Wednesday, September 26, 2012

Is Your Church a Cruise Ship or Aircraft Carrier?

Recently my friend Emily told me she visited a church so big she needed a map to get around. Coming from a relatively small church that meets in an elementary school, she was astounded at this sprawling church campus. The facility housed a restaurant, coffee bar, lounge, escalators, and multiple worship spaces, each with high-tech sound equipment. In the lobby massive concrete columns rose up three stories into a glass atrium and sunlight streamed in to illuminate the hip and modern architecture. But the strangest thing, she said, was that this colossal building, filled with largely affluent congregants, sat in a crowded urban area in a poverty-stricken neighborhood. As far as she could tell, no one from that neighborhood was present. The church reminded her of a cruise ship docked in a third world country! The walls even had round, fishbowl windows, driving home the cruise ship effect. 

It’s a funny idea to ponder: a church that looks like a cruise ship. However, many American churches resemble cruise ships in more ways than just their architecture. People who attend ”cruise ship churches,” much like cruise ship passengers, often come to be entertained and catered to by the staff. Very little is expected of these church attendees. In fact, they tend to rate the quality of their experience—the music, the sermon, and the way it made them feel—much as cruise ship passengers rate their satisfaction with various aspects of their trip. 

Cruise ship churches tend to be internally focused on the needs of their regularly attending members. The main goal in these churches, as on a cruise ship, is to keep the “customer” happy and the complaints to a minimum. Leaders in a cruise ship church focus on the existing members rather than pursuing those far from God or encouraging others to do so. Very little of a church’s calendar, training, or communication is spent on activities to reach the lost or help those in need outside the church. Statistically only 5% of most American churches’ budgets are spent on missions and evangelism. Overall, there seems to be little incentive or empowerment of church members to “get off the cruise ship” and use what they learn in the world.
 
There are, however, churches that are more like aircraft carriers. These churches are designed to empower all members to find their God-given purpose in life, to equip them, and to send them on missions into the world to reach and serve those who don’t know Jesus, much like the crew of an aircraft carrier is all about launching military planes and equipping them well to carry out successful missions.

Did you know that an aircraft carrier is the same size as many cruise ships, housing close to 8,000 people? A super aircraft carrier rises 20 stories above the water and stretches 1,092 feet (333 meters) from bow to stern (about as long as the 77-story Chrysler Building is tall). But what distinguishes an aircraft carrier ship isn’t its size; it’s the efficiency on the flight deck. The crew of an aircraft carrier can launch a plane every 25 seconds—all in a fraction of the space of a typical landing strip. The mission pervades every aspect of the ship. From the pilot to the person who restocks the ship’s vending machines, everyone on a carrier knows his or her particular role and how it supports the mission—to equip, prepare, launch, and receive aircraft back from their crucial assignments. 
An “aircraft carrier church” has a clear mission that stems from the Great Commandment and the Great Commission. Everyone in the church knows why their church exists and can play a role in the mission. The annual budget, weekly sermons, monthly calendar, insider and outsider communications, and predominant conversation are all consistent with the stated mission of the church.

Is your church more like a cruise ship or an aircraft carrier?

Here are ten indicators that might help you to assess whether your church is an aircraft carrier church:

1. Church leaders have a missional versus attractional mentality: they see their job as equipping and mobilizing people inside the church to effectively reach the multitudes outside the church. This includes consistently preaching about the importance of the Great Commandment of loving God and others and the Great Commission to make new disciples.

2. Church and lay leaders have non-Christians friends, spend time with them, and engage in spiritual conversations modeling what they want others to do.

3. A sizable church budget percentage (>5%) exists for local outreach and missions.

4. The church has partnerships with existing ministries such as Alpha, Awana, MOPS, and Q Place, indicating a commitment to outreach with proven strategies.

5. People in the church are willing to be sent out and follow the lead of the Holy Spirit.

6. The church and its members are known in the community for making outsiders feel welcome and accepted.

7. Risk-taking is valued in outreach efforts, even when it fails to produce fruit.

8. The church is committed to prayer as a regular spiritual practice and prays for those outside of the church, seeking wisdom to reach them effectively.

9. There is a genuine dependence on God that is reflected in church decisions, activities, prayer, and worship.

10. New believers are emerging and baptisms are occurring regularly.

While these indicators are important, the pastor’s desire to become the “captain” of an aircraft carrier church is probably the first step in the transition away from a cruise ship mentality. Without this desire, the natural tendency of both church members and church leadership is to gravitate toward the cruise ship model. 

Let’s face it, many of us love being pampered and served royally by others. Whether on a cruise or in a church, if the staff accommodates my needs, I am more than happy to oblige them. However, through good leadership, overcoming this tendency is more than possible. And it’s not as binary as I’ve described in which a church is one (aircraft carrier) or the other (cruise ship), but instead falling more on a continuum. Our pastors will need to navigate our congregations in the unchartered waters toward this future of more churches functioning like aircraft carriers, unifying us in the mission of making disciples of all nations and working together side by side to achieve it.

Wednesday, September 19, 2012

The Prayer That Changes Me

By Gordon MacDonald


My mother often referred to a prayer that her mother said (in Swedish) nightly at the bedsides of her eight children as they headed off to sleep. The prayer became so embedded in their memories that one of her brothers, when he was dying 80 years later, asked my mother to "pray the prayer that Mama used to pray."

Like my dying uncle, many of us have simple lines of thoughtful prayer to which we cling when life becomes rough. The Lord's Prayer is an obvious one. Or some version of the "Jesus prayer": Lord Jesus Christ, have mercy on me, a sinner. Or the so-called prayer of St. Francis of Assisi that begins, "Lord, make me an instrument of thy peace …" (as much as one senses the spirit of Francis in the prayer, it is highly improbable that he was its creator).

Throughout the years of my Christian journey, I have used Psalm 23 as a prayer, and there have been sleepless nights when I have repeated the Shepherd Psalm over and over, perhaps as many as a hundred times. The vision of green pastures and quiet waters has rarely failed to re-order my heart and mind.

Then there is the more recent Serenity Prayer. "God grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference."
The Serenity prayer is embraced by the Alcoholics Anonymous movement. It is usually prayed at the beginning and end of any meeting where self-confessed drunks gather to help each other stay sober for another 24 hours.

There is an ongoing debate as to who authored the Serenity Prayer. It is usually attributed to Reinhold Niebuhr, but some claim that the prayer's core ideas come from one or more spiritual masters of a century (or even a millennium) ago.

Friends who are alcoholics tell me that the Serenity prayer speaks to the core of the alcoholic's mental disease.

The prayer highlights three concerns. First, one needs to recognize those events and experiences over which there is no immediate control and to accept them for what they are. We might call this the act of submission. Since most alcoholics admit to being control freaks, I can see why this line means so much to them.

Second, one needs to acknowledge those events and experiences where it is possible to effect change. Here the operational word is courage.

And third, one needs insight to know which of the first two is actually in play. Is something changeable, or is it beyond my control? The answer requires wisdom.

Some time ago I latched on to the Serenity Prayer as a tool for daily reflection. I began repeating it many times during the day, especially when I faced issues that were affecting my emotions and attitudes.

The Prayer has provoked me into wondering how often I waste time and energy trying to manage things that are beyond my grasp. To do this is to invite frustration, stress, even anger to flood my inner being.

This state of agitation is easy to observe in a small child who, lacking wisdom, throws a temper tantrum because he cannot get what he wants. He may scream, lash out at others, even breaks things. One frequently observes adult versions of this behavior that are just a bit more subtle and sophisticated: irritability, blaming, defensiveness, criticism of others, manipulation.

In such moments of immature behavior, the Serenity Prayer can become quite relevant.
Herein lies one of the reasons the incarnate Jesus appeals to me so powerfully. He is such a quiet, orderly, and patient person in the face of adversity. His "serenity" originates with what he completely controls: the affairs of his own heart. When the people of his hometown turn again him, he disengages without a word. In a Galilean storm, he chooses to rest his eyes. On an early morning while others sleep, he quietly communes with his Heavenly Father. On the cross he forgives hateful people.

In his mysterious divine/human way, the Savior seems in perfect touch with what he must—by choice—accept and what, at the moment, he cannot (or chooses not to) change.

Accepting things I cannot change is about surrender. There come those times where one simply surrenders and adapts to the realities around him. One friend calls this "living around the situation."
On the other hand, there are those things that can be changed, and the list usually begins with the unChristlike attitudes and behaviors that coat one's inner life. As one writer puts it, "Quit talking about changing the world until you've found a way to change yourself."

In my relationships—marriage, family, work colleagues, friends, even "enemies"—the courage to change what is changeable begins with me. My alcoholic friends keep telling me this over and over again. Their disease told them that everyone else needed to change, but now, in sobriety, they've abandoned the blame-game and set out to change themselves.

But the Serenity Prayer also raises the idea of wisdom. How does one know the difference between what is changeable and what is not? "Grant me wisdom," the prayer calls out.

Wisdom comes from learning from my (successful and unsuccessful) experiences, listening to others, and drawing instruction from whatever ways the Spirit of God wishes to whisper into my soul. Somewhere in the triangulation of these three things, wisdom emerges.

The other morning I left our home for a breakfast appointment at a restaurant. It was a beautiful New England day, and I drove down our street feeling confident that my personal world was properly ordered. Nothing was likely to go wrong.

But something did go wrong. There was an accident on the freeway, and I soon discovered that the traffic was backed up for at least a mile. Okay, I thought. I'll just call my breakfast partner and alert him to the delay. But when I reached for my cell phone, I discovered that I'd left it at home.

Suddenly, the order in my life began to unravel. My sense of confidence and control collapsed. My emotions began to heat up into frustration and irritability. Silly thoughts, blaming thoughts, circled in my head. Why, I wanted to ask, had this crowd of drivers all about me chosen to drive this road to their jobs at just the time I needed to use the freeway? Why had the people involved in the accident not driven more carefully? And where were the police when I needed them? Of such self-centered thoughts is the stuff of spiritual disorder. Note the "I's" and the "me's" in my questions. Immature perspectives like this can begin to color a whole day of relationships and character formation.
Then I remembered that it was for times like these that my alcoholic friends prayed the Serenity Prayer. I began to say it out loud, repeating the lines several times, each time emphasizing one of the three parts, each time making a different word the center of my attention.

God, the hearer of all prayers, responded in ways we attribute to the work of the Holy Spirit. The traffic jam, I was reminded, was an event beyond my control. It was something to accept. I could not change the circumstances. But I—perhaps more accurately, God—could change me. And that's what happened.

Oh, the rest of the story. The guy I was supposed to meet at the restaurant? I discovered that he was in a car just ahead of me. Perhaps he was praying the same prayer.


Tuesday, September 11, 2012

Nehemiah's 5 Steps for Handling Conflicts

By Rick Warren



In Nehemiah 5 the Israelites face conflict for the same reason we do today – selfishness. So what can we learn from Nehemiah about handling conflict?

