“You never need to explain yourself to anyone. Your true friends don’t require an explanation. And your enemies won’t believe anything you say.” Dr. Dennis Murray, Healing For Pastors & People Following a Sheep Attack
On October 24, 2009 – eight years ago today – a coup was attempted at the Bay Area church I had pastored for nine years.
The official board consulted with … and likely collaborated with … the church’s founding pastor (my predecessor) to push me out as pastor.
Somewhere along the line, the associate pastor signed onto the coup, along with churchgoers who were loyal to my predecessor.
Even though I wrote my book Church Coup (published in 2013) as a cautionary tale, I revisit the conflict on this blog every October 24 to see if my perspective has broadened and deepened. (If you’d like a more detailed description of what happens inside a church when a pastor is attacked, my book – which is on Amazon – may be of interest to you.)
I have no desire to convince my detractors that they behaved unwisely or even cruelly, so this article is not aimed at them, but I am including information I’ve never shared before.
This time, I’ve decided to answer eight questions about the conflict, and hope that my responses will provide insight into coup attempts involving other pastors.
We’ll do Part 1 today, and Part 2 in two days.
What was the coup really about?
I believe the coup was really about stopping the church’s mission, which was designed to reach people without Christ.
When I was hired as associate pastor in June 1999, the senior pastor – a friend for years – wanted me to continue his efforts to reach unchurched people.
We served together eighteen months, and then he retired and I became senior pastor. (The congregation had approved me as senior pastor-elect seven months before.)
Over time, I had earned solid credentials.
I had been the senior pastor of an outreach-oriented church in Silicon Valley for seven years and had served as teaching pastor of a similar church. I had also received extensive training from Willow Creek and Saddleback Churches.
My wife had undergone the same kind of training and had served alongside me at the Silicon Valley church. When it came to outreach-oriented ministry, we both knew what we were doing.
So I wasn’t changing the church’s charter, but clarifying it … expanding it … and furthering it.
Several months after I became pastor, I invited Dr. Gary McIntosh – one of the foremost experts on growing churches in the world – to lead a series of workshops for our leadership team, and 43 people came. The time with Gary was extremely productive.
We also had a professional facilitator inside the church oversee the creation of our mission and vision statements … starting with congregational input, and ending with board approval.
So I received wide support for our mission during my first few years, which enabled the church to grow numerically in a highly resistant community and to construct a new worship center.
But toward the end of my tenure, the mission was being sabotaged from within.
Who was sabotaging the mission?
We hired an associate pastor in early 2007 who told me before he was hired that he wanted to be in an outreach-oriented church, but after he arrived, he began to resist the mission because it made him too uncomfortable.
We called a husband-wife team as our youth directors a few years before that, but long after they were hired, they confessed that they didn’t believe in the mission, either.
It was difficult serving alongside key leaders who weren’t with us … and their lack of support eventually became obvious.
For years, I received my greatest support from the official board, and our church grew to become the largest Protestant church in our city.
And with that support, I was able to overcome most staff resistance.
But as 2009 approached, we lost three key board members. All three men were older than me. All three supported me fully. And all three constantly had my back.
As we added new board members, every one was younger than me and involved in business. I naively assumed they were all behind our outreach mission.
On paper, they were. In practice, they weren’t.
They began viewing the ministry through “maintenance eyes,” not “mission eyes” … and in my view, had a “money comes before ministry” mentality.
But the one person most committed to an outreach-oriented church was my wife Kim. I could always count on her.
How did the conflict about mission lead to your departure?
I once had a conversation with a pastor friend whose church was growing rapidly. He told me, “There are many people in this church who are trying to change our direction so we only reach Christians, but I can’t let that happen. You have to keep the mission of reaching people for Christ front and center or the church will go off track.” His comment always stuck with me.
For most of my time in that church, both the leaders and the congregation were solidly behind the mission.
But as we got deeper into 2009, my wife and I were continuing to go in an outreach direction, while the associate and the board were going in an opposite direction … without any formal discussion.
