An opinion piece from the New York Times: Why Is Jesus Still Wounded After His Resurrection?

 

Why Is Jesus Still Wounded After His Resurrection?

“The risen but scarred body of Christ is the ultimate signifier of divine empathy.”

By Peter Wehner

Mr. Wehner, who served in various roles in the three Republican administrations before the Trump administration, is a contributing Opinion writer. He attends McLean Presbyterian Church in McLean, Va.

April 3, 2021

Cruelty is Apostacy: Reflections on Beth Moore's departure from the Southern Baptist Convention by David French

 Cruelty Is Apostasy

Reflections on Beth Moore’s departure from the Southern Baptist Convention.

By David French - A must read

The decision by Beth Moore to leave the SBC is a day of reckoning for the SBC and other denominations

 

Beth's announcement that she is leaving the Southern Baptist Convention hit like a bombshell today. As a gifted teacher, writer, leader and a critic of the behavior of the former president, her popular Bible Studies, books and teaching have made her a lightening rod within the SBC both by those who don't like her politics and by those who believe a woman should not teach men - even though Beth has played by the SBC rules on this issue. Her ministry, Living Proof Ministries has significant reach around the world. As part of her announcement today, Moore also said that Lifeway would no longer be her publisher.

A reading of the twitter feed in the wake of her announcement indicates that the SBC can be a very tough place for a gifted woman teacher and writer. She was called "a false teacher," someone who places her "feelings above Scripture," "brainwashed by Satan,"  "outside the pale of orthodoxy," "an entertainer enamored by herself," and the list goes on. 

Moore has spoken to the issue of Christian Nationalism within the SBC, the lack of concern about sexual victims in the church, sexism, and large racial divides that are resulting in the departure of many black pastors and congregations from the SBC. 

What is particularly interesting in the comments regarding Moore's departure on Twitter is that a large percentage of the comments are about President Trump and the need for the church to support him. This is an indication of how closely aligned the SBC has become (for many of their churches and leaders) to a political figure and a political party. When politics becomes the deciding factor of debate over the Gospel and Jesus, a rival God has raised its head. 

One thing can be said with certainty. The SBC is not a friendly place for a gifted woman teacher. This is not a debate about whether the church should be complementarian or egalitarian as the boundaries in many parts of the SBC are stringent and unyielding. 

This is a day of reckoning for the denomination that is already immersed in political battles. When a high profile woman (a New York Times Best Seller) can no longer minister freely within the SBC I suspect that many are going to take note and over the coming years follow her out. This is not because she wants to hurt the movement but because her efforts to raise awareness of important issues in the church have been met with derision and personal attacks. 

The truth is that Moore is deeply loved by many within and outside of the SBC. Those who love her will pay attention to what happened to her. Further, it is deeply disappointing to many that there was no longer a place for a gifted woman in the SBC.

All of this raises important issues within denominations as to whether a woman is able to use her gifts. In fact, it is ironic that the vast majority of the mission money in the SBC is raised in the name of Lottie Moon, a Southern Baptist missionary to China, but there seems to be nor enough room for Beth Moore. 

Regardless of one's theology regarding complementarianism or egalitarianism, if women are treated as second class citizens in the church, disrespected and cannot use their God given gifts, there is rot in the church. The treatment of Aimee Byrd, another popular author in the conservative ranks has been despicable and sad. 

For more on this story, see the Christianity Today Article on Beth Moore's decision to leave the SBC.

The key to humility is personal security

The more secure I am in who God made me to be

 and who my Father in heaven is,

 the better I can lead with humility

 rather than pride. 

Proud people are often insecure people. Because of their personal insecurities, they need to be right, control others, get their way, have the approval of others, and have a need to prove something to the world and those around them. Those who have personal security, on the other hand, know who they are and have nothing to prove, nothing to lose, and nothing to hide. They can be humble!

Jesus illustrates this in John 13 when on the eve of His death He washes the feet of His disciples. "The evening meal was in progress and the devil had already prompted Judas, the son of Simon Iscariot, to betray Jesus. Jesus knew that the father had put all things under his power, and that he had come from God and was returning to God; so he got up from the meal, took off his outer clothing, and wrapped a towel around his waist. After that, he poured water into a basin and began to wash his disciples' feet, drying them with the towel that was wrapped around him" (John 13:2-5).