1. Get angry. (v. 6) Nehemiah didn’t ignore the problem, he took it seriously. When the unity of your church gets challenged, it’s your job to protect the unity of your church. It’s serious business.

In times like this anger is completely appropriate and right. There is the right kind of anger and the wrong kind of anger. Leadership is knowing the difference. A pastor who doesn’t have enough fire in his belly to get angry about disunity isn’t much of a leader.

2. Think before you speak. (v. 7) If you only do step one and ignore step two, you’ll get in lots of trouble. Nehemiah 5:7 says, “I pondered them in my mind.” Nehemiah stopped, got alone with God and thought about what he was going to do. He asked God, “What do YOU want me to do?”

You should get angry when disunity threatens your church, but you have to think before you act. You can’t just act on that anger. James 1:19-20 says, “Everyone should be quick to listen, slow to speak and slow to become angry, because human anger does not produce the righteousness that God desires.”  I’ve seen a lot of leaders who were very effective for the Lord and blow their ministry in an impulsive moment. Don’t let that happen to you. Get angry, but then take some time to think and pray about what you do next.

3. Rebuke the person individually. (v. 7) Go directly to the source. You don’t deal with somebody else about it. You don’t talk with five or six different people to get everybody on your side. You don’t say, “I’ve got a prayer request…” and spout it out. You go directly to the person causing the disunity. Nehemiah does that: “I pondered them in my mind then I accused the nobles and officials. I told them `You are exacting usury from your own countrymen!’” (5:7, NIV)

Nehemiah isn’t making a polite social visit. He’s angry, and he’s not glossing over the fact that these guys were ripping off other people. He’s not watering it down. He is confronting the troublemakers. You and I are called to do that to when disunity threatens our church.

Titus 3:10-11 says, “Warn a derisive person once, and then warn him a second time. After that, have nothing to do with him. You may be sure that such a man is warped and sinful; he is self‑ condemned.” (NIV) Warning troublemakers is an important task of ministry.

4. Publicly deal with public divisions. (v.7) In Nehemiah’s situation, everyone knew that the rich people were ripping off the poor. He had to deal with it publicly. Nehemiah 5:7 says when going privately to the rich officials didn’t work, he called together a large meeting to deal with them. It must have been a tough conversation considering it was probably the rich officials paying most of the expenses to rebuild the wall. It took guts to confront them publicly.

You too have to deal with problems to the degree that they are known. If the problem has spread to the whole church, then you have to deal with the problem publicly.

5. Set an example of unselfishness. (v. 13) Nehemiah led the way in unselfishness. It was the foundation of his leadership. When he asked them to rebuild the wall, he was out on the wall rebuilding it. When he asked them to pray, he had already been praying. When he asked them to work night and day to get it built, he did the same. When he asked them to help the poor, we find out in verse 13 he’d already been doing it.

Nehemiah never asked anyone to do what he wasn’t already doing or willing to do. Leaders only ask others to do what they are already doing. If you cannot challenge someone to follow your example, whatever you say to them is going to lose its impact. Churches have fewer conflicts when their leaders live unselfishly and model that to the congregation.

You’re going to have disagreements in your church. There’s no perfect church. But God wants us to minimize disunity in our church for His glory. The testimony of a church should not be the beautiful buildings, great sermons, or lovely music — but how they love one another.


Tuesday, August 7, 2012

7 Traits of Breakout CHurches

By Thom Rainer

Thom Rainer gives seven indispensable characteristics of churches that move from decline to growth.. Image Info:

Thom S. Rainer is the president and CEO of LifeWay Christian Resources (LifeWay.com). He was founding dean of the Billy Graham School of Missions, Evangelism, and Church Growth at The Southern Baptist Theological Seminary. His many books include "Surprising Insights from the Unchurched," "The Unexpected Journey," and "Breakout Churches."




I have been a student of American churches for thirty years. That statement really means two things: I’m old, and I’m a slow learner.

In those thirty years, one of my most fascinating learning ventures has been the discovery of breakout churches. Simply defined, a breakout church is a congregation that has experienced at least five years of decline followed by at least five years of growth. While numerical growth is not the inerrant barometer for church health, we researchers must use numerical gauges for much of our objective data.

The Common Factor

As my research team began sorting and analyzing the data of some 50,000 churches, we found a common factor in many of the breakout churches: the breakout took place when the church got a new pastor. While that finding is helpful from a research perspective, it’s not very helpful to many churches. And it’s certainly not helpful to the pastors of struggling churches.

So our research took a new twist. We only looked at churches that experienced breakouts without changing pastors. I was encouraged by our findings.

The Seven Traits

The breakout churches, almost without exception had seven common characteristics. Though I list them numerically here, for sequential purposes, I am not assigning priority by the rankings.

1. The pastor had a “wake-up” call.
He stopped denying that his church had a challenge. He became determined, in God’s power, to lead the church to growth and greater health. He would no longer be satisfied with mediocrity in God’s church.

2. The church, under the pastor’s new leadership, developed clarity in its purpose.
Most of the churches were previously activity focused. They were busy with the “what” without addressing the “why.”

3. The pastor began assembling the right team for a new era of leadership.
That team would include either paid staff or unpaid laypersons.

4. The pastor developed a spirit of tenacity.
He knew that the turnaround would not take place overnight. He followed a prayerful plan for the long haul.

5. One of the early moves in these churches was to focus more ministries outwardly.
The wake-up call noted above included an awareness that most of the ministries of the church were for the comfort and desires of the members. The leaders began to change that reality.

6. The pastor and other leaders in the breakout churches had deep biblical faithfulness.
They saw their mission emanating from God and written in His Word. That faithfulness was the push that moved them forward even in the midst of challenging times and potential discouragement.

7. The pastor invested more time in the preaching ministry.
He realized the centrality of the preached Word, and gave it more time and emphasis than any point previously.

The Hope Present in These Churches

Our quest to discover breakout churches that did not change pastors became an exercise in hope for our research team. We first saw how many leaders transitioned from a lackadaisical attitude to one of enthusiasm and possibility. Some of the leaders told us that their change was more dramatic. They described it as moving from hopelessness to great hope.

Of course, the other great encouragement in this project was discovering the story of entire congregations moving from a inwardly-focused lethargy to an outwardly-focused Great Commission mindset. By the time our research team saw these churches in the “after” mode, we found it hard to fathom they were once lifeless and discouraged.

If I found a single message in the scope of this research, it is simple but profound lesson for churches and their leaders: Don’t ever assume that your congregation has little or no hope. We found that many of these churches were once in despair, and many members confessed they had no hope. Then the breakout came. Then God showed He was wasn’t done with their church.

That story could very well be the story yet to be told of your church

Monday, August 6, 2012

只有祝福

只有祝福
快樂家庭十周年


蔡元雲醫生




Matthrew 16:13-28 By Dr. Philemon Choi

生命、召命,捨命
馬太福音十六章十三至廿八節



蔡元雲醫生
2012.01.01
主恩基督教會

香港青基會長蔡元雲︰做一個有中國魂的中國人

2012.5.11


近幾年,蔡元雲先生在內地有很多事情要做。比如,作為香港特區四川重建督導委員會醫療康復小組成員,他一直在關注汶川 災區的青少年心理問題。他任會長的香港青年發展基金會與華東師範大學合作的“培育卓越生命”項目,也在進展之中。他和中國青年政治學院合作,針對進城務工 人員子女的“成長向導與生涯發展支持項目”、“外來務工子女健康發展研發項目”,幫助很多孩子找到了成長的目標和力量。 

  “蔡醫”,是香港認識他的人對他的尊稱和愛稱。因為39年前,他曾經是醫生,後來放棄醫生這一待遇優厚的職業,投身青少年工作,至今不改,而且還要繼續做下去。他,還是香港突破機構榮譽總干事。 

  在蔡元雲先生來京對北京青少年工作者進行培訓之際,本報記者對他進行了專訪,以期從他的經驗中汲取教育靈感。
 
  “你內心有一團火是為年輕人燃燒的” 
  
  記者︰蔡先生,您好!我們了解到,您在加拿大拿到醫學博士學位,而回到香港後,又在中途義無反顧地放棄從醫並轉身青少年工作,一直堅持到現在。您最初是怎樣作出這種抉擇的? 

  蔡元雲︰我1971年在加拿大拿到醫學博士學位,學成後在香港行醫5年。我大學前受到的教育基本上是英國教育。在英國殖民地下,香港是沒有公民教育、國民教育的。
 
  後來到加拿大,我才意識到原來我是中國人。那時,加拿大人剛剛開始尋找加拿大人的身份認同,開始擁有自己的國歌、國旗,開始擺脫英聯邦的陰影。 後來,一些外國人用很標準的普通話給我講國家的故事。我很奇怪,為什麼這幫外國人比我更了解我的國家?那時候我突然有了點覺醒,意識到我是中國人。 

  記者︰您“棄醫從文”,是受了魯迅先生的影響嗎? 

  蔡元雲︰魯迅先生對我有影響,因為魯迅先生是中國魂。在他們那一代,中國被列強瓜分,整個政治經濟狀況有很多讓他看不過眼的東西,他寫《阿Q正 傳》、《孔乙己》等,很有風骨和中國心,而且敢于講話,是我很羨慕的知識分子。知識分子就是這樣,有良心、講真話,而且對自己的身份很認同。他到日本念醫 學,但在日本醒悟過來,醫學不如文化對國家有影響。在加拿大,我有一種身份的醒覺,我是中國人,所以我又回到了香港。 

  記者︰香港突破機構的蘇恩佩女士對您選擇從事青少年工作是否有影響? 

  蔡元雲︰當然有影響。蘇恩佩是一個很特別的中國人,她在美國學成後放下感情,回到亞洲並成為很出名的作家、編輯。後來,她面臨很重要的問題—— 年輕一代如何為香港發展作出貢獻,因為香港上世紀70年代經濟比較發達,但年輕人的價值觀開始動搖。于是,她創辦了《突破雜志》。   

  我和她相遇在香港。她問我是否願意加入青少年工作,我說,我很喜歡醫學專業,是一個很不錯的醫生。她說,但你內心有一團火是為年輕人燃燒的。這 是真的,我回香港後,很多學校邀請我講授和年輕人有關的課題。所以,1973年開始,我決定上午在醫院,下午在突破機構,從而開始了我的青少年工作生涯。  

  記者︰您在“突破”機構做了哪些工作? 

  蔡元雲︰我們在突破機構作的研究是“根”,我們的根就是生命。第一個“根”是“植根香港”,就是肯定香港的孩子是香港人,不要輕看這個城市,要 敢于承認自己是香港人。第二個“根”是“尋根中國”,就是不要忘記我們的歷史、我們的種族、我們的國家。當初講“尋根中國”的時候,很多人是抗拒的,因為 香港人都拿不同的護照。但無論什麼護照,都是“美籍華人”、“加籍華人”……都有一個“華”字,這也是我們永恆的根。第三個“根”就是“扎根永恆”。我們 的工作是三個字“植根香港,尋根中國,扎根永恆”。
 
  香港剛剛回歸時,就出現過香港有沒有“根”的問題。無根的一代,就是沒有生命的一代。

“我真沒有想過放棄” 
 
  記者︰您幾十年如一日地從事青少年工作,遇到最大的困難是什麼?有沒有想過放棄? 