Let me share one story to illustrate this polarization.
As the summer of 2009 ended, we had a part-time staff member in charge of small groups. She did a great job, putting together thirty groups at one point. But when she moved away, the small group ministry fell to the person originally hired to oversee it: the associate pastor.
Only he had never been in a small group in his life.
Every year, we announced that year’s groups at a small group fair. The leaders would stand behind tables and present their groups to interested parties. People would sign up at the tables and write down their phone numbers/email addresses.
In an outreach-oriented church, the leaders contact those who signed up. We reach out to them.
But the associate pastor vehemently believed that those interested should call the leaders instead … and then accused me of “coddling” people when I disagreed.
I wasn’t coddling anybody. I wanted the maximum number of people in those groups because that’s where real life change happens in a congregation. And the best way for people to join a group is for someone to invite them.
But the staff member with zero small group experience thought he knew better than the pastor with more than twenty years of small group experience … and that ministry began to collapse.
And that’s how my last year at the church went. Resistance, sabotage, passive-aggressive behavior … and I could feel it.
And when that kind of climate develops, you’re going to make some mistakes … and every one will be recorded and counted against you.
Just for the record, those who resisted my leadership were all in contact … and later collaboration … with my predecessor.
When did matters finally come to a head?
The year 2008 was the best year our church ever had. We had 785 people on Easter Sunday … had nine Sundays over 500 people … and enjoyed our highest average Sunday attendance ever … all on a one-acre campus that was nearly invisible from the street.
You might recall that 2009 was a difficult year economically, and after two years of generous giving in our church, we were about five tithing families short of meeting our budget, which caused great anxiety on the board.
Even though Kim had made plans for outreach events and two mission trips, the board set up procedures designed to slow or limit those activities. Most of the staff were frustrated by the board’s micromanagement, but the board expected me to keep the staff in line.
I wanted to start a third service to reach a younger demographic, and so with board approval, eleven of us – including two board members and two staff members – visited two churches in Southern California to learn how to add that service.
After many months of work, the board turned down my proposal for a third service at a special meeting, and it became evident that we weren’t in sync.
On paper, our church was still outreach-oriented. In practice, it was starting to flip backwards.
At the next regular board meeting, we started at 6:00 pm and were still going strong by 10:00 pm.
About 10:10 pm, the chairman stated that the church budget was frozen for the rest of the year and that nobody should even ask for more funds.
I was shocked. Nobody had discussed this with me in advance, but it was clear that the board had colluded together in making this decision.
Trying to be conciliatory, I told the board that I had already announced to the congregation that we were going to produce a special drama for our upcoming anniversary called A Divine Comedy. We had already obtained the script and were in the process of holding auditions. The play was going to cost some money, but if we couldn’t find it in the budget, then I told the board, “I’ll ask several people with the gift of giving to donate the funds.”
The chairman responded to my comment by saying, “No.”
What? The board was telling the pastor that he couldn’t raise money?
I should have calmly asked, “What do you mean, the budget is frozen? Who made that decision? When was it made? Why wasn’t I included?”
Instead, I lost it.
I don’t know how long my rant lasted … maybe a minute? … but I told the board that it wasn’t fun working with them anymore and that the staff didn’t want to take any risks because the board had started micromanaging them. (Managing them had always been my job, not theirs.)
After the meeting, I spent a long time conversing with the chairman. I felt awful about the way I had reacted … and knew that everything I told him would quickly get back to the others.
I immediately sought out a counselor to find out why I had reacted so badly. After hearing me and testing me, he concluded, “You are severely burned out and headed for a breakdown.”
(Why did I burn out? The construction of the worship center … finishing my doctoral program … and dealing with board and staff resistance all took their toll on me.)
After sharing this story with a pastor friend, he told me, “Jim, you had every right to be angry.”
I told him, “Maybe so, but I got too angry.”