What Jesus did here was astonishing to His disciples. In fact, when Jesus got to Peter, he balked and told Jesus there was no way He could wash His feet. This job was for servants, not men of stature and dignity. Further, Jesus was the master, and masters didn't serve their disciples; it was the other way around. Jesus did what many leaders today will not or cannot do. He served His disciples and demonstrated that service with this humble act.

What struck me recently, however, are these words that precede his foot washing. "Jesus knew that the father had put all things under his power, and that he had come from God and was returning to God; so he got up from the meal, took off his outer clothing, and wrapped a towel around his waist."

These are not insignificant words! Jesus knew who He was in relation to His father. He was personally secure, even on the eve of His death. He knew who He was, and He knew who His father was and therefore was not at all embarrassed to wash His disciple's feet, although they were embarrassed that He would do so. 

Here is the truth. The more secure we are in ourselves, the less we must prove ourselves to others. The more secure we are in our Heavenly Father, the more we can serve others humbly rather than live with pride. At its root, pride comes from personal insecurities and our need to prove something. Humility comes from personal security and the lack of a need to prove anything to anyone. Security removes our need to position ourselves, prove ourselves or lift ourselves up. Security frees us to serve as Jesus served us and serves us still.

In leadership, humility is a key trait for lasting influence. To lead humbly, we need to understand that our leadership is a stewardship and not a right. The more secure I am in who God made me to be and who my Father in heaven is, the better I can lead with humility rather than pride. 

Clarity is Job One in any governance system

 

Ask any board or staff member in a church or non-profit and you will get the same answer to this question: What is the number one frustration you face in your leadership role. The answers will often be these:

• We don't have clarity on who is responsible for what
• We experience frustration or conflict regarding roles and responsibilities
• We often feel disempowered by those who think they have the responsibility to make decisions we think we should be able to make
• We don't feel empowered in our role
• If only the board (or staff) would stay out of our way
• Because no one is clearly responsible we don't know who to hold responsible
• Lack of clarity is causing confusion at best and conflict at worst

All of these have one thing in common. That commonality is clarity. Clarity in roles, responsibilities, intended results and the freedom to act within boundaries without the permission of others.

I am currently working with a congregation that is in a process to clarity their governance structure. They interviewed a number of other congregations about their process of governance and the one thing that consistently came back to them was this. Have maximum clarity around roles, responsibilities and outcomes. Without clarity there is no accountability. Without clarity people are not empowered to act. Without clarity there is at best confusion and at worst, conflict.

Every governance system must define the roles and responsibilities of four parties: The congregation, the senior board, the staff and ministry teams. The clearer you are, the more empowerment there is and the more accountability there will be. The foggier you are the less empowerment you will have and there will be little to no accountability.

My observation is that many governance systems are designed deliberately to create fog rather than clarity because with clarity people can act in their sphere of influence. In such churches, you will notice that they hit a ceiling and never exceed that ceiling because clarity of roles and responsibilities is critical to growth. In their lack of clarity they unwittingly limit their growth and effectiveness.  Lack of clarity has a built in ceiling to growth and effectiveness. 

Without clarity you cannot have alignment. Without alignment you cannot move in the same direction. And, without clarity and alignment, you cannot achieve results that are consistent with your clarity. Something to think about.

If you want more help in getting to clarity, my books High Impact Church Boards and Leading From the Sandbox can point you in the right direction. Remember, clarity is always Job One.

Five staff behaviors that will hurt your organization

 

There are certain behaviors that I don't want on my team or in the organization I help lead. In fact, I don't think these behaviors belong in any organization that has a commitment to health. However, many leaders think that they simply have to put up with these behaviors. You don't! And, in my view you shouldn't. 

These behaviors have nothing to do with professional competence. They do have to do with Emotional Intelligence and the culture of the organization. The health of the organizational culture, however, is not only key to the success of the organization but to the happiness of one's staff. This is why I am so sensitive to these behaviors and will do everything I can to root them out.

People who forge unhealthy alliances with other staff

When I hear negative comments around common themes from different staff I usually pay attention because they often emanate from a single source who has forged alliances with others and shared their negativity. I call these the "voice behind the voices" and their influence through these alliances can turn otherwise happy staff into staff who develop a chip on their shoulders around some issue. This is a cancer to the organizational health.

Those who don't buy into the mission of the organization

Mission and vision is everything. If staff don't buy into them, they are actually working at cross purposes with everything you are trying to accomplish. Those who are not going with you are an anchor creating a drag on your progress. Even if they are competent, they are not contributing to your forward progress.

