Participating in preventative pastoral visitation. |
This post continues
the thoughts found in “Tenuous Tenure—Part One: The Dangers and Damage of the
Pastor-Parish Rotisserie.” As promised, we are examining the first of three
stages of ministry that occur both with congregations’ new pastors and communities’
new churches.
Putting Out Fires
I was initially
oblivious to being immersed in this first stage of ministry, but only until—as
Helen Keller so aptly describes in her essay “Everything
Has a Name” (chapter
four of The Story of My Life) —I knew
what to call it. “Putting Out Fires” involves the cycle of complaint and
response that affects most pastors in their initial months or years of service
to a congregation. Unspoken expectations are suppressed beneath a
congregation’s eagerness to “fill the pulpit.” Thus, during the selection
process, assumptions that “we have found the perfect pastor” lay the foundation
for disappointment when the pastor is found to be an actual human person,
complete with their own peculiarities and preferences, some of which do not
match the peculiarities and preferences of various parties among their new
parishioners.
Sometimes you need to call in reinforcements. |
As various points of
difference become known, the relatively new pastor makes the rounds of the
church’s members—smoothing ruffled feathers, explaining perfectly innocent motivations
behind purportedly egregious actions, and simply apologizing for being
less-than or simply other-than. How so? Pastors are judged to be less-than when
they fail to give “twenty percent of their time and attention to each of the
eight to ten major tasks of ministry.” In fact, most parishioners feel that as
much as half of the pastor’s attention should be given to one area of
responsibility, with another significant portion given to each of two or three
others, with the remaining tasks requiring little more than the occasional
lip-service to appease other members whose priorities are mistaken. Usually and
unfortunately, there are significant numbers who have lobbied for the inclusion
of each of the eight to ten tasks as being “the highest priority” in the
written job description.
Pastors are also
judged to be other-than, for failing to live up to nostalgic versions of prior
pastors or other, equally fictional characters. The criticism, “That’s not how
Pastor Blank used to do this” has applied equally to one church’s
“dearly-departed” retiree whom I succeeded, as well as to another
congregation’s “newly-beloved” predecessor…whom they had fired.
Reinforcements need to do more than "show up." |
When Fire-Fighting
Backfires
How does any pastor
survive this initial phase of adjustment? The fact is, most don’t. There are
several reasons that the average pastoral tenure ends up being less than two
years. In some cases, the pastor succumbs to the physical, mental, or spiritual
illnesses that accompany attempts to live up to conflicting expectations, and finally
determines that “I made a mistake in coming to this church.” In other cases, a
congregation’s conflicting expectations congeal into agreement around the idea
that “we made a mistake in hiring this pastor.”
But there IS a good reason to put the fires out. |
The same conflicts
occur within new congregations. The initial promises that church-planters
implicitly represent (and sometimes explicitly make) to a community proclaim
the unique necessity of yet another church, creating “ministry as it is not
currently available” in the community’s previously existing congregations. As
much as new churches may seek to focus on unmet needs, they cannot help but
attract the disgruntled who have either already left or are awaiting an
attractive alternative to their prior commitments in other congregations. The
conflicting expectations that meet a pastor hired by an established
congregation are nothing in
comparison to the pressures of this combination. Some in the community will
expect the new church to fulfill its promises to fill specific needs for a
specific segment of the population. Meanwhile, the majority of new members will
expect the church to quickly realize that their higher priority must be to
address whatever failings caused them to become dissatisfied with their
previous church(es). Compounding the new ministry’s difficulties, the
disgruntled rarely agree on what an appropriate level or type of “gruntlement” would
look like.
The Reward for
Surviving the Firefighting
A congregation’s new
pastor and a community’s new church: both face a daunting challenge in staying
ahead of the fires while adjusting their vision and mission in ministry to the
course Christ sets for them. The benchmark deadlines for having survived this
initial phase are generally set at two years for a pastorate and five years for
a congregation. Those who do survive to reach the second phase do so by
learning an important skill that is based on an important shift in perspective.
That means going from “Putting out fires” to “Spinning the plates.”
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