Article for Ministers: Seral Succession

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All it takes to start a fire is a little fuel, the right atmospheric conditions, and a source of ignition, perhaps as small as a tiny spark. If circumstances are right, a single blade of grass once ignited can build into an inferno that burns and ravages countless acres of prime forest. Humble beginnings can transmute into raging fire storms, exploding trees, molten sand, and death. The aftermath of such devastation causes one to wince in regret at the horrible and blackened scars left behind where beauty once stood. As unnatural as it may appear it is but another witness of the beauty of the healing and creative powers of God. Most pristine forests have at one time or another been destroyed by fire, but eventually they grow back stronger and more beautiful than ever. It is a cycle that must be understood.

Seral Succession is an ecological principle in which, over time, the natural biological systems become so developed that they begin to atrophy and bog themselves down. A strong forest becomes weakened and diseased because of the vines, weeds and assorted parasitical vegetations that erode its strength. New growth is repressed and beauty lies dormant because the system prohibits it. Extreme cases may require a controlled burn - an act of destruction - before beauty, order and strength can return. The temporary and painful state of charred ugliness is quickly forgotten once the beauty of a healthy forest burst though.

The same principle applies to agriculture. It is not uncommon for farmers to burn certain fields in anticipation of planting a future crop. Soon afterward the tractor tills the soil and much of the ugliness disappears. As horrible as the blackened field may have first appeared, its memory will be completely erased as spring bursts forth in a display of brilliant colors and verdant growth where once only charcoal and ash had been.

In effect, the fire’s devastation produces healing by burning away the undergrowth that prevents fresh, new vegetation. The ash becomes a natural fertilizer.

The Origin of Organization

Most movements begin with one or a small group of people who devotedly pursue a noble and meaningful vision, purpose or ideal. Success attracts and produces adherents and followers. Eventually people and systems are put in place to support the momentum and gains of success. As success creates even greater demands for support, and finances arrive that enable the addition of people, property, equipment, procedures and such, an organization evolves. Human tendency is to take pride in the growth and accomplishment of the organization. Eventually a successful organization can become an institution. Institutional status creates the capacity for people to reverence the institution more than its initial mission or purpose.

The reverence of an institution is subtle, so much so that it may not be recognizable to those who view it only from within. More and more people, programs and procedures are put in place to safeguard and strengthen the institution. The rally cry for justifying institutional growth always spotlights its mission and purpose, even if its daily actions and resources are devoted away from the same. Systems increase in complexity. Emphasis shifts to ways of tightening control, re-phrasing procedures, and managing programs designed to raise funds to finance the bureaucracy institution.

This is where the paradox occurs, because eventually more effort, finances and attention are devoted to maintaining the complex and cumbersome institution than to fulfilling its original mission and purpose. At this point the mission and purpose become compromised. They may remain the rallying point for acquiring funds and support, but the funds and support are absorbed by the institution before they are allowed to significantly impact its true mission and purpose. Significant amounts of capital, time and energy is required to maintain the cumbersome positions, travel, perks, programs and structure of any large organization or institution.

Up until now in this article I have been referring exclusively to business organizations. Studies have proven that the downward spiral of thousands of once great businesses and governments occurred when the costs of doing business demanded more attention and effort than managing the direction, effectiveness, and purpose of the business. Thousands of case studies endorse that those businesses who reached this dangerous cycle were saved only by stringent organizational seral succession. Chrysler, Harley Davidson, Ford Motor Company, and many others survive today mainly because somebody made the right decision to cut expenses, reduce waste, and create a higher quality product at a lower cost to the customer. Otherwise they would have died the premature organizational death, sacrificed to the lean business methods of the Toyotas and Hondas and other global competitors.

Seral succession occurs in spiritual leadership and ministry organizations as well. Programs and infrastructures spring up to support and protect a burgeoning ministry’s success. As deadening organizational undergrowth and complexity develops, it effectively chokes anything new and different that is attempting to break through. What begins as a dynamic expression of the kingdom of God mires in the trappings of human institutionalism. Slowly, inexorably, the focus shifts to refining policy, drawing membership boundaries, delegating authority, entrenching control, and preserving the status quo.

