Today is the anniversary of a day that changed my life forever.
Nine years ago this morning, after returning from a mission trip overseas, I entered the office of the church I served as pastor for an 8:00 am meeting with the official board. We were supposed to discuss our plans for the next year’s budget.
Instead, the board announced that they had terminated our most valuable staff member: my wife. Their sole charge against her was that she had overspent her missions and outreach budgets by a wide margin.
But she wasn’t their eventual target. I was. The board didn’t have enough evidence against me that they could take to the congregation for a dismissal vote, so they went after her instead, assuming I’d resign if she did.
I’ve recounted the story of the fifty-day conflict that ensued in my book Church Coup (which may be the most detailed and complete account of a pastoral termination ever written). I revisit the story in this blog every October 24. As one of my advisors told me, “You never want to forget what it felt like to go through that awful experience.”
The purpose of telling my story is for pastors, board members, and churchgoers to learn what to do and what not to do during a conflict with the pastor. I am not telling my story to garner sympathy or to gain followers. By relating my experiences, I still hope to teach.
So let me share some snapshots of what I experienced over the seven weeks of the conflict. Many stories are outtakes from my book while some are based on information I received after the book was published in the spring of 2013.
After more than 35 years in church ministry … I still can’t believe the following events happened to me … but they did.
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The board told me that they would give my wife a choice: she could resign or be fired. They said they felt so strongly about their decision that they were all willing to resign, the implication being that if she didn’t resign, they would.
And the following week, because she didn’t resign, they did. (To this day, I wonder who advised them to try that tactic.)
If she resigned, that would take the pressure off them … and that was her initial reaction: to just quit.
But when she thought more clearly, she didn’t believe she had done anything wrong … and she was positive she had not overspent the amount the board claimed.
So she didn’t quit immediately, as the board hoped she would. We both decided to wait and see if we could discover the truth behind their decision first.
Kim’s dad (a former pastor and Christian university professor) told her, “If you didn’t do anything wrong, don’t quit.” A Christian counselor who had advised us for years told me, “If she resigns, that would be a lie. Make it a battle.”
We didn’t want to make it a battle, but the board had not made enough of a compelling case for my wife to say, “You’re right, I messed up, I will resign.” We needed more information.
In my wildest dreams, I never thought the church board would take such drastic action.
But they did.
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For years, my wife worked for a pace setting company in Silicon Valley, and she sometimes had to fire employees … but always by the book. She was upset with the board because they had not followed any kind of protocol. She kept telling me that her rights had been violated.
Several months ago, my wife visited that company again, and briefly told her story to the organization’s founder and president, who agreed that my wife had every right to sue the church/board for wrongful termination.
On the one hand, Paul commands Christians not to sue other Christians in 1 Corinthians 6:1-8. I get that.
On the other hand, too many Christian organizations … especially churches … do violate the rights of staff members and pastors when they terminate them … and they do deserve to be sued.
But the separation of church and state usually protects such churches.
I wish some churches would be sued successfully … if only to teach church leaders to use biblical procedures … and due process … when they’re thinking about terminating pastors and staff members in the future.
Because if those same leaders were treated in a similar fashion at their workplaces, they would probably sue the pants off their companies.
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On the night after the board met with me, they convened a meeting of the church staff to announce my wife’s termination. Not only did the board add several more charges to their list, but such a meeting was probably illegal.
An advisor who later became my mentor told me that in our state, if my wife had been in a secular company, she could have sued them for four to six million dollars for telling her co-workers why they had fired her.
Five nights later, when my wife finally met with two board members at my request … so they could tell her to her face why they had terminated her … she told them that she could sue them for the way they had handled things. This wasn’t merely an emotional outburst … this was based on the careful way she fired employees for years at that Silicon Valley company.
A former board member from that church told me emphatically over a period of years that the board violated the church constitution and bylaws when they terminated my wife. The governing documents clearly stated that staff members could only be fired upon recommendation of the senior pastor to the official board. When the church voted to approve those documents, my wife was already a staff member.
