Suffering and Humility

Suffering helps to free us from the pride that enslaves us and grows a humility like nothing else can.

Pride is both a mask of pretence and a spirit of the heart. As a mask, it is pretending that we are something we are not, know more than we do, are more competent than we are.

As a spirit of the heart it is believing that we are self sufficient in ourselves and are better than we are. Both the mask and the heart posture are sinful. And they hold us hostage because we must keep up a pretence and don’t allow us to see ourselves for who we really are.

Suffering has a wonderful way of stripping away pride. When life comes undone we can’t pretend we are sufficient anymore. We are forced to acknowledge our need for God and for others. Our weakness becomes our strength.

The Apostle Paul also had to learn humility the hard way.

“To keep me from becoming conceited because of these surpassing great revelations, there was given to me a thorn in my flesh, a messenger of Satan to torment me. Three times I pleaded with the Lord to take it away from me. But he said to me, ‘My grace is sufficient for you, for my power is made perfect in weakness.’ Therefore I will boast all the more gladly about my weaknesses, so that Christ’s power may rest on me. That is why, for Christ’s sake, I delight in weaknesses, in insults, in hardships, in persecutions, in difficulties. For when I am weak, then I am strong” (2 Corinthians 12:7-10).

We are strong when we humbly rely on God for his grace and power. We are weak when we rely on ourselves. Suffering frees us from self reliance and makes us strong through Christ. No longer do we need to pretend we are sufficient. No longer do we have to pretend we are something we are not. We can just be who we are in our strengths and weaknesses, humbly relying on God.

Having had two long bouts in the ICU I can say with candor that if you were not humble on the way in, one certainly is on the way out! There is no dignity in being sick, in having tubes sticking into your body, in having no control over bodily functions, or the dubious gowns that one tries to keep oneself covered with and in being totally out of control and at the mercy of others. Illness reveals the fragility of our bodies – as does old age, when our bodies slowly betray us and the “clay pots” the Apostle Paul calls our earthly bodies cracks and crumbles.

It was humbling to go to Physical Therapy after my first long hospital stay and to learn how to walk and balance again after 36 days in bed. Or Occupational Therapy where they wanted me to count money and take timed tests of motor function – I failed miserably. Or Speech Therapy where they tested my cognitive skills and memory (flunked there as well). I still have days of “brain fog” where the neurons don’t seem to connect very well.

I have a saying that means much to me: Nothing to prove, nothing to lose. That is how I want to live life. God made me who I am, he wired me the way He did, He has given me a special work to do for Him. I don’t have to prove that I am anything other than who He made me to be and if I have nothing to prove, I have nothing to lose when I fail or don’t live up to someone’s expectations.

That is freedom! Ironically, when I started to wake up from my coma at United Hospital, I kept saying “Nothing to prove, nothing to lose.” It was if I knew that if there was ever a time to practice that mantra it was then, when I was at my weakest.

This is the route to personal authenticity – a commodity in short supply in today’s world, even among Christ-followers. Pretence is a lie. It is also hard to keep up. Authenticity is honesty about who we are and what we struggle with and the challenges we face. Others are drawn to authenticity because it is real and many people are not very real. Authenticity also leads to a new way of thinking about who we need to please.

I have hit a wall! Help

Your ministry has grown and you are tired. You are no longer feeling the joy and enthusiasm you once did. You are peddling faster but still cannot keep up. The way you have done leadership does not seem to be working anymore.

If these apply to you and your situation and you feel like you have hit a wall understand that this is normal! It is not about you, it is about experiencing growth that has made the way you have done leadership as an organization outmoded. It is a symptom of a need for change that will allow you to breath again and help take your ministry to the next level.

At predictable levels of growth, walls are hit and one will keep hitting one's head against that wall until modifications are made to leadership. Hitting a wall simply means that you need to make some transitions.

Typically this will mean that as a leader you will need to refocus your work around a smaller number of focused areas. To put it another way, if you have been flying at ten thousand feet, you need to go to 20,000 feet and let someone else take over what you did at 10,000 feet. There will be a sense of loss but refocusing your work is critical to breaking through the wall.

This will mean helping your staff refocus their efforts as well so that some of what you used to do is done by others. They in turn will need to give some things away so that they can refocus their efforts as well.