  蔡元雲︰最大的困難來自我的父親。他認為我是蔡家第一個念大學和念醫師的,卻去搞雜志,是不可理解的。好在我母親支持我,她說服我父親尊重我的選擇。 

  此外,我們當初是沒有錢的,只是借人家辦公室的一個小房間,而且只有兩張辦公桌。但從那時起,就工作得非常開心,因為很多人願意做志願者,突破 基金都是志願者捐獻的。後來,我們發展到在香港大概有220個全職同事,並發展了一個青年發展基金。所以,我真沒有想過放棄。 

  記者︰香港首任特首董建華先生對您的工作很感興趣。 

  蔡元雲︰對,這個很奇怪,在我意料之外。因為我們都是百分之百的民間團體,沒有政府資助,原本以為政府完全不知道我們的存在。香港最後一任港督 彭定康的一個政治組主任曾打電話給我,邀請我做中央政策組非政府組的顧問,主要負責青年政策問題。1997年香港回歸後,香港的4家電視台聯合要求董建華 特首向全香港宣講他的施政綱要。這是董特首上任後第一次政策公開,他邀請4位社會人士對他的施政綱要作公開響應,其中一位是金融界人士,一位是研究政府政 策的人士,一位是記者,最後一位是我。 

  我的響應,相信董特首意料不到。他說,香港的教育出現了問題,要改革教育方向。我響應道,香港的老師很疲勞,應該把空間好好給他們,讓他們定位 清楚一點,因為老師是教育中最關鍵的因素。我的響應就是這樣。後來,新的中央政策組主任打電話給我,說他們決定還是讓我做顧問。 

  記者︰香港回歸後,您主要做了哪些工作? 

  蔡元雲︰在1997年之前,突破機構向當時的香港政府申請了一塊兒地。1997年之後,香港重新成為中國的一部分,我們就成立了突破青年村,培 養香港和內地21世紀的僕人領袖。我們發覺,之前香港不敢有計劃超越1997年。但我說,年輕人95%都會留在香港,所以一定要超前一點,不要認為 1997年後香港就沒了。 

  記者︰董建華特首對你們的工作持什麼態度呢?
 
  蔡元雲︰在那段時間,我就發覺董建華知道我的存在,他特意來看望青年村。他很感動,因為看到很多年輕人在想將來怎麼貢獻社會。後來,他對我說, 青少年很麻煩,又要自殺,又要跳樓,你為什麼做這麼多年還在做?我的響應是,一般人只是看到年輕人黑暗的一面,我卻是看到他光明的一面。我不是看他受什麼 傷,有什麼不對,我是看到他們有很多潛質的。所以,我對他們很有盼望。他說,難怪我每次跟你談話,都感覺很有盼望。後來,我又擔任了青年事務委員會主席。  

  記者︰您提到過,要做好青少年工作,政府官員和青少年對話是必要的,為什麼呢?
 
  蔡元雲︰我任香港青年事務委員會主席時,在香港18個區都成立了青年論壇,讓青年人有機會發表意見。但是,我要求年輕人不能只提出問題和批判, 還必須通過研究來提供一個解決方案。然後,我把教育官員召集過來與青年對話,從而把年輕人的意見納入政府政策制定中來。這樣,年輕人也會覺得政府尊重他。 因此,政府高官和青少年對話是必需的。而且,青年政策不能只在圖書館里做研究,還一定要跟年輕人交流。

“沒有靈魂的卓越非常危險” 
 
  記者︰您反復強調生命有可能,生命是什麼,卓越的生命又是什麼?
 
  蔡元雲︰哈佛大學一位教授的《沒有靈魂的卓越》一書指出︰在21世紀,雖然我們對自己的學科有專業的知識儲備與研究,但仍然需要不斷跟進,所以 我們需要卓越。而且,每個人有不同的卓越。例如,劉翔的卓越不僅僅表現在體育方面,還表現在堅韌、良性人際關系和承擔能力等方面。香港中文大學校長沈祖堯 醫生,是“非典”時期亞洲的英雄,但他另一個卓越是在臨床治療時能夠把愛傳遞給病人和同事。 

  一些人追求知識和技術的卓越,這些是專業的卓越,但是沒有靈魂的卓越很危險。例如,我們這些年在北京做外來工子弟進城之後的課題。我們主要做的 是︰第一,解決他們的身份問題,用不同的方法讓他們擁有城市公民的身份意識;第二,給他們生命力,讓他的生命素質得到提升;第三,提供生產力,讓他們有足 夠的裝備貢獻北京。天生我材必有用,沒有一個沒有用的孩子,先天性可能身體有殘缺,但仍然可以貢獻家庭與社會。所以,生命是有可能的。
 
  記者︰我們能感覺出,您在與青少年交往時,對他們傾注了很真誠的愛。 

  蔡元雲︰其實,影響我的,除了魯迅先生,還有冰心女士。她的靈堂上只是一句話,“最大的就是愛”。所以,在靈魂里,最重要的還是愛,人與人之間,父母與子女之間,管理者與人民之間,都是一定有愛的,愛很重要。 

  記者︰您常年和青少年打交道,最享受的事情是什麼? 

  蔡元雲︰最享受的是,看到青少年真的在改變,特別是他們的精神面貌在改變。無論我在香港,還是在內地,我最開心的就是看到青少年都有一個夢,都 有他們的長處。只要你跟他們同行,就可以幫他們去實現自己的夢。我們提出“敢夢、敢愛、敢飛”,“敢飛”即冒險。無論社會感覺他們多麼不成功,比如說吸 毒,但只要他們感覺到有人在相信他,在陪他同行,他是可以起飛的。

“一代更比一代強” 
 
  記者︰您曾把新的一代稱為“Y2K新人類”,內地現在也不斷涌現80後、90後,甚至00後的說法,您怎麼看這些“新人”?
  
  蔡元雲︰“Y2K”指進入21世紀,不只是一個世紀,而是一個新的千禧年。所以,我們要了解到新生代的處境不一樣,看問題的角度也不一樣。我曾經用五個英文字母來描述他們的不一樣,英文是“GBCDE”。 

  G是Globalization,即全球化。 

  B是Biotech century,即生命工程或者生命科學年代。它對人的基因突破有了新的看法,醫生開藥不像以前那麼簡單,不是心理治療,而是基因治療。
 
  C是Clash of civilization,即文明的沖突,也可以具體到國家之間、民族之間的沖突。老一輩人出生、成長甚至死亡都是在某個固定的鄉村,但下一代完全不一樣,人口流動讓不同文化的人走到同一個地方。例如,現在問誰是北京人,就很難回答。 

  D是Dragon century,即龍的世紀。未來學家約翰•奈斯比在其著作《中國大趨勢》中說,21世紀是龍的世紀。大家都知道,中國的經濟、體育、科技正在崛起,這些 都是過去我們沒有想過的。在這種背景之下,中國人怎樣與全球互動,年輕一代與我們完全不一樣。 
 
  E是E-generation,即數碼的一代、網絡的一代。我們過去的教學很簡單,但現在學生一上網,就能與全球接軌,什麼信息都有。而且,數碼的一代很有創意能力和辨別能力,真的可謂是一代更比一代強。  

  記者︰年輕一代本身是否存在困擾?  

  蔡元雲︰當然會有困擾。他們感覺競爭大、感覺悲觀、感覺大學畢業也找不到好工作。而且,我們這一代給了他們很大的壓力,因為我們這一代還是佔據很多很重要的位置,讓他們覺得很難出頭。 

  當生命充滿困難與挑戰時,要堅定地知道自己是誰。我對未來的一代是充滿信心與盼望的,並相信他們會代表我們國家闖出一個名堂來。 

  我的小同事明皓,在香港讀完大學後去哈佛大學攻讀博士學位,畢業後就來我們的青年基金會作研究。她爸爸最初也很惱火,為什麼不去大學教書,偏偏 來這里。她背起背包來到內地,這幾年和另一位哈佛大學博士在民工子弟里做了一些很扎實的工作。大家不要只听我們這一代的故事,也要听听他們的故事。他們就 是你們要找的80後。

“我發現我們中國有很多的寶” 
 
  記者︰您已經在香港和內地從事青少年工作達到39年,您覺得現在香港應該特別注意什麼? 

  蔡元雲︰首先,我們一定要放眼全球,具有國際眼光。香港有150年是殖民地,沒有自主,所以香港在某種程度上先天處于逆境,而且什麼資源都沒 有。我們那個年代,只有2%的人可以進大學,現在也才18%。所以,很多香港人去全球念書,並吸收了不同文化的養分。因為香港是開放的城市,所以英國的文 化來了,但我們沒有忘記中國文化,而且日本、美國、印度、韓國等不同的文化在香港實現了交流,所以香港有它特別的地方。當然,我們也有很多不足。  
  其次,是尊重法制。 

  最後,不得不提到香港精神,什麼是香港精神?一是逆境中的自強,香港的資源有限,但竟在全球的創意中拿了很多獎,例如香港的電影、音樂等;二是 國際上堅持誠信,包括在金融、工商業及教育等領域內堅守專業操守。香港流傳下來的寶貴精神如何保存?其實,跨代可以交流。因為年輕一代的視野非常開闊,但 上一輩也很厲害,他們之間是可以互補的,這樣就可以把香港原有的精神保存下來的。而且,青年的國民意識比上一代強,特別是回歸之後,幼兒園、小學、中學都 很注重國民教育。 

  記者︰內地應該向香港學習借鑒什麼? 

  蔡元雲︰不敢當。我來往于香港內地之間已經有15年了,我發覺我們國家真的有很多很寶貴的傳統文化,我們的文化里有很多很美好的東西,有一段時 間把這些忽視掉了,這是不應該的。現在我們國家已經注意到要把傳統文化保存下來。當然,傳統文化有些地方也是需要修正的,畢竟時代變了,相信孔子活在今 天,也會把《論語》的內容在原則不變的基礎上加以修訂,來配合當今社會的變革和需要。但是,很多還是很好的,比如孔子所倡導的人倫關系、老子《道德經》里 的“道”、“上善若水”,等等。一定不要認為什麼都是西方的好,但同時要保持開放的態度,因為全世界文化各有其長處。蔡元培提出“兼容並包”,這個立場是 很高的文化立場。
 
  所以,我從香港來內地學習,我發現我們中國有很多的寶。 

  記者︰這幾年您接觸到很多內地青年,您對他們有什麼印象? 