It is at this juncture that life or death of the institution occurs. In order for it to survive and remain relevant, it must be scrutinized for effectiveness and efficiency. Every position, program, procedure, and process must be constantly challenged and critiqued for relevancy and effectiveness. No system, program or position can be allowed to calcify into a sacred shrine or holy cow. Everything must be examined in order to assure that the emphasis remains on the mission and purpose, not on the organization. At the point that more resources are devoted to sustaining an organization than toward fulfilling its purpose the institution is in the process of dying. Its life and strength is being choked from it by the cumbersome undergrowth of non-essential organizational waste and bureaucracy.

Programs that are not self-funding and operating in the black should be either eliminated or re-engineered. Fiscal, spiritual, and performance accountability should be expected from every layer of leadership, regardless of where it exists in the hierarchy or organizational structure. New programs and institutions should be planned in advance to assure that they can be funded and sustained without having to overburden the already burdened constituents. The Bible says in Luke 14:28-32:

28 For which of you, intending to build a tower, sitteth not down first, and counteth the cost, whether he have sufficient to finish it?

29 Lest haply, after he hath laid the foundation, and is not able to finish it, all that behold it begin to mock him,

30 Saying, This man began to build, and was not able to finish.

31 Or what king, going to make war against another king, sitteth not down first, and consulteth whether he be able with ten thousand to meet him that cometh against him with twenty thousand?

32 Or else, while the other is yet a great way off, he sendeth an ambassage, and desireth conditions of peace.

When leaders are not held accountable for their decisions it becomes easy for them to lead by opinion and emotion, knowing they will not be questioned or challenged for their actions. In such cases it is not uncommon for them to begin initiatives they really can’t afford, and then expect their constituents to finance them out of their dilemma. This is a practice that has long been perfected in the Federal Government, where accountability is easily camouflaged by complexity and deficits.

It is essential that everyone understand the purpose and reason for an organization’s very existence. There are advantages to being a part of a collective whole, and one advantage is that it makes it easier to do more through the collaborative efforts of many. The key for leaders is to remember that there must be a balance, and never should the constituents be taken for granted or advantage of.

The fundamental truth is that any organizational structure is merely a tool to be used to accomplish a worthy purpose, mission, or vision. It must never become a holy thing lest organizational idolatry occur. If an organizational structure is working efficiently and attaining its goals then keep it and improve it. If it is not reaching the vision or goals then change it, improve, or scrap it if necessary.

Everything about an organization must be subject to seral succession. Difficult questions need to be asked before a blank check for additional spending is awarded simply because it is asked for. Is travel always necessary? Do we really need those expensive mass mail outs? Do we always have to do what we have always done? Do we have to pay for so many travel expenses? Do we really have to spend so much on awards, recognition, dinners, and such at the constituent’s expense? Does that department need to even exist anymore? Why do we need such a cumbersome and slow moving infrastructure? How many expensive and non-essential layers, positions, and committees can we eliminate? Why don’t we identify and eliminate every redundant and wasteful procedure?

If organizational survival is the pre-eminent focus, then increase the cost of maintaining it and overtax the constituency to finance it. If the survival of the mission and purpose is pre-eminent, then focus attention on eliminating wastes, curbing non-essential costs, and streamlining processes in order to maximize organizational efficiency so it can attain a worthwhile mission and purpose. Historically in government, business, and religion, it is proven that the less the bureaucracy the better.

For a number of years I managed the Value Analysis/Value Engineering and the Continuous Improvement Divisions of a large global manufacturing giant. The people who worked for me were responsible for using engineering and team techniques to eliminate all organizational wastes and non-essential expenses. I had people in sixty-three manufacturing locations on multiple continents. Our purpose was to provide to the customer the best product and the lowest competitive price. Our concept was to free up people, equipment, machinery and floor space to make room for new business. What was the result? By streamlining and minimizing the cost of the organization, and eliminating hundreds of millions of dollars from being wasted, we were able to triple the amount of business and customers.