One night, while walking along the Bay on a very dark night, I ran into another former board member who told me it was going around that my wife and I were planning on suing the church. It wasn’t true … we weren’t planning on suing anybody … but many churchgoers believe the first thing they hear without confirmation.
The church board totally bungled the way they handled things, and when my wife called them on it, we became the bad guys … and had to be destroyed.
All too often, this is the way Christians handle their conflicts. We’re godly … they’re ungodly.
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When my predecessor retired and left the church in December 2000, he and his wife moved to another state. But they eventually moved back to California … and settled in the very city my wife and I have made our home the past six years.
My predecessor became the president of a parachurch group, and that group’s founder also lived in our city at the time. The founder told me that several years before 2009, while they were playing golf, my predecessor told him that he was going to return to the church I was pastoring. The founder told him, “No, you can’t do that!” But my predecessor seemed determined.
This information tells me that the plot to get rid of me went back months … if not years … before the board acted against my wife. As a megachurch pastor who knew my predecessor told me eleven days after the conflict surfaced, “You have no idea how much you have been undermined.”
That same pastor told me that he had heard my predecessor make the exact same charges against my wife using the exact same terms that the board used. To what extent did my predecessor formulate or refine the charges against her?
Because my predecessor had been in ministry for years, his counsel seemed legitimate to the board. They most likely trusted him without questioning his motives or strategies.
But in the process, the previous pastor clearly violated pastoral ethics … which the board undoubtedly knew nothing about.
A year after I left, guess who returned to the church to preach at the Christmas Eve and Christmas Day services?
That’s right … my predecessor … who had his fingers in the church board, the church staff, and the congregation for many years.
God rest his soul.
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I’ve never given a moment’s thought to returning to my former church. I served there ten-and-a-half years, resigned, and left it for good. How wrong would it be for me to interfere in the church’s governance so many years after leaving?
Why did my predecessor even want to return? My guess is that his Fan Club were telling him that things at the church were really bad and that only he could save the church.
In fact, several years before the conflict surfaced, I heard a report attributed to my predecessor that our church was losing attendees … when the opposite was true … and I informed the church board of the rumor without naming its source.
But we had grown steadily and were the largest Protestant church in our city. We had a positive reputation for miles around. We had built a new worship center. My wife and I had both been keynote speakers at the area Sunday School Convention. In our community, where a church of 150 stood out, we were like a megachurch. A Navy chaplain once told me that when he was stationed near India, and knew he was going to move to our community, someone recommended that he attend our church.
Why did things seem so bad to a tiny group of people? Because they didn’t have positions of power … and that was intentional on my part. They were not behind our mission and vision. They were not behind me as their pastor … and I knew it. They were able to serve … just not in positions of influence.
But they thought that because they were founding members, they deserved preferential treatment.
One time, my predecessor visited the campus and told me that a woman from our church was calling him constantly to complain about me. I figured as much. While I was pleasant around her, I couldn’t let her be a leader because I didn’t trust her.
And I felt the same way about some of my predecessor’s other fans.
When people once held power in a church, but no longer do so, they will sometimes do anything to get that power back … even if they have to violate half the New Testament to do it.
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One woman did her best to disguise her opposition to me, and I had to interact with her on a regular basis. After a while, pastors develop a sixth sense about such people.
After the board and associate pastor resigned, I called two public meetings of the congregation to announce their decisions. During one of the meetings, a friend went into the women’s restroom and this woman was crying because, she said, she was afraid they weren’t going to get rid of me.
After we left, this woman openly bragged about how she and some others in the church worked the plot that sent us packing.
I could never plot against a pastor. I’d leave the church first.
God calls a pastor to lead and teach. He doesn’t call anyone to force out an innocent pastor. So why is it so easy for many Christians to join a coup against the person that God called?
If you have a good answer, I’d like to hear it.
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The primary charge against my wife concerned finances. I continue to maintain that the numbers that were verbally announced to me at the board meeting had been massaged.
For example:
*My wife had committed funds to some vendors for our annual Fall Fun Fest on Halloween … but we hadn’t yet held the event to recoup any of our expenses.