Those who love to throw water on ideas or conversation

These are the folks who have the ability to shut down discussion. They may be cynics, they may not like the ideas of others. Why they do what they do is not the issue. That they do is the issue. These can be supervisors or staff but they keep others from engaging. Anyone who has the ability to shut down discussion with words or attitudes squashes creativity, engagement and motivation.

Professional critics

There are individuals who see their contribution to the human condition as that of pointing out what is wrong and what should change. What they don't often do is to offer solutions. And often, their criticism is subtly directed at certain individuals - often leaders. While there are many issues that need to be tackled, the end result of the contribution of professional critics is to create a negative culture, rather than a positive culture that seeks to solve problems. While these individuals often think they are doing an organization a service, they are actually doing a disservice.

Personal agendas

Individuals with personal agendas are toxic because the motivations behind their behaviors are hidden rather than public. Personal agendas may be around organizational direction, is often around power and influence or it may be something else. The salient point is that their intentions are hidden and therefore one is not able to address it as an issue. This creates confusion at best and conflict at worst. There is an agenda behind the curtain that is hidden.

None of these behaviors will motivate your staff or contribute to forward momentum to your mission. On the contrary, they will be a drag on the organization and will rob you of cultural health.

How does one deal with unhealthy individuals who fit these or other unhealthy categories?

 

First, it is critical to have a defined culture as your preferred or stated culture should rule out unhealthy behaviors and give you an objective standard to call people to live up to. A good description of your preferred culture should rule out behaviors that are problematic.

Second, it is important to be clear with your staff both on your preferred culture and those behaviors that are not OK within your organization and why. Culture is something that must be created. We ignore it at our own peril and it should be a constant discussion.

Third, training in EQ (Emotional Intelligence) can be very helpful. Each of the dysfunctional behaviors here are also EQ issues. The better the combined EQ of the staff the fewer problematic behaviors will be present.

Fourth, when you have staff members who are repeat offenders of one or more of the behaviors above, you have to have direct, candid and clear discussions to help them understand that their behaviors are not acceptable. 

Fifth, where coaching is not working, it is often time to move an individual off your team or your organization. 

Remember. When it comes to your culture, you get what you create or allow.

Pray for the country of Myanmar and the Christian church in the aftermath of the Military coup - Christianity Today

 

After Military Coup, It’s ‘Time to Shout’ for Myanmar Evangelicals -Christianity Today

Don't miss these three significant lessons that Covid taught the church

 

Nothing happens in this world

 that does not first pass by the hand of God

 and which He does not use to build His church!

There are three lessons that Covid taught the church that should not be missed. In fact, if your church misses these three lessons you will be poorer for it and may see your ministry decline. If you are waiting for things to come back to normal and assume that this normal is what was, I suspect you will be deeply disappointed. The new normal will not look like the past normal. 

Covid has brought home lessons and has accelerated change. We need to learn the lessons it has taught us. If we learn these lessons we will see greater ministry impact. If not, not.

The first lesson is that the church is not our campus or our building but God's people. Don't miss that. For years in the west, we have taught our people that church is the building and the campus, and we built some great facilities. There is nothing wrong with these facilities. What is wrong is the concept that the church is the facility. Having not been able to be in that facility for almost a year, we have had to find new ways of doing ministry. God has taught us that the facility is not the church, but that God's people are the church.

In fact, this definition of the church, which is the New Testament definition, is the church distributed throughout the community, which is how God designed the church. In this season we have told our people to be the church where they live and work. That is different than the concept that to be the church you need to be at the physical church location. 

This cannot change! Jesus gave us the opportunity to learn this lesson and our people should not be allowed to unlearn it. The church is not the building. The church is God's people. This is one of the most fundamental realignments of the church that Covid has brought us. It is a gift and needs to be reinforced. 

The corollary to this, and the second lesson, is that ministry is not the purview of church staff but of all of God's people. This is after all the theology of the New Testament. but in the west we often hire staff to do ministry rather than releasing everyone in ministry. In this season, we have had to encourage everyone to be the church in their place of work and in their neighborhood. 

Again, this is a lesson that we must capitalize on. The reason the church has so little influence in society is that God's people have not seen themselves as the ultimate owners of ministry (that is what paid staff do). In many cases, post Covid, church staffs will be smaller and that is perhaps a good thing as it forces ministry back to those who were to originally carry it out - all of God's people.