Many pastors lose it in a board meeting on occasion, but in twenty-five years as a pastor, I never had. In that church, I had a nine-year track record of remaining calm in meetings, but now I had messed up.
I felt like a colossal failure. I never became angry after that, but I know my rant was used against me.
A more mature board might have met together and said, “Jim seems to be under great stress right now. He’s meant so much to this church. Something is troubling him, and we need to find out what it is. Let’s send two board members to meet with him and see how we can help him overcome his frustration so we can all work together in harmony.”
But that’s not what happened.
In the end, the board never spoke with me about that night again. They should have. I was too embarrassed to go to them. I wanted them to speak with me as a sign of love.
Instead, they did something else.
They waited until we were overseas on a mission trip … and then went after my wife.
Why did they go after your wife?
Kim is an amazing woman … maybe too amazing.
And she does a lot of good … maybe too much good.
The board hired Kim in 2001 as full-time outreach director after a search process produced twenty possible candidates. Kim was the only person to survive the first round. She was hired on merit because she knew more about outreach ministry than any other applicant even though others had more formal education.
(One time, we let a major outreach group use our facility for a training meeting. Kim walked into the room and heard the leader using her material. They had stolen it from her outright, but that shows how much her approach was valued.)
Kim was the best leader in our entire church. She had vision … passion … charisma … a great work ethic … and a heart that beat for lost people. As our mission statement put it, she loved to “share God’s unconditional love.”
In fact, several months before October 24, a board member told Kim, “You’re the best thing that has ever happened to this church.”
She learned people’s names. She learned about their families and problems. She recorded what she heard and used that information to help people become assimilated into church life. She started new ministries … recruiting and training leaders to take them over. She shared her faith everywhere.
And she did it all with contagious enthusiasm and a smile.
She was the most indispensable person in the entire church … including the pastor.
But she made a few enemies along the way because she believed so strongly in our church’s outreach orientation … and because, in my view, some individuals were jealous of her influence.
On October 24, the board told me they had terminated Kim’s position effective immediately because, they said, she had overspent her budgets.
When I asked how much she had overspent, I was given a number verbally. I should have asked for written documentation, but I wasn’t thinking clearly.
I did ask for it three days later, but received nothing coherent. Kim then asked for the documentation again two days later when she met with two board members, but was given nothing.
Was it all a bluff?
The bookkeeper later met with Kim and determined she had overspent her budgets by a negligible amount … light years away from the number I was given at the October 24 meeting. A nine-person team from inside the church later investigated all charges and concluded there was no evidence that either Kim or I had committed any wrongdoing.
At that October 24 meeting, the board told me to tell Kim that she had a choice: she could resign or be fired.
And then the chairman made a statement I still can’t believe: the board felt so strongly about their decision that they were all willing to resign.
_______________
I’ve answered five questions so far, and will be responding to the final three questions in two days.
Thanks for reading!
Restoring Kingdom Builders 
The Eighth Anniversary of a Church Coup, Part 2
Posted in Church Coup Excerpts, Conflict with Church Antagonists, Conflict with Church Board, Conflict with Church Staff, Conflict with the Pastor, Pastoral Termination, Please Comment!, tagged pastor staff conflict, pastor-associate conflict, pastor-board conflict, pastoral termination on October 26, 2017| 3 Comments »
Over the past six years, I’ve heard many heart-wrenching stories about pastors being attacked by church leaders.
One pastor of a large congregation was fired without warning and without any severance.
Two pastors were falsely accused of stealing money from their churches. In both situations, their attackers brought in law enforcement.
One man served three churches as pastor … and was forced out of all three.
And I’ve heard about many coup attempts, either by the board or the associate pastor.
Out of all the stories I’ve heard, ours is still among the top three worst conflicts.
(You can read Part 1 of this article by clicking on the green link above the title on the left.)
Once allegations have been made against a pastor, he has to trust whatever process was already in place to allow him a fair hearing, or his position … and maybe his career … are toast.
