I shared two strategic principles last week that if applied well “might” have kept us from experiencing some of our current tension. I will share three more today knowing that when implemented well they too can help us avoid future problems. As I mentioned in the previous article, I have experienced the negative side of each of these strategic principles.
An example of a good strategy done poorly is what NAMB faced ten years ago. I am referring to the DoM/Church Starter Strategist positions that all new work conventions had used for several decades and one that I served in for almost twenty years. NAMB believed funding the dual role position was not a good strategic investment. However, today NAMB is encouraging the use of church-based Church Planter Catalysts. These are individuals who are currently serving on a church staff and are asked to pick up the responsibility to catalyze at least one new church plant per year. I would argue that this “new strategy” is identical to the traditional dual role that was previously declared ineffective.
However, I will quickly admit that this strategy, whenever it is used, requires individuals who can function EFFECTIVELY in dual roles. They cannot be living examples of “a jack of all trades and a master of none.” I will also quickly acknowledge that ten years ago too many DoM/CSSs could not do both roles effectively—it looked good on paper, but was not being executed well. The old cliché “don’t throw the baby out with the bathwater” has application as you consider NAMB’s early approach to this deeply engrained strategy. Effective leaders deal with ineffective staff, they don’t make rules that punish their effective staff, nor do they change their entire strategy simply because the current strategy isn’t being implemented well.
These realities mean we will need all kinds of church starting strategies. Unfortunately, some of the strategies that are available in old-line states are not always available in new work states. I have been directly involved in church planting for almost 35 years and only in recent years have I seen SBC church strength in our immediate area sufficient enough for a “hiving” or “campus” strategy to work. I would quickly add that it is a model that is still not available in much of Nebraska or in huge areas of other new work states. NAMB’s top down, single focus approach has relied heavily on the “hiving” model. They have shown “some” flexibility, but a limited feedback loop still exists which magnifies the problem of focusing on a singular strategic model.
I was serving in Iowa when the Iowa Southern Baptist Fellowship became the Baptist Convention of Iowa. At that time it fell far short of meeting the criteria needed to gain representation on SBC entity boards that have historically been granted to state conventions. The only “advantage” was the prestige of being called a state convention. The move came with a small financial “penalty” (HMB provided some financial support for the state executive position for a fellowship but none for a convention), and it still did not provide board representation. However, I learned growing up in Wyoming that it doesn’t do any good to close the barn door after the horses have already gotten out. So the question remains, how do we move forward in a truly cooperative environment?
NAMB has unilaterally suggested that some new work conventions should be combined. Yes, COVID has proven that technology can be used to maintain connectivity, but I would suggest that cooperative partnerships and ministry to churches will always require healthy relationships. Those relationships are created with face-to-face connections over time—not by FaceTime type technologies alone. Before new work convention restructuring can be addressed, I believe the fractured relationships between NAMB and new work conventions must be healed. Only with healthy relationships and trust, can difficult conversations take place where we can put in place rules that provide mutually beneficial accountability to those who provide a significant amount of the gold.
So far I have listed five strategies that we have not always implemented well in the past. The last two really demand more clarification, but space limitations do exist. My question for you is, which of these strategies has given you the greatest problems in your ministry setting? What would be the right next step that would help you resolve the issue?
Next week I will be listing additional strategies that could have been better implemented
Yours in Christ,
Mark R. Elliott, AMS
Retiring in April 2022, Mark R. Elliott served as a Director of Missions (Associational Mission Strategist) in Western Iowa and Eastern Nebraska for almost three decades. He is a strong advocate for obedience and Biblically based disciple making. As such, he knows that making healthy disciples requires Christian leaders to be constantly pursuing spiritual maturity—be lifelong learners. Because of the time constraints of ministry, most pastors focus their reading list on resources that assist them in teaching and preaching the Word of God. As such, books focusing on church health, leadership development, and church growth tend to find their way to the bottom of the stack. With that reality in mind, Mark has written discussion summaries on several books that have helped him to personally grow in Christ and that tend to find themselves on the bottom of most pastor’s stack. Many pastors have found them helpful as they are able to more quickly process great insights from other pastors and authors.
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