As an organization wrestles with certain increases in operating costs, the solution is similar. Seral Succession must occur in order for the health of the organization to be restored. Any increases in costs should demand justification, not just partial data to influence the uninformed. It is possible that the absolute worst thing that could happen would be to increase revenue at this time without first eliminating organizational waste and inefficiency. Every non-value adding process, procedure, program and position should be eliminated. What remains should be to achieve one purpose - to facilitate global evangelism. The need is not to increase revenue, but to streamline the organization. Once this is done revenue then becomes more effective.

In his profound book titled Upside Down, author Stacy T. Rinehart writes, “

“As we look back over church history we see that in the beginning of any true spiritual movement, the Holy Spirit is released as men and women exercise faith and courage. God honors the simple, stumbling efforts of His children as they step out in faith. As people move into uncharted territory toward a vision He’s given them, God meets them there.

Yet, when their efforts meet with a measure of success and renewal breaks out, an insidious, counteractive process begins. The underbrush of institutionalism begins to take root. The human tendency is to build an organization around this living, dynamic thing called ministry. Then the surrounding structure becomes a heavy, cumbersome weight that cuts off the spiritual light and nutrients necessary for growth. In this process of institutionalization, people come to rely on human figures at the helm. God’s Spirit is quenched; freedom and innovation decline.

As leaders grow more entrenched, they invest more power and authority in their position. The priesthood of the elite increases and the priesthood of believers decline. An invisible caste system develops, making a subtle distinction between laity and clergy. Laity learns to step back out of the picture, find a comfortable place to sit, and watch the “professionals” at work.

As any ministry takes on an organizational focus, something to protect arises. Assets, property, history, and tradition must be preserved. Eventually the light and life that produced them lie dormant, and it seems that tradition and structure are all that remain. Thus, as institutionalism takes over, reformers of almost any kind meet with resistance and suspicion. They appear to be challenging the unchallengeable.

Suppose we see our role as servant charged with the responsibility and privilege of helping others come into the fruitful expression of God’s vision for their part in the kingdom. Then we may avoid the temptation to build our own kingdoms to which we recruit others with their time and talents.

Of course, if we continue to focus people’s eyes on Christ, we will not be the “Maypole” around which everything revolves. And that may be painful. Yet, in this way, the ministry itself will not calcify into an organizational structure that requires loyalty and protection as it moves further from the Holy Spirit’s leading.”

The opportunity for making the needed improvements to secure a bold and dynamic future have never been greater than today. If we are bold, and our elected officials are provided with a clear voice from the constituents, the impact upon the harvest of tomorrow can be immeasurable.

All it takes to start a fire is a little fuel, the right atmospheric conditions, and a source of ignition, perhaps as small as a tiny spark. As ministers we must be accountable to God and the folks in the pews who faithfully give to support His work. We must be wise stewards. Let’s keep the main thing the main thing.

BIO

Dr. Fred Childs holds a MBA in Business Administration and a Ph.D. in Leadership Administration. He is a pastor, author, leading church and business consultant, and leadership authority.

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Shared Values Make A Difference

People work better when they are working towards the same goal. When agendas or expectations differ, confusion often wins over production.

Take the time to get people on the same track. Taking the time to educate and motivate people towards the same agenda will pay dividends. You may want to start a project or ministry today, but consider that this vision may be for a future date. God sometimes speaks to leaders about things we think are for today, but in reality, they are events God would cause to happen in the future. Take the time to educate people and cause them to come under the same burden and vision that you have. This will make the process much easier once God’s plan begins to unfold.

Create teams. People work better when they have someone else to lean on now and then. A team can encourage each other and help to share burdens. This also allows people who are inexperienced and who would otherwise be unable to get involved the opportunity to gain experience. They may later be able to lead a team of their own.

