The Board … The Prime Spiritual Community
I found myself amused, two weeks ago, by an article entitled “Good to Great to Godly.”1 After almost a decade of enjoying the influence of Jim Collin’s classic study on successful organizations, Good to Great, I was attracted by the clever turn of phrase. In the subtitle to the article, Mike Bonem2 exposed a bit of the problem that Church leaders have with organizational behavior: “corporate wisdom means ‘getting the right people on the bus,’ but spiritual leadership requires something more…”
For many in Church Leadership, it’s a familiar problem. On one hand you hear phrases like: “we’re a church, not a business … we can’t operate like the corporate world … we are not professionals.” On the other hand, many congregations suffer from a lack of discipline in their conduct and clarity in their operations. Ultimately, it’s not an either/or situation, a choice made between being either spiritual or functional. The challenge is for church leaders to be both great in their stewardship of tasks and Godly in their management of ministry.
Over the last five years, a lot of care has been invested to training Church Boards to observe Best Practices in their work. While attention is given to the dynamics of Church Board leadership … appropriate structures, understanding roles and relationships … one of the central principles that guide the training goes beyond the good management of ministry and into the realm of the Godly: The Church Board is the prime spiritual community of the church.
While that phrase may appear simple, the implications are many. One of the more relevant implications is that the manners, the accepted behavior of the Church Board members, sets the standard of spiritual and ethical behavior for the entire church. If those who serve do so in an ethical, honorable, and decent fashion that could be a very good thing. But, unfortunately that isn’t always the norm.
BAD MANNERS AT PLAY
Ever since we began to drill deeper into Church Board practices with the Best Practices workshop, and expand our discoveries with Church Consultations, I’ve discovered that it’s … how should I put this … possible to find some bad manners at play.
Over the last year, I’ve enjoyed the work of T.J. Addington, the author of the book High Impact Church Boards: Developing Healthy, Intentional and Empowered Leaders for Your Church. As a former pastor, board chair, and church consultant [with the Evangelical Free Church], T.J. has seen it all. I was intrigued that at least twice in the last year, he was bold enough to post his ‘bad manners’ discoveries on his website:3 Two of his postings: 15 Unfortunate things Boards do… and Dumb things Church Boards do …
The lists include issues that are all too familiar: cave to loud voices … don’t require accountability … don’t make decisions, or stick with decisions … allow a church boss to hold informal veto power … lack transparency … don’t police problem members … don’t police themselves … fail to clarify what is critical for the congregation … allow elephants into the room …
It probably wouldn’t be too hard to add to the list. In an informal survey, I asked a number of denominational leaders, regional directors in British Columbia, to describe some of the leadership issues that had demanded their intervention and attention. It was interesting that very few had to do with theological issues. Instead, the issues were of an ethical and behavioral nature. They were issues where decisions were made on the basis of expediency and convenience at the expense of relationships, where ends justified means.
In pursuing the comments, I asked the regional directors to describe what sort of corrective measures they had observed. At first, their response was that bad behavior tended to be tolerated in churches until it became a critical issue. At that point, church leaders were forced to respond to the problem as it erupted, hoping that their ability to think clearly and pray fervently would carry them through. It is an approach that sometimes works, particularly if there are a few mature, wizened, experienced and well-trained leaders involved. But, more often than not, the reactive nature of responding to a crisis had enough flaws to create what one leader described as “vocational headaches and personal heartaches.”
PROFESSIONAL CODE OF ETHICS
A better solution? The conventional response is to develop a professional code of ethics. Virtually every profession has a written code of ethics to guarantee moral performance in the service, and there are robust examples of such standards set for ministry. In 1948, at the very beginning of the Billy Graham Evangelistic Association, the team gathered in Modesto, California. In his book, Just As I Am, Billy Graham described the event: I called the team together to discuss the problem [of the scornful caricature attached to traveling evangelists, epitomized by the novel Elmer Gantry.] … I asked them to go to their rooms for an hour and list all the problems they could think of that evangelists and evangelism encountered. When they returned, the lists were remarkably similar, and we soon made a series of resolutions that would guide us in our future work. The result became known as the Modesto Manifesto, and it addressed four key issues: Money, Sexual Temptation, Local Churches, and Publicity. In later years, Cliff Barrows reflected on the Manifesto: In reality, it did not mark a radical departure for us; we had always held these principles. It did, however, settle in our hearts and minds, once and for all, the determination that integrity would be the hallmark of our lives and our ministries. And, as Marshall Shelly, editor of Christianity Today’s Leadership Journal admits: Countless churches and ministries, including Leadership, have benefited from this model of living integrity set by the Graham team.