A third lesson is that in this season we have had to find innovative and new ways to do ministry, engage people and share the Good News. This cannot change moving forward. Covid has sped up changes that were already happening and our ministry environment is very different than it was previously. Traditional paradigms will not reach many of the younger generations so we must innovate if we are going to engage them with the gospel. Those who resist innovation and change and new ways of engaging people with the gospel will see their Gospel influence decline.

In some respects, Covid was a gift to the church. Don't waste the gift.

15 things a church board should not do

 

In my years of working with church boards and teaching best practices, I have discovered a number of things that boards should not do. If you lead or serve on a church board, ask yourself if you are doing any of the following.

Church boards should not:

Manage staff beyond the senior leader. All staff should report to the senior leader, and the board's responsibility is the senior leader only

Require unanimity on decisions. This allows any board member to hold the board hostage.

Avoid conflict of ideas. Conflict of ideas is a good thing, and it helps the board get to the best decisions.

Manage the present at the expense of the future. There must be a significant future component to board meetings. Leadership is more about where you are going than managing the status quo

Ignore the spiritual. Boards can easily get trapped in the business of the church rather than the spiritual work the church has been called to do. Remember the words of Jesus. "Without me, you can do nothing." Don't ignore Him.

Fail to have a board covenant. Board covenants lay out the ground rules for how the board will operate, make decisions, work with one another, and a way to hold one another accountable. Operate without a board covenant at your own risk.

Fail to use an agenda. Meeting without a plan wastes a great deal of time. Have an agenda and keep your time parameters.

Fail to guard the gate to board service. Your board is only as good as the people you choose to put on it. Don't be careless about who you let into the boardroom.

Cave to loud voices. Boards can be easily dissuaded by loud voices in the congregation. Rather than respond in fear and back off, the responsibility of a board is to move the congregation forward regardless of a few loud voices.

Fail to police board members who don't operate by your board covenant. A board that cannot police itself becomes ineffective, and that impacts the whole church.

Lack transparency in their communications. Whatever you say to the congregation must be true, not spin. Being honest and upfront builds credibility.

Allow a person of influence on the board or in the church to hold informal veto power over board decisions. Yes, it happens. Don't let it happen in your church.

Fail to have a common job description for all board members that spells out their roles. If you don't have a job description, each member will make their own, which leads to confusion.

Make the same decision multiple times. Make decisions and move on. Don't make partial decisions and need to come back to the same issue again.

Neglect personal relationships or fail to build a strong, unified team. God calls the congregation to unity, and it starts with the board. Neglect it there, and it will not be found in the congregation.

Ways that church board members view their role impacts board effectiveness

 

How individual board members see their role as a church leader directly impacts the ethos of your board and the effectiveness of its work. Often, however, we have not defined the role of the board and board members with clarity, so these individual beliefs about one's role create hidden but real barriers to effective board work. 

Having worked with thousands of church leaders, here are some of the common but faulty beliefs about why one serves in church leadership. Each of these views will impact decisions that a board member is willing to make.

• I am here to represent the desires of the congregation - similar to how an elected official serves their constituency.  
• I am here to guard the status quo and ensure that we don't upset the status quo. In general, what we have done in the past has worked well.
• I am here to represent my faction or group in the church and guard their interests.
• I am here to steer the church in a better direction and I have strong convictions about what the church should be doing and how it should do it.
• As a church leader, I have the authority to bring any issue to the table for board discussion.
• I want to ensure that the pastor stays in line and that ministry goes smoothly.
• I am here to ensure that the staff does their job.
• I am here because it is my turn to serve in church leadership.
• I am not sure why I am here except that the nominating committee asked me to be.
• I am here as part of a team of under shepherds of Jesus Christ, the Lord of the church to ensure that the spiritual temperature of the church is kept high, that the congregation is taught well, empowered and released, protected, cared for and led in healthy directions. I work with the board and Senior Pastor to ensure that our staff are empowered, encouraged and that our congregation is empowered and released in meaningful ministry and that we are moving toward our agreed upon ministry goals.

Only one of these views on why we serve in church leadership is valid - it is the last one. But all too often, this is not the common understanding of what it means to be a church board member because we don't have job descriptions that are biblical or understood by all on the board. In other words, there is not clarity on the job description and parameters of church leadership. All but the last statement are deeply flawed but common descriptors of how church leaders see their role.

The various reasons that board members give to why they serve in leadership are also the reason that so many boards experience conflict, gridlock and difficult decision making. If we have not stacked hands on why we are there and if it does not reflect the Biblical teaching for senior leaders, we will not be unified, effective or missional. It is that simple.

