A friend once lamented that people seemed to be the root of all his problems. If only he didn’t have to interact with people day-in and day-out, most of his problems would vanish. He surprised himself when he realized what he was actually thinking:
“If only I could pastor a church with no people…”
We want to help people become Christ-like, but they keep getting in the way, especially if they are potential leaders. Let’s look at three types:
People who don’t get it. You’ve cast what you thought was a compelling vision and made the case for your strategic plan. You stirred the pot, raised the flag, lit the fuse, and banged on the locker room door, and the response was… lackluster.
One of the most spectacular failures in vision-casting becomes evident in the seconds after your call to action, when a timid voice is heard to say “… so exactly what is it you’re asking us to do?” You must make clear the individual’s role in the overall plan and give them a simple next step. Repeat this until you’re sick of hearing it. Clarity gets you to third base, and repetition will take you home.
People who respond emotionally, then back away. This requires balancing passionate motivation and realistic expectations.
When I was a volunteer group director at Granger Community Church we held “leadership orientations” for people interested in learning to lead a small group. I cast a compelling vision for life change through small groups. I told them that the small group leader was the most strategic person in the life-change process, and that they could have lasting impact on many lives. Then I tried to scare them. I told them they could wind up with Jerry Springer alumni in their group, and that they would lose sleep as they sought the Holy Spirit’s direction. I told them it might be the hardest and most rewarding thing they had ever done. Those who took the “next step” of turbo training were both emotionally motivated and rationally realistic about what they were signing up for. They were much less likely to bail.
People who get it, go for it, then get sidetracked. People sometimes face a personal crisis that takes them out of the game. You must keep a “deep bench” of additional leaders to step into key roles, and that takes a robust apprenticeship or mentoring program. But you already knew that.
One more thing. We sometimes cause our own derailments with continuous, church-wide “all hands on deck” appeals. The latest “ask” (usually by the lead pastor) usually seems more urgent or important (or both) to a person than their role in individual ministry plans. People may even learn to avoid “long haul” commitments that limit their ability to respond to a more compelling (future) option. Church-wide coordination of strategic ministry plans is the only solution to this one.
Part 3 of 3