*As I mentioned in my book, several thousand dollars were mistakenly sent overseas … and undoubtedly counted against her mission budget … when she had nothing to do with that decision.
*When my wife was putting together a team for a mission trip to Eastern Europe, we had to buy the plane tickets in advance … and one person backed out. We tried, but weren’t able to recoup the funds for one leg of his journey.
*When our mission team flew to Moldova, we brought along extra suitcases filled with items for poor people and the vulnerable children … but even though we were told in advance by an airline executive that we wouldn’t have to pay extra for each leg of our journey, we were overcharged for the suitcases anyway.
My wife or I could have explained these decisions had we been given the opportunity … but no one on the board asked us or the bookkeeper anything about these expenses.
The budgets of two unrelated ministries were thousands of dollars in the red … but to my knowledge, no one ever addressed those deficits with the leaders that managed those budgets.
No, my wife … our most effective staff member … was singled out for special mistreatment.
In the spring of 2009, I went to the board and asked for funds to visit two churches in Southern California to learn about their multi-venue services. The board approved those funds … and then they were charged to the worship budget without the leader’s knowledge or consent … sending his pristine budget into chaos.
Were other unrelated expenses charged to my wife’s budgets without her consent or knowledge?
When I finally asked for the board’s accounting, I received something incoherent from the bookkeeper. When my wife asked to see the board’s numbers, they did not give them to her.
When my wife finally met with the bookkeeper a month after the conflict surfaced … and the board members had all quit … the numbers told a completely different story. When a nine-person investigative team examined matters a month after that, they concluded that “there was no evidence of wrongdoing” on our part.
Was the financial charge against my wife a bluff to prompt us both to resign?
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Someone made a public charge that I mismanaged church finances. That was an outright lie.
What’s ironic is that even after the conflict erupted … and even after I left the church … I was still a central person concerning church finances.
*When the board refinanced the loan for the worship center, I had to sign the document. If the credit union had known the board’s plans, they might not have approved the refinancing. When companies make loans to organizations, they want to know in advance that the leadership is going to remain stable.
I wonder what the board told them about their pastor’s long-term prospects?
*During the conflict, the church bookkeeper stopped by my house once or twice a week so I could sign checks, which I’d do on top of her car on the street.
*Months after I had left the church, I was still the key person concerning the church’s credit cards. The bookkeeper was still contacting me, asking me to call the company and give them directions.
If I had really mismanaged funds, would I have been able to do any of those things?
When a pastor mismanages funds at church, it’s often because his own financial house is in disarray … but our personal finances were and are pristine.
It’s so easy to throw general charges around without being specific and without doing it to the face of the accused.
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When the composition of a church board changes, it can throw the entire congregation off-balance.
For years, I had worked with three men on the board who were all older than me. We had been through a lot together. I trusted them, and their actions indicated that they trusted me.
One moved away about six months before the conflict surfaced. He was the person who always had my back. The other two termed out but stayed in the church.
Had even one of those men still been on the board, the coup never would have taken place. They would either have stopped it or exposed it.
In the end, the new board in 2009 was composed entirely of people younger than me. They lacked the experience and maturity of the older men … one of whom had experienced a church split years before in another church and would never have tolerated the tactics used by my opponents.
Someone on the board ended up leading the coup. I always knew his identity. May God forgive him for all the lives he harmed in his attempt at personal payback.
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The board never attempted anything resembling restoration. It was all about punishment. As Charles Chandler from the Ministering to Ministers Foundation told me, the board members were personalizing matters.
As a Christian counselor asked me, “Where’s the redemption in all this?”
There wasn’t any pathway to redemption. Coups don’t involve restoration. They can be bloody or bloodless, but they are always about one thing.
Getting rid of the leader at all costs.
If you can show me where in the New Testament we find such behavior commended, I’d be grateful.
I’ve been searching for years … and I still can’t find it.
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Wherever you find deceit and destruction, you find Satan. Jesus called him “the father of lies” and “a murderer from the beginning” in John 8:44.
Based on some of the stories I’ve heard, I don’t believe Satan is centrally involved in every church conflict. Some believe that he is. I don’t.
