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Archive for the ‘Conflict with Church Staff’ Category

A pastor I knew for more than twenty years died last week.

For years, AA was my friend.

My first exposure to him was at Biola College when he came and spoke in chapel one Thursday morning in Crowell Hall.

AA pastored a church in Fresno and shared with students that radio ads helped his church to grow … then proceeded to play one such ad on a tape recorder.

Years later, on Veteran’s Day in 1980, my church in Garden Grove called an ordination council for me.  AA … who was now pastoring a church of the same denomination in central Orange County … signed my certificate after the examination, although I don’t recall his presence that day.

Fast forward six years.  One afternoon, I was sitting in the office of our district minister when he told me that AA was coming to Oakland to pastor one of the oldest churches in the district.  I wondered, “Why would anyone leave the beauty of Orange County for the ugliness of downtown Oakland?”

But AA went to that Oakland church, and using his entrepreneurial gifts, he sold some church land and started a new church in a beautiful area just a few miles away.

Right before Christmas in 1986, our district held their annual Christmas party at Mount Hermon Conference Center.  I was asked to do a humorous reading of The Night Before Christmas in the style of an expository preacher and it went well.  Afterwards, AA came up to me and suggested we have lunch together.

A few weeks later, we sat in a restaurant near his church overlooking a lagoon (a place I would later eat at dozens of times) and shared our ministry wounds together.  In the process, we became fast friends.

I invited AA to my church in Silicon Valley one day.  The church wasn’t doing well … we’d had a merger four years before that imploded … and I wanted his opinion on our prospects.

He surveyed our campus and quickly said, “I wouldn’t come here” which hurt a bit.

But he also read an article I wrote on “lost shepherds” and told me that it was good and that he knew the editor of the denominational magazine and would recommend that it be published, which is eventually what happened.

One day, I was speaking by phone to the president of our denomination, and he suggested that I put together a group of pastors in my area for support.  Our first meeting was at a Sizzler in Hayward, and over the next few years, our group of five met nearly every month for lunch.  AA was in that group.

For several years, those pastors and their wives met at AA’s home in early December for a Christmas dinner.  He and his wife were very hospitable.  We enjoyed other social events with those couples over the years as well.

I invited AA to speak to our leaders at my church in Silicon Valley, and he in turn had me speak at a men’s breakfast and a stewardship banquet at his church.

In the summer of 1997, I knew I was going to be leaving my church in Silicon Valley, so AA invited me to speak to his church on a Sunday morning.  The time went well, and AA said he wanted to hire me as his associate pastor, but things didn’t work out at the time, and I ended up at a friend’s church in Arizona instead.

But in the fall of 1998, AA began sending me emails, wanting to know if I’d consider becoming his associate pastor.  He planned on retiring and wanted to choose his successor.  After combing through 85 resumes, AA and the board couldn’t find anyone suitable.

I sent him five reasons why it would be good to work together, and five reasons why it wouldn’t work.

He answered all five objections.

Kim and I flew to Oakland on a Friday.  That night, we went out for dinner with AA and his wife, and we had a great time together.  But one of the board members was so upset about the possibility of my coming (he never even met me) that he instantly resigned.  (He wanted a Union Seminary grad instead!)

My wife and I met with the board the following morning, and things went well enough that I soon returned and spoke on a Sunday.

The board offered me the job of associate pastor, and I eventually accepted.  I did not call myself to that position … God called me … because I initially didn’t want to go.

Because our daughter Sarah was in high school, I agreed to start my ministry on June 1, 1999, so she could finish her junior year in Arizona.

In January 2000, AA announced to the church that he would be retiring the following December.  By this time, I had served at the church seven months, and except for one critic … a board member … I felt I got along great with everyone.

The following April … nearly a year after I came to the church … I asked the board to have the congregation vote on me as senior pastor-elect.  The vote was 76-4 … 95% approval.

AA began to pull back on his ministry a bit, and I began to assert myself more.  One day, as we walked past the open field on the church property, AA told me, “That’s where you will build a new sanctuary someday.”

In the fall of 2000, AA and his wife took a trip to New England, and while they were there, my primary critic resigned his position at the church and openly took shots at me.  When he returned home, AA fully supported me, which made matters disappear quickly.

That same critic began spilling board secrets in public, including the fact that the board had agreed to give AA a generous financial gift upon his retirement.  The church was holding its annual congregational meeting in November, and AA was worried that some oldtimers would publicly object to the gift and that he might not receive it.

