The curtailing of freedoms in China will impact business, missions and the free flow of information

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China is moving back to a surveillance state where people are watched, phones are tapped, the internet is controlled, hotel rooms are entered without permission and surveillance can even be found in the home. It is not by accident that China is also on the cutting edge of the development of face recognition software that will further erode individual freedoms. In addition, China is making it more difficult for the news media to report what is going on and limiting their freedom to travel. Even reporters in Hong Kong who have crossed a line with Beijing are finding that their visas are not being renewed. All of this is reminiscent of the days of Mao but it is taking place in a globalized world.

This will have major implications for the business community. Already, the government is holding international companies hostage for positions they take or anything on their web site that is contrary to China's image and politics.

More importantly this will potentially bring much more scrutiny to those who are in China to spread the gospel. Not that Christianity can be stamped out in a country with many believers but foreign missionaries may well find it much harder to find a valid reason to receive a visa. China is already doing battle with the church in various locations and the government is not trying to hide their actions.

It is my belief as well that Chinese students from the mainland are being watched in the United States more carefully for their associations with Americans and the church.

Below are links to an important article for those who desire to know more. It is a report entitled Under Watch: Reporting in China's Surveillance State. It is a report by the Foreign Correspondents Club of China. It ought to give us pause.

Rapidly expanding surveillance and widespread government interference against reporting in the

country’s far northwestern region of Xinjiang drove a significant deterioration in the work environment

for foreign journalists in China in 2018. This is shown by the annual survey of correspondent members

conducted by the Foreign Correspondents’ Club of China (FCCC).

 UNDER WATCH: REPORTING IN CHINA'S SURVAILLANCE STATE

Creating cultures of excellence

Rapidly expanding surveillance and widespread government interference against reporting in the

country’s far northwestern region of Xinjiang drove a significant deterioration in the work environment

for foreign journalists in China in 2018. This is shown by the annual survey of correspondent members

conducted by the Foreign Correspondents’ Club of China (FCCC).

Rapidly expanding surveillance and widespread government interference against reporting in the

country’s far northwestern region of Xinjiang drove a significant deterioration in the work environment

for foreign journalists in China in 2018. This is shown by the annual survey of correspondent members

conducted by the Foreign Correspondents’ Club of China (FCC

Is it wise for staff members to serve as members of the church board?

I am often asked in church consults, "Who other than the senior pastor should serve as a member of the elder board (or senior leadership board of the church)?" 

Some suggest that all pastors meet the qualifications of elders so they should be on the board. Others believe that only the senior pastor should serve on the board. And then there are those who have several but not all staff members on the board.

From a governance perspective I would argue that the senior pastor is the only member of the staff that should be a standing member of the board even though other staff members may attend part or all board meetings on a regular or periodic basis. This is done, for instance when an executive pastor needs to be present in board discussions. When other staff members are members of the board the church runs several risks.

First, the only "employee" of the board is the senior pastor. When other staff members are members of the board, there is often confusion as to who is responsible to whom. Do other staff members report to the board or to the senior pastor? It should be the senior pastor but when other staff sit on boards it is often the case the boards start to manage them as well. In good governance all staff report to the senior leader and the senior leader both sits as a board member and is accountable to the board.

I have seen a number of situations where staff were always at board meetings and the senior pastor was unable to deal with problematic issues of performance of these staff members because they were "members" of the board. This tied the hands of the senior leader to lead and caused significant pain. There are cases where staff will use their "proximity" to board members to do end runs around the senior leader and if they are board members this becomes very easy if they are so inclined.

Second, remember that the job of boards is to govern, set policy, direction and provide oversight. The job of staff is to deal with the day to day ministry issues and to ensure that the policies, direction and ministry initiatives of the board are carried out. These are two very different responsibilities. One does not want board members doing management and one does not want staff members doing the job of the board. When staff members are regularly at board meetings it often confuses the responsibilities of board and staff or policy and management.

Now in larger churches where there are positions like executive pastors, it makes sense for these individuals to be regular "attenders" of the board since they must carry out the directional decisions of the board with staff. However, they should not be members of the board and the board should reserve the right to meet without them. They are there by practice and invitation but not as members of the board.

I have encountered situations where because of an incompetent senior pastor a board has brought other members of the staff on the board so that its directives are actually carried out. This is a "work around" to good governance and the board should deal with the competency issue of its leader rather than to confuse roles and violate good governance.

You may say, your staff are an exception and they should be members of the board. Remember that the next senior leader may not agree with you and you may have saddled him with a situation where he cannot lead because of a structure you set up. Exceptions to good governance practice have a way of coming back to bite the organization in the future. It is a bad idea.