I look for deceit and destruction. Someone in ministry suggested adding “doubt” to the calculus as well.
There was definitely deceit in our conflict. There were a lot of falsehoods going around: exaggeration, character assassination, misrepresentation, false allegations … it was all there.
And there was a lot of destruction as well. Satan’s aim in most church conflicts is to destroy the pastor’s well being … reputation … and career … but ultimately, to destroy the church itself.
Although I was not personally destroyed, my effectiveness for future ministry was. I don’t claim to know if that was the aim of anyone in the church. Maybe so, maybe not.
But I do know this: Satan gained a foothold in the lives of too many of God’s people in that church. Hatred and two-faced hypocrisy are not from God.
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Most pastors who are forced out of a church are never exonerated. Their reputations are ruined, at least inside their former church.
But I was exonerated … twice.
The first time, a consultant the transition team and I hired during the conflict issued a report that the board had acted “extremely and destructively” and that my wife and I had been abused.
The second time, an investigative team of nine people from inside the church claimed that “there was no evidence of wrongdoing” on our part.
But some people could not allow those verdicts to stand.
When I left the church in December 2009, I was told that 95% of the church supported me. A year later, I was told that support was down to 20%.
I don’t know the truth of either percentage. But I do know that throughout 2010, there was a whispering campaign inside my former church to pin the blame for the entire conflict on me.
When an interim pastor (a friend of my predecessor’s) came to the church several months later, he convened a meeting of the old and new boards, and made everyone who knew the truth about the conflict promise that they wouldn’t discuss it with anyone. So when people attacked my reputation, those leaders were told not to counteract any lies and to remain silent.
But what about the people who were spreading falsehoods inside the church? Why didn’t anyone warn them to stop destroying the reputation of their previous pastor?
Because unity is based on truth … not lies … such diversions do nothing to heal people’s souls.
Even though I urged people to stay, scores of people eventually left the church and either changed churches … changed faiths … or sat at home for years because nobody had the guts to tell the church the truth about what happened.
Just another Christian cover up. Business as usual.
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One day, I met with the rookie district minister to share my side of the conflict. He listened politely and later helped reveal the part my predecessor played in the coup.
Several years later, when I was in New Hampshire, the DM called me out of the blue one Sunday morning to tell me that “I respect you and admire you.”
While that was nice, there was evidence to the contrary, so I didn’t know what to think.
But I had once served in the same church as an executive from that same denomination, and when he heard about the conflict … not from me … he told a friend, “[The church] owes Jim an apology.”
While I would welcome any kind of apology, nobody has ever apologized to me for their role in forcing me out of office.
Because if I’m innocent, they’re wrong … and I’ve learned that many, if not most, Christians hate to admit when they’re wrong.
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This is the last blog article I plan to write on what happened to me in 2009 unless there is some major future development.
The accusations against Judge Kavanaugh brought back a truckload of hurtful memories because the same tactics used against him were used against us.
My wife and I live in Southern California and are content with our lives.
We live about an hour from our son, his wife, and our three grandsons. I wouldn’t trade being near them for anything in this world.
Our daughter – who was so strong for her dad and mom during the conflict – still lives in the Bay Area and leads a fruitful life. We love her dearly.
God gave me a ministry to pastors and board members who are going through conflict, and I’m grateful for all the people I’ve been able to help.
Just last year, I advised a pastor from the East Coast who was able to beat back his own church’s coup attempt. He stayed … and his opponents left.
I pray that happens more often.
I’ve written 596 blogs over the past eight years. I plan to write four more and then take a break … maybe a long one.
As always, thanks for reading.
Seven Wishes for Resolving Pastor-Church Conflicts
Posted in Church Health and Conflict, Conflict with Church Antagonists, Conflict with Church Board, Conflict with the Pastor, Pastoral Termination, Please Comment!, tagged church conflict, Matthew 18:15, pastor facing his accusers, pastoral termination, using due process when correcting a pastor on December 14, 2018| 5 Comments »
“Before you blow out the candles, make a wish.”
How many times have we heard that phrase repeated at someone’s birthday party?