I shared with AA and the board how to nullify any objections with the congregation, and the meeting passed without incident.

During the eighteen months that we worked together, AA and I got along very well.  We may have disagreed about certain issues … we’re very different people with very different styles … but I don’t recall one time where we had even a single unpleasant conversation.

And during the fourteen years that we knew each other, I considered AA to be one of my closest friends.  In fact, had I died before him, I wanted him to conduct my memorial service.

After he left the church and moved to Arizona, I did my best to maintain contact:

*Whenever I referred to AA in public, I spoke of him in positive terms and with gratitude.

*Whenever I spoke with his friends within the church … including four staff holdovers … I was conscious that anything I said might get back to him … and it sometimes did.  In fact, AA once told me that a certain individual called him all the time to complain about me.

*Since AA had family in our community, he visited the area a few times a year.  At first, he’d contact me and we’d get together, but after a while, he’d come into town and meet with people from the church without telling me, which made me suspicious.

*He and his wife visited the church a few times after he retired, and things seemed to go well … until the Sunday when I stood up to preach and noticed that AA and his wife were sitting by themselves next to a couple who were angry with me about an issue that had no resolution.

*I interviewed AA about two incidents that happened during his tenure as pastor that led to conflicts and included them in my doctoral project for Fuller Seminary.

*AA became president of a parachurch organization.  Our church supported him financially as a missionary and hosted one of their meetings in the church library.

*I invited AA to speak at the dedication of our new worship center in October 2005.  I also presented him and his wife with a letter of appreciation and a plaque for all they had done for the church.

But during his message, AA made a derogatory comment about me … one that most people wouldn’t have noticed … and I knew something had changed.

Then one man inside the church sent a bizarre email to one of our staff members stating that I needed a mentor and that AA should come back to the church as my associate pastor.  I called the man and tried to set him straight, but it began to dawn on me: AA is telling at least some people that he regrets leaving and wants to come back to the church.

After he retired, AA and his wife lived in Arizona … then Southern California (ironically, in the same city my wife and I live in now) … then in a city in Northern California.

Somewhere along the line, I knew I was being undermined and that anything I did or said that AA’s friends didn’t like would end up being shared with him … and quite possibly, be wrongly interpreted.

I had three options:

*Engage in an investigation into AA’s conduct.  But who would do it?  How would anything change?  What good would come from it?

*Confront AA about his behavior.  But what if he denied everything and then told people I was insecure and paranoid?

*Ignore his behavior and continue building the church … which is what I did.  But what if the undermining gained critical mass?

The church was doing well.  The attendance and giving nearly doubled during my tenure.  We built a new worship center where every vote by the congregation was unanimous.  We were the largest Protestant church in our city by far and had a great reputation in the community.

Fast forward ahead four years.

In the fall of 2009, I heard that AA and his wife were living in a house owned by former church members on weekends … only 500 feet from our church campus.

Only AA never told me.

Intentional or not, he now had a base of operations near the church to hear any complaints against me … just like Absalom listened to complaints about his father David at the gates of Jerusalem.

Only people weren’t bringing any complaints to me, so I didn’t know what they were or who might be upset with me.

I didn’t know it at the time, but AA not only had his fingers in the congregation … he had his fingers in the church staff, and especially in the church board.

In October 2009, a conflict broke out with the church board, and a few weeks later, I chose to resign.

The night I told church leaders that I was going to leave, I was told by the church consultant I had hired that AA had been meeting with the six members of the church board about me.  I don’t know who initiated contact, or how many times they met, or whether the board wanted AA to be their next interim/senior pastor … although a top Christian leader told me that was the plan.

That consultant exposed the plot and wrote a report stating that AA should not be allowed to return to the church in any capacity.

After years of friendship, my good friend had completely flipped on me.

_______________

I never learned what I did or didn’t do … or said or didn’t say … to cause AA to conspire to force me out of my position and eventually end my pastoral career.

Although I can venture some guesses, I’m not very good at mind reading.

I can’t recall our final conversation, but found it telling that he never contacted me after I resigned and left the church, even though I wrote a book about the conflict (Church Coup) and have written more than 500 blogs … most of them about pastor-church conflict.

Several years ago, I went to his Facebook page, and noticed that he was friends with nearly every single person who stood against me in my final days, including former board members and staffers.