Often decision making structures will need to be refined. Boards will often need to give staff the authority for day to day decisions so that they can focus on the overall ministry and looking toward the future. Staff configurations will often need to change with a smaller lead team at the top.

If you have hit a wall I have two suggestions. First talk to a leader who has worked through the transition you need to make and find a coach to help you rethink how you are leading and what your priorities are. Second, consider reading Leading From the Sandbox which deals with these kinds of transitions.

Whatever you do, don't assume that your situation is unique. It is not. Everyone in leadership faces these transitions if your ministry is growing. Be encouraged, you can get beyond the wall.

Evaluating your leader: Nine simple questions

How is your leader doing as a leader? If you are a team member, here is a way of figuring that out. If you are a leader, here is a reminder of what is really important.

Does your leader bring great clarity to what the organization or team is about and how it will get there? That is job one of a leader. Clarity gives direction while ambiguity brings confusion.

Does your leader empower you to accomplish what you are tasked with through your gifts and wiring and without micromanagement? Empowerment values people while disempowerment devalues people.

Does your leader meet with you monthly as a mentor coach in order to remove barriers, help you move the ball forward and understand what you are doing? In doing so, does he/she provide you with honest and helpful feedback?

Does your leader keep his or her commitments and promises on a consistent basis? Good leaders don't ask their team to do what they do not do themselves.

Does your leader lead through their team or treat their team as ancillary to their "real" work? Do you feel that their number one job is to help the team be successful or that they are more concerned about their own work? Good leaders lead through their team.

Does your leader keep the team focused on results rather than activity? Are measurable results a focus of your leader? Do they help you strategize for achieving those results or is evaluation a secondary issue?

Does your leader foster a collegial atmosphere where team members work in concert with one another or are your team members isolated and siloed?

Is your leader open to honest feedback and suggestions or do you find them to be closed or defensive? Are there issues that are off limits for the team to discuss with their leader knowing that those issues are too sensitive to discuss?

If you had a choice today, would you sign up to work for the leader you work for? If yes why? If no why?

The Dangers of Isolation

I recently received news that a longtime ministry acquaintance, now retired had left his wife and filed for divorce. The few individuals who had the opportunity to talk to him about their concerns received no hearing. He was resolute and expressed no remorse.

This is a man who has a career of evangelical ministry behind him and in the twilight of his life has abandoned his wife. What he does not know is that this act of willful disobedience will hurt a lifetime of ministry influence.

Reflecting back on what I know about this friend there are a number of things that stand out. There is a long history of personal isolation and lack of accountability. Over the years, close friends were few. While he lived with people around him - he really lived in isolation because he did not share himself with others.

Isolation is more dangerous than we think it is. When we don't share our lives candidly with others - especially a group of trusted friends who can encourage us, speak truth to us, rub off on us, we end up living a hidden, guarded, isolated life. We neither open ourselves up honestly or are open to the influence of those around us. Isolated hearts become hard hearts because hidden parts of our life calcify rather than soften. In the end there was no one who this individual listened to - no one who could speak into his life.

A symptom of isolation is unaccountability. As I have reflected on my friend, there is a long history of his simply doing his own thing, regardless of what others said, thought or even supervisors requested. I guess this should not be a surprise: isolated hearts and lives breed unaccountability and a level of personal independence that is unhealthy - and dangerous.

While none of us know hearts my suspicion is that isolation toward others is also a symptom of isolation toward God and unaccountability toward others leads to unaccountability toward God. That is the ultimate danger in living in isolation and a lack of accountability.

I am sad, but take it as a cautionary tale for my own life.

Identifying and Removing Hidden Barriers to Growth

They are often hidden and not obvious but all ministries face barriers to growth that if not identified and removed will cause the ministry to plateau in its effectiveness.

One of those barriers is the leadership style, activities and priorities of the senior leader who is operating the same way they did when the organization was smaller. Since I blogged on this issue last week, two leaders have raised their hand and said, that is me - help me figure out how to lead differently so that I am not the barrier to growth.

Leaders and how they lead are responsible for much plateaued leadership. This is why it is very rare for a church to get much larger than 1,000 if it gets that far. As leaders continue to lead as they did when the church was 500, they effectively plateau the church unless changes are made.

