Here is the second in a series of five reflections on Francis Asbury as a model for second pastors. I look at Asbury’s leadership rule to do nothing in haste and nothing from afar and explore how that helps guide the ministry of a second pastor. Enjoy!
Francis Asbury – Second Pastor Part II
On Being a “Second Pastor”
A “second pastor” is a pastor who follows a founding pastor of a church. There are no guide books to being a second pastor, but there are several of us out there. One day while in the shower, it hit me: look to the past. Particularly I thought of Francis Asbury. Here’s my latest blog entry for Call and Response, which sets up a series of four more reflections on Asbury as a model for second pastors.
Switch by Chip Heath and Dan Heath
Switch: How To Change Things When Change Is Hard
By Chip Heath and Dan Heath
Audio Book
Rating: 9 out of 10
Chip and Dan Heath offer an exceedingly helpful and practical book on the art of change. The title and the cover showing a light switch miss the book’s main strong guiding metaphor. Making change is like helping a rider on an elephant go down the right path. The rider is the intellect. The elephant is emotion. The path is the circumstances, situation, and context that the rider and elephant find themselves in. A successful change happens when the rider/intellect is spoken to in clear and unambiguous ways, the elephant/emotions are motivated, and the path is cleared of all obstacles. Switch is itself written in this manner. The book engages the intellect in easily understandable ideas, motivates one’s emotions to be a change agent, and the simple metaphor helps clear the path forward to accomplish change in one’s personal life, business life, or community life.
Often times leaders seek to bring about change by engaging the intellect alone. This can be seen by the ubiquitous Power Point presentation with graphs and charts. The problem with this approach according to the Heaths is that when you’re speaking to the intellect, you’re speaking to a rider who is straddling an elephant of emotions. The rider may understand and agree that change is needed, but without getting the elephant motivated, the rider will become tired over time. This dynamic of rider-fatigue decreases as the behavior that one is seeking to change is replaced by habits. Habits help the rider because they are like paths that the elephant can easily follow, but sometimes the both the rider and the elephant are motivated but change still doesn’t take place. This may be due to the lack of a clear path. How simple is it to change?
Among many studies cited, the authors point to a study done on eating popcorn. Two groups were given huge containers of popcorn that were impossible to finish during the course of a movie. The only difference was that one group was given an even bigger container. Even though both groups did not finish all the popcorn in their containers, the individuals who were given the bigger containers ate more popcorn! Throw in the small detail that the researches gave both groups ten-day old popcorn and the results of this study are astounding. Sometimes we eat more simply because of the situation. A simple solution to losing weight, according to the Heaths, would be to simply get rid of all your dinner plates and eat only off of your salad plates. Provide an obstruction-free path for the rider and elephant to follow.
One question I have as a Christian leader reading this book is what role sin plays in the lack of change. The authors clearly put most of the blame on bad habits in the hands of the context rather than the individual. They see positive reinforcement for the rider, elephant, and path as the primary means of bringing about change. But what role does and should contrition, sorrow, confession and repentance play in changing? Perhaps one way of understanding the role of sin in this book is that we as a species have a hard time changing simply by knowing what is the right thing to do. This situation in itself is lamentable. And then there’s the brokenness of the culture around us that we collectively participate in which reinforces unhelpful and even sinful behaviors. This is both individual and corporate sin, and while Switch does not name it as such, the Christian must do so, because we will never make enough switches in our life that everything is perfect. We still need a God who saves us from both ourselves and our context.
While I have this one theological quibble about the role of sin in making change, overall I found Switch to be chock full of helpful ideas on how to implement it’s one main metaphor: speak to the rider, motivate the elephant, and clear the path. I can and already have implemented many of these ideas in my own life and leadership over the course of the several weeks that I’ve read this book, and I suspect I will read Switch again in the future.
Currently Reading/Listening:
American Saint: Francis Asbury and the Methodists by John H. Wigger
Sober for Good by Anne M. Fletcher
The Shack by William P. Young
God’s Economy by Jonathan Wilson Hartgrove
The Expectant Father by Armin A. Brott and Jennifer Ash
Following Jesus in a Culture of Fear by Scott Bader-Saye
The Gift of Fear by Gavin De Becker
Documents in Early Christian Thought edited by Wiles and Sante
Values-Driven Leadership by Aubrey Malphurs
Values-Driven Leadership
by Aubrey Malphurs
April 17, 2010
© Tom Arthur
Rating: 7 out of 10
Values-Driven Leadership is a text-book explanation of what core values are in the business world with an application toward church leadership. I was assigned this book to read for the New Pastor’s Academy which all new pastors are required to attend in the West Michigan Conference. Malphurs does an excellent job explaining the basic idea of core-values and how a church can discover their values, articulate them, organize around them, and sustain them over time. What I am a little less impressed with is the lack of much discussion about how a church might approach core values differently than a business.
I appreciated Malphurs distinction between core values and aspirational values. Having myself seen many churches’ core values statements (Malphurs also includes a large index with several churches’ core value statements included), I often wonder whether these kinds of statements aren’t what a church wants to be or wishes to be or desires to be but really is not yet. I like Malphurs’ insistence on getting at what a church actually values while at the same time providing a structure for setting out in front of the congregation core values not yet attained. So how does one determine what a church actually does value on the ground? Just like the rest of us: our calendar and our checkbook. Malphurs also suggests a good deal of conversation beyond just the leadership. SCC has just gone through a similar process with a congregation-wide consultation day with follow-up dialogue groups. I believe that out of this process has come a clear picture of what our church actually does value. The question then remains, is what we do value what we should value? Every church has to answer this kind of question.
On the down side, I often find books like this lacking from the perspective of a theology of the cross. What do I mean by that? When we borrow a process or strategy from the business world like core values, we often bring with that process or strategy the business ends or goals: success, money, etc. But what is success in the life of the church? What does it look like? If we follow Jesus then success often looks like the cross. In other words, success for the Christian means death! This might be a literal death as in martyrdom, but it also can mean death to our flesh, desires, bad habits, self-centeredness, etc. It also might mean death to our ideas of success.
This problem potentially shows up in several of the sample core values statements in the appendix. Many of the churches state that they value excellence, but what does real excellence look like in a church that follows Jesus to the cross? I do not intend to suggest that excellence is not a worthy goal of the church, but rather what kind of excellence? Is it excellent to spend our time with the poor? Is it excellent to sit at the bed of someone dying while emails pile up? Is it excellent to spend a lot of money on a ministry that reaches those on the fringe, but does not show much fruit (what actually is “fruit”)? Too often we want to jump to the resurrection and bypass the cross, but the resurrection can only be attained through the cross, and sometimes this looks very different in the church than we might expect. Thus, success and excellence take on a very different meaning in the church than they do in the business world. If we are not careful, we run the risk of adopting the business world’s definition of success and excellence.
With that pitfall stated, I think that a church can put to very good use a book like Values-Driven Leadership that borrows from the business world. I plan to put it into practice in my own church by valuing Jesus’ call to pick up our cross and follow him.
Currently Reading/Listening:
American Saint: Francis Asbury and the Methodists by John H. Wigger
An Introduction to Pastoral Care by Charles V. Gerkin
Gulliver’s Travels by Jonathan Swift
The New Consecration Sunday by Herb Miller
What Would Michael Scott Do?

I’ve turned a corner writing for LE@DD from asking questions to presenting some of my own thoughts. In this first post, I explore the different leadership styles of Donald Trump as seen on Celebrity Apprentice and Michael Scott (Steve Carrel) of The Office. Check it out.


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