In England, they call that a Shadow Government.

I have no idea when or where AA’s memorial service will be held … or if it’s already been held … and I’m certain that I won’t be asked to speak.

So I thought I’d write a blog about the man I knew.

I’ll always be grateful that he wanted me to become his associate pastor and eventually succeed him as pastor.  By every measure, the church did quite well over the next nine years.

And I’ll always be grateful for his friendship … his counsel … his support … and all the good times we had.

Rest in peace, Andy.  I forgive you.

See you in glory.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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If you lie to me once, you’ve sinned.

If you lie to me twice, you’re a liar.

You’ve established a pattern.

It’s difficult to confront liars because they usually cover their past lies with new ones.

I once worked with a church staff member who seemed to enjoy lying.

Several people came to me and said, “So-and-So lied to me.”  They were very upset and wanted me to do something about his fibs.

I tried talking to this leader to see if I could discern any untruths coming from his mouth, but he was really good at covering things up.

So I decided to take my time and see if I could catch the leader in a lie myself.

One day a few weeks later, someone who worked with this person requested a private meeting with me.  They shared information that, if true, could only result in the dismissal of this staff member.

I took two full days to investigate some of the charges the informant made … and the most serious ones turned out to be accurate.

If I brought verbal charges to this staffer, I knew what what happen: he would just deny … or explain away … the charges … just like he did with everything else.

I needed air-tight evidence that he had lied before I could confront him.

Fortunately, I was able to get that evidence in the form of an email from a key person in a Christian organization.

I called the staffer into my office … asked him some questions … asked him if he stood by his answers … and then handed him the email contradicting what he had just told me.

He lied twice to my face … and it was tragic watching him try and explain away his falsehoods.

He left the church soon afterward.

One family in particular drew close to this staff member, and when he left, I suspected they were upset with me.

And sure enough, a few years later, they were in on the attack to force me to leave.

I can only imagine the lies he told about me on his way out the door.

_______________

When a church conflict becomes a contest, some churchgoers start lying.

On occasion, a pastor will float a lie or two about his enemies, but most of the time, people lie about the pastor instead.

In fact, when some people want to force out their pastor, they will lie about him indiscriminately as a way of getting others to join their cause.

And by the time the pastor finds out that people are lying about him, critical mass has been reached, and so many people believe the lies that the pastor has to resign.

This is what happened in my case seven-and-a-half years ago.  There were so many lies going around about me that (a) I didn’t know where they came from, (b) I didn’t know what was being said, and (c) I didn’t know how to counter the lies.

In a very real sense, I was lied right out of the church.

Because Jesus didn’t do anything wrong, the only way His enemies could destroy Him was to lie about Him.

And because many pastors try and lead godly lives, the only way their enemies can destroy them is to lie about them.

*The lies must sound plausible or people will quickly discount them.

*The lies must be plentiful in case the pastor is able to debunk one or two of them successfully.

*The lies originate from those who hate the pastor and want revenge against him … otherwise they would sit down with the pastor in love and speak to him directly.

*The lies leak out from unlikely sources at inopportune times.

*The lies multiply once the pastor leaves the church to prevent any future influence he might have.

Several months after we left our last church, my wife and I went to lunch with a woman who had been very kind to us.

She told me that rumors were swirling around that I had had an affair and that my wife had had an affair as well.

At first, my wife and I both laughed.  She’s the only woman I’ve ever kissed, and I’m the only man she’s ever kissed.

Besides that, my wife worked on the staff with me, and we drove to and from work together in the same car … the only car we had.

And we worked right across the hall from each other.

So we both knew the affair talk was balderdash … but evidently there were some who believed it … and others who were perpetuating it.

This information greatly saddened me, but it was also an indication that Satan – “a liar and the father of lies” – had established a firm foothold in that congregation.

_______________

People lie because it works.  And when they’re caught, they’re often able to lie their way out of trouble.

I accept the fact that there are liars inside local churches today.

But I pray they aren’t on church staffs … or on church boards … or in church pulpits … or any other places of influence … because lies destroy people, families, and congregations.

I once knew an associate pastor who worked for a pastor I knew quite well.

This staff member wanted to get rid of someone in the church he didn’t like … so he lied about him.

When the pastor found out that his associate had lied, he called him into his office … verified all the facts … and then told the associate, “You know what to do.”

The associate instantly resigned.

That’s how we used to handle church leaders who lied.