Pastor/Leader – explain your vision thoroughly. Most people want to follow their leader’s vision. This is absolutely necessary in the church. Differing visions can kill revival in the church. “One Vision” should be the theme of every new venture of the church. When people are following the Pastor’s vision, their own agenda does not get into the way.

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When Brethren Disagree

How do you handle disagreements among brethren? The following article appeared in Brother T.F. Tenney’s book, “Advice to Pastors and Other Saints.” It gives excellent advice concerning how to get along.

Keep the disagreement in perspective. Don’t reject the person because he or she has a different opinion. A variety of opinions are the spices of life.

Do not transfer the disagreement to other areas. Do not generalize. A two- color piece of literature is more attractive to the world, not when we are monotonously uniform, but when we function as the body of Christ, where one is the eye, another the hand and another the foot. The world will be impressed by our agreement to cooperate and compliment each other, not by all of us being the same, acting the same, or even speaking the same.

Do not question the motives of the person with whom you disagree. If you assume the right of questioning another’s motive, remember you must permit him or her the same privilege.

Do not assume that personal differences are sinful. They are usually due to different cultural, intellectual, and doctrinal positions. Remember this, a person does not necessarily have to be in fellowship with you to be in fellowship with Christ. Some people do not think it’s smoke unless it comes out of their stack.

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Paradoxical Commandments of Leadership

People are illogical, unreasonable, and self- centered-love them anyway.
If you do good, people will accuse you of selfish ulterior motives-do good anyway.
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The good you do today will perhaps be forgotten tomorrow-do good anyway.
Honesty and frankness make you vulnerable-be honest and frank anyway.
The biggest man with the biggest ideas can be shot down by the smallest man with the smallest mind- think big anyway.
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Paradoxical Commandments of Leadership

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If you do good, people will accuse you of selfish ulterior motives-do good anyway.
If you're successful, you'll win false friends and true enemies-succeed anyway.
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Honesty and frankness make you vulnerable-be honest and frank anyway.
The biggest man with the biggest ideas can be shot down by the smallest man with the smallest mind- think big anyway.
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Staying Focused in Your Area of Ministry

(This is an excellent article for Pastors to share with anyone involved in leadership or ministry in their church.)

Sometimes you just have to say it like it is. This is one of those times. I offer this to you in a gentle spirit and pray that if you share it with others on your team, that you would do so in a spirit of gentleness and meekness.

John Maxwell says “Only do what only you can do.” This is important in the various areas of ministry of the local church. One thing that stops the momentum of a church is various leaders trying to run someone else’s ministry. When God has placed you in an area of ministry within the church, he did not put you there so you could judge other lay ministers of the church. Do your job and let others do theirs.

Focus on your own ministry. What can you do to cause your own ministry to make a greater impact in your church and community? Anytime you spend even a few minutes judging the way another person is running their own department or area of ministry within the church, you are wasting valuable time, energy and emotion that if better used, could be applied perfecting your own.

Too often people criticize the work of others in order to make their own ministry look good. Lazy people usually find time to do this. These people are jealous of other people’s success and try to destroy them in order to preserve their rank or position in a church. This is not a Godly spirit and should be stopped immediately. There is no room in any church for division. If you do not like what other people are doing, mind your own business and do your own job and trust God to take care of the rest. It is His church and not yours after all.

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The Rest Of The Story

Dr. Fred Childs is a leading church consultant, organizational development expert, and leadership authority. He and Monica reside in Pearland, Texas.

There is the most remarkable story of selfless sacrifice in I Samuel 23. I had never really paused to consider the irony of this story until recently. It came to me at a time when I needed it the most.

On a recent day, weary from the battle, I was having my own little pity party. I was questioning why had I given myself so fully to the work of God and to helping others, only to feel so unappreciated by some who perhaps didn’t understand me? I was feeling somewhat like Elijah must have felt when he thought he was the only prophet that God had left, only to hear God tell him that he had seven thousand others whom Elijah was not even cognizant of. Elijah was immediately transformed from a minority of one to a member of a great multitude of brethren who could relate to his dilemma. Elijah was not alone. Many had experienced the same feelings while adhering to the same values as he.

