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HEALTHY LEADERS

HEALTHY CHURCHES

Leadership Development

In The 21st Century

STEVE W. REEVES

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Copyright 2008

Steve W. Reeves

All scripture quotations are

taken from the New International Version

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HEALTHY LEADERS

HEALTHY CHURCHES

Leadership Development

In The 21st Century

STEVE W. REEVES

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HEALTHY LEADERS

HEALTHY CHURCHES

CONTENTS Acknowledgements: p. 6 Introduction: p. 7 Dedication: p. 9 Chapter 1 “What Are We Doing Here?” p. 11 Chapter 2 “Where Is God In All of This?” p. 21 Chapter 3 “The Greatest Need In A Local Church” p. 29 Chapter 4 “Qualities of Spiritual Leaders” p. 41 Chapter 5 “Elders as Shepherds of The Flock:” p. 51 Chapter 6 “Leaders as Spiritual Mentors” p. 69

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Chapter 7 “Who Are These Men Called, “Elders?” p. 79 Chapter 8 “To Dream The Impossible Dream” p. 89 Chapter 9 “Overcoming Misunderstandings With Elders” p. 99 Chapter 10 “Putting Preachers In Their Place:” p. 109 Chapter 11 “Deacons: The Tools for a Healthy Church” p. 119 Chapter 12 “Has He Been With Jesus?” p. 127 Chapter 13 “Follow The Leader” p. 137

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ACKNOWLEDGEMENTS:

• The material in this book has come from many sources gathered over thirty years of ministry. I have sought to give proper credit when it is due. Please forebear any illustrations and/or material that may not be properly noted.

• I am indebted to my current eldership at the

Goodman Oaks church in Southaven, Mississippi, Marty Brownfield, Jimmy Eddlemon, Smith Howell, Sr., Carl Rounsaville, Gordon Schmittou, Bill Smith, Ken Tipton and Jerry Winstead for their support in the writing and publication of this material.

• Thanks also to my colleagues and office staff at

Goodman Oaks. Kevin Jourdan, Donna Mehr, Dixie Rodgers, Jeff Shocklee and Lillian Williams. Each of them is uniquely gifted and a wonderful blessing to my life and the life of our congregation.

• As always, I am deeply indebted to my wife,

Tami, and our children for their continued love and support in ministry! They are the “greatest!”

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INTRODUCTION:

“I have something to say…” In his book, “Point Man – How A Man Can Lead His Family,” Steve Farrar relates a story about the famous physicist Albert Einstein. On one occasion Einstein had been invited to address a banquet at Swarthmore College in Pennsylvania. Elaborate preparations had been made and invitations were sent to dignitaries far and wide. Everyone was excited about hearing such a genius. The grand occasion finally arrived and the guests were filled with anticipation. However, when Einstein reached the podium he said, “Thank you but I really don’t have anything to say.” To the astonishment of the crowd he then sat down without saying a word. Something even more bizarre occurred several months later when Einstein called the President of the college and asked to return noting, “I have something to say now.” For almost thirty years I have preached for local churches. Some have been small in size while others have been large. Some were blessed with outstanding facilities while others met in humble surroundings. A few of these churches were located in growing communities while others were in communities that were in economic and population decline. The common denominator among them all has been that each church was a vivid reflection of its leadership (or lack thereof). Based on these experiences coupled with years of research and a few lessons from what my dad used to call, “The University of Hard Knocks,” I feel like Einstein, “I have something to say now.” Many of our churches are in trouble. Faced with declining numbers and with spiritual stamina waning, a lot of leaders are grasping at straws trying to figure out the secret remedy that will lead to the promised land of growth and vitality. But there’s really no secret. Churches that are healthy will grow. Churches that are unhealthy will die. This being the case we need to go to

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the heart of the matter - leadership. The health of any church is determined first and foremost by the health of its leadership. Spiritually healthy leaders foster healthy churches while weak leaders produce churches that are lethargic, stagnant and difficult. In these pages we will talk about leadership issues. We will discuss characteristics of healthy churches and ways in which we can improve the condition of local congregations. Dr. C. Philip Slate, former dean of the Harding Graduate School of Religion, regularly told his students that the local church is the “cutting edge” of the kingdom. I certainly agree. There’s no more important work in the world than that which takes place in local churches. With this being the case there is no other setting that cries out so loudly for Godly, dynamic leaders. I’ve witnessed first hand the trials and triumphs encountered by church leaders. I’ve rejoiced with them in their successes and wept with them in their failures. I know that some of them (both preachers and elders) have been treated very badly by folks who really should have known better. Now, more than ever, church leaders need encouragement and instruction. I hope you will find this material practical and useful in dealing with some of the leadership situations you encounter as an Elder, Deacon, Preacher or member of a congregation. ~Steve W. Reeves March 2008