How does a board get on the same page?

Agree on a simple but Biblical job description for leaders including the Biblical job description (keeping the spiritual temperature high, ensuring that the congregation is taught, protected, cared for, empowered and released and led well.

Be clear on lines of authority as to what is a board responsibility and what is staff responsibility. One of the problems in many boards is the confusion of authority and responsibilities between these two entities. Clarity prevents a great deal of confusion.

Be sure that board members understand that they represent the whole church and not a section or constituency in the church. Board members are always there for the whole. Never a part.

Be sure you have a team covenant that lays out how your board will make decisions and how it will work together. Agree that you will hold members accountable to that covenant. If you don't, you will have confusion, gridlock or conflict. 

You must have an agreed upon document that spells out the qualifications for board members. If the wrong people get on the board, you will have trouble leading. 

My book, "High Impact Church Boards" can help you on these topics. What I can say is that getting on the same page together is one of the most important things you can do as a board.

So called Christian nationalism is an aberration of the Gospel of Jesus

 Christian Nationalism Is Worse Than You Think

Millions of Americans believe in this political ideology. What church leaders need to know—and how they can help those under its influence.

MORGAN LEE|JANUARY 13, 2021

Eight tips for working smarter rather than harder

Almost everyone I know works hard. Most, very hard. If we put as much attention into working smarter, however, we could accomplish more and free up time for other activities. After all, there is nothing more precious for most of us than time. And as we get older we realize that time with family and friends and our own development is a higher priority than spending more time in our work.

The premise of working smarter is based on a simple truth: Not all work yields the same result. The secret is knowing what practices will give us the largest return on our effort. Those individuals who are most productive practice these disciplines.

One: They prioritize and focus their energies. They take the time each day and each week to determine what are the most important tasks to complete and resist the temptation to be sidetracked by other issues that pop up and distract from the most important. They keep the main thing the main thing, stay focused and don't confuse mere activity with results. 

Two: They keep track of their main priorities. They have a written or electronic system for tracking their priorities, their obligations and their progress. It is not "all in their head" which usually means we are not paying close attention to what we need to be doing. On any given day or week we ought to be able to quickly articulate what we are working on because we are keeping track of our priorities. Some will say, "But I like to multitask." Multitasking is overrated! Often it is an excuse for not staying focused and research shows that multitasking is actually a detriment to focused work. 

Three. They delegate to others those things that they don't absolutely have to do. Many of us find it hard to delegate tasks we have traditionally done. Those who work smart are quick to delegate anything they don't need to personally do to capable people so that they can concentrate on what they do best. This is part of what it means to focus and to understand the unique role that we play and then make time for that role.

Four. They use their calendar to prioritize their work. If you look at the calendar of those who work smarter you see that they have put into their calendar those activities that are the most important to accomplish. They keep those commitments and use their calendar to prioritize their work. They realize that not all activities are equal. They also recognize that they must calendar their most important activities first, before other activities crowd them out.

Five. They understand the value of time
Time is the one thing that we cannot get back. Money comes and it goes but time just goes. It is a precious commodity because it represents opportunities to invest in what is most important to us. Therefor working smarter means that we use time wisely, focusing on what is most important at work so that we have time outside of work to invest in other meaningful activities and relationships. They don't waste time.

Six. They understand the value of relationships and nurture them
Healthy relationships are the foundation of life and work. Those who work smarter actively nurture relationships around them because relationships nurture trust, cooperation and teamwork. 

Seven. They evaluate their work regularly
Working smarter means that we evaluate our own work critically and often. Are we focused on the right things? Are we neglecting key areas or are we spending too much time on peripheral activities because they are easier? Where do we need to recalibrate or adjust? Asking the right questions helps us to evaluate our work and adjust where necessary.

Eight. They take regular time to think
Taking time to think deeply about what we do, why we do it and how we do it is a secret of those who work smarter rather than harder. All it takes is  the intentionally to set aside time to think! Again, how we spend our time makes a difference in how we work.

Why church boards should welcome and encourage innovation

 

Church boards can be a major inhibitor of innovation in the church. Boards tend to be cautious when it comes to change, see their role as guarding the status quo and in many cases don't like to take ministry risks. This is a major mistake and it eventually leads to missional ineffectiveness. Innovation in ministry strategy is a critical factor in ministry success. Churches that plateau or go into decline can often trace their loss of effectiveness to an unwillingness to change. 

