I stopped trusting them.  They starting micromanaging the money and, by extension, the ministry, and began making unilateral decisions outside of meetings and imposing them on me inside of meetings.

I’m sure that in their minds, they were just taking their responsibilities seriously, but they weren’t collaborating with me in any meaningful way, which I resented.  It’s like I wasn’t even there.

When the board starts micromanaging the pastor’s time … or his expenses … or the church calendar … or a budget that’s already been approved … the board is trying to control the pastor … and this may mean that the ultimate control weapon – the pastor’s ouster – may be just around the corner.

Third, the pastor discovers that people who haven’t been friends are becoming friends.

This was something that my wife noticed more than me.  She told me that board members who barely knew each other at the beginning of the year were now hanging out together socially and using affectionate terms like “bro.”

I knew the source of some of these friendships – a Bible study for men that met at the church on Monday evenings.

That same night, I always met with our programming team – the group that planned the worship services.  On occasion, I’d walk upstairs and ask one of the men in the study if he could participate in a future service.

Looking back, many of the men who conspired to take me out were in that Bible study.  I am not saying they used their time to plot my demise.  I am saying that the study helped them form a bond that made it easier for them to run me out.

Fourth, the pastor experiences more external opposition than ever before.

I remember performing a wedding for a couple outside the church at a seaside resort and investing 32 hours of my time in that endeavor.  Yet for the first time in my ministry career, I didn’t receive an honorarium … and I am positive the DJ, wedding hostess, resort, and caterer were not financially stiffed.

I also conducted a memorial service for an elderly man in our church who had died.  I met with his daughter and told her I’d be doing the same kind of service I had done years before for her mother, and she approved.  But ten days after the service, the daughter’s husband called and reamed me out for preaching the gospel in my own church and demanded that I apologize to him for doing so … which, of course, I didn’t do.

I remember asking myself, “What is in the air right now?  It’s open season on me.”  It’s like people weren’t praying for me anymore and that Satan was able to attack me directly.

Fifth, the pastor experiences more internal opposition than ever before.

There was a lady in our church I had known for years, and she asked if her son could be married in our worship center.

Even though our worship center was just a few years old, I had only conducted two weddings there, and they were both on the small side.

If someone was going to be married inside our worship center, I wanted to make sure that the couple were both Christians and that the wedding would be performed by an evangelical minister.

This lady told me that her son was a Christian, and that a pastor from out-of-town would be conducting the ceremony.

Since this was to be our first large-scale wedding in the worship center, I consulted with the associate pastor on this matter.  Since I was going away on vacation, I asked him to verify that the couple were both Christians and that the pastor was an evangelical and, if everything checked out, to contact the future groom’s mother with our approval.

When I returned from my trip, the associate unilaterally cancelled the wedding without verifying anything.

The lady from our church … who was normally a very calm and pleasant individual … wrote me a blistering email of condemnation (evidently wedding invitations were being printed) … and I took the hit without ever revealing the decision by the associate pastor.

Knowing her contacts inside the church, I’m sure that my name was dragged through the mud for weeks.

Sixth, the pastor notices staff members becoming resistant and rebellious.

I was a staff member in five different churches, and I know how much it meant when the pastor trusted me to do my job and wasn’t always trying to micromanage me.

So that’s how I tried to treat members of the church staff … and at one time, we had as many as ten in my last church.

I inherited four staff members from my predecessor … I kept them all on … and I eventually had trouble with three of them.

I met with them regularly as individuals.  We had a weekly staff meeting.  I was always available for consultation or support.

But the word began to circulate among the staff, “If you’re having any trouble with Jim, just talk to the church’s founding pastor.”

And when those staff members did, they become resistant and rebellious.

We only fired one of them, but several others should have been fired because their actions declared, “I don’t have to listen to you anymore.”

Near the end, I was talking one day with a staff member who became angry and started accusing me of “coddling people” who weren’t Christians.  It was totally unlike him … but I found out later that he was in contact with my predecessor … someone he had never met when he was hired.

When staff members and board members plot against the pastor, he doesn’t want to believe it … but it’s often a sure sign that both groups want more power … and that the pastor must go if they’re to gain it.

Finally, the pastor senses that church leaders no longer support the church’s mission.

I believe strongly in Jesus’ Great Commission to “make disciples of all the nations.”  His charter for us isn’t to increase attendance … add people to the membership rolls … get people to join a denomination … or steal sheep from other churches.

Jesus’ charter is for His people to bring people to Christ … to baptize them … and to teach them from His Word … and that means learning how to share Christ with unbelievers and to bring them to your church.

Regardless of what they say, God’s people almost always want their church to be a place where their needs and the needs of their family are met … and yet the only way to win many unbelievers to Christ is to put their needs ahead of the needs of church members.

I had worked hard over the years to help our church become outreach-oriented – and the church board had always complied – but the last board I worked with didn’t support that mission … and I could give countless examples.

When the mission becomes about “us” rather than “those without Christ,” the pastor’s effectiveness will be limited … and he may be through.

I’ve listed seven signs that a pastor is in trouble, and I could have listed many more.

What signs have you seen?

 

 

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