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DEDICATION:

For elders I have been privileged to work with. They include: Dr. Ray Ferguson, Rex Christy*, Bill Hancock, Joe Partridge, and Carroll Tipton* (Dardanelle, Arkansas – 1978-79); Wilson Cheek* and Johnny Fields (Atkins, Arkansas – 1980-1982); Marion Carruth*, Ellis Clairday*, Joe Elrod*, Howard Jennings and Harold Smith* (West Helena, Arkansas – 1985-1990); Henry Arnett*, Roger Bowman, Joe Churchman*, Raymond Davis, C.C. Lowery*, Charles McKee, J.C. McMinn, Steven Rutledge*, Ransom Smith* and Bob Stiger (Newport, Arkansas – 1990-1995); David Adcox. Terry Bunch, Charles Campbell, Lloyd Cottrell, Phillip Griner, Cordell Hull*, Rick Jones and Ron Riley (Hohenwald, Tennessee – 1995-2001) and my current shepherds at Goodman Oaks, Marty Brownfield, Jimmy Eddlemon, Smith Howell, Sr., Carl Rounsaville, Gordon Schmittou, Bill Smith, Ken Tipton, and Jerry Winstead plus my late and beloved friend, Kim Tullos.*

(*deceased)

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CHAPTER 1

“WHAT ARE WE DOING

HERE?”

George and Pamela spoke in hushed tones as we sat in the booth of a local restaurant. At their invitation I had joined them to discuss some issues that were weighing heavily upon their hearts. As we sat among the hushed voices coming from surrounding tables their uneasiness was easily detected. “We love our church family,” said Pamela. “We love all of the activities that are going on and the opportunities we have to get involved. We love the children’s ministry and youth programs and we are happy with our Bible class.” Admittedly at this point I was feeling pretty good about her comments. Then, the other shoe dropped as George hurriedly interjected,. “Our problem is that we don’t have a clue about where we’re headed as a church. It seems that the primary goal of our leaders is to keep the doors open and maintain things they way they have always been. We don’t feel challenged to grow or develop spiritually.” I stared at my plate and made a feeble attempt to answer their concern but as I stumbled over my words there was the hard realization that they were exactly right. We had a lot of activity going on as a church but very little spiritual direction. Come to think of it. I couldn’t really answer their question because I was unsure about these matters myself. Stan is another case and point. Sitting in my office one day he angrily demanded to know why the church had not been informed about some critical decisions recently made by the leaders. “It just seems like no one ever knows what’s going on around here. Why can’t our leaders be more open and honest with

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us?” You need to know at this point that Stan along with George and Pamela are all fictional characters. However, the conversations I’ve described have actually occurred. In fact, they’ve taken place many times in different churches during my years of ministry. In each situation the people involved were sincere in their desire for spiritual growth. None of them were troublemakers with an axe to grind or a grudge to pursue. They were simply being honest. Brutally honest. With each conversation of this nature I have been reminded of our need to get back to the basics in local church leadership. The longer I live the more convicted I become that the health and subsequent growth of the local church rests squarely upon the shoulders of its leaders. As the leadership goes, so goes the congregation. Leadership that is spiritually healthy, communicative, servant based and humble will be a blessing to the local church. As Lynn Anderson states in his book, They Smell Like Sheep, “when leaders of local churches are Biblically qualified and follow the hands on, shepherding model of leadership found in the New Testament the church will grow in both its health and size.” Unfortunately, leadership in many churches today is more akin to the corporate board room than the shepherd’s fold. Many elderships see themselves primarily as board members, decision makers and micro managers. Their expectation is that everyone will jump when they speak and obey without question the decisions they announce as they leave the conference room to hand down their edicts to the rank and file. Such a leadership model squelches the personal initiative of members and hinders the spiritual and numerical growth of the church. Don’t get me wrong. As we shall see in our study of scripture there is no doubt but that church leaders must provide oversight for the congregation. Paul

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commanded the Ephesian elders to, “Keep watch over yourselves and all the flock of which the Holy Spirit has made you overseers. Be shepherds of the church of God, which he bought with his own blood” (Acts 20:28). There is a huge difference, however, between exercising true spiritual oversight on one hand and being dictatorial on the other. Peter speaks of this very thing in his first letter.