Having a code of ethics is helpful. In many cases, such a code is required by Insurance companies that provide liability coverage for ministers. Joe Trull, the editor of Christian Ethics Today and professor of Christian Ethics at the New Orleans Baptist Theological Seminary has written a handbook with James Carter for that very purpose.4 In the book, there is a collection of Ministerial Codes of Conduct from a wide variety of denominational ministries, including Baptists. As they do, they raise a very good question: Is a ministerial code of ethics a help or a hindrance?
Their first response is that Conservative pastors [clerics] may fear that a denominational hierarchy will use the code as a club to keep disloyal ministers in line and out of significant churches. Ministers of every stripe are nervous about a document that could threaten their pastoral autonomy?5
When I related this to the group of denominational leaders, they agreed that this was a fair assessment, ministerial reluctance. But, the suggestion was made that there were two additional questions that needed to be addressed. The first was that there was a more comprehensive need to set a standard for Church leadership at large and broaden the focus beyond the pastor. While the impact of a pastor’s behavior in church life is profound, so is that of a church board. In his book Transforming Church Boards into Spiritual Communities6, Charles Olsen writes of the board that it has tremendous power to affect a congregation negatively if it is severely conflicted, internally dysfunctional, or bogged down in a sticky mire of minutiae7. In essence, a Ministerial Code of Ethics should embrace all who serve in ministry.
The second question that was suggested, however, struck me as something a bit more basic and significant. In the broad sense, codes can only tell people how to act. That’s the nature of ethics, to describe acceptable conduct. But, Church ministry and leadership is drawn from a deeper well. We are accountable for behavior not because of practical expectations listed in an external code – but because of an authentic commitment to the Lordship of Jesus Christ. As Joe Trull puts it, Ethical conduct based on Theological convictions is the very soil in which ministers work.
In essence, a code can provide helpful guidance, even a standard for measurement. But, for a Church Board to go from Good to Great to Godly, each member must come to the Board as a disciple of Jesus Christ, a new creature8 setting aside the old, eagerly to embrace the new in order to conduct a ministry of reconciliation worthy of an Ambassador of Jesus Christ.
SPIRITUAL GROWTH AND MATURITY
It’s been my experience that a sizeable number of Board leaders view their work as common business, only to be surprised by the discovery that it is an opportunity to take spiritual growth and maturity to a whole new level.
Everyone I know is familiar with the phrase WWJD, What would Jesus do? That’s probably the simplest ministerial code of ethics that you can find. I wonder what adjustment might be made if church leaders adopted that code for their conduct. But that’s ethical conduct, and I would suggest something more. Something like: WWJWMTB/HDJWUTGT? I realize that it wouldn’t fit on a bracelet, but the question does pose a deeper challenge: What would Jesus want me to become … How does Jesus want us to grow together? Those are the sort of questions that expose a board member and a board to another dimension of life … and behavior.
If the diagnosis that Charles Olsen made (that a board has tremendous power to affect a congregation negatively) is true, then it’s worth hearing his second diagnosis: a revitalized board owns tremendous potential for good … the level of commitment in a congregation will not rise above that of the “set apart” leaders. The sense of community and care for one another will not rise above that of the consistory [ie. church board] The stewardship practices will not rise above those of the council. The prayer life will not rise above that of the board. The capacity to reflect biblically and theologically will not rise above that of the board. The willingness to take a prophetic position will not rise above that of the board. The hope and excitement for the future of the church will not rise above that of the board…9
So, there is an earnest need in the works. We need to set our standards high and set our records towards a noble and righteous effort. But, the urgency of this appeal goes deeper, into the internal life of individual board members … and into the shared life of the board as a whole … to grow up Godly.
PS: For further reflections on this topic: Dr. David Horita and Dr. Lyle Schrag will address this and similar issues through the Ministry Training Workshops at the annual Convention of the Fellowship of Evangelical Baptist Churches in British Columbia and Yukon, April 23. Three workshops addressing Ethical Leadership:
- The Sacrificial Nature of Spiritual Leadership – Dr. Lyle Schrag
- Ethical Realities – Beyond Theoretical Integrity – Dr. David Horita
- Corporate Integrity in the Church – Dr. David Horita
Participants are welcomed to attend!
- 1Mike Bonem, “Good to Great to Godly.” Christianity Today International/Leadership Journal, April 5, 2010.
- 2Mike Bonem has a MBA from Harvard, and is the executive pastor of the West University Baptist Church in Houston.
- 4Joe Trull and James Carter, Ministerial Ethics: Moral Formation for Church Leaders, Grand Rapids, MI: Baker Academic, 2004.
- 5Ministerial Ethics, p. 187.
- 6Charles Olsen, Transforming Church Boards into Spiritual Communities: Alban Institute, 1995.
- 7Transforming Church Boards into Spiritual Communities, p. 9
- 8I Corinthians 5:17
- 9Transforming Church Boards Into Spiritual Communities, p. 9