Will I Listen to My Own Advice?

Notes on Taking a New Call

Over my 34-year ministry journey, I've had the privilege of coaching several pastors, particularly in the latter phase of my career. Many of these instances revolve around embarking on a new pastoral "call," a term that might evoke discomfort for some due to its historical misuse to manipulate congregations. "You must comply with my wishes because, ultimately, GOD has called me for this role!" Such statements have been employed to assert toxic authority.

However, by "call," I simply refer to the inherent human desire to believe that the decisions we make are guided by Divine wisdom.

You'll undoubtedly require Divine wisdom because the task ahead is no small feat. I recall the Apostle Paul's sentiments when discussing ministry: "Who is equal to such a task?" The answer: Nobody. Yet, I find it especially challenging when undertaking a new pastoral assignment. You step into a congregation with its own unique history, established patterns, ingrained habits, overlooked blind spots, cherished traditions, and peculiar non-negotiables. Doesn't it resemble a family system? That's because it is one.¹

Lately, I've been pondering this topic extensively, particularly because I've recently assumed a new role as a Transitional Pastor (formerly known as Interim Pastoring). I appreciate the updated terminology as it underscores the fact that you're not merely filling a gap until the next pastor arrives. You also serve as a consultant, leveraging your experience to guide the church through a reset and preparation phase for their next long-term pastor. Will I heed my own counsel? I certainly hope so!

Because of the scarcity of wood following WW2, the church is made of 200 tons of Carmel stone from Soledad. The Stonemason, Manual Sunyer, slept with the stones at night so he could “get the feel of them” before setting them in place.

So what have I told pastors taking a new church?  3 things, but there are of course many more things to say.    

1. Continuity versus change: these are the opposing forces you'll grapple with. Which should take precedence in your first year? Almost invariably, it's continuity. The mere fact of your presence, replacing the former leader, represents a significant change for the congregation. Often, that’s about as much change as they can handle in year one. In transitional ministry you have to move a little faster, but the principle still holds.

   However, more crucially, you're in no position to discern what needs changing until you've listened, observed, and asked questions—from the previous pastor to the freshest face in the pews. Emphasizing continuity is essential because, frankly, you lack the insight to pinpoint necessary changes. After all, you've just arrived! Change inevitably breeds conflict, making continuity a valuable ally in the early stages of your tenure.

   Failing to prioritize continuity in this regard can spell disaster.
   

2. Respecting the past is pivotal for fostering innovation in the future. Innovation necessitates trust, something you don’t have upon arriving at a new church. "Trust is earned, not given,” parents the world over have in one way or another told their recalcitrant teens. This axiom holds true in the realm of church leadership as well.
   
   When I speak of honoring the past, I'm not suggesting reverence for the former pastor, especially in cases involving scandal. However, unless there's such an extreme circumstance, it's crucial to honor the collective history of the church. This history is rich with the sacrifices of individuals who have dedicated their time, resources, and talents. They've weathered both good and bad times, and their faith has been shaped by their experiences within the church community.
   
   While you may identify aspects of the past that you find disagreeable, dismissing it entirely would be foolish, unless it involves a grave scandal. Instead, acknowledge and honor what God has accomplished through the church's members in the past. You honor what God has done through them in the past, and they are ready to join you in making new history in their future, under your leadership.  Failing to recognize this step can have catastrophic consequences, albeit in a subtle manner. It may take significantly longer to earn the trust of the congregation, and in the interim, congregants will vote with their feet.
   

3. Your first 20 appointments in a new call will likely be what I call “grievance appointments”.  “I wanted to start a dog walking ministry and the pastor before you said ‘No’!”   Now, I know there are also grievances that are serious and difficult as well. All churches are filled with people and are therefore filled with flaws. The old saying goes if you find a perfect church don’t go there because then it won’t be.  These appointments serve as crucial opportunities to delve into the church's history, offer pastoral care to those who have been hurt, and grasp the dynamics of the church's family system structure. Here’s the massive mistake on this one: Listen, empathize, and learn…but by no means set an agenda based on grievance appointments. These are helpful things to know, but you have to have enough experience to know there are 3 sides to every story and often, paradoxically, two things can be true at once.  But don’t shy away from these appointments. There is gold in those hills!

   

   On the first Tuesday of each month, locals gather for TAIZÉ. The sanctuary is visually stunning, the music moving, the silence, Divine.
   

4. I might have mentioned three things, but there's always an extra one up my sleeve. Those who've endured my preaching over the years know there's always a little extra I like to sneak in, lol.
   
   What you accomplished at your previous church, though helpful in part, is only a fraction of what's needed. In our moments of doubt and wavering faith in God's guidance, we pastors often fall into the trap of trying to recreate what we've done elsewhere. This tendency arises from a failure to engage in personal introspection and growth, either recently or ever. A new environment brings with it fresh challenges, aspirations, fears, values, and dreams, requiring a different approach altogether. Responding to novelty with familiarity only exacerbates the problem, resulting in self-inflicted setbacks.
   
   This advice dovetails with my earlier point: familiarize yourself with the context before imposing your grand schemes, lest you be misunderstood or, worse, rapidly diminish a congregation. It would be tempting for me to simply transpose my previous role onto my new one, but that would be both shortsighted and reckless.

Alright, that's my advice. But will I heed it myself? Will I follow the counsel I've imparted to others? Here's one early observation about myself: I'm already sensing an impulsive urge to rush change! Fred, rein it in! Surely, I've learned my lesson by now about the perils of moving too swiftly. I hope so. At 61, it appears I still have an opportunity to heed my own advice, and the advice of many seasoned practitioners in ministry. 

More to come as I embark on my new adventure. Pray for me. Thanks!

The good folks of Stone Church of Willow Glen hosted a reception for me and Terely on my first official Sunday.

1.  Here I refer you to the indispensable work of Edwin Friedman and his book “Generation to Generation: Family Process in Church and Synagogue”.  Also see Robert Creech’s “Family Systems and Congregational Life: A Map for Ministry”