About five months ago when I returned to full-time ministry in a local congregation I wrote a post discussing the lessons I learned while working in the corporate world. In my previous post I addressed (for the most part) the ways in which the church has brought the market into the church treating pastors as employees. Moreover, the church (institution) has even begun treating membership numbers (as well as giving amounts) as the bottom line by which to evaluate the success of ministry. This is not to say that numbers are not important, but that they should not be treated (and interpreted) in the same way as the market uses them. Essentially I focused upon the church as institution and the congregation’s contribution to this ecclesiological move. In this post I will be looking at some of the lessons I learned from the other side.
The contrasts between corporate America and the church are undeniable in so many ways that I am often astounded by efforts made by pastors and clergy to compare them in a way that unwittingly expresses a desire to be treated as such. In conversations with pastors I have heard comparisons of the position of pastor in the congregation to be like a CEO. I was once told point blank that I needed to “dress for success” in church ministry. What is especially alarming in all this is the extent to which this syncretism is taking place and that church leaders are instigating it.
As I worked my job for two years as an operations manager with some account manager responsibilities, I learned what it really means when the business motto is that the client is always right (regardless of how wrong they might be). The numerical bottom line is paramount and the company pulls out all stops to protect the revenue stream that begins with the customer. I shouldn’t even need to begin making the argument of how wrong it is to bring this approach into the church. But what I learned most was that even in my prior ministry context, in spite of protesting such syncretism, I indeed became enamored by the bottom line mentality. With this form of reasoning pastors often measure the success of their “career” as pastors by the numerical bottom line.
When this model is adopted, it is a slippery slope to where the pastor begins seeing herself as a successful business person who is deserving of a “salary” comparative to the (numerical) success of the church. Moreover it doesn’t take long for attitudes to begin shifting away from ministry focus to employment focus in which there is expectation for comparative compensation for hours worked. As if it were a company workplace it becomes easy for the pastor to then begin counting hours worked doing “church business.” This is one consequential implication I was trying to warn about when I stated, “What I have ironically experienced in the Anabaptist/Pietist tradition is the full attempt to articulate the relationship between congregation and the pastor using the business language of employer/employee.” Indeed this is an unfortunate irony that leads to behavior and attitudes that are quite unlike what would be considered a biblical and spiritual calling (pastoral and congregational attitudes of entitlement, tendencies toward monetary legalism, etc.).
My simple argument is that for the benefit of the church and the role pastors serve in the church, the pastoral calling should never be considered a career or employment. There are three (perhaps more) reasons that I think this. First, the standard of qualification for a career or some form of employment is based upon previous personal accomplishments and accolades. The implications of this is that if a person can write up a good enough resume (or profile) that includes particular accomplishments with a noted numerical bottom line result, then that person would be more attractive and more likely to be “hired.” The tendency here is to minimize a spiritual discernment process to being essentially a time to scour through numerous resumes and profiles to pick the most attractive one. The qualifications are understood to be education and accomplishment centered. The underlying result of this is to begin believing that anyone can be trained to be a pastor.
Secondly, this will inevitably result with the pastor claiming responsibility for congregational performance either positively or negatively. The consequence here is double edged. I have seen pastors who have taken responsibility for the great successes of their congregations providing fodder to build a false sense of self. I have also seen pastors leave the ministry because they have taken on the responsibility for failures of the church. At this point I need to qualify this also. In as much as there are occasions where responsibility predominately lies with the pastor. It is never that simple. Pastors are part of the church. Therefore the congregation necessarily always shares in that responsibility, whether negatively or positively.
Finally, and most significantly it changes the fundamental understanding of the role and call of ministry for the church. Rather than the emphasis being upon the role of the Spirit gifting the individual in the context of a congregation and that congregation discerning those gifts and calling them out, the emphasis is changed to human accomplishment. Once again the consequential belief is “if we can send them to seminary, then we can train them and in teach them the necessary skills to be a career pastor.” The theological and spiritual implications are devastating to the church and to the pastors alike.
Perhaps, instead of bringing the market into the church, the church should begin looking at pastoral ministry more like missionary service in which the church commits financial support so that the ministry to which the believer is called can perform that ministry on behalf of and for the church. Instead of approaching pastoral ministry as hiring an employee from “outside of us,” maybe we should begin with a spiritual and relational model derived from scripture. I don’t know for sure, but something inside of me thinks that might be a more suitable approach (note sarcasm).
Another lesson I learned over those two years is that if the church becomes the market place it will cease being the “the presence of Jesus.” I am more convinced than ever that this world doesn’t need another business (whether entertainment or marketplace). It desperately needs the church to be the church, shining with the love of God for the world.