  蔡元雲︰他們的基礎教育很強,文字表達、言語表達以及很多方面都很優秀,而且他們有一種作為中國人的自豪感。在我們那一代,出國是被人看輕的。 

  現在,我們念大學的機會很多,但一定要做一個有靈魂的中國人,有中國魂的中國人,有生命的中國人。而且,我們還需要卓越,因為21世紀對我們的要求真的很高。全世界都在進步,我們下一代也應該要不斷進步。 

  鏈接 

  蔡元雲1971年畢業于加拿大曼尼托巴醫學院,獲取醫學博士學位,學成後旋即返港,于播道醫院行醫。當時,因感香港青少年的困境和需要,于 1973年與蘇恩佩創辦《突破雜志》。1976年蔡醫生再往美國三一國際大學攻讀心理輔導,學成後回港至今。于2001年被香港浸會大學頒授榮譽社會科學 博士學位,並于2006年被華東師範大學授予名譽教授稱號。 

  蔡醫生曾任突破雜志社長、突破機構總干事,現任突破機構榮譽總干事及青年發展基金會長。而“突破”亦從《突破雜志》開始,逐漸發展成為一個多元 化的青少年文化、教育及服務機構。另一方面,蔡醫生積極參與社會事務,被香港政府委任為多個有關青少年政策及服務的委員會成員。



使命更新

【時代論壇訊】香港教會更新運動已於五月廿八日及廿九日舉行「使命更新」2010香港教會使命會議,而在廿九日舉行的專題演講中,大會邀得突破機構榮譽總幹事蔡元雲醫生主講「使命教會──實踐」,並由中大候任校長沈祖堯教授回應,有過百人參加。

年輕人該放眼世界
對於年輕人的使命,蔡元雲認為青年人不單只留意香港的事,也要留意國際間的事情。他奉勸年輕人不應沉溺網上世界,要不怕艱辛,環觀全世界,例如畢業 後可以到外地做義工:「透過基督的眼望進苦難」,而不要局限自己留在香港。他又認為世界到處都充滿機會:「其實權力不是控制在少數人的手裡,因為全民皆祭 司,信徒皆祭司。」
蔡元雲又指出,現今的香港教會面對很大困難:「有太多機構組織,不少領袖都疲於奔命地去參與不同活動,那又怎樣培養人材呢?」他續指信徒亦因為工作忙碌的關係,以至沒時間上教會。

依靠神的幫助
在發問時段,台下有會眾分享指現時的工作十分辛苦,屬靈上亦沒有增長;另亦有會眾指其工作性質需要說謊欺騙顧客,因此內心甚是掙扎。

沈祖堯在回應會眾提問時,笑言自己的工作也是十分忙碌,很想休息。他指在工作忙的時候可以依靠上帝,求賜力量:「因為自己不是單打獨鬥的。」而他認 為在商業中誠信是很重要,聖經上也說「是就說是,不是就說不是。」他認為在職場上可以嘗試找同工一同禱告,正如他在沙士期間,也約了基督徒醫生每朝在辦公 室裡開祈禱會:「你面對的問題,是遠超於你能應付的,儘量拿可以得到的幫助──上帝的幫助,因為上帝的說話是不可代替的武器。」

蔡元雲亦回應指,現今世界的罪惡愈來愈多,屬靈戰爭已經開始,人們應該認清「世界掌權的是上帝!」他提醒會眾如要獲得真理:「就要去讀聖經,而且一 定要祈禱。」神賜福給人,要人生養眾多,遍滿地面,治理這地。他又指人在職場中應與神同工、更新職場的心靈:「要成為神在職場的光與鹽,行公義,好憐 憫。」蔡元雲更指權力、錢、名、都讓人不清心,所以內外都要牧養:「不要忘記救贖使命,不要只說不做。」

核心價值是人的價值
沈祖堯同意蔡元雲所說的,並指現今社會同市場掛鈎,不論是醫學界還是教育界都重視成本效益:「病人唔好住多過三日半,否則預算會『爆煲』」,而工作 的非人格化,就像工廠的生產線,本來醫的是人,但變成「醫器官」。他認為教育也因為市場主導而改變:「以前數學叻就讀工程,生物叻就讀醫,而家就係讀精算 同商科。」不過,沈祖堯亦勉勵職場同工,應專注人的價值,學習使用真理、正義、和平、信心和救恩。

他又指當初接受中大校長任命時也經過一番掙扎,直至聽到牧師講道談及約書亞記一9,耶和華曉喻約書亞的經文時才決定接受任命:「你當剛強壯膽!不要懼怕,也不要驚惶,因為你無論往哪裡去,耶和華你的上帝必與你同在。」他也以此勸勉會眾。

如何幫助青少年建立正面的價值觀?

蔡元雲醫生 2011.1.14
蔡元雲醫生主講:如何幫助青少年建立正面的價值觀 from iQuest on Vimeo.
陳錦偉校長回應:與青少年對話及結盟 from iQuest on Vimeo.

不願尋師?未敢為父?

蔡元雲
突破機構榮譽總幹事


2011.1.02
時代論壇


若你問我今天香港青少年最缺甚麼?我認為不是金錢、不是學位;他們最缺的,是一位「生命導師」(Mentor)。

  每個人都可從生命導師身上得到啟迪,在成長迷思、生命素質、生涯規劃、心胸視野等各方面都得到指引──使我們更認識自己、認識真神和認識世界。

  父母是一個人生命中最重要的生命導師,老師傳授的不該只是知識,也當傳授做人之道;可惜在香港,父母和老師都被生活壓迫,受城市的價值取向所 困,缺乏時間、空間、心力去成為青少年的生命導師。這一代的青少年領受的是頭腦知識、求生技能,在成長路上卻往往經歷一連串學業上的挫敗感和求職時的無力 感!

  「數碼的一代長大了!」(Don Topscott, Grown Up Digital),他們的學習、交友、娛樂、購物、與世界的接軌都是在網上發生;他們最信任、最有情的是Facebook上的朋友,每天好幾個小時盡情抒發自己的感覺,彼此互動交往。

  新一代很多對上一代失望、不信任:父母似乎距離很遠,和老師罕有生命交流,對政治人物覺得失望,對商界領袖也是極度懷疑,對主流傳媒半信半疑;他們重視朋輩的認同,卻沒有尋找生命師傅的動力。

  在香港這個社會,亦的確缺少願意以「亦父、亦師、亦友」的心態與青少年交往的人。「為父的心」難求:需要空間、勇氣,才能進入青少年的世界,聆 聽他們的心聲、明白他們的夢想、肯定他們的身份、發掘他們的強項、包容他們的不足、擴闊他們的視野;更重要的是──願意謙卑地向他們學習。

  最近我回顧自己的成長路,衷心感激在我生命中留下足跡的生命導師,並寫成書《與恩師的十堂課──我的路》。書中以十個字總結為徒的心得:「知、 遇、尋、根、靜、死、道、承、傳、行」,同時並反思為父之道。我渴望能引起一些對師徒關係的討論,進而在香港協助推廣跨代生命結連、豐富彼此人生的關愛文 化。

  身為青年工作者,我心中牽掛著那二十多萬身處貧困家庭的兒童及青少年;還有在校園內、社區裡被毒品所困的青少年──他們更是迫切需要有人以生命導師的身份陪伴同行,一同創路。

  期待聽到你的迴響,對生命導師這課題你有甚麼體驗?有甚麼建議?

Saturday, June 16, 2012

Keys to A Great Father-Child Relationship

By Charles A. Smith

What does it take to be a good father? Find out and learn how to become the father you want to be.
Involvement, influence, and affection: three keys to father-child relationships. Though they may sometimes find it difficult to express their feelings, most fathers care about their children and families.

In a 1980 Gallup poll, six out of ten fathers said their families were "the most important element of my life at this time." Only 8 percent said their families were unimportant to them. When asked what they found most satisfying about their families, fathers rated "children," "closeness," and "being together" as personally important. [1]

This hearty endorsement of family life contradicts some of the traditional roles or popular images of fathers in our society:

The Wallet: This father is preoccupied with providing financial support for his family. He may work long hours to bring home his paycheck and does not take an active part in caring for the children. Making money provides this father with a distraction from family involvement.

The Rock: This is a "tough" father - strict on discipline and in charge of the family. He may also believe that a good father remains emotionally distant from his children, so expressions of affection are taboo.

The Dagwood Bumstead: This father tries to be a "real pal" to his children, but his efforts are often clumsy or extreme. He doesn't understand his children and feels confused about what to do. He may also feel that he is not respected within the family.

These traditional stereotypes are now clashing with another image of a father:

The Caregiver: This father tries to combine toughness with tenderness. He enjoys his children but is not afraid to set firm but fair limits. He and his wife may cooperate in childrearing and homemaking.
This type of father has always been around. But the number of men who choose this role is increasing. Many fathers today recognize that family life can be rewarding and that their children need their involvement.
What does it take to be a good father? Find out and learn how to become the father you want to be.This shift in roles is influenced by two major social changes: the increase in the number of women working and the rising divorce rate. As more and more mothers join the work force, fathers are being asked to take on more responsibilities at home. In 1979, 40 percent of the mothers of children under age 3 were employed.[2] Instead of remaining on the fringe of family life, many fathers are helping more with child care and housekeeping.

Fathers are also profoundly influenced by the escalating divorce rate.[3] For every two marriages there is now one divorce - a tripling of the divorce rate between 1960 and 1980. If they are not directly involved in a divorce, most men have friends who are. They witness the loss their friends have experienced and reexamine the importance of their own family relationships. Remarriage and stepfathering are also creating new challenges for many fathers.

Because of these changes in our society, many men are being forced to develop family relationships that are quite different from those they had with their own fathers. They cannot easily fall back on their own childhood experiences for guidance. What worked very well for their fathers 20 or 30 years ago may not work at all with the kinds of challenges fathers face today.

These changes in social attitudes mean that men have more options for meeting their obligations as fathers and husbands. Some men will express their feelings more openly, while others will be more reserved; some will enjoy the companionship and play of very young children, while others will prefer involvement with older sons and daughters. Fathers do not have to try to fit a certain stereotyped pattern.

According to sociologist Lewis Yablonsky, a man's fathering style is influenced by some or all of the following forces: his enthusiasm for being a father, his own father's behavior, the images of how to be a father projected by the mass media, his occupation, his temperament, the way family members relate to each other, and the number of children he has.[4] No single style of fathering or mothering, no matter how ideal it appears, is right for everyone.

Regardless of their personal style, most fathers are interested in having a satisfying relationship with their children. Although they might not be able to put it into words, most fathers know they are important to their children. According to psychotherapist Will Schutz, a good relationship needs three things: involvement, respect and influence, and affection.[5]

Involvement: The Foundation of a Relationship

The first step in any relationship is the feeling by both persons that the other is interested in them and wants to be with them. Many fathers begin to prepare for this kind of relationship before their child is even born. A father who seeks involvement is interested in his wife's pregnancy and makes preparations for the child's birth. When the child is born he is eager to hold the infant. In countless small ways, this father demonstrates involvement - he may gently touch and play with his children, hold and talk to them. By doing these things he sends a clear and emphatic message:

I want to be your father. I am interested in you. I enjoy being with you. You and I have a relationship that is important to me.