Few people track such wishes. Nobody writes them down and revisits them in the future to see if they’ve come true.
Well, I have some wishes for the people of God, and I will write them down.
My wishes involve the way pastors and their opponents … official boards, staff members, church factions … interact with each other when they’re in conflict.
Here are my seven wishes for churchgoers who are in conflict with their pastor:
First, I wish that churchgoers would speak directly to their opponents.
But most of the time, they don’t.
If I’m an average church attendee, and I’m upset with my pastor, I probably won’t tell him how I feel.
Instead, I’ll tell my spouse … several church friends … and someone on the board or staff.
I’ll talk to people who are safe rather than the pastor who seems … unsafe.
And since most pastors are sensitive individuals, they usually don’t speak directly to a leader or a member that they’re upset with, either.
And yet Jesus instructed His followers in Matthew 18:15, “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.”
This may be one of Jesus’ least-obeyed commands.
Jesus uses the phrase, “Just between the two of you.”
This means if the pastor is upset with the board chairman … the youth leader is upset with the pastor … the office manager is upset with the women’s team leader … the church treasurer is upset with the associate pastor … the person who is upset should speak directly with the person who is upsetting them so as to resolve the conflict.
There is no need to involve others first. If I involve others in my conflict, I’m triangling them into my situation so that they can alleviate my anxiety.
But if I don’t follow Jesus’ words, some people who don’t need to know about the conflict now do, and some will take my side … even against their pastor.
This is where church conflicts begin to mushroom.
But they would die a quick death if churchgoers would speak directly to those they’re upset with.
Second, I wish pastors would speak regularly about biblical conflict resolution.
When I was in Jr. High, I played a lot of chess. One of my goals in each game was to have each major piece defended by at least two other pieces.
Pastors need to think the same way … to put together a strategy for defending their church when the inevitable conflicts come … and they will come.
A wise general prepares for war during times of peace. If war comes, and you’re unprepared … it’s too late.
So within two years of a pastor’s arrival, he needs to tell his congregation … on a Sunday morning(s) … what God says in the New Testament about conflict resolution among believers.
The pastor needs to say, “This is the way we’re going to handle conflict around here … and we’re not going to handle conflict in these ways.”
A friend told me recently about a pastor at his church who stood up on Sunday and read aloud some of the petty comments that people wrote on their response cards about him and his ministry … ranging from how he dressed to the volume of the music.
I commend that pastor for having the courage to do that.
I believe a pastor has a responsibility to his congregation to tell them how he expects them to behave.
For example, I had a policy for years that I would not read anonymous notes. I told the office manager to ignore them and throw them out.
One time, she told me, “No, you need to read this. It’s important.” But since the author didn’t sign his or her name, I didn’t care what it said. Why not?
Because the author was a coward.
How can I weigh the complaints … and their merit … if I don’t know who made them?
And how can I answer them?
Knowing what I know now, I’d take that note with me into the pulpit, read some of it, and then tell the congregation why an anonymous note is counterproductive.
That’s just one of a hundred things a pastor can do to train his congregation on how to handle conflict in a biblical, healthy manner.
If the benefits are so great … and they are … then why don’t more pastors do this?
Third, I wish that church leaders would devise a process for conflicts with the pastor before it’s ever needed.
When it comes to conflict with the pastor, there are four kinds of churches:
*There are churches that have nothing in writing about how to handle conflicts with their pastor.
Over the past seven years, I have been shocked as to how many pastors/leaders have told me that they don’t have any governing documents at all.
They don’t have a church constitution … church bylaws … nothing.
So when a conflict breaks out between the pastor and church leaders, they don’t have any guidelines in writing that can steer their behavior … meaning the law of the jungle takes over.
*There are churches that have governing documents in writing but they don’t specify how to handle conflicts with the pastor.
These governing documents were originally written to cover best-case scenarios, but to be effective, they need to cover worst-case scenarios instead.
The documents need to answer the question, “If our pastor’s behavior becomes questionable, or a group of people are upset with him, how should we handle matters?”