The best boards encourage rather than discourage innovation. They are willing to take risks and even allow ideas to fail because what matters is the mission God gave the church. They empower the senior leader and staff to try new things in order to meet their missional ends. Rather than stand in the way, they champion change and new ways to meet the needs of new generations.

Perhaps at no other time in recent memory, innovation in the church is going to be a critical factor as congregations rebuild after the Corona Virus. Studies show that a significant number of individuals will not return to church after the hiatus during this season. This falloff in church attendance is not new but the Covid season has simply accelerated it. 

In addition, as individuals worshipped at home, they realized that they could access almost any teaching they desired. This is going to be an excuse for those questioning the necessity of church attendance to stay home. After all, they can get the teaching they desire at any time via the internet.

Post Covid, all churches are again church plants. And, they have an opportunity to recast their ministries around what really counts. Don't ignore this gift! If you always do what you always did you always get what you always got. 

Churches that thrive in the new environment will have some common characteristics:

• They will focus on being a church for anyone and everyone
• They will find new ways to build authentic community
• They will focus on all individuals using their spiritual gifts inside and outside of the church
• They will be far more focused on making disciples of Jesus rather than focusing on the size of the church
• They will demonstrate a greater commitment to being agents of Jesus and goodness in their communities
• They will be more open to the work of the Holy Spirit and committed to prayer
• They will move from a focus on size to a focus on spiritual depth
• They will use technology to reach those who are outside the church and focus on evangelism in everything they do
• They will focus on being places of goodness with a Jesus culture 

This will require change, innovation, new ideas and a willingness to take risks for the sake of Jesus and His mission for the church. Church boards can either encourage needed progress or stand in its way. Don't allow your board to inhibit what God wants and needs to do in His church. One of the responsibilities of boards is to ensure that the congregation is being led well. Empower your leaders to lead, innovate and chase after the kinds of things listed above. 

2021 will be a year of massive job turnover including in ministries and non profits. William Vanderbloemen

 

Prepare For The Great Covid Job Churn—Why 2021 Will Be A Year Of Massive Job Turnover

William Vanderbloemen

Moving your language from "That is not how we've done it" to "How do we want to do it today?"

 

Language makes a big difference. Think of the number of times you have heard the comment, "that is not how we've done it." Maybe you have said it yourself. Whenever these words are spoken, it is an indication that you are living in the past. And that we are held captive by our past way of doing something.

It is a trap and a bad one. There is an adage that is very true. "If you always do what you always did, you always get what you always got." This is the reason that so many strategies keep yielding the same or diminishing results even as the world around us has changed. But our language of "how we've done it in the past." keeps us from looking at new ways and possibilities.

Language sets an organization's culture. It also reveals an individual's bias and where they have locked themselves into a particular paradigm. Leaders should speak a different language and move the conversation from "That is how we've always done it to "How do we want to do it today?"

Think about it. How we have done anything in the past is irrelevant in the present if there is a new and better way of moving forward. You might ask the question and still decide to follow what you have done in the past, but at least the question has been asked. More likely, if you ask the question, "How do we want to do it today?" we will come up with a new answer because times have changed, the needs have changed, the environment has changed, or there is simply a better way of doing what needs to be done.

When I am working with churches to refresh their governance and bylaws, for instance, there is often pushback because it is not the way we have operated in the past. So my question to the group is this. What would it look like if you were designing your governance paradigm today? That changes the conversation from what we have done in the past to what we want to do today. And usually, the answer is very different.

If you lead, think about the language you hear around you and the language you use. You can literally change the conversation if you choose a different language. 

Cancel culture and Jesus culture

 

Culture today has become increasingly crass, impatient, relationally disconnected and conflictual. All of these elements are found in our cancel culture where people we don't like, or those we disagree with are simply "canceled." It is hitting the "defriend" button on Facebook because we disagree with an opinion or simply dropping a friendship and "canceling" them. Those who are canceled become "non people" and are treated as such. 

Cancel culture (or call-out culture) is a modern form of ostracism in which someone is thrust out of social or professional circles - either online on social media, in the real world, or both. Those who are subject to this ostracism are said to be "canceled." Wikipedia

From a Christian perspective this kind of behavior is antithetical to Jesus culture. In fact, if anyone should be canceled it is you and I who rejected the Savior. Instead of canceling us, Jesus came to save us. When we are obstinate and sinful, He is patient. When we move away from Him, He pursues us. When we disagree with Him and do our own thing, He patiently waits. When as prodigals we come home, He throws a party. 