How should we handle them today?

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When a pastor or staff member leaves a church under duress, they usually discover – weeks or months later – that most churchgoers from their former congregation seem to have forgotten that the leader ever existed.

More than 90% of the congregation never contacts the leader again – not via phone, email, Facebook, Twitter, or any other means of communication.

The leader is left wondering, “What happened to all my friends and colleagues?  Why aren’t they reaching out to see how I’m doing?  Did I mean so little to them?”

I felt this way when I left my last position as senior pastor 7 1/2 years ago.  Thankfully, there were a few churchgoers who kept in contact with me, but I never heard from most of them again.

After devoting myself completely to that church for more than a decade, it hurt to think that so many people – whom I considered good friends – would abandon me so quickly.

But maybe there are good reasons why God’s people don’t contact their former leaders again.

Here are seven possibilities:

First, most of us gradually forget about people – even friends – that we no longer see.

Mrs. Coleman was the first great teacher I ever had.  She taught me in third grade.  After that year, I never saw her again.

Darryl was my youth pastor in my late teens.  He helped me love and know Scripture.  He moved to Colorado, then to Texas.  I haven’t seen him in 40 years.

My father-in-law mentored me in church ministry for decades.  I last saw him five years ago.

I know a handful of people who seem to stay in contact with everyone they’ve ever known, but most of us aren’t that way.  People come and go in our lives.

That’s just the way life is.

I’m appreciative of the influence that Mrs. Coleman, Darryl, and my father-in-law had in my life.  I think of them fondly.  But since we are no longer in proximity to one another, we’ve all moved on.  (And I think Mrs. Coleman died a long time ago.)

It’s just something we have to accept.

Second, many Christians are used to pastors/staffers coming and going.

The longer a person has attended church, the more transitions they’ve witnessed.

Before I entered my teens, my family attended a church where the senior pastor resigned … the Christian Education director was fired … and the next pastor was forced to resign prematurely.

At the next church I attended, the founding pastor resigned … the youth pastor left … an interim pastor came and went … another youth pastor left … the church called a new pastor … another youth pastor left (me) … an associate was hired … and then he resigned.

If you’re a veteran Christian, you might get worked up about one or two of those departures, but if you make a federal case about each one, you’ll die of a heart attack.

In baseball, there’s an adage that managers are hired to be fired.  Many baseball fans express outrage after a well-loved manager is released, but their anger soon dies down, and fans come to accept things as they are.

The same thing happens in Christian circles.

And after a while, each succeeding departure is just par for the course.

Third, many Christians relate to paid church leaders as short-term friends.

I learned this one the hard way.

At my last church, I became friends with a man roughly my age.  He had been a professional athlete with one of my favorite teams.  We went to several ballgames together and had a great time.

Every Sunday, he’d give me a big smile and come over and shake my hand during the greeting time.  After I preached, he’d hang around and let me know I hit a home run.

Before I moved away, I went to visit him one last time at home.  Several nights later, he sent me an encouraging text.

Two years later, I contacted him, told him I was going to be in the area, and asked him out to breakfast.

It turned out to be one of the most awkward hours of my entire life.

He never asked me one time how I was doing.  Instead, he talked all about his family and the church’s new pastor.  (Shortly afterward, my friend and his family left the church.)

I thought our friendship would last for years, but in the intervening months, it had gradually died.

While it hurt me at the time, looking back, I didn’t nurture that friendship because I didn’t want to hear how the church was doing without me.

I’ve learned that while pastors and staffers view some churchgoers as friends, those same people probably view their leaders not as lasting friends, but as short-termers.

Fourth, some Christians no longer feel responsible for a pastor/staffer who has left.

Their attitude is, “As long as Pastor Joe or Youth Pastor Steve is paid by this church, I am duty bound to support them, pray for them, encourage them, and befriend them.  But if they take off, they are no longer our responsibility.  Now it’s up to their new church or their new boss to watch over them.”

When you’ve given so much of yourself to a congregation, this attitude can seem a little cynical.  But in the long run, it’s probably healthy.

For example, over the course of my 36-year ministry career, I probably had 25 or so staff members serve under my leadership.  Although we were on good terms when we parted, in most cases, I’ve lost contact with them … and they’ve lost contact with me.

When Judas left the Twelve, Jesus still loved Him … He just didn’t feel responsible for him anymore.  I am not comparing departing pastors/staffers to Judas the turncoat, but I am comparing Jesus – the Ultimate Caregiver – to many churchgoers today.

