Close to 30 years ago I attended an Alban Institute workshop about visionary leadership, and if memory serves, it was led by Roy Oswald. The presenter was talking about how congregational leaders tend to enter a new call with a high level of vision and energy. But after three to five years, the vision and energy wane significantly which negatively impacts the trust capital in the leader.
Think about it. We go through a call process where the congregation spends time completing a document to outline their vision for the congregation. We as candidates meet with and listen to the members of the call team as well as other leaders of the congregation. We have an opportunity to share what vision and passion we are bringing to the table. After receiving the call, we go to work. We spend enormous amounts of time on the front-end meeting people, learning the story of the congregation, and beginning to engage ministry teams. All important and necessary.
And then slowly (or quickly in some cases), we get drawn into staffing issues, financial concerns, facility management, and other important busy work. We feel compelled to make weekly hospital visits and homebound visits. Members call the office to set up times for counseling. Little by little we begin to have less time to meet with leaders or potential new members to engage them in hands-on ministry. We have even less time to go up on a mountain to listen to the Spirit so we can dream and vision what God is needing from the congregation.
“After three to five years, the Pastor’s vision and energy wane significantly which negatively impacts the trust capital in the leader.”
According to what I learned at that Alban workshop all those years ago, within three to five years of receiving the call, we are busier than we’ve ever been and yet the congregation still atrophies or declines.
I think this congregational experience is probably more the norm rather than the exception. I have found that I must create intentional rhythms for vision and leadership investment. More importantly, we must have a cadre of congregational leaders who understand the challenges of leadership and support the pastor/deacon taking intentional time for vision and renewal. So, when members complain that the pastor/deacon “isn’t doing their job,” the clergy-person does not have to advocate for herself and a healthy narrative is generated regarding her use of time.
Congregational health and vitality grow when leaders are supported and when time is intentionally given to vision and renewal. Without these, the path forward becomes far more difficult.
Do you currently serve in a culture that promotes support and a healthy process for dreaming and visioning? Take some time to contemplate these questions:
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- Do you have a strong and healthy mutual ministry team (or an equivalent) that communicates with the congregation and supports your time for vision and renewal?
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- How does that team provide to the congregation a narrative of support for you?
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- What systems do you have in place to take some of the burden of administration or pastoral care off your plate?
I pray that you can engage in practices that promote healthy leadership so you might fully live into the leader that God is calling you to be.
God bless you!
