Hope for 'Ordinary Joes'

An article by Sally Morgenthaler in Christianity Today entitled
'Does Ministry Fuel Addictive Behavior?', includes the following observation to encourage the ordinary footsoldiers of full-time ministry...

Researchers at TheAmericanChuch.org studied attendance trends in 120,000 congregations between 1990 and 2000. Half were mainline, half evangelical. They found that the fastest growing churches were those with attendance between 1,000 and 2,000 (a 13.2 percent growth rate in 10 years.) In other words, American churchgoers were voting with their feet, and increasing numbers voted for big. The congregations that declined the most were those with between 50 and 300 attendees.

If that's true, that's not so good news for the small to medium-sized church. And it can be absolutely devastating to the pastors who lead them.
For over two decades, the entrepreneurial, multi-programmed church has been altering what people expect out of a church. The music they hear when they settle into their auditorium seats must compete with what's on their iPod. High-end visual technology during the worship service is, for many attendees, a given. In short, churchgoers expect a Sunday morning worship service to match their aesthetic experiences in the broader culture.

It doesn't stop at worship. It extends to the quality of childcare, children's and teen's programs, and adult education. The consumer-driven, felt needs-based ministry has redefined what church is and does. The concept of the church leader has also changed.

Entrepreneurial church wisdom is that pastors must be visionaries, risk-takers, and innovators, as well as spiritual guides. They are expected to be top-of-the-heap speakers as well, their stage skills honed to the highest cultural standards.

Realistically, very few pastors are cut out for this kind of leadership.
The average pastor may be at his best as teacher, coach, or theological guide. He might shine as a catalyst: a convener of collaborative vision and process; a facilitator of deep community. If he tends toward the empathetic and intuitive, he may excel as a nurturer, counselor, wound-dresser, or heart-holder. But he is not megachurch material.

Still, he makes the trek each year to the mecca-church of his choice. He takes copious notes in workshops, hoping to find the secret passage to "church success." He leaves these multi-million-dollar facilities with eyes big as saucers, telling himself that he, too, if he tries hard enough, can take his church of 90 or 200 and make it a 2,000-attendee destination point.

And what if he doesn't have the assertive, sole-visionary style? He'll learn it. He'll even fake it. He'll become someone else, invalidate and dismiss his own gifts, his own unique, God-given leadership style and strengths and passions, all in order to emulate the large church pastor he's admired from afar.

The profound irony is that, in the past decade, the wider culture has been steadily moving away from its love affair with power and authoritarian leadership personas. The toppling of Dan Rather by a rag-tag group of bloggers was not an anomaly. In the same spirit of organizational deconstruction, corporate America is accelerating its shift out of 1980s, hierarchical systems toward collaborative, webbed approaches to decision-making.

As the trend toward flattened hierarchies escalates, pastors who now consider themselves misfits in the world of entrepreneurial ministry may be dumping the very skills and personality bents most needed in the new landscape of engagement and empowerment...

...Instead of pushing back on leadership stereotypes that have long deserved questioning; instead of focusing on their strengths and becoming who God crafted them to be, they cave in.