This is the time of year in the United Methodist Church where much of our formal reflection on the previous year’s ministry takes place. Among the persistent goals in my ministry is to fully live into my job description from Ephesians 4:12–“to equip the saints for the work of ministry.” I’ve written previously on just how little attention is given to leadership formation (in terms of character or skills development) in seminary. This lack is multiplied when the ordained minister’s job is both to lead and to form and lead other leaders (many of whom highly capable leaders in the marketplace).
For United Methodists, there are particular leadership structures already laid out for us in our Book of Discipline. Instead of a board of deacons or elders, we have various leadership committees dedicated to particular tasks. Sometimes this prescribed structure is very, very helpful: it’s possible to develop a deep and wide lay leadership within the church. Sometimes the structure is very unhelpful: even small churches have slow decision-making processes, and the number of required roles can mean filling leadership positions with bodies rather than placing people according to their gifts and calling.
(I hope this last doesn’t sound like a slight against anyone. In Paul’s bodily terms, sometimes the Book of Discipline calls for a set number of ears, a set number of eyes, a set number of hands, but your church doesn’t have those people, so it just uses whoever is willing to fill prescribed roles. The best pastors and leadership teams get shrewd at this point, through creating alternate structures, re-crafting roles around particular people, and trusting that the Gospel at its heart says that God is creating beautiful things with whatever raw materials we have to offer.)
And then there are the meetings. Even if meetings are good meetings–actually, especially if they are good meetings–they are full of business from beginning to end. But the church is more than a business. In far too many churches, a church meeting is a small business meeting with a prayer at the beginning and maybe at the end, if we remember. Most pastors and most lay leaders long for something better, something that differentiates what we’re doing from what any other institution with a business side is doing. But we don’t know how to do better.
There was some literature several years ago on transforming church business meetings into worship services. You introduce a liturgy, have a call to worship, some prayers, maybe some singing, maybe even celebrate the Eucharist, and in the midst of the worship service is the business meeting. This might work in some settings, but it has massive downsides: 1) It’s difficult to actually enter into worship because of the business that actually does need to be done, and 2) It’s difficult to get all the business done because we’re trying to worship together. I’m glad if that works somewhere, but it sounds like a lose-lose.
So here’s my goal: find a schedule and shared practices for the coming year in which business happens at business meetings, but we also have time for worship and spiritual formation specifically as leaders. The foundational text for thinking through how to do this practically is going to be the ever-excellent Ruth Haley Barton’s Pursuing God’s Will Together: A Discernment Practice for Leadership Groups.