As I was wrestling with this internal struggle I had a phone conversation with a pastor friend in another state. As we talked he reminded me of the story of David at Keilah, and the words of my friend began to minister to my wounded heart. I knew by what he was saying that he not only understood my situation, but he had been there and back again.

In the aforementioned Bible story David received word that Keilah, a city in Judah, was under attack from the Philistines. The Philistines were robbing their threshingfloors. When David enquired of the Lord he was directed to go and deliver the city from the Philistines. His men were wary because King Saul was after David, and Keilah was a natural trap. David enquired again of the Lord and was told to go fight and the Philistines would be delivered into his hands.

David obeyed the Lord and delivered the city. While he was and actually doing the will of God, King Saul heard about his presence at Keilah. Saul said, “God has delivered him into my hand,” because Keilah was a city that was enclosed by gates and bars. King Saul thought David was trapped, and that it was God’s will for him to overtake David.

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Money Matters - A Families Involvement In The Budget

Developing and maintaining a budget is a FAMILY AFFAIR. If you are married, you must work together. If you have children, this is the proper time to teach them how to operate within their means.

To make a budget work, there are some things that must be attended to prior to spending.

Together you should:

Decide on needed items and plan how much can be spent before going shopping.
Always use a shopping list that has been approved by both spouses.
Buy only the planned items.
Compare prices and quality before buying.
Use credit only when necessary for necessary items.
Do not use credit for items that are not realistically needed.
Decide together on a vacation spending
Encourage each other of the benefits of saving
Make realistic goals of being debt free
Start gift shopping early and stay within a prescribed means
Don’t over spend just to make someone in the family feel good.
Decide how much to save on a regular basis.

Set down together and discuss the family budget and include in the discussion the benefits of becoming debt free for the future.

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Decide on needed items and plan how much can be spent before going shopping.
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Buy only the planned items.
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Decide together on a vacation spending
Encourage each other of the benefits of saving
Make realistic goals of being debt free
Start gift shopping early and stay within a prescribed means
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Decide how much to save on a regular basis.

Set down together and discuss the family budget and include in the discussion the benefits of becoming debt free for the future.

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Storm the Gates - Part 3

As the attack of Mansoul continued by Prince Emmanuel’s troops, the second captain came to the Ear Gate. The first attack had come from Captain Boanerges who was absolutely confident in what he had to say. Captain Conviction, whose main assistant was Mr. Sorrow, was just as confident but his attack on the Ear Gate came in a bit different manner. Their uniforms they wore were pale and their insignia was the book of the Law that issued a flame of fire. He said to the inhabitants:

‘Hear, O Mansoul! Thou, O Mansoul, wast once famous for innocency, but now thou art degenerated into lies and deceit. Thou hast heard what my brother, the Captain Boanerges, hath said; and it is your wisdom, and will be your happiness, to stoop to, and accept of conditions of peace and mercy when offered, especially when offered by one against whom thou hast rebelled, and one who is of power to tear thee in pieces, for so is Shaddai, our King; nor, when he is angry can anything stand before him. If you say you have not sinned, or acted rebellion against our King, the whole of your doings since the day that you cast off his service (and there was the beginning of your sin) will sufficiently testify against you. What else means your hearkening to the tyrant, and you’re receiving him for your king? What means else your rejecting of the laws of Shaddai, and your obeying of Diabolus? Yea, what means this you’re taking up of arms against, and the shutting of your gates upon us, the faithful servants of your King? Be ruled, then, and accept of my brother’s invitation, and over-stand not the time of mercy, but agree with thine adversary quickly. Ah! Mansoul, suffer not thyself to be kept from mercy, and to be run into a thousand miseries, by the flattering wiles of Diabolus. Perhaps that piece of deceit may attempt to make you believe that we seek our own profit in this our service; but know it is obedience to our King, and love to your happiness, that is the cause of this undertaking of ours.