To the elders among you, I appeal as a fellow Elder, a witness of Christ's sufferings and one who also will share in the glory to be revealed: Be shepherds of God's flock that is under your care, serving as overseers—not because you must, but because you are willing, as God wants you to be; not greedy for money, but eager to serve; not lording it over those entrusted to you, but being examples to the flock. And when the Chief Shepherd appears, you will receive the crown of glory that will never fade away

(1 Pt. 5:1-4). Dr. Cecil May of Faulkner University makes the following observation about the difference between legitimately overseeing the flock and “lording it over the flock.”

Elders are expected, even commanded, to "exercise oversight" in their congregation (1 Pet. 5:2). Every word used to designate those we call "elders," even "elders" itself, considering its Old Testament background, implies the right to make some decisions on behalf of those they oversee. But the command is to "exercise oversight…not domineering over those in your charge, but being examples to the flock (1 Peter 5:3).

President Theodore Roosevelt once remarked that

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when people would ask him the difference between being a leader and a boss, his reply was, “the leader works in the open, and the boss in covert. The leader leads, and the boss drives.” That’s a good analogy. Leaders are those whose work is readily seen among the congregation as they care and provide loving, spiritual guidance for others. Bosses are those who keep all of their actions and activities behind “closed doors.” Most of us can think of some churches we’ve known where leadership styles more often resembled the “bosses” much more than the “leaders.” In most of these cases it is just a matter of time before the people in the pew begin to bolt for the nearest exit. In 1 Chronicles 12:32 we read that the sons of Issachar were, “men who understood the times with the knowledge of what Israel should do.” That’s what we need today. We need people who understand our times and have the knowledge of what to do. Even more important is the need for people who, being properly equipped with knowledge, have the courage to do the right thing. Churches of Christ have long sought to restore the scriptural organization of the church by emphasizing the autonomous (independent) nature of local congregations and the need for these churches to be overseen by qualified men serving as elders (also known as overseers, bishops, presbyters) and deacons (servants). In reality, apart from the terminology we have used our models of leadership have usually been based more on human tradition rather than scripture. In his book, Biblical Eldership, Alexander Strauch, describes the disastrous consequences of drifting away from Scripture. He quotes Merle d’ Aubigne, a reformation historian who stated the problem eloquently, “As we advance through the centuries, light and life begin to decrease in the Church. Why? Because the torch of the Scripture begins to grow dim and because the deceitful light of human authorities begins to replace

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it.” In his survey of leadership models through the centuries Strauch finds very little to compliment with the exception of the “Brethren” movement in England during the 19

th century and the corresponding Restoration

Movement in America during the same period of time which he says, “made noble attempts to restore church eldership.” He quickly notes, however, that due to a failure to continue to study the scriptures as we should these efforts were short lived and the New Testament model of leadership remains largely unknown in today’s society. Those of us in churches of Christ, trace our roots through the Restoration movement spoken of by Strauch. We have benefited from the work done by our spiritual ancestors. We sometimes forget, however, that restoration is an ongoing process. Those who think they have arrived and have everything nailed down are living in treacherous territory. As one observer noted, “No persons are more frequently wrong, than those who will not admit they are wrong.” We are indebted to the restoration work of Campbell, Stone, Scott, McGarvey and others during the 19

th century as well as their 20th

century descendents. We must not, however, accept the “traditions handed us by our fathers” without continuing to search the scriptures for ourselves as those noble people of Berea did long ago according to Acts 17:11. With regard to leadership issues this is especially true. Many leaders in the church today have patterned their leadership skills after those who have been in positions of leadership before them. Those coming after us will likewise pattern themselves after what they have seen in us. In his excellent book, The Top Ten Mistakes Leaders Make, Hans Finzel points to five reasons why church leaders often fall into dysfunctional patterns. • We replicate the poor leadership habits of others. • We aren’t born with leadership skills. • We lack good models and mentors.

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• We lack formal training. • We suffer confusion over the secular verses the

spiritual in leadership philosophy.