*There are churches that include something in writing about how to handle conflicts with their pastor, but church members ignore those guidelines.
My guess is that this is true of the vast number of churches in America. They have the documents … they just don’t follow them.
But if they ever end up in court, those who follow the documents will prevail, and those who ignore them will lose.
In fact, that should be the case regardless.
*There are churches that have guidelines about pastor-church conflict and follow those guidelines should the need arise.
I once wrote an article about a church that did everything right in the way they dealt with their pastor’s wayward behavior. They did such a good job that even the pastor admitted in public that the board had done everything correctly. Here’s the article:
https://blog.restoringkingdombuilders.org/2016/04/15/removing-a-pastor-wisely/
My guess is that less than ten percent of all Christian churches in America do things correctly when they consider removing a pastor from office.
But if a biblical process is discerned from Scripture … and if that process is followed … a church’s leaders will both treat their pastor fairly and give their church the best possible future.
Fourth, I wish that pastors who are accused of wrongdoing were allowed to face their accusers.
I once spent several hours with a pastor who shared with me why he was forced from office after only two years.
Here is one of the complaints:
A woman stated that at a church social event, the pastor walked past her and bumped her, and that this bothered her greatly.
She did not speak with the pastor about it at all.
Two years later, when the church called in a consultant to investigate charges against the pastor, this woman came forward with her complaint.
The pastor could not recall the incident because nobody said anything to him at the time.
She remembered the bump … he didn’t.
But this was one of four charges the church used to get rid of the pastor … and then the consultant became the interim pastor. (Oh, yes.)
But was “the bump” incident the pastor’s fault … or the woman’s fault for not saying anything about it at the time?
I shared a story in my book Church Coup about how important it is for a pastor to be able to face his accusers.
In my second pastorate, a man named Jim … whom I loved … was angry with me about several issues. The issues weren’t all his … he was collecting grievances for others … but Jim spoke his mind, so others gave him their complaints.
Instead of asking to meet me with alone first, Jim went straight to the board chairman and was invited to the next board meeting.
Jim brought a list of seven complaints against me. I can’t remember most of them, thank God.
But knowing Jim was coming, I asked the chairman before the meeting if he would do two things for me.
First, after Jim made each complaint, I asked the chairman if he would ask Jim, “Where’s your evidence for that?”
Second, I asked the chairman if I could answer each charge after Jim made it rather than letting Jim recite his whole list.
It’s fun to make charges against a leader. They sound so plausible and foolproof when you’re talking to family and friends.
But I answered each charge calmly and completely, and by the time Jim got to the last charge, he knew he was licked … and called the next day to tell me he was leaving the church.
Had Jim gone directly to the board with his charges, without letting me respond, the board would have engaged in a massive perversion of justice.
But to their credit, they let me respond after each complaint … and the process itself showed Jim how much he had overreacted.
When pastors are accused of various sins and misdeeds, they have the right to know who is making the charges and what is being said … and they have the right to do that in the presence of their accusers.
Either do it inside a board meeting … or the inside of a courtroom under oath.
But when pastors aren’t given this right, the fallout can squarely be blamed on the church board for not following due process.
Fifth, I wish that every church would create a Conflict Resolution Group (CRG).
If a pastor and a church board are struggling with each other, the chances are that one or both parties will resort to church politics to defeat their opponent and get their way.
But when conflicting parties do that, everybody will eventually lose … especially the congregation.
For this reason, I believe it’s essential that there’s an independent group in the church whose sole job it is to make sure that a biblical, predetermined process is carried out whenever there’s a conflict.
The church board cannot be that group.
If a board becomes anxious or upset about their relationship with their pastor, the board usually begins to engage in process shortcuts.
*They don’t share with their pastor any concerns they have with him.
*They don’t let the pastor defend himself against any charges.
*They devise a process designed so they will win and the pastor will lose.
*They think narrowly, not broadly.
*They ignore Scripture … avoid their governing documents … shirk labor law … and focus on the end result: getting rid of their pastor.
Because it’s so common for church boards … and factions within a church … to take shortcuts, every church needs a group that directs and monitors the process that the board uses in dealing with their pastor.
