Conditions affecting tomorrow's ministry. Fall 1999

ARTICLE TOOLS

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Working well on a pastoral team

When I interviewed for my present position, I was told I would work with three senior pastors in three years. The pastor in place had already announced his retirement. I would have eight months with him, then up to two years with the interim before the new senior pastor arrived.

As I considered stepping into this historic but rapidly shrinking center-city congregation, advisers told me repeatedly that the most significant factor for any associate is the rapport with the senior pastor. Now, five years later, the fact that I'm still at that church, still have all my limbs and a vibrant sense of call is due to one thing—God's amazing grace.

Grace for me has come in discovering how I can shape my relationship with my head of staff. I have found that senior pastors also long for good relationships with associates they can trust. Here's what I've learned.

I did not do much serious dating before meeting my wife, Karen (okay, none actually), but I have been struck by parallels in the development of my relationship with her and how my working relationships have evolved.

At first there was uncertainty about the nature of our acquaintance. In long conversations over countless cups of coffee, the subtext was more important than the topic. We each were thinking, Where is this relationship going? Then, Can I trust this person? My favorite pre-marital counseling guide on communication would have been helpful in getting to know my heads of staff as well.

My biggest surprise has been in how much meaningful conversation I have been able to initiate. Breakfast and lunch invitations have resulted in significant discussions. As in the talks with the woman who would become my wife, I shared ...

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