Think about this. Every person you meet is made in God's Image. They have something of God in them because He chose to create us in His image. When we cancel an individual we are canceling a masterpiece of God - no matter how obnoxious they may be. 

Cancel culture is not Jesus culture. Instead, it is a cheap way to deal with those we don't like, want to listen to, or seek to understand. It cheapens relationships and stunts our own growth as individuals. It makes a mockery of the love we are to have for those around us. It dehumanizes those made in God's image.

Consider these descriptors of the love we are to have toward others in light of today's cancel culture. "Love is patient, love is kind. It does not envy, it does not boast, it is not proud. It does not dishonor others, it is not self-seeking, it is not easily angered, it keeps no record of wrongs. Love does not delight in evil but rejoices with the truth. It always protects, always trusts, always hopes, always perseveres." (1 Corinthians 13:4-7).

Jesus would wish the following from His people:

• More patience
• A spirit of kindness and generosity
• Valuing others and their opinions
• Forgiving rather than canceling
• Personal humility rather than pride
• 
  

It is not the easy way but it is the Jesus way.

Churches that smell like Jesus have these seven characteristics

 

"For we are to God the aroma of Christ among those who are being saved..." 2 Corinthians 2:15

In conversation after conversation, I encounter people who have become cynical about the church. I am not one of those because I understand that Jesus is the hope of the world, and He has chosen to work through His bride, the church. 

Having worked with many churches, I have seen almost everything but retain an irrational love for the church.

However, I understand the frustration of many who read Scripture and have difficulty finding love, grace, and acceptance in a local fellowship. My own view is that there are too few churches that smell like Jesus. What are the smells that churches have that don't reflect Jesus? Legalism, judgment, conflict, self-absorption, or maybe a country club. This is why congregational cultures focused on being like Jesus are so wonderful and powerful. In fact, they are irresistible.

Churches that smell like Jesus intentionally cultivate the following Jesus characteristics, attitudes, and practices.

Grace

Think of the way that Jesus interacted with people: The woman at the well, the woman caught in adultery, the rich young ruler, the blind man who wanted healing; the woman who poured expensive oil on Jesus' feet; Mary and Martha, and the list could go on. In all of these cases, what stands out is the amazing grace of Jesus. Grace with the hurting, the broken, the guilty, the searching, the sick, the wounded, the criminal, the outcast, the poor, the alien, and we could go on. 

Jesus gave grace where others didn't. Jesus showed grace where it was not deserved. Jesus didn't require people to meet their expectations before He extended grace. Jesus was safe. He was gracious, and He was non-judgmental even when He spoke the truth - with the exception of the Pharisees, who were deeply hypocritical. This leads me to wonder what He would say to some evangelicals today. We, too, can be accidental Pharisees.

Truth

Jesus was about the truth of God. Truth is often a limited quantity in our world, and we need to understand the truth about God, ourselves, His character, the life he calls us to, and our own need for salvation and grace. In almost all cases, Jesus delivered truth with compassion, love, and understanding, but He always spoke truth. Truth without grace is not like Jesus. Grace without truth is not like Jesus. Grace and truth go together.

Love

Love for one another is the mark of disciples. In fact, "The entire law is summed up in a single command; 'Love your neighbor as yourself.'" (Galatians 5:14). Love is one of the Fruits of the Spirit. It always speaks the best, wants the best, thinks the best, and treats one another as Jesus treats us - with patience and grace. One of the most toxic characteristics of any church is a lack of love: conflict, uncharitable language, gossip, backbiting, and poor attitudes. 

Having attended many congregational meetings, I tend to think this is where the true character of the congregation is displayed. In many cases, the Holy Spirit must be embarrassed. In my first congregational meeting in one church, I was a part of, the chairperson asked someone to call the police! Yet, where love prevails in a congregation, it is powerful and infectious.

Generosity

God is a generous God who did not spare His own Son but sent Him to die for us. If you want your church to have the aroma of Christ, it will be generous with what it has. Many churches are generous toward themselves, investing heavily in their stuff. Fewer churches are generous toward the community, and other churches meet the real needs of those around them and are significantly involved in the world. Generosity is contagious within a congregation and to outsiders who see open-handed people.

Humility

This is one of the more challenging character traits of churches that want to reflect Christ. We can be very proud of who we are and the glory days we have experienced in our ministries and often believe that we are better ministries or Christians than the congregation down the street. These are signs of pride rather than of humility. Ironically, the most humble Being in the universe who has no need to be humble is Our God. Philippians 2 calls us to the same humility as that of Jesus! Humble churches are not filled with their own importance but rather with God's importance. That is a crucial distinction.