Every child wants to sense this type of involvement from his or her father and mother. Without it, a child feels isolated and rejected. The foundation of the relationship crumbles.

What the Research Shows Research on father-child involvement demonstrates that [6]:
(1) Fathers are significant for children;
(2) Fathers are sensitive to children;
(3) Fathers play with children differently than mothers do.
These differences in play continue as the child grows older. Fathers may vigorously bounce and lift a 1- or 2-year-old in rough and tumble physical play; mothers may prefer to play conventional games like "peek-a-boo," offer an interesting toy, or read. Fathers' play appears to be more physically stimulating while mothers are more interested in teaching.

As a result, children seem to prefer fathers as play partners, though in a stressful situation they may be more likely to turn to their mothers. This preference could be due to fathers spending a greater proportion of their time playing with their children than mothers. One researcher noted that about 40 percent of a father's time with his young children was spent in play in contrast to about 25 percent of the mother's time. Even though fathers may spend less total time in play than mothers, their type of play and their apparent interest in that type of involvement make them attractive play partners.
There are, of course, exceptions to this pattern. Some men simply do not enjoy playing with children, and some mothers may prefer an arousing, physical form of child play. Also, when both parents work, the additional demands on the family could affect the amount of time one or both parents spend enjoying their children.

Suggestions for Fathers

How can fathers become more involved with their children? First, they can give each of their children exclusive attention as often as possible. During their time together fathers could enjoy their children's company without allowing outside distractions to interfere. As a result, their children would feel noticed and special. There is no single formula for how this might be accomplished. A father and child might play, talk, learn a skill or read together. What is important is that they notice each other and acknowledge a common interest. This type of undistracted attention promotes a sense that each is important to the other.

Fathers might also give their children a glimpse of their work world. Children want to know what life is like outside the home and what their parents do at work. Many farm families and small businesses include their children in the operation at an early age. Parents in other occupations may find it more difficult to give their children a glimpse of their work, but even brief visits or tours will help. Business and industry are gradually beginning to acknowledge that many workers are parents too, and that adjustment in this role can have a positive effect on work performance. Some industries provide day care centers for children of their employees. Both mothers and fathers are able to visit their children during breaks.

Influence. Building the Relationship

Once involvement is established in a relationship, influence is the next step. Each person wants to feel that what he or she says or wants is important to the other. Each wants to be listened to and included in discussions and decisions. This sense of personal power promotes feelings of self-worth and respect for the other person.

Influence is an important issue in parent-child relationships. Fathers as well as mothers want their children to listen to them and to obey their limits. Occasionally parents have to exert control over their children's behavior. They may allow no debate over whether a child can stick gum on furniture, play with matches, or sit on the car while someone is underneath changing the oil.

While parents have to be reasonably firm at times, there are occasions when they might yield to their children's wishes and grant permission for safe, enjoyable activities.

Giving children privacy, letting them choose their own clothes, and allowing them to make their own purchases with their allowances are examples of giving influence to children.

When they show respect for their children's wishes but also set and maintain reasonable limits, parents send another clear and emphatic message:

I care enough about you to provide you with the guidance you must have to grow up to be a happy and responsible person. I will use my strength to protect and nurture you. But I am also interested in what you think is important for yourself. I will gradually let you make more and more decisions on your own so that by the time you reach adulthood, you will be able to care fully for yourself. I respect you, and I know I am worthy of your respect.

Children want their parents to be strong. They need to feel protected from a sometimes threatening world and from their own immaturity and loss of control. But they do not want to be overwhelmed by their parents' dominance. For their own self-respect, children need a measure of personal influence.

What the Research Shows

Research on father-child influence demonstrates that:
(1) Children typically have viewed fathers as more rigid, threatening, and demanding than mothers.
(2) Fathers usually are stricter than mothers and more likely to punish children, but mothers may use a wider variety of punishments.
(3) Mothers who take authority in decision-making in the home seem to have a marked effect on boys, lowering their sons' tendency to imitate their fathers and thus their masculine orientation. Father-dominance, on the other hand, does not lower the femininity of girls.
(4) Fathers' involvement in setting limits and making decisions increases their influence in the family, especially with their sons.
(5) Moral judgment is at a low level in boys and girls who view their father's control as overly dominant.
(6) Children may experience personal problems and difficulty in school if they are frequently dominated and punished by their fathers.
(7) Delinquent boys are likely to have fathers who are controlling, rigid, and prone to alcoholism. These fathers may use physical punishment as a form of discipline, and they tend to be inconsistent and erratic in their childrearing techniques.

Suggestions for Fathers

Children both admire and fear their father's strength. On one hand they want their father to be strong and powerful (in the sense of being self-confident and determined) but they may also be frightened at times by that power. Walking the middle ground between dominance and permissiveness can sometimes be difficult for a father. How can fathers establish a sense of influence? First, they can establish and maintain reasonable limits for their children.[7] Children respect parents who provide firm but gentle guidance. But they also benefit from parents who gradually allow them to make decisions on their own.

Fathers could also be responsive to their children's interests. Instead of always telling them what to do, fathers could listen and be responsive to their children's suggestions whenever possible. When shopping, for example, a father might let his 5-year-old choose one or two stores to visit. Similarly, a father might ask his son or daughter to suggest a game to play or a movie to see.

There are times, though, when children do not have these kinds of choices. Parents often have to have the final word. The goal might be to achieve an appropriate balance of influence in the relationship.

Affection: The Relationship Deepens

When people feel accepted and respected in a relationship, they will begin to develop close feelings of mutual affection. Parents who are never involved with their children and are either too permissive or too dominant are not likely to become close to their children. Fathers who expect to be constantly vigilant disciplinarians who show no tenderness create a climate of coldness that puts distance in their relationships. Sometimes the effect can be painful. Following a presentation to a community group, the speaker was approached by a man who wanted to ask a question about his adult son. He said that he and his boy had never been close. He was, in his words, the typical busy father who disciplined his kids but didn't show them much affection. Not long ago he suffered a heart attack and was not expected to live. When his son visited him in the hospital room they experienced a moment of intimacy that the father found deeply rewarding. For the first time in their lives both men expressed their love for each other. The words, "I love you, Dad" meant a great deal to this very sick father. Following his recovery, however, he realized he was gradually slipping back into his old patterns of coldness and isolation.

"How can we tell each other about our good feelings?" he asked. The threat of death made this man more aware of the emptiness that existed between him and his son. He was struggling with the idea that although change would be difficult there was hope if he was willing to take risks and make the effort.

By expressing affection through words and deeds, parents send another clear and emphatic message to their children:

I want to be close to you; I love you. You are special to me. I am willing to share myself so you can get to know me better. You give me joy.

In our closest relationships we seek these bonds of affection. Talking about these feelings has traditionally been easier for women than for men, but, like the father in the previous example, men are beginning to acknowledge the importance of intimacy and affection. They also are more willing to express the softer, gentler side of themselves.

What the Research Shows

Research on father-child affection demonstrates that:
(1) Generosity in preschool boys was more likely when they viewed their fathers as nurturant, affectionate, and comforting.
(2) Altruism in children grades 3 to 6 was more likely when their fathers participated in caring for them during infancy.
(3) Loving fathers who provide reasonable, firm guidance without arbitrarily imposing their will promote competence in their children. Unloving, punitive, authoritarian fathers tend to produce dependent, withdrawn, anxious, and dejected children.
(4) Warm, accepting fathers tend to have children with high self-esteem. Alienated adolescents view their parents as hostile and nonaccepting.
(5) Warm, affectionate fathers influence the development of their children's sex-role behavior; they also have a positive influence on achievement and peer popularity in boys and personal adjustment in girls.
(6) Adolescent daughters recalled less affection and support from their fathers than the fathers recalled expressing. Daughters wished they had received, and fathers wished they had given, more affection and support.[8]
(7) Adolescent boys who thought they were similar to their fathers were likely to be popular with their peers.
(8) Adolescent boys were more likely to be similar to their fathers when the fathers were perceived as rewarding, gratifying, and understanding. These same boys usually scored high on the masculinity scale of the questionnaire.
(9) Mothers are more interested in the nursing and care of newborns when fathers are emotionally supportive.

Suggestions for Fathers

A parent-child relationship might be compared to a bank account. Every negative act - a frown, a slap, a "no" or "I'm busy" - is like a withdrawal from the account. In contrast, affectionate, caring actions are like deposits in the relationship account. If the withdrawals exceed the deposits, the relationship breaks down into mutual distrust and isolation - it becomes bankrupt. Fathers who have to make a large number of withdrawals can do so if their deposits of warmth, support and nurturance are high enough. Fathers can be both tough when necessary and tender when needed. Tenderness can be difficult for some fathers because of its association with sexuality. One expectant father was concerned that he could have difficulty expressing affection if he had a son. He thought he might feel uncomfortable kissing and hugging a little boy. As it turned out, a son was born and he and his father are affectionate and close. The new father felt no hesitancy about expressing his feelings. Some fathers may become uncomfortable with expressing affection to adolescent daughters. This unfortunate association of affection with sexuality can deprive people of the closeness they deeply need in their relationships.

There are many ways in which men can express their affection for their children. Some may feel comfortable talking with their children. Others may let their actions reveal their feelings. Some expressions, like hugging, are obvious while others, like quiet self-sacrifice, are more subtle. There is a danger in letting our actions speak for themselves: subtle forms of affection can easily be overlooked or misinterpreted. Words can enrich what we do by making our actions more easily understood by others. Children sometimes need to hear their father say "I love you" to fully appreciate what he does for them. On the other hand, words not backed by action may sound hollow and false. Every father will develop his own style of showing affection in his relationships with others in his family.

Few events will change a man's life as much as becoming a father. Being a father can be both frightening and frustrating. For many fathers, nothing makes them more angry than a defiant, stubborn child. Being entrusted with the responsibility for the care of another person can be an awesome task. But the opposite can also be true. Nothing may give a father more pleasure than to see his children gradually grow into adulthood, to have his affection returned in good measure and to have his deepest feelings of self-worth confirmed. Regardless of the mask they sometimes wear, whether it be one of casual aloofness or macho toughness, fathers' feelings for and about their children run deep. Fathers care.

References1. The Gallup Organization, "American Families - 1980," Princeton, New Jersey.
2. U.S. Department of Labor, "Working Mothers and Their Children," Washington, D.C.: U.S. Government Printing Office, 1979.
3. U.S. Department of Commerce, Bureau of the Census, "Current Population Reports," October 1981.
4. Lewis Yablonsky, Fathers and Sons (New York: Simon and Schuster, 1982).
5. William Schutz, Profound Simplicity (New York: Bantam Books, 1979).
6. The research conclusions identified in this publication were selected from the following books: Michael Lamb, The Role of the Father in Child Development (New York: John Wiley, 1981); David B. Lynn, The Father: His Role in Child Development (Monterey, CA: Brooks/Cole, 1974); Ross D. Parke, Fathers (Cambridge: Harvard University Press, 1981).
7. Charles A. Smith, Effective Discipline (Manhattan, KS: Cooperative Extension Service, 1979/1980). Ask for publication numbers C-604, C-604a and C-621.
8. My thanks to Dorothy Martin, Extension Family Life Specialist in Colorado, for sharing the results of her study titled, "The Expressive Domain of the Father - Adolescent Daughter Relationship Defined by Their Perceptions and Desires." Available from Dissertation Abstracts International, Vol. XXXIX, Number 11, 1979.