I’ve written about the CRG before in articles like this one:
https://blog.restoringkingdombuilders.org/2014/04/07/a-proposal-for-limiting-pastoral-terminations/
Churches usually choose board members because they meet the biblical qualifications for leadership, but when a pastor-board conflict erupts, board members often think too narrowly and engage in the fight or flight response … and ignore due process.
I believe that some group in the church has to hold them accountable for working the steps correctly.
Sixth, I wish that local denominational leaders would stand for righteousness rather than church politics.
Here’s how this usually works:
Joe becomes the pastor of Grace Church. His first two years go well. Church attendance increases by 50% … the church adds two staff members … and plans are drawn up for a new building.
The church grows because it’s reaching new people … but in the process, some of the oldtimers feel neglected and begin pooling their complaints against Joe.
One of the oldtimers, Fred, has served on the Trustee Board of the local denominational office. He knows the district minister … and calls him to complain about Joe.
A year later, Joe is being attacked by several board members … two staff members … and a faction of twenty people, mostly composed of people who have been in the church since its inception.
In his desperation, Joe calls his district minister for help … assuming the DM will pray with him, encourage him, and support him.
Instead, the DM tells Joe that he should resign as pastor to keep the peace.
Joe is both shocked and heartbroken.
If Joe was really Jesus, and Fred was really Judas, the DM would still insist that Joe be crucified.
The DM has been trained to think, “That church can always get another pastor, but if I don’t support them, they might leave the district, and there goes their money … and part of my salary.”
So many DMs tell their pastors, “I’m a pastor to pastors.” No, you aren’t … not if you betray your guys when they need you the most.
Paul Borden has been the DM of a local denominational district for many years. I don’t know what he’s doing now.
In his book Hitting the Target, he takes a completely different view of things … one that’s rooted in righteousness, not politics.
For years, Borden has supported his pastors who are under fire … especially if he’s been working with a pastor, and the pastor is being attacked because he’s trying to reach people for Christ.
I was part of a very good denomination for decades, but if I had to do it again, I’d become the pastor of a non-denominational or independent congregation instead.
Why?
Because the great majority of the decisions made by denominational leaders aren’t made on the basis of Scripture, but politics, pure and simple.
A pastor is better off not expecting any help from his DM than expecting it and not getting it.
Finally, I wish Christians would learn to forgive each other rather than holding grudges.
We live in a graceless culture. Write one non-PC thing on Twitter, and your life … or career … could be over.
And I’m sensing that our churches are becoming equally graceless as well. We Christians are so hard on each other.
In my last church, there was a staff member who was upset with me, but I didn’t know why.
This staff member and his wife had been criticizing me to others in the church … especially a prominent church leader.
Finally, this leader set up a meeting between this staff member and me.
For two hours, the staff member made all kinds of charges against me. Thankfully, I can only remember two of them.
In one case, he accused me of doing something that the church leader present had done.
In another case, I apologized to him for saying something I shouldn’t have said.
But that was it: even though he had a litany of charges to make against me, I was only conscious of one thing I had done wrong against him.
His list of my perceived sins destroyed our relationship, which is almost always what happens when people create and recite such a list.
Why didn’t he bring things up as they occurred rather than pouring out all his complaints against me at once?
And why did the church leader … who knew what was coming … allow the staff member to act that way?
The whole process wasn’t about “clearing the air” or reconciliation … it was about revenge, pure and simple.
When I went home that night, I wanted to quit the ministry … and then the staff member’s wife called. She wanted to meet with me the following morning and dump her load on me as well.
I told her yes … thought about it all night … consulted with the board chairman … and then told her no.
I wasn’t going to go through that hell again.
When this couple finally left the church, I knew I wasn’t forgiven … and I knew they would spread their feelings to others.
I forgave them over and over for things they said and did that showed they weren’t supportive of our ministry … but how did they treat me in the end?
I was unforgiven.
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In many ways, these seven wishes encompass what my ministry has been about over these past eight years.
What do you think of my wishes?
And do you have any wishes of your own when it comes to pastor-church conflict?
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