Once a church leader has resigned, the majority of Christians won’t initiate contact anymore.

Fifth, some Christians have bought into negative rumors about the departing leader.

I think it’s despicable to spread half-truths and malicious gossip about a former pastor/staffer after they’ve left a church, but it’s done all the time.

The template goes like this:

“I wonder why So-and-So really resigned?”

“Well, I’ve heard that they mismanaged funds … were having an affair … could no longer recruit volunteers … lost the confidence of the church board … upset other staff members … weren’t working very hard …”

And the list goes on and on.

Here’s the problem: if you think that a former pastor/staffer really did mismanage funds or have an affair, are you going to reach out to them or write them off?

You’re probably going to write them off as some kind of defective Christian leader.

I don’t think I’ve told this story before, but several years after I left my last ministry, I was talking with a friend who had left the church (on good terms) before I did.

Eight months after my departure, this friend flew to the new area where my wife and I lived and spent a few days with us.  This friend posted some photos on Facebook of us together … and was instantly unfriended by more than 40 people from our former church.

Why did that happen?  Maybe it has to do with the next possibility:

Sixth, some church leaders either spread negative rumors or fail to correct them.

Imagine that you’re an average interim pastor.  Your ministry as a pastor was never all that successful, but you’ve been called to a church where the previous pastor’s ministry was very effective.

You ask around, “Why did the previous pastor leave?”

If you’re a secure individual, you’ll try and hear all sides.

If you’re insecure – or feel inferior to the previous pastor in some way – you may covertly rejoice in anything negative you hear.

So when people come to the interim and ask, “Do you know why the previous pastor left?”, the insecure interim will respond, “I’ve heard that …”

And after the interim leaves, the next pastor may do the same.

In addition, as rumors circulate among the saints as to why the previous pastor left, even if the interim knows the truth, he will often do nothing to correct them.

Why not?

Because he wants the congregation to forget about the previous pastor altogether so he can look good by comparison.  He wants to loosen the bonds between the previous pastor and the people so he can influence them instead.

Does this stuff really happen in supposedly godly local churches?

Yes … all the time.

And sadly, since this information comes from a “man of God,” many people believe whatever he says … hook, line, and sinker.

Finally, some churchgoers feel rejected when their pastor or a staffer leaves.

When a pastor/staffer leaves a church, some people assume that the leader left of their own free will.

Maybe yes, maybe no.

My guess is that many churchgoers … especially new believers and those on the fringe … don’t know how churches operate, so when they hear that a leader has departed, they assume that the leader wanted to leave … and this makes them feel abandoned at some level.

Although I sensed that I needed to leave my last ministry, I was told that I could have stayed.  Since I chose to leave, is it possible that some churchgoers felt that I had abandoned them?

Of course.

A few years ago, I had breakfast with the president of a seminary overseas and he told me, “We Christians don’t handle transitions very well.  We need to do a better job.”

What’s hard for many of us is that when a church hires us, they act very Christian.  But when they let us go, they almost seem satanic.

I long for the day when God’s people act like Christians whether they’re hiring or firing leaders.

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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 your 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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Out of all the types of conflict I endured during my 36 years in church ministry, I had more trouble with paid youth leaders than anyone else.

Whether they were called youth ministers … pastors … directors … or student ministry directors, I often struggled in my working relationship with them.

Did I try and micromanage them?

No.  I served three pastors as a youth pastor, and none of them micromanaged me, so I made sure to give them plenty of space to develop their own ministries.

Did I insist they work unreasonable hours?

No.  I expected that they would work a minimal number of hours, but I’ve never been a workaholic, and didn’t expect staff members to outwork me.

Did I yell at them in anger?

No.  I never yelled at any staff member.  There were times I felt like screaming, but by the grace of God, I kept it together.

Did I confront them unreasonably?

No.  Most of the time, if I had a concern or a question about their ministry, I’d walk down the hall and speak with them personally and directly in their office.

I tried to convey several basic expectations whenever I worked with a paid youth leader:

*I expect you to carry out our church’s mission and vision statements.

*I expect you and your adult leaders to attend at least one worship service on Sundays.

*I expect you to be present during office hours … which you set.

*I expect you to be present during staff meetings.

*I expect you to let me know what you’re doing in your ministry.