Reprinted from the National Network for Child Care -
NNCC. Smith, C. A. (1982).
*Father's care*. [Extension Publication L-650] Manhattan, KS. Kansas State University Cooperative Extension Service.


Wednesday, June 13, 2012

On Hurts in the Church


On Hurts in the Church
by
Daniel Law


Most hurts in church are NOT caused by doctrinal differences, but by human differences, or the unwillingness to accept there are differences.

By this I mean our narrow-ness and mean-ness to each other.

When Christians are called to follow Christ, they are called to lay down their "selves" - egos. It has little to do with who is right or who is wrong; not even with why or when we should yield our positions. But with loving others as ourselves.

Oh I know. You will jeer at me for being naiive and unsavvy in the ways of the world, but it is exactly because of this that we all need to emulate Christ. We are to be naiive in the ways of the world but wise in the ways of the Lord. Do you get me?

We are to be DIFFERENT from the world in the ways we deal with each other. We are to stop tearing at each other LIKE THE REST OF THE WORLD!

It is sad - so very sad - to see leaders of the church take japs at each other, to bar and to reject each other due to some little personal differences, but magnifying them as "grand-daddy issues hindering the operation of the church", which, in the end, is nothing but a fear of "rocking the boat," or causing problems for the leadership!

We are all sinners who need to return to the shadow of the Cross and be corrected every now and then. Only in the shadow of the Cross, and being touched by His gentleness and love and forgivenness for us sinners, will we be able to return to being simple kids once again.

Simplicity in love and caring is what we need, and need sorely...More to come.

Wednesday, May 30, 2012

The Kind of Church God Blesses

By Rick Warren

London has some of the most beautiful, historic churches in the entire world. Yet they are also some of the most empty. I was struck by this recently when I was in the city to do a Bible study. Churches are dying off so fast that they’re being sold off to bars and restaurants. London churches are desperate for the blessing of God.

I don’t want to lead a dying church. I don’t believe you do either. So what does it take for a church to remain vibrant, exciting—and alive? It takes the blessing of God. Whenever God blesses a church, it grows, lives are changed and miracles happen. Churches that God blesses bless people, bless families and bless communities.

That’s what the early church had. God’s blessing was all over that church. If we want to have the blessing of God on our churches, we need to do what the early church did in Acts 1-2.

1.    Pray for God’s power. (Acts 1:3-4, 14) It’s God’s power that makes the Church different from any other organization or group. We have the Holy Spirit. Microsoft, General Motors, and Apple do not have the Holy Spirit. We do. He has also given the church an enormous assignment—to get as many people into Heaven as possible. Like the early Church, we need God’s power to do this.

2.    Use everyone’s language. (Acts 2:5-8) One of the great miracles of the Day of Pentecost was that, as the disciples preached, everyone heard them in their own language.  It was a complete reversal of what God did at the Tower of Babel in Genesis 11. But we don’t need this miracle today. Today’s Church speaks every language in the world. The Church speaks more languages than the United Nations.

But I believe the people in your church speak more languages than you realize. We all speak dozens of languages. If someone in your church is involved in IT or a baseball fan or a doctor or a salesperson, they understand a language others don’t know. If you want to be a church that God blesses, you need to realize that God has placed people in your congregation for a reason. They have a language that God wants them to use to share the Good News in the community.

3.    Employ every member’s talents. (Acts 2:1-18, 21) The early Church used all of its people in ministry. No one sat on the sideline! Everyone is involved in the ministry of the church. To be the kind of church that God blesses, your church needs to be the kind of church that won’t let people just sit. If that’s what people want in a church, let them go somewhere else. The kind of church God blesses uses the talents of those in the body.

4.    Be devoted to God’s Word. (Acts 2:14-40, 42) We should hear it, read it, meditate on it, and memorize it. But most of all, if you want your church to be one that God blesses, you need to do it—whatever the Bible says. Pop psychology won’t give you God’s blessing. Devoting yourself to God’s Word will. When Peter preached the gospel message during Pentecost Sunday, he continually went back to God’s Word in sharing the gospel. No other message—other than the gospel—has the power to change lives.

5.    Love each other deeply. (Acts 2:42). The early church practiced koinonia (which we call fellowship). It means they were as committed to one another as they were to Jesus Christ. The truth is, loving churches grow. Cold churches don’t. The early church was a loving church. The Roman government hated Christians and persecuted them, but even the Romans acknowledged that early Christians loved each other. They protected one another, cared for one another, and helped one another like no one else.

6.    Worship with joy. (Acts 2:46-47) God blesses a church that celebrates Him. People want to be where there is joy! There’s enough bad news in the world.  I think the church should be a place where good news is preached—the gospel. We could stand in our pulpits each week and preach about the sin of the week. But what good does that do? Honestly, I think it should be fun to go to church. God wired us to express emotion. But too many people have been taught not to express it in church. When we let go and worship joyfully though, people are drawn to our churches.

7.    Be willing to sacrifice. (Acts 2:44-45) The first church was famous for its generosity. Acts 2 says that the early church shared everything with one another. The early church didn’t just share money. Their generosity was much more radical than that. They shared everything! I wonder how many people the 21st century church would reach if we sacrificed like the early church did.

8.    Reach our communities for Christ! (Acts 2:40-41) The first church reached people for Christ from its very first day. In fact, with 3,000 people coming to Christ, the first church was megachurch from day one! In Acts 1:8 Jesus commands us to be His witness throughout the world. Evangelism is not an option. As long as there is one person within driving range of Saddleback who doesn’t have a relationship with God, we’re going to keep trying to grow. I hope your church will do the same.


Tuesday, April 10, 2012

The Follow First Leader

By Ross Guthrie

Ross Guthrie is a pastor at Christ Community Church in Jackson, Tennessee.


I am a product of mentoring. When I joined my church as a young man, I didn't just need accountability from brothers. I needed authority from fathers. And by God's grace, I found spiritual fathers willing to lead me. They encouraged me, prayed for me, helped me financially at times, laughed with me, cried with me, rebuked me, and absolved me. They taught me about theology and doctrine—as well as how to be a husband and a father. I have watched them govern their families, and the church. I tried to remain teachable when they spoke into my life. When I heeded their counsel, things went well for me. Here are four principles I've learned from them that I now use regularly in my own role as an elder and pastor.

Trust your authorities
This isn't easy to do—I know from experience. My wife and I have 10 children (almost enough for a reality show!). When we "only" had six, we were living in a small parsonage of a neighboring church. The house had three small rooms, hardly ideal accommodations for a family of eight. I approached my elders for counsel because financial matters are not my strength. They considered my finances and other life circumstances and counseled me to stay in our rented parsonage a little longer. I was furious! I didn't have to seek their counsel in the first place. They had no idea what it was like to live the way that we were living. But I sensed the Holy Spirit saying, "If you want things to go well with you, trust your elders."

So, we waited. A year later, and expecting our seventh child, a friend told us she was selling her house. We scraped together a down payment and, with the blessing of our elders, bought our home. Shortly after we moved in, another friend expressed interest in helping us in a ministry that we had started to lower income families. He wanted to cover our mortgage each month and he has done so for nearly 10 years. By trusting my elders, things have gone well for us indeed.

Listening builds trust
Since I founded our church's ministry to help lower-income families in our city, I've learned a lot about the need for patience. In the early days, I was filled with doubt and struggled to know how to lead a ministry and provide direction. I would sit with my elders and they would listen and patiently guide me. I didn't always like their suggestions and some of their ideas simply didn't work. But they always honestly listened to me and they prayed for me. That helped me to trust their guidance.

It's a lesson I've put to use in my leadership. When people disagree with a decision I've made, I don't try to win an argument. I have learned the importance of truly hearing their objections and concerns. Even if I could persuade someone of my opinion with clear and compelling reasons, patience and listening has a way of softening people's hearts. I have even asked a dear brother who disagreed with a decision I made to simply trust me. And I think it was easier for him to do so because he felt like he was heard and respected.

Use challenges to serve and love.
For the past 16 years our preaching pastor has often risen at three or four in the morning. It's not because he's an early bird. He has trouble sleeping. But he wisely uses the time to prepare sermons and care for his own soul in Bible reading and prayer. We've benefitted from his quiet service in the night hours in myriad ways.

His service was a model for me. Now, at 43 years old, I find myself waking in the middle of the night. When I am unable to get back to sleep I often think to myself, Dennis would use this opportunity to pray and read and prepare. So I get up and pray and read and prepare. My authority served me and I want to serve others as a result.

Following precedes leading
Christian discipleship is all about following. As disciples of Jesus, we are all followers first and foremost. Following first is a lesson that extends throughout life. Children learn to follow God by obeying their parents. Apprentices learn a craft my mimicking a master. In the church we learn to lead by following our elders and pastors and overseers. There's a practical payoff as well. Not everyone is a natural leader. Some of us learned to lead by following. Become a good follower. It's not an easy thing to do. But in the long run it will make you a wiser leader, one that others will be glad to follow.

Tuesday, April 3, 2012

5 Team-Killers in Church Leadership

By Matt Steen


Matt Steen has been a youth pastor, executive pastor, and church planter. He loves helping churches thrive through his work at Church Simple (churchsimple.net).


We hear about it in sports all the time: a player is labeled "locker-room cancer," or some other inspirational nickname. By the time it has come to the point of name calling and finger pointing we all know that the end of a team is near.

While we are often incredibly focused on finding out who is to blame for the failure of the team, how often do we look back at the team’s history to identify the behaviors that led to the team’s dysfunction?
How often do we look to see the seeds of failure that were sown in the past, and learn how to prevent team failure in teams to come?

Team building is an art, not a science. Over the last 15 years that I have spent building and equipping church leadership teams, I have learned more ways to kill one than I would like to admit.

A healthy team, a team that is clicking, a team that is running on all cylinders is something special and is capable of doing things that are hard to believe. While my hope is that every church in the country operates as a healthy, effective team, I realize that we are human and this is not always the case.

Here are five things that keep church leadership from being healthy. Left alone, they become team killers:

1. Over-functioning 

Are you, or is someone in church leadership doing too much and enabling others (including yourself) to slack off?

2. Mind Reading 

Do you, or does your team, make assumptions about other team members' thoughts, agendas, or motivations?

3. Lack of Listening

Can your team listen, I mean truly listen, to one another or are conversations merely a group of people talking at one another?