How often have you heard a well intentioned, sincere brother in Christ pray for God to “help the Elders make the right decisions,” as if that’s the elders primary job? Where did he get that idea? More than likely he heard someone else use it who in turn had heard someone else use it. The Bible says much more about Elders shepherding the flock, praying for the sick and teaching the word of God than it does about “making decisions” but most of us have heard similar prayers for years. In Matthew 15:9 Jesus condemned the religious leaders of his day when he said, “They worship me in vain; their teachings are but rules taught by men.” We may not want to own up to this but in the average congregation today our concept of elders, deacons and preachers is based far more on human tradition than Biblical examples. Elders do in fact make decisions but those decisions are to be made by men who have a thorough knowledge of the flock entrusted to their care. Those decisions are to be made by men who have prayed diligently and considered every aspect of an issue’s spiritual as well as physical implications. Too many churches are stuck in a destructive cycle where elders see themselves solely as a decision making body; preachers and staff members as employees who do the “work of the church” and deacons who are left with little, if any, responsibility assigned to them. This is an unhealthy leadership pattern that results in congregations that are unhealthy, weak and spiritually anemic. The good news is we can change. Paul wrote to the Romans, “Therefore, I urge you, brothers, in view of God's mercy, to offer your bodies as living sacrifices, holy and pleasing to God—this is your spiritual act of worship. Do not conform any longer to the pattern of this world, but be transformed by the renewing of your mind.

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Then you will be able to test and approve what God's will is—his good, pleasing and perfect will” (Rom. 12:1-2). God wants us to be “transformed” by the renewing of our thoughts (minds). We can change unhealthy leadership styles into healthy ones and in the process we can lead our congregations into greater health and vitality than they’ve ever known. How is this done? First, there must be repentance and confession. Elders are not sinless men. When they have fallen short of God’s plan for their lives individually or collectively they need to confess their weakness and repent of it. From my personal experience it seems that most men who serve as elders have an aversion to doing this and yet it is the very thing that we constantly preach to others. Admitting that one has been wrong is not a sign of weakness. It is, in fact, a hallmark of spiritual strength. I’ve never known a situation where an elder or eldership who humbled themselves and went before the church did not receive the complete endorsement from the congregation. Such spiritual sensitivity speaks to people in ways that words cannot begin to. It demonstrates a spirit of transparency and openness that sheep need to feel from their shepherds. Second, lines of communication must be established. What was the main issue in the two scenarios mentioned at the beginning of this chapter? Simply put, it was a lack of communication. One common mistake many of us make is that of assuming that people know more than they actually do. In church circles I like to say that there are three types of people. 1. Those who make things happen. 2. Those who watch things happen; and 3. Those who wonder what on earth has happened! I have found that a large percentage of our folks are usually in that third category. There are some things elders can do to help in this regard.

• Establish an “open door” policy where members are encouraged and welcomed to visit with the elders whenever there is a question or concern.

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• Be available in an announced location before and after worship services for counseling and prayer.

• Publish minutes of Elders meetings (at least those items of a public nature) each week for those who are interested.

• Form small “focus groups” to meet with regularly to gain input into matters of relevance and importance.

• Attend various adult and youth Bible Classes. • Have a schedule drawn up where one or two

families are invited to meet with the elders each week for the purpose of prayer and communication.

• Have a weekly column in the church bulletin. • Have an elder lead a “Shepherd’s Prayer” at the

Sunday morning service to remember those who are sick and shut in as well as any other shepherding matter that is on people’s hearts.

• Attend youth group activities to be informed what is taking place and to show the young people and their parents that you care about them.

• Visit shut-ins regularly. • Visit in the homes and businesses of members.

In spite of our best efforts there will always be times when the lines of communication do not flow as smoothly as they need to. However, most congregations can see a drastic improvement in this regard by implementing just a few of the suggestions above. Above all pray! We’ll talk more about this later in the book but I really can’t stress it enough. One of the things that troubles me the most is when I ask elders, “have you prayed about this,” and am met with an uncomfortable silence. True, you may have prayed individually but have you collectively raised your petition to the Lord? Such an action allows God to have access to the Elder’s meeting and provide the leadership and guidance that is needed. I often ask people, “What’s the biggest room in your house?” When they reply, “the den,” or ”the living

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room,” I often stop and say, “No, it’s not that.” Usually there’s a puzzled expression on their face, especially if I’ve not been to their home. “No,” I say, “the biggest room in your house and mine is the room for improvement.” If you are in a church with a good, healthy eldership praise God! There’s still room for improvement. If you’re in a church that is mired in mediocrity with leaders who are not shepherding the flock as they should, don’t give up hope and don’t bail out without first asking and allowing God to change their hearts and lives. In the process my guess is that you, too, will be blessed.