*I expect you to let me know of any potential problems with youth or their parents.  If you inform me right away about any possible blowback, I will back you to the hilt.

*I expect you to fight for your viewpoint on any area where we disagree, but once I’ve made a decision, I expect that you will abide by it.

Those seem like simple guidelines, don’t they?

Yet I was amazed at how often they were violated.

Most of the time, conflict occurred because the youth leader viewed himself as a pastor equal in authority to the lead pastor.

*The youth leader had his own congregation: the youth group.

*The youth leader had his own staff: adult volunteers.

*The youth leader had his own office and computer.

*The youth leader carried out ministry in specific church rooms.

*The youth leader ran his own budget and planned his own events.

*The youth leader was viewed as “our pastor” by his adult volunteers and young people.

But the youth leader didn’t like having to be accountable to anyone … much less the lead pastor.

I saw this latter point demonstrated over and over again.

*One youth leader went on vacation for two weeks without asking my permission.  He had only been on the job for two months.

*One youth leader told me he no longer believed in our church’s mission/vision.

*One youth leader not only let his adult volunteers skip worship services, but started a home church with them without telling me.

*One youth leader purchased expensive equipment for youth ministry … then kept the equipment at his house.

*One youth leader shared a large room with other ministries, but refused to clean up after using it … even when I asked him to do so repeatedly … upsetting the rest of the staff.

I could go on and on, but you get the idea.

Over time, paid youth leaders created a big headache for me.

On the one hand, everyone expected us to have a thriving youth ministry … especially the parents of middle school and high school parents.

On the other hand, I had to restrain myself from firing several leaders … even though they deserved it … because it takes a long time to find another one.

One time, we had a youth leader whom I really liked.  He was getting ready to graduate from seminary, and I offered him a job after graduation.  The youth group wasn’t big enough to support a full-time person, so I asked him to lead the youth and do some teaching for adults (teaching was his primary spiritual gift), but he refused.

Either he was going to work exclusively with the youth, or he wasn’t going to work at all.

I suspected that he didn’t want to be accountable to me as his supervisor, so I let him walk.

But after he left, boy, did I hear about it!

One parent … with whom I had always gotten along … raked me over the coals in an email, telling me that something was wrong with our church because we couldn’t seem to hold onto youth leaders.

The ensuing search took about a year.  After reviewing nearly 200 resumes, we brought eight different candidates to the church.

Either the youth didn’t think they were cool enough … or they made a bad impression on the staff … or they lacked solid character … or something wasn’t right.

Under pressure, we finally hired someone the kids thought was cool … but one of the adult volunteers came to me a year later and poured out instance after instance of unethical behavior … right at the beginning of the summer.

I took two days to investigate the charges.

Evidence in hand, I confronted the youth leader … who didn’t see anything wrong with anything he had done.  In fact, he later told me that I was the problem.

The youth leader deserved to be fired.  Immediately.  I asked pastor after pastor, “If this person did these things at your church, what would you do?”

Everyone said, “Fire him.”

But that meant that all the events the youth had planned for the summer would be cancelled because we didn’t have anyone else available who could step in.

Against my better judgment, I let him stay … and he ripped me to shreds in private … and a few months later, he finally resigned and left the church.

When I was a pastor, I suffered more sleepless nights over staff issues than anything else … and the majority of those times involved paid youth leaders.

Let me share four conclusions I’ve reached about lead pastors working with paid youth leaders:

First, most young spiritual leaders do not share the values of their pastor/supervisor.

A professor from my seminary told me that since many new students come to the school without a basic sense of morality or ethical behavior, the school puts them through a morality/ethics orientation class when they first arrive.

A Christian counselor told me that our culture is raising a generation of sociopaths who can’t distinguish right from wrong.

I noticed a pattern among several of the youth leaders I supervised: it was okay for them to cut ethical corners as long as they got the job done.

In their world, the ends did indeed justify the means … but not in my world.  (Is it okay for a youth pastor to use four-letter words on youth outings … or to drive well over the speed limit with youth in the car … or to trade equipment bought by the church without anyone’s permission?)

These scenarios raise a key question: should the pastor/supervisor adjust himself to his staff members, or should the staff members adjust themselves to their supervisor?

I stand in the latter camp, but my guess is that most young leaders are in the first camp.

Second, many in the Buster Generation act like they already know everything.

I believe that the Boomer Generation (those born between 1946 and 1964) were willing to learn from the previous generation (the Builders).