4. Mistrust

Do you believe your team has your best interest at heart?  Do you believe that they have your back?

5. Lack of Community

Does your team have a sense of community, or are you forced to work with one another?
Do you see the seeds of these team killers in your leadership team? While this list is in no way exhaustive, I believe it represents some of the biggest team killers that plague the church today. What am I missing? What do you think are the biggest team killers in the church?

Thursday, March 15, 2012

Was Jesus Numerically Challenged?

By Ray Hollenback

Ray Hollenbach, a Chicagoan, writes about faith and culture. He currently lives in central Kentucky, which is filled with faith and culture. You can check out his work at Students of Jesus.


A few days ago I stumbled across a sentence that absolutely captured my attention. It’s from the blog of a nationally-known evangelical pastor (I'm pretty sure you'd recognize his name).

The sentence is part of a longer blog post, and is not meant to stand entirely on its own, yet it set the stage for the rest of the post that celebrated what God had done in the past and the lessons the pastor had learned in the first 15 years of ministry. Near the very beginning of his post, he said:

“The fact that we’ve grown to over 12,000 people worshiping and serving each Sunday at 14 locations in four states is proof of God’s grace.”
 
I read the quote several times. It bounced around in my head, making noise like two random and unrelated piano keys struck at the same time. I couldn’t read the rest of the article. Instead, I pasted the sentence on to my Facebook and Twitter pages and asked my friends for their reactions. Here are a few samples:
  • It sounds like a dangerous presumption.
  • Yes, I do think it's by God's grace, but it sounds more like "12k people! 14 locations! 4 states! Ergo, I AM AWESOME!" Somebody's big fat ego peeked out behind what was probably a sincere attempt at giving God the glory, which is His alone. Darn.
  • The fact that I run circles around everyone shows that God is good. WhatdoyathinkofmeNOW?
  • Jesus only had a handful of people, no building, and no cash. How sad that by Western standards, he didn't do a great work.
  • More needs to be known . . . The numbers might be good, and might not be.
  • It sounds like a guy who wishes he could cage fight Jesus :)
  • The proof of God's grace is what the 12,000 people are doing Monday through Saturday.
  • Numbers alone are only proof of crowds gathering.
  • That quote isn't universally true, but it may very well be true of their situation. Numbers alone don't tell the whole story.
My own thoughts were as varied as a bag of Skittles:
  • I’ve never met the megachurch pastor quoted above, but I believe him to be sincere. I trust his motives even if I do not understand his methods. The religious world of Christianity is filled with its share of competition and jealousy—I’m sure this man has been criticized unfairly and been the envy of others. I also wonder how he can appeal to a numeric accounting of the grace of God.
  • The Father isn’t against big numbers, because he loves the whole world, and that’s a pretty big number. On the day of Pentecost 3,000 were added to the church in a single day. That’s a pretty big number. John the Revelator looked into the heavens and saw the angelic host of heaven, “myriads of myriads, ten thousand times ten thousands.” According to my calculations that comes to, uh, give me a moment, uh . . . a pretty big number. God can count. He numbers the hairs on my head and calls the starry host into the night sky one by one. The biggest megachurch is yet to come, and I’ll be there without complaint.
  • Yet Jesus went about changing the world in a remarkably small way. A short life, few followers, and a handful of seed at the end. The resurrected Lord tossed the seed into the ground and said, “I’m outa here.” He left 11 un-cultured leaders, perhaps 120 people, no budget, no map, and no plan except “make disciples and teach them to obey.” The only asset they possessed was an imperishable seed. Any worldly accounting considered Jesus a failure and the ragtag collection of followers no threat to Jewish society, much less the nations of the world. Only in hindsight do we see the wisdom and grace of God revealed.
  • One of the largest churches in history was the Hagia Sophia, in Istanbul, Turkey. Built for the glory of God in the 5th century, it housed Christian worship for a thousand years—until it became a mosque for 500 years. Today it is a museum. I’m pretty sure it’s a parable that’s been told very slowly. Thirty years ago the Crystal Cathedral in Garden Grove, California welcomed 10,000 worshippers and more than two million viewers each week. This year it filed for bankruptcy—46 million dollars in debt.
  • Jesus didn’t do arithmetic. He did the higher level math. He engaged in human alchemy and turned human beings into living stones. He built good foundations and let the centuries gently press down on his church. The church he built will never change hands. It’s the only church that will last.
Jesus is the model I want to follow. I want to be the seed that falls into the ground and finds good soil.

If I impact 30, 60, or a 100 people during my lifetime I’ll consider it a fruitful life.

Perhaps you have other reactions. What is your opinion? What kind of church is evidence of the grace of God?

Wednesday, March 14, 2012

The Dangerous Pursuit of Pastoral Fame

By Bob Hyatt

Bob Hyatt is is pastor of the Evergreen Community in Portland, Oregon, and a regular contributor to Out of Ur.



As my chiropractor was working me over yesterday, she was asking about the reading I’m doing for a degree I’m working on. After I rattled off the titles and subjects of a number of leadership books, she said, “Wow, what are you going to do when you are finished with school—rule the world?”

“Actually, I’m moving in the opposite direction,” I said.

And I am trying to mean that. Genuinely.

Over the last few years, I’ve thought long and hard about “my platform” as a pastor, a writer, an occasional speaker. And as I’ve done so, I’ve come to the conclusion that there is a danger to my soul in pursuing more exposure, more name recognition, more money to be made from thinking, writing, and speaking about ministry issues. Especially while I am still in full-time, paid ministry to a local community.

I want to be clear, though: I have no issue with writers/speakers who sell lots of books, go on speaking tours, and generally promote their works however they can. But there’s something very “off” in the proliferation of pastors who are mixing ministry in and to a local community with “building their brand.” I think a good case can be made that the self-promotion that’s inevitably needed to build a brand in today’s world in incongruous with the servant-leader model of pastoring and the attitude of humility that ought to accompany it.


The Celebrity Pastor certainly isn’t a new phenomenon. But the extent to which some take it today, I think, is. Yes, Spurgeon had his sermons published in the paper weekly. But can anyone really imagine him re-tweeting the fawning praises of his Twitter followers, or John Wesley selling tickets to his latest tour? Can anyone imagine Dwight Moody slapping his name on a couple ghostwritten books a year?

In other words, it seems as though we’ve thrown any reluctance over celebrity for our ministry endeavors out the window, and now many of us are now actively cultivating, pursuing, and—dare I say—grasping at the fame, increased money, and recognition that comes with hitting the big time in today’s ministry world.
And therein lies the danger and the challenge. Both for us personally and for the church as a whole.

When pastors start building their “platform,” growing their influence, and raising their profile, it’s generally talked about in terms of expanding ministry reach, being a good steward of the talents God has given, and, always, increasing “kingdom impact.” And while I have no doubt that many are humbly pursuing a God-given call to speak beyond the bounds of their local church community to a larger audience, I also suspect that for many, the motivations are somewhat more muddied, somewhat less altruistic.

For example, pastors who receive large salaries from their churches to produce sermons and resources for their community and then turn around and package and sell those same sermons and resources for personal profit need to rethink the model under which they are working. That kind of double dipping is not allowed in many other places in the world and probably shouldn’t be allowed in the church.

These last few years have seen a host of pastors and ministry leaders confronted with the challenges of a global audience and a personal brand. Some have done so with integrity, recognizing that their increased fame and recognition had become not only a danger to their own souls, but a hinderance to their church community, and they have wisely chosen to step out of one role so that they might more fully and faithfully pursue another.

Francis Chan is a great example. He took a lot of flack for leaving his mega-church pulpit. His motivation? Wanting “to go somewhere where he is unknown.” It’s a study in contrasts to watch Chan, who feels “led to greater obscurity” try to explain that to one of the more famous of today’s celebrity pastors.
How refreshing is it to hear someone in today’s world talk about pursuing obscurity?

The danger is not only to our own souls, that we would grasp after fame and abandon the quest for humility in our own lives. The danger is also that we would continue to hard-code the celebrity culture into our church communities. That we as a Church would continue to admire men and women not for their servant hearts but for their big audiences. That we see a day when every large and medium-sized “market” in America is served by the franchises of the five or six top video venue pastors . . . and we would like it.
We must begin to separate celebrity from pastoral work. Local church ministry should not be a stepping stone to anything, least of all to fame and fortune. It should not be easier for CNN to get in touch with a pastor than for someone in his own congregation.

For me, I knew I was in danger when the stats on my blog became important to me. I would post something and then check obsessively over the next few days to see how many had read it, linked to it, commented on it. The balance had shifted from “I want to say something about ministry/Jesus/the Gospel” to “I want to be known as someone with something to say.” And when that shift occurs, no matter how much we say the name “Jesus,” what we’re really pointing people to is “me.” Jesus has become the platform on which we stand, not the Savior to which we point.

So, how do you know you are moving into the danger zone here? Is it only big time ministry leaders who are affected by this? Not by a long shot. The truth is, the size or scope of your ministry is irrelevant. In fact, sometimes it’s those of us who have the smallest ministries who actually have the biggest longings.
Some signs you might be in danger:

You look at the speaker roster for a conference and think, Why did he/she get an invite and not me?
You feel jealous of others because of the size or scope of their ministry.

You begin to dream that somehow “hitting it big” (or even hitting it medium) will free you from ministry, or you begin to resent the small, mundane and unnoticed tasks of local church ministry.

You regularly Google yourself (please, no jokes in the comments.)

Your face appears on the front page of your church’s website.

You become a “friend collector” who racks up the Facebook/Twitter followers with the idea that someday, you’ll be able to leverage that when you write that book you’ve been talking about writing forever.
You find yourself thinking more and more about how you can get your name “out there.”

Please don’t think I’m condemning any pastor who has ever written a book or spoken at a conference. This is a very fuzzy area in which much grace needs to be extended. But if we never talk about the danger zone of self-promotion, we’re doing a disservice to ourselves and those we are called to serve. If we don’t think hard, on a personal level, about our need to be known by people beyond those we are directly in relationship with and service to, we run the risk of becoming men and women who use the people God has given us to serve as a means to our own self-gratifying and glorifying ends.

More and more, I’m trying to lean hard into the credo of John the Baptist: He must increase, and I must decrease. Maybe others can manage the trick of doing this while simultaneously “building their brand.” If so, God bless them. I just know that I can’t. And I’m betting not many of us can.





Friday, March 9, 2012

The Cycle of a Leader

By Bill Hybells



Bill Hybels talks about the characteristics of people he sees as leadership material.'




Bill Hybels is the founding and senior pastor of Willow Creek Community Church in South Barrington, Illinois, and the chairman of the board for the Willow Creek Association. Both visionary and passionate about seeing every local church reach its full God-given potential, he speaks around the world on strategic issues related to leadership, evangelism, and church growth. He's a best-selling author of more than 20 books, including The Power of a Whisper: Hearing God, Having the Guts to Respond.