The length of our conflict was exactly fifty days from the board meeting on October 24, 2009 until our last Sunday on December 13.
When the board met with me in October, they attempted to checkmate my wife and me in various ways.
One avenue they used … and it’s used by most boards that attack their pastor … was to impose a gag order on me in the name of “confidentiality.”
The board tells the pastor that they don’t want him discussing their concerns with anyone else. That’s how they control you.
The board told me to keep matters private (they never asked me), but I never agreed to any confidentiality because I knew it was a trap.
But the biggest trap of all was the board’s threat to quit. They said, “We’re all willing to resign over this issue … and we’ll give Kim the choice of being fired or resigning.”
But the strong implication was that if she didn’t resign, they would all resign instead.
Why did the board issue such an ultimatum?
I can only guess.
I don’t know exactly how many pastors, staffers, board members, and churchgoers I’ve worked with over the past six years, but I still haven’t heard any stories about a board that threatened to resign en masse.
In my 36 years of church ministry, I never issued even one ultimatum in a meeting. It’s a power move.
If I said, “I must get my way, or I’ll quit,” someone might respond, “Then we want your resignation tomorrow morning.”
One pastor friend told me he would have said, “I’ve had enough of this. You want to resign? Let’s have your resignations right now.”
Not one of the many boards I served with over 25 years as a solo or senior pastor ever would have pulled such a stunt.
The board’s threat wasn’t spiritual in any way. They didn’t leave any room for discussion or negotiation.
The board had arrested, judged, and sentenced my wife without meeting with her directly or letting her respond to their charges.
And they never made their case to me.
I was told verbally that my wife had overspent her budgets, and when I asked for a figure, I knew it was way overblown.
The signal that the board wasn’t playing fair is that they didn’t prepare a list of her spending for me. As the pastor … and a board member … wasn’t I entitled to see it?
The night of October 24, the board met with several staff members, and added two charges to their list.
Five nights later, when two board members met with Kim (at my request) to explain their actions, they added even more charges.
Why wasn’t the overspending charge enough?
If a pastor is caught having illicit sex in a hotel room, that’s all you need to fire him. You don’t need to say, “And you were rude at a board meeting three months ago” as well.
So why add charges?
When Kim didn’t resign immediately after the board made the overspending charge, they had to add charges to force her to quit.
And that was not only cruel, it was also a form of retribution.
There is no justification for the way the board acted. They violated the church constitution which clearly stated that the senior pastor had to recommend the termination of any staff member to the board before anyone could be dismissed.
Someone was pushing matters … hard … so Kim would resign of her own accord.
And the expectation was that when she quit, I would quit as well.
_______________
Several years after the coup attempt, I asked someone inside that church, “What are the chances that the board was really after Kim and not me?”
Their reply: “Zero.”
So if the board wanted me to resign, why didn’t they come after me directly?
Because, in my view, they didn’t have anything impeachable they could use against me … not even my minute-long rant … and certainly nothing they could tell the congregation … so they went after my wife instead.
As someone on the inside later told me, they viewed us as a single entity … Jim/Kim, if you will. (If you nail Kim, you nail Jim.)
Even though we didn’t work together very often, we did … and do … love each other very much … even though I quickly corrected her whenever she stepped out of line … something I did in the car and at home (and with a level of scrutiny no other staff member had to endure)!
Five days after that October 24 meeting, Kim still had not quit. We both sought outside counsel, and were told, “If Kim doesn’t think she did anything wrong, and she resigns, that would be a lie. Let the board fire her instead.”
But the board didn’t want to fire her, because they would have endured the wrath of most of the congregation. They had to make it look like she resigned herself even though they had already “terminated” her.
At this point, I’m going to pull a veil over what happened next to Kim. Let’s just say that Satan attacked her in a brutal fashion, and that I feared for her very life. She was later diagnosed with Post Traumatic Stress Disorder. Her suffering was the primary reason I eventually resigned.