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12 characteristics of a healthy church leader

If we desire healthy church boards, we must ask: "What are the characteristics of an effective church leader?" The fact that 80% of churches are plateaued or in decline indicates this is an important issue. When I consult with troubled churches, it is not unusual to find that those in leadership are poorly equipped to lead. Consider some of the ways churches have traditionally filled leadership roles:

• We look for Godly individuals.
• People who have 'power' in the Church get the nod.
• We try to balance 'power blocks' in the Church by making sure the various blocks are represented on the board. This is one of the most destructive strategies, setting the board and the Church up for ongoing conflict. 
• There is an unofficial system that rotates critical leaders through the leadership spots.
• We choose those who have been in the Church a long time.
• Congregations simply nominate people; if they have the votes, they end up on the board regardless of gifting or qualifications.
• Leadership slots are filled even when there is a lack of qualified candidates. Priority is given to filling spaces rather than ensuring leadership is 'fit.'
• There is often no job description or list of competencies for prospective board members.

None of these methods is likely to result in a board of great effectiveness or impact. Nor are these methods likely to be 'leadership friendly' - motivating those with proper leadership skills to serve.

How we choose leaders and our understanding of good leadership goes to the heart of church health and ministry impact. Who you choose to lead will determine the effect on your congregation.

I would suggest that the New Testament implicitly or explicitly describes the kind of individuals whom we should place in church leadership.

Exhibits godly character and lifestyle
This is the most critical, non-negotiable characteristic of a church leader. We are called to lead on behalf of Jesus Christ, as shepherds accountable to the Chief Shepherd (1 Peter 5:4). Paul made it clear in First Timothy and Titus that, above all else, a leader's life must be in the process of being transformed into the likeness of Christ. Only those deeply committed to personal transformation and authenticity can lead others in that direction.

Has a deep passion for Jesus
The Church is about Jesus! He is its leader. We serve as leaders under Him. Thus, only those passionate about Him are qualified to lead His people. Those we lead will be influenced by whatever passions drive us. It is painfully apparent when church leaders are more interested in power, ego, or their own agendas than in leading Christ's people where He wants them to go. Remember, only some congregations rise above the spiritual level of their leaders.

Displays personal humility
Leadership in the Church differs in two significant respects from how it is practiced in other arenas. First, it is a leadership of service rather than power. As Peter wrote, "Overseers should be 'eager to serve: not lording it over those entrusted to you.'" Second, this leadership already has its agenda set by the Lord of the Church. Our agenda has been established, and our leadership priorities are Christ's, not ours. Without humility, people are unlikely to bow to the will of the majority and far more likely to push for their agenda rather than God's. 

Genuinely loves people
Ego-driven individuals love themselves, not others. Humble, godly individuals love others as Christ loves them, and their leadership is fueled by genuine spiritual concern. The driving characteristic of God's pursuit of us has been unexplainable, powerful, unrelenting love, bathed in mercy, compassion, forgiveness, and grace.

Is a lifelong learner
Leaders are learners. They are hungry to understand the leadership task. They are driven to lead well to become more effective. Nowhere is it more critical for leaders to be lifelong learners than in the context of the local Church. Healthy leaders are learners of God, effective ministry options and methods, and leadership. Once leaders give up learning as a high value, their effective leadership days are over. Learners are flexible and teachable. They are willing to change their methodology to meet their mission as long as it is healthy and Biblical.

Understands and agrees with God's leadership assignment
I often ask leadership boards if they can clearly articulate their responsibilities. Invariably, the answer is no, apart from generalities. I believe God has given leaders specific duties, and every leadership board should be able to define its responsibilities. Suppose you cannot explain those responsibilities to your board. In that case, you have a problem as it becomes every leader's opinion against another's rather than a shared understanding of God's leadership assignment.

Grapples with the future
To lead is to be out in front of others. Authentic leadership is primarily about the future and secondarily about the present. While this may seem obvious, most leadership boards spend most of their time dealing with present-day rather than future issues. Healthy leaders are always looking toward the future. You can lead the status quo, you can lead crisis, or you can lead into the future.

Focuses on the team
Warning: Never elect or appoint to leadership an individual who cannot graciously work in a team setting - and publicly and privately support the team's decisions. Leadership teams require team players. Those who cannot function as healthy team members will destroy the unity necessary for a leadership team to lead (remember humility). Mature, healthy leaders choose to subordinate their egos to the will of the group and deeply value the perspectives and input of others and the collective decisions of the board.

Leads willingly
Good leaders are willing leaders (remember 1 Peter 5). Willing leaders are ready to make the sacrifices necessary to lead without inner resentment and frustration. It is a mistake to coerce individuals to serve in leadership positions. When we push people to serve before they are mature enough to handle leadership difficulties (such as conflict), they often have experiences that cause them to avoid future leadership. In addition, unwilling leaders can often lead harshly without patience and grace. 

Positively influences others
Authentic leaders have influence over others, whether they are in leadership positions or not. This is the key: When considering individuals for leadership, ask the following questions: "Do they already have a positive influence over others? Do people look to them for leadership? Do they lead people closer to Christ and in positive ministry directions?"

Has an action bias
Leaders do things. They have a bias toward action and away from the status quo. They sometimes need help figuring out what to do, but they will try things and see what sticks and what works. Leaders are never content with things but dream of how they could be - continually looking for ways to accomplish their mission more effectively. Their focus is not on the status quo but on the future.