For example, Rick Warren (a Boomer) considered W. A. Criswell (a Builder) to be his father in the faith.

And when I was a youth pastor, I certainly obeyed my Builder pastors and submitted to their authority.

Maybe I’m wrong … or overgeneralizing … but I just haven’t seen the Buster Generation (those born between 1965 and 1983) wanting to learn nearly as much from the Boomers.

In fact, I’ve often said that the Busters act like world history began the day they were born.

I saw this attitude most often during staff meetings.  When a ministry dilemma came up, I’d share with the staff what I’d learned about an issue over the years, including mistakes I’d made.

The other staff members were usually appreciative, but many times, I watched the youth leaders roll their eyes and act like, “I don’t need to hear this from you.”

My kids are both Busters, and they’ve told me, “Dad, not everyone in our generation is like that.”  But sadly, all too many are.

I remember reading an article in a Christian magazine about ten years ago where the children of Boomer parents who attended my university severely criticized the way their parents’ generation did ministry … and these were kids in their early twenties.

Paid youth leaders can bring that same mindset into their relationship with their pastor.

Third, many in the Buster Generation hate the institutional church.

I can’t speak for Millennials here .. just for Busters.

Most of the youth leaders I knew did not like the structure of a local church.

They were happy to collect a salary from their church … while inwardly rebelling against it.

There are things that I don’t like about the institutional church as well.  Sometimes we’ve adopted a business model and superimposed it over the local church … and then tell people they have to support the institution with their attendance, time, and money.

That kind of mentality can drain the life out of a local church.

But I had one youth leader tell me that he didn’t believe in the institutional church anymore and that he was looking at other models instead.

That’s fine with me if you accompany that statement with your resignation … but not if you stay inside the church and undermine what we’re doing … which he did.

This disdain for structure and organization may explain why so many younger people choose missions over local church ministry.

I finally began telling rebellious youth leaders, “Look, if you just want to hang out with the youth, and you want nothing to do with the church as a whole, then take an offering every week among the youth, and whatever they put in will be your salary.  But as long as this church is paying your salary, you need to have some connection with the church as a whole.”

Finally, a church that finds a good youth leader should hold onto him for dear life.

I once asked a veteran youth pastor, “What should I look for in a potential youth person?”

He replied, “They have to love the Lord … and they have to love kids.”

I once knew a man who led the youth ministry at one of Orange County’s top churches.  As I recall, he was there for several decades … well into his fifties.

For a long time, I wondered, “How can the church employ someone that old?”

But he worked hard … he loved the kids … and his character was solid.

I don’t know the average tenure of a youth leader anymore, but it’s probably still less than a year.

Yet I subscribe to the axiom, “It is better to have no one than the wrong person.”

It’s tough being a youth leader.  You have to account to more people than anybody else in the church.

In one church where I worked with youth, I was accountable to the senior pastor … the Christian Education Committee chairman … the committee as a whole … the parents of the youth … and anybody who wanted to take a potshot at me.

With a youth group of 100 kids, I was out every Sunday night … every Wednesday night … most Friday or Saturday nights … and all while I was writing a seminary thesis … finishing work for my degree … trying to pay attention to my wife … and caring for our newborn son.

One December, I was out fifteen straight nights.  In the end, I couldn’t keep the pace, and longed to be a pastor somewhere … anywhere … with much less to do.

In my case, I was using youth ministry as a steppingstone to becoming a senior pastor … and I was very upfront about it.

But if you can find someone called to youth ministry who loves Jesus … loves kids … has a solid character … and willingly submits to one supervisor (usually the lead pastor) … then grab him … keep him happy … and never let him go.

Based on the way I was trained, I don’t know what I could have done differently with the various youth leaders I worked with.

I liked them personally.  I tried to spend time with them.  I listened to them.  I fought for them to be treated well.

And yet in the end, my efforts were never reciprocated … and I was often undermined.

My wife told me, “Jim, you’re too nice, and they’re taking advantage of your niceness.  You need to be tougher with them.”

Maybe she was right.

But I also have reason to believe that I was a father figure to most youth leaders, that they had trouble getting along with their own fathers, and that they projected those troubles onto me.

A former missionary once told me, “We could win the world for Christ if missionaries could just get along.”

A corollary might be, “We could have far healthier and better churches if pastors and their staff members could just get along.”

And in my case, that refers specifically to youth leaders.

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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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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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