After the dust settled, I was able to forgive people for what they did to me, but found it extremely difficult to forgive those who had hurt Kim … not only because she is my wife, but because she was the person who best exemplified our mission.
If the board had only followed Jesus’ words in Matthew 18:15-17 instead of business practices, matters might have turned out much differently.
Because six days after the October 24 meeting … the day before Halloween … the associate pastor resigned. And the day after Halloween … the entire board resigned.
Looking back, what was the single most difficult matter for you?
It was having people I thought were my friends turn on me without waiting to hear my side of the story.
The associate pastor turned on me … as did the entire board … as did my predecessor. That’s eight Christian leaders.
And I was told by someone on the inside that I could have survived the board’s departure, but that the associate’s betrayal ultimately did me in.
Their approach wasn’t biblical … spiritual … loving … or redemptive. In fact, it felt like hatred.
It was devastating to know that false narratives were circulating around the congregation. Based on my personal character and ministry history, most people had to know they weren’t true.
Every time I saw someone on the campus after that, I wondered, “What do you know? Are you for me, or against me?”
I knew who some of my opponents were. It was no surprise. But when long-time friends turn on you … it’s heartbreaking.
After the board resigned together, they should have stuck to their initial narrative.
But they didn’t. Allegation after allegation leaked out from those leaders as justification for their departures even though they had never discussed those issues with me personally.
Their attitude seemed to be, “That charge isn’t gaining traction. Let’s try another one.”
The aim of my detractors was to destroy my reputation, and they didn’t seem to care how they did it.
And I had no forum in which to defend myself.
When churchgoers hear accusations against their pastor, but he doesn’t answer the charges, they assume the accusations are true.
And that’s when the pastor loses most of his church friends.
Dennis Murray writes: “Antagonists see themselves as saving the parish from a pastor that could more accurately be labeled a reprobate. They are equally determined that their fellow parish members and all the folks in the greater community see things their way. In order to establish bragging rights they try to control the story. They need to do so by making sure that their target does not have any opportunity for rebuttal.”
When the “fire Kim” plan backfired, the “destroy Jim” plot was put in its place.
And it worked well.
I didn’t get my side out until I published my book more than three years later … and by then, my viewpoint was irrelevant.
If I had to do it over again, I would have written out the allegations I had heard … responded to each one on paper … and then made sure that my supporters distributed them throughout the church after I left.
That might have stopped some of the lies that were circulating about me … but, of course, my detractors would have just created new ones.
One day, I received an anonymous letter in the mail. It demanded that we both RESIGN. Kim and I were both scheduled that night to meet with the newly-elected board, and I gave the letter to someone who tried to determine who sent it … although he never did.
Kim met with the new board … they even prayed for her … and I met with them afterwards to announce my resignation.
We both appeared to be stubborn at times in our interactions with top leaders, but our seeming intractability wasn’t personal obstinance. Instead, we were both completely committed to the church’s outreach mission which had been approved eight years before.
On my last Sunday, I urged the church to keep its outreach orientation.
But as soon as we left, our ministries were dismantled and the church quickly flipped back into maintenance mode.
What lessons have you learned from this experience?
Let me share four lessons as they relate to a church’s mission:
If a church really wants to reach its community, that mission must stay on track at all times.
Kim and I had learned this lesson at our church in Silicon Valley.
The staff, board, and key leaders were completely behind the mission of reaching lost people … on paper and in practice.
That commitment created incredible purpose, synergy, and power … and for that reason, that will always be my favorite church.
But during 2009, the commitment to mission was on paper among the board and associate pastor, but it wasn’t being carried out in practice.
There were people who rallied around us because of the board’s actions. They were the ones who had made the church grow for years. They served selflessly and gave generously.
By contrast, most of the board members had little to do with the church’s success, and four of the six did not serve in any extra-board capacity.
After creating great damage, the board and associate ran away.
But Kim and I didn’t run. We waited until a new board was elected … until an investigation was completed … until we were offered separation packages by the new board … and until we had one last Sunday to say goodbye and offer people closure.