Is a purveyor of hope
Leaders are optimistic about the future and convey that optimism and hope to those they lead. They believe that positive things can and will happen because they understand that it is God who empowers and He who has promised to be with the Church until the end of the age. Pessimists are not leaders! Pessimists telegraph caution and see all the reasons why things cannot happen. Just read the epistles of the Apostle Paul. Always optimistic based on the power of God. Always expecting the power of God to prevail.

Rarely will a church rise above the personal, spiritual, and missional health of its leaders. Who you select is a key either to mediocrity or to health. No one has all these characteristics equally, but they are vital questions to ask about those you put into leadership.

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11 steps to confronting problematic DNA in a congregation

Churches can experience spiritual renovation if their leaders are committed to helping the congregation become healthy. It is, however, not an easy process. Here are 11 steps to the process of confronting problematic DNA in a congregation. 

Remember that crisis can be a friend.

Spiritual renovation for congregations, like individuals, often starts in crisis. Pain is a friend for those who will listen - a wake-up call that not all is well. Rather than run, wise leaders use a crisis to ask important questions about the health of the church, about the past, and about the future. Crisis often reveals spiritual fault lines in a congregation - unhealthy DNA - that need to be addressed. Wise leaders know that you never waste the opportunity that a crisis presents.

Start to lead more intentionally.

Spiritual renovation of a congregation requires courageous leaders who are not afraid to face brutal facts, who are willing to admit sin or dysfunction and make commitments to change, and who will lead their congregation in a healthy spiritual direction. This never happens by accident but rather by charting an intentional process toward renovation.

Face reality

Wise leaders face reality rather than run from it, no matter how painful or unpleasant. Facing reality is a necessary prerequisite to healing and wholeness. Leaders in troubled congregations must first clearly understand the issues that have contributed to where they find themselves. Often, these issues are long-standing and may even go back to the founding of the church. Crisis can bring them to the surface and give leaders an opportunity to deal with them if we are willing to face reality rather than run from it or ignore it. This takes courage because there will always be pressure to ignore or cover up problems that have been longstanding. In fact, that is why they are longstanding problems in the first place.

Confess sinful practices or unhealthy practices.

Where there are significant areas of sin (often the root of unhealthy genetics), those sins need to be confessed and renounced by church leaders. The naming of the sin, along with its confession, is a powerful step for church leaders. Or, it may simply be unhealthy practices. Again, those unhealthy practices need to be named and a commitment made to better practices. 

Covenant to new practices

Unhealthy and sinful practices need to be replaced by healthy and godly practices. If a new genetic code is going to be planted in a congregation, it needs to be specified and articulated, and leaders need to commit to it first. A written document can become a reminder of your commitment to renovation - one that articulates both what has been confessed and what new practices have been embraced.

Recruit a guiding coalition.

Significant change across a congregation takes more than the influence of the leadership board. Bring into your process other leaders in the church who can embrace and model with you the changes that need to be made. And those who can lend their influence to the process.

Model, teach, and establish new practices

At this point, you will need to be proactive in teaching, modeling, and establishing new, godly, or healthy practices at every level of ministry. Talk frankly with the congregation from the pulpit, in small and large group settings, in membership classes, and wherever you can to remind them of 'who you are' as a congregation and the commitments you have made to be the authentic body of Jesus Christ. At all costs, keep the issues in front of the leadership community so that you model that to which you have called the congregation.

Establish a prayer coalition.

Things happen when people pray. The Holy Spirit starts to remind us of positive behaviors and convict us of sinful behaviors. Engage a prayer team to specifically pray that God would bring change to the congregation.

Don't be surprised if things get worse before they get better.

That may surprise you, but it is often the case. Exposing sinful, unhealthy, or long-accepted practices and calling people to new and healthier practices is not going to make everyone happy. Often, you will face deep resistance from a segment of the congregation even though you are calling the congregation to healthier and more godly practices. In many cases, this resistance comes from those who may have created those practices in the past and are therefore threatened by change. This is where many leaders cave to the pressure. Don't! It is a natural part of the process. 

Realize that it's OK when people leave during renovation - expect it.

If you have walked through significant crisis and change in a church-leadership setting, you know how discouraging it is to come to a meeting after meeting and hear the latest list of those who have left the church. Spiritual renovation in a church will often leave some people cold - people who have no desire or intention to renovate their attitudes or change their behavior. We cannot force others to change. Leaders need to know that it is OK when people leave. Don't let this intimidate you.


When leaders start to lead well, they help the congregation clarify who they are as a church and what their future is. Clarification causes some to say, I don't want to be on this bus anymore. It's going in a direction I don't want to go.' Often, those who leave your church disgruntled find another church where they can fit in and minister productively.

Hang in, trust God, keep praying, and lead wisely.

Spiritual renovation of congregations is not easy and is rarely fast. However, God wants to bring renewal. If leaders are patient, stay the course, do what is right, and keep praying, chances are good that renovation will come.

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