Thursday, January 12, 2012

10 Suggestions for the Shepherd of a Stagnant Church

By Joe KcKeever

Dr. Joe McKeever is a preacher, cartoonist and the retired Director of Missions for the Baptist Association of Greater New Orleans. Currently he loves to serve as a speaker/pulpit fill for revivals, prayer conferences, deacon trainings, leadership banquets and other church events.



How many churches in this country—in your denomination, of your church-type, in your county or parish or town—have stopped growing? It depends on whom you ask. Go online and you’ll soon have statistics coming out of your ears on this subject. In our denomination, the Southern Baptist Convention, the most significant number—one that seems to have held steady for over three decades—is that some 70 percent of our churches are either in decline or have plateaued.

Plateau. Funny word to use for a church. One wonders how it came to be in use. Why didn’t they say “mesa,” “plain,” “delta” (ask anyone who lives in the Mississippi Delta—flat, flat, flat!), or even “flatline.” Of course, in the emergency room to “flatline” is to die. No one (to my knowledge) is saying a non-growing church is dead, just that some things are not right.

Healthy churches grow. Non-growing churches are not healthy, at least in some significant ways. If it’s true that seven out of ten pastors in our family of churches lead congregations either in decline or stagnation, this is a situation that ought to be addressed. And to my knowledge, everyone is addressing it. Everyone has an opinion.

My single contribution to this discussion is directed toward the shepherd of a stagnant flock: “If your church has plateaued, make sure you haven’t.”
Bill Day, the numbers cruncher and evangelism professor at New Orleans Baptist Theological Seminary (as well as pastor of Parkview Baptist Church in Metairie, LA), gives his definition of growing, declining, and plateauing: The church that increases 10% in a five-year period is growing. Decline 10% in the same five-year period, and your church is decreasing. Plateauing means your church fits neither group.
Here are ten statements to pastors of churches that are either stagnant or are in decline.

1. Some churches are easier to pastor than others.

When Bob began to pastor Easytown First Church, to his amazement and relief, the numbers turned around almost immediately. People loved him, they began responding to his leadership, the pews filled, and soon they were bringing in chairs. Bob was elated.

That’s when he made a mistake. Bob decided the great response was because of his terrific preaching and inspired leadership. And who’s to say he was wrong? After all, had he preached poorly or led haphazardly, the story certainly would have been different.

But Bob became critical of churches that were not growing and pastors who were not leading in dynamic ways. Without knowing it, Bob had become part of the problem. He was discouraging pastors of troubled churches, when what they needed was an encouraging word.

I have pastored both kinds of churches. Serving at Easytown early in your ministry can sure be nice. It can also give the young preacher a heady dose of ego. I’m afraid I pontificated on matters I knew nothing about and criticized denominational leaders for not doing what we were doing. I cringe with embarrassment over some of the statements I made.

Either because of the Lord’s sense of humor or of fair play, He let me get hold of a church that did not respond to my dynamic personality (!) or bag of tricks. At the annual associational meeting, when certificates were handed out to those who led in baptisms (a practice of dubious merit, I must say), I was embarrassed by our small numbers. As if to break me of disparaging even one person coming to Christ, the Lord eventually let me see how it felt for our church not to make that “top-ten” list at all.

Some churches are easy to pastor, some are hard, and all are different. Not all methods work in every church.

2. Some pastors have the gift.

Argue with this all you please, but I will go to my grave believing that preachers like John Bisagno could grow a huge church in the Sahara. They say “Good morning” in a way that makes you look around for an aisle somewhere to walk down.

As the old saying goes, “Some were born on third base and think they’ve hit a triple.” I’m not saying Bisagno is this way; he has helped more pastors (including me) to become Kingdom-growth-minded than anyone I know. But for some of us, those without the “gift,” turning a church around is hard work.

3. Even if my church has plateaued, I don’t have to join it.

Just because my church is not growing does not mean I have to stop growing. Don’t give in; don’t throw in the towel. Don’t stop learning and growing and looking for ways to make a difference.

4. Some churches should not grow—at least, not yet.

Some churches do not grow for good reason: They are sick. The last thing in the world they need is for a hundred new members to join them next Sunday. They need to get some matters right with God and with their neighbors before the Lord is going to allow them to grow.

I watched as a small congregation tried to self-destruct. The unhappy members ran the pastor off, along with the group which supported him. As pastor of the nearest church, I watched this from the outside and did not understand all the issues, but my personal conclusion was that the pastor was a fine man, and the ones who left would have been excellent members of any church. In fact, several joined my congregation and became just that.

As soon as the pastor left, the disgruntled few looked around, found an unemployed preacher, and made him pastor. The man of God walked in, saw all those empty pews, and decided the church needed to grow. He announced a week of revival services. They printed leaflets and hung posters, then held their meeting. But nothing happened. The community wanted none of what that little group had to offer.
The merciful Lord in Heaven clearly decreed that little bunch would not be allowed to mess up a new crop of young believers. They did not need to grow; they needed to repent.


5. The pastor’s problem is not the church members’ or deacons’ problem.

“We announce visitation, and no one comes.” “I handed out assignments, but none of the deacons made their calls.” “These people are just like the ones following Moses—headstrong, stiff-necked, hard-hearted.”
The people are not the problem, pastor; they are your opportunity. You are your biggest problem, pastor. If you want your people to minister in the community, go minister in the community yourself. If you want your people to visit in homes, go visit in homes yourself. If you want them to take door-to-door surveys or prayer-walk blocks, go do it yourself.

After you’ve done it for six months on a regular basis without telling a soul that you’re doing it, invite the rest of them to join you.

6. The most urgent task is to become a person of intense prayer.

If you love your church and have a burning desire to see it live once again and make a lasting difference in your community, tell the Lord.

The tendency for pastors with a hurting desire to help their churches grow is to look for human saviors—some pastor of a big dynamic church somewhere whose brain they could pick or whose conference they could attend. That’s not entirely wrong, but it’s out of order.

It’s prayer time—time to spend concentrated time on your face before the Lord finding out what He wants for His people. Keep reminding yourself (and Him) that these are His people. He died for them, you didn’t, and their welfare and health means far more to Him than it does to you. Seek His face; ask for His will.
The Lord may tell you His entire plan during a two-day prayer retreat. But I’d be surprised if He did. More likely, He’s going to give you some immediate direction for your leadership and sermons, but you’re still going to have to spend quality time on your knees pleading for His intervention.

Expect this to take six months, a year, several years. Some have said if the church has been stagnant for six months, turning it around will take six months. If a year, then one year. If 40 years ... well, surely it won’t take that long! (I’m not sure what I think about this principle.)

7. Go to conferences and read the books on reversing plateaued churches. But do not look for a program for your church; look for a key idea.

There are experts out there who would willingly come into your church (for a fee), take over the show, and rearrange all the furniture to get the church growing again. But then they would leave, and you would be left to deal with the consequences. You don’t need that.

When you sit before pastors with “turnaround” stories, listen in two directions at the same time: to what they are saying, and to the Holy Spirit.

When something is said and all the bells go off inside you, that’s what you came for. The Holy Spirit is fingering this principle, that story, this strategic ministry, that idea.

8. Don’t be surprised if the Holy Spirit has you start with small improvements.

Someone in our church called my attention to a needy trailer park. A seminary student in our church wanted to try to reach the people there. We sponsored him. No big deal. At first, it was just an arrangement between the student and me, the pastor.

In time, as leaders came and went, God sent us a young man with a real heart for the families in that park. He began reaching the kids, some of the parents began to respond, and our church members began to get involved.

This became the finest mission experience of any church I ever pastored. Before long, more than 60 members of our church were involved to some degree with the young pastor, his wife, and that trailer park. It’s my observation that this compassionate ministry helped make it a truly healthy congregation.

“Who has despised the day of small things?” asks the prophet in Zechariah 4:10. I think we can answer that. Our spirits despise small things. We want big numbers, big programs, big responses. Anything wrong with 3,000 people coming to Christ in one day? Not a bit. But great results often begin with tiny deeds, such as prayer-walking a neighborhood or putting someone in a leadership position who becomes a key player.

9. Start even smaller than that.

Walk over your campus. Are the restrooms clean? Do the hallways need painting or brightening up? What do the grounds look like? Never, ever pass a piece of trash on your property without picking it up and walking it to a dumpster.

Even if your sanctuary has not changed since the 1950s and looks every bit as dated as it is, and even if you can’t afford a renovation, you can get a bucket of paint and cover the fingerprints on the walls. You can scrub the floors. You can see that wastebaskets are emptied each week.

Schedule a “work day” on a Saturday. Encourage your students to brighten up their rooms. Appoint two or three of the most persnickety matrons to walk through the buildings with one of the men and make a list of improvements to be made. Talk it up, serve breakfast early that day, and make it fun.

Don’t overdo it and don’t over-expect, pastor. Don’t make this an all-day thing. Two hours on a Saturday morning with 20 or 30 adults can make a huge difference. If they uncover more tasks to be done, ask them if they’d like to have another such work day six weeks later. That’s far enough in advance that they’ll agree, but not so distant that they’ll forget about it.

Go for little improvements at first. See that the church sign represents the church well and is changed weekly, even if you have to do it yourself until the Lord raises up a responsible volunteer. If your sanctuary looks bare, ask a florist to lend you some greenery on the weekends, or even rent you some. When the congregation responds enthusiastically, see how people would feel about purchasing the greenery.

Use the word “experiment,” as in, “We’re going to experiment with this.” It won’t sound as threatening or as permanent as, “We’re making this change.”

10. Thank people. Encourage them. Praise them. Send them notes.

You have two choices, pastor. You can harangue the people on Sunday because they are not what a church ought to be, or you can applaud them as they take baby steps in that direction.

I’m in favor of the pastor calling names from the pulpit of people who did well this week. (You’ll want to work hard to not leave someone out who should have been included. If you do, be sure to include him/her the next Sunday and apologize for omitting them.)

Write thank-you notes on the church letterhead. One or two sentences are all that’s required. Tell them how much better the church looks with those new flowers in front and how it is a glorious witness for the Lord. Tell the custodian how pleased you were to hear someone comment on the clean bathrooms last Sunday.

I once wrote a column in the church bulletin thanking our custodian. Andy was not an easy man to work with. He could be curt, and more than once he’d offended some member with a sharp comment on the way she kept her classroom. But when you gave him an assignment, he carried it out well. So I wrote a note of appreciation to let church members know that Andy was responsible for the building looking so impressive on Sundays. A year later, while looking for something in the sanctuary building, I opened a closet. There was my column, taped to the inside of the door. Andy had kept it all this time.

I never forgot that lesson. It matters. As nutrients to flowers and as fertilizer to a crop, so is encouragement to God’s people.

The Lord’s people should be seen as tender plants; if you want them to grow, you must never mistreat them. Instead, handle them with care, treat them lovingly, and keep them in the sunshine with plenty of food and water. Protect them from storms, shield them from careless children, and watch for signs of disease or trouble. They want to grow, and they will—if we do it right.