If staff members aren’t on board with a church’s mission, they should resign.
Can you imagine how it felt to have the outreach director fully committed to the mission while the associate pastor wasn’t?
It created friction between them.
The associate knew that he wasn’t in sync with the mission. He told me near the end of his tenure that he should have resigned a long time before.
Why not fire staff who resist the mission?
I know someone who pastored a megachurch for years. He fired a staff member, and the board instantly rehired him. The pastor quickly resigned.
When there is conflict between the pastor and a staff member, boards sometimes stand with the senior pastor, and sometimes stand with staffers … and no one can predict which way they’ll lean.
One of my biggest regrets is that I let the associate pastor wiggle his way onto the church board in a non-voting capacity.
Kim warned me what would happen if I let that occur. She was right.
When the board attacks the pastor, they attack the mission as well.
Pastors know that it’s difficult to convince a church to be outreach-oriented on paper, much less in practice.
When a church calls a pastor, they are looking for someone who fits their culture and community.
If it’s true that only 15-20% of all churches are growing … and that 80-85% are stagnating or declining … then forcing out a growth pastor can be suicidal for a church’s future.
What are the chances that the church will hire another pastor who has the training and experience to do successful outreach?
The odds aren’t very good.
A congregation can find scores of pastors who will pursue maintenance, but it’s challenging to find someone who understands reaching a community.
And once outreach is killed off, it can take years to resurrect it … so many churches end up wandering in the wilderness instead.
When the mission has been surrendered, the pastor has to leave.
If a church’s leaders want to change the mission, they need to go through the pastor rather than around him.
The board could have told me, “We don’t want to do outreach ministry anymore. It requires too much risk-taking … it costs too much … and it’s creating too much conflict. We want to be a church that reaches Christians instead. That’s how we really feel.”
Had they been that explicit, I would have quietly looked for another ministry and then departed.
I came to the church because I only wanted to pastor an outreach-oriented congregation. Having spent years spinning my wheels in churches going nowhere, I could never go back.
_______________
As you’ve read my story, please don’t feel sorry for me or for my wife.
The Lord catapulted us out of ministry because He knew that the outreach sentiment among the leaders had changed and that we couldn’t be in a church like that anymore.
As I’ve said on many occasions … we left at the right time … just not in the best way.
Did we make mistakes?
Of course. Even the best pastors and staffers do.
But to this day, I maintain that we never committed any major offenses, and certainly nothing that merited the mistreatment we received.
In fact, many of the offenses we were later charged with had to do with how we handled the 50-day conflict, not how we handled our ministries.
Why revisit the coup eight years later?
*It’s a way of cleansing my soul. Pastors who experience a forced termination are afraid to discuss it with anyone, much less write about it.
But I’m here to say, “I understand what you’ve gone through and how you’ve been feeling. And the more you discuss it, the more quickly you will recover.”
If I can help you or someone you know with a coup attempt or a pastoral attack, please write me at jim@restoringkingdombuilders.org. I love hearing people’s stories … and I know I can help.
*I want pastors and Christian leaders to read my account … both on this blog, and in my book … and ask, “How would we handle a similar situation? What would we do differently? Let’s create or strengthen procedures that are biblical, just, loving, and redemptive.”
I spent hours with the pastor of a megachurch and his wife last year, and they bought copies of my book for their top leaders to read and discuss. I felt humbled and honored by their actions.
*I want my friends to know why I’m no longer in church ministry.
It takes pastors one to three years to recover from a “sheep attack,” and much of that recovery is emotional.
Three years after leaving my last church, I became interim pastor of a wonderful church in New Hampshire.
After I returned to California, my director wanted to send me to another church back east, but after Kim and I spent four days there, we decided against it.
I spoke with my ministry mentor the day after we returned home. After I told him what happened over those four days, he said, “Jim, if you and Kim go there, it will permanently damage your souls.”
Our souls were already damaged.
Thank God He specializes in healing damaged souls.
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