One of the critical signs of humility is a congregation's willingness to work with other churches in the community across denominational lines for the cause of the Gospel. Prideful churches won't do that, but kingdom-minded and humble churches do.

Engagement

God's kingdom and God's people are about action. We are called to a life and a mission that reflects the life and mission of Jesus. He had many hangers-on who liked to be around Him and be entertained but were not interested in genuinely following Him. The church does as well! 

But churches that look like Jesus are filled with people actively living out their faith: loving on one another, loving on the community, caring for the poor, the marginalized, and those without anyone to defend them. They care about racial reconciliation and justice as Jesus does. They address community needs in Gospel ways because engagement is to be like Jesus. 

Discipleship

There is only Jesus culture with Jesus followership. This followership involves the hour of worship on Sunday and life throughout the week. It is where becoming like Jesus is the norm in all walks of life. It is highly practical in helping people follow God more closely and is a place where transparency, pain, and failure can be translated into lives where God uses all of our biographies to be used by Him. In discipleship, each prior characteristic is lived out in real time and real ways.

If you are in church leadership, it would be worth your time to evaluate how you, as a congregation, are living out these seven characteristics.

A counterintuitive way to gauge the health of your church or organization

 

In my years of consulting with both churches and non-profit organizations, I have come to the conclusion that the single greatest indicator of the organization's health is the health and culture of the staff. When the culture of the staff is healthy, the rest of the organization is usually healthy. When there is dysfunction at the staff level, that is likely to be mirrored in the congregation. 

When I have been asked for help to solve issues in a local church, I first interview all staff. What I learn there is usually the key indicator of why there are issues within the church. Some of the typical dysfunctions at the staff level (when the staff culture is not healthy) include the following. 

• Leaders who are threatened by others, must have their own way and create an atmosphere where candid conversation is not safe or invited.
• Leaders who operate out of ego and pride and don't build a collegial atmosphere where everyone's contribution is valued.
• Leaders who micromanage their staff, leave staff feeling unappreciated and unempowered.
• Gossip and subtle power groups on staff.
• A lack of cooperation between staff and departments.
• Politics, silos, and turf wars, to quote Lencioni.
• A fundamental lack of trust.
• A lack of missional alignment where various leaders or staff travel in their own direction.
• A lack of clarity around the direction and vision of the church.
• A culture where the feeding and development of staff is lacking.
• The inability or unwillingness to deal with staff who are no longer effective in their roles.
• A culture that is agenda-driven rather than Jesus-driven.

Leaders and staff often portray a façade of health to the congregation or constituents, but the dysfunction at the staff level will eventually catch up in subtle or not-so-subtle ways. It follows that the first step in ensuring that a church is healthy is to focus on the internal staff dynamics and relationships. Until there is health in the staff, there will not be health in the overall organization.

How does one determine where the issues are on staff? Where there are significant issues, one of the best ways to surface those issues is to conduct a staff audit using an outside, experienced consultant where open-ended questions can be used to surface issues and where trends and issues can surface. Coming out of those interviews, a plan of action can be constructed to bring greater health to the team. One is not looking for individual, one-off issues here but for general trends and attitudes. 

Here are some of the questions I use in doing a culture audit of the staff.  Depending on the answer, I will often probe further. This is a confidential conversation where individual answers are protected.

• What do you love about working here?
• Describe for me the culture of the staff?
• Are there things that frustrate you?
• Are you using your gifts to the greatest potential?
• Organizations can be permission granting, where staff are empowered within boundaries, or permission withholding, where one can only act with permission. Is your organization more permission granting or permission withholding?
• Do you have good clarity around your responsibilities, and do you have the tools you need to accomplish your work?
• How does your supervisor interact with you, and how would you characterize the relationship?
• What are the three greatest strengths of the staff culture?
• What are the three greatest weaknesses of the staff culture?
• Is there anyone on staff who you think is in the wrong place?
• If you were in my place as the consultant, what would you recommend to increase the health of the staff?

These kinds of conversations surface issues that are often known but have not been acted on. It gives you a roadmap to address areas of dysfunction and increase the relative health of staff. The bottom line is that when staff is not healthy, the organization is not healthy because the dishealth will eventually catch up and impact the organization as a whole.

The lesson is that if you want to know and grow the health of your organization, start with the health of the staff.