‘Again I say to thee, O Mansoul, consider if it be not amazing grace that Shaddai should so humble himself as he doth: now he, by us, reasons with you, in a way of entreaty and sweet persuasions, that you would subject yourselves to him. Has he that need of you that we are sure you have of him? No, no; but he is merciful, and will not that Mansoul should die, but turn to him and live.’

Captain Conviction comes in and takes a different but just as effective method of preaching to Mansoul. Where Captain Boanerges relied on authority, Captain Conviction relies on passion and fervor. Notice how that he confronts them with their sin and their rebellion against God. He also establishes the fact that they have sold out their allegiances to a king who is far less superior to what King Shaddai had been toward them. He tells them that their actions are going to cause them increasing misery as time passes on if they do not respond to the gospel call. He tells them that they are to humble themselves before God because this is their only way of escape.

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Storm the Gates - Part 3

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Finding Your Leadership Style

There are many different ways to lead God's people.

Visionary leader - These leaders have a crystal-clear picture of what they want to happen. They cast visions powerfully and possess indefatigable enthusiasm to pursue the mission.

Directional leader - The directional leader can carefully assess the values, mission, strengths, weaknesses, resources, personnel, and openness to change of an organization - then point that organization in the right direction.

Strategic leader - A strategic leader forms a game plan everyone can understand and is able to get various departments synchronized and focused toward the goal.

Managing leader - These leaders possess the unique ability to establish mile markers on the road to the destination, then organize and monitor people, processes, systems, and resources for mission achievement.

Motivational leader - These leaders possess insight into who needs a fresh challenge, additional training, public recognition, and an encouraging word or a day off.

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There are many different ways to lead God's people.

Visionary leader - These leaders have a crystal-clear picture of what they want to happen. They cast visions powerfully and possess indefatigable enthusiasm to pursue the mission.

Directional leader - The directional leader can carefully assess the values, mission, strengths, weaknesses, resources, personnel, and openness to change of an organization - then point that organization in the right direction.

Strategic leader - A strategic leader forms a game plan everyone can understand and is able to get various departments synchronized and focused toward the goal.

Managing leader - These leaders possess the unique ability to establish mile markers on the road to the destination, then organize and monitor people, processes, systems, and resources for mission achievement.

Motivational leader - These leaders possess insight into who needs a fresh challenge, additional training, public recognition, and an encouraging word or a day off.

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Identity Crisis Times Two

I am the second born in a family of five siblings. My older brother is a little less than two years older than me. While growing up, I can remember my mother dressing me exactly like my older brother. This happened quite frequently, especially while we were young. I remember people asking her if we were twins. I thought that was really strange since I was two years younger, smaller and did not look like my brother at all. (I am better looking) Then my twin sisters were born. Identical twins. They were the cutest little girls. They looked exactly alike. Even until recently their husbands have mistaken their identity. This has led to many interesting moments in our family.

I don't know what mom was thinking, but after the twins were born the matching outfit thing became more regular. I caught up to my brother quickly in size and for a number of years it actually looked like there were two sets of twins in the family. I admit it probably looked cool to have two sets of twins. We drew a lot of attention from people in churches, restaurants and malls. Everywhere we went, people would crowd around the 'church twins'. They thought it was cute, but it was actually an identity crisis times two.

As I grew older, I did not appreciate being dressed like my brother, and he felt the same way. It wasn't so cool anymore. We weren't twins and were not anything alike. I didn't want to be like my brother and he didn't want to be like me. In fact, we wanted to be as different from one another as possible. My twin sisters came to feel the same way. Thankfully, mom gave up on the 'two sets of twins' thing and our unique identities were preserved.

We live in a world today of 'identity crisis times two'. Everybody wants to be like somebody else. Look like somebody else. Talk like somebody else. Live like somebody else. It is no different in the church. It is part of man's nature. We want to preach like somebody else. Sing like somebody else. Build a church like somebody else. Inherently, we look to others successes and desire the same for ourselves.

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