Another barrier can be staff who were effective when the church was smaller but do not have the capacity to lead in their area as the Church grows. For instance, the larger the Church the more critical it is for staff to multiply themselves by training others and working through them. Some staff do that wonderfully. Some staff are always individual producers and cannot multiply themselves. Thus they become a barrier to growth in their area and when one area of ministry plateaus it causes other ministries to do so as well.

Ministry complexity can become a barrier to growth. Here is a counter intuitive observation. The larger the organization the more simple it must become if it is going to continue to grow. Growing ministries often go the other direction toward greater complexity. But complexity is difficult for leaders and members to get their hands around and the very complexity causes confusion, makes it hard to manage and diffuses ministry energy.

Another hidden barrier is either a lack of missional focus and clarity or confusing missional focus and lack of clarity. Again, the larger the organization the more critical it is for staff and volunteers to be clear on who they are, where they are going, how they are going to get there and what the end result of their ministry should be. Without this focus and clarity, ministries silo into their own orbit, people do what is right in their own eyes and ministry focus is hugely diffused.

Church governance that does not reflect its size if a common barrier to growth. Multiple boards, unempowered leaders, too many decisions that must go to the congregation are all barriers to growth because it simply takes too much time and energy to get anything done and the lack of permission granting leadership structures frustrates and takes precious time away from other leadership priorities.

A final hidden barrier to growth is the quality of congregational leadership on their senior board. I spoke recently to a pastor of a church of 1,200 whose leadership board is endlessly wrangling over petty issues, has no focus, wants to manage the staff and ministry, does not empower the senior pastor, cannot provide adequate direction and is not candid with the congregation. Here is a church that will never grow until the group is traded out for a group of leaders who know how to lead and are willing to do so.

Game Changers in Missions

Ministries in search of growth and more effective results often find themselves tweaking themselves endlessly. Tweaks are often needed to fine tune a ministry. But tweaks do not bring ministry breakthroughs. For that one needs to find the game changers.

Game changers are new ways of thinking or new ways of doing that significantly change the results that a ministry achieves - usually by significantly changing the way it goes about ministry in key ways.

The world of missions desperately needs game changers if it is going to meet the astonishing opportunities of reaching some 6 billion people with the gospel. Unfortunately many mission agencies are tweaking old paradigms rather than rethinking their strategies for how they do what they do. Here are some of the game changers that are making a major difference in missions today.

Partnering with others rather than doing missions in isolation. It is amazing how little cooperation there has historically been between mission agencies. Essentially instead of building the church each agency felt that it had to build its version of church - duplicating all the denominations from the United States to the global world. Jesus died for the church and not just our version of the church so any time we can partner with like minded ministries we leverage ourselves for greater ministry results.

Building the church, not simply our version of church. Here is a game changer for our mission - ReachGlobal. While we are the mission of the EFCA we are not intent on planting EFC churches globally. Yes we must have orthodox theology and we believe in the ethos of the EFCA. But, we are far more concerned that the churches we work with or initiate are healthy, interdependent, reproducing, self supporting and indigenous. What we are not concerned about is the name above the door. This means that we can come alongside multiple movements in a country, not just the ones that have the same name as us. This dramatically increases our spiritual influence. It has been a game changer.

Another game changer in missions is related to the previous one. Rather than simply assuming that one needs to start something new in an area of the world in which one is working, the first thing strategic missions do is to look around and see what God is already doing there and where possible, come alongside existing movements to help them multiply healthy churches. Where there are no local believers, evangelism and apostolic church planting is the work of the missionary. But where there are existing believers with a level of health, the first thing strategic missions do is to see if they can come alongside of them. Of course, this requires that the mission is not simply committed to building their brand of the church denominationally. Those that are limit themselves significantly.

Coming alongside existing believers to expand the church leads to another kind of game changer. Rather than simply focusing on what mission staff can do, the focus is now on developing, empowering and releasing indigenous workers for the harvest and therefore moving from addition (what I can do) to multiplication (what we can do). In this scenario, missionaries see themselves more as coaches of others as they work alongside and serve those they are partnering with.

This leads to a mindset game changer. If we are not simply building "our brand" and if we are empowering others and lifting them up we no longer own anything, control anything or count anything as ours. That is a massive mind set change for western missions and it represents a humility and service mindset rather than the "expert" and "in charge" mindset. It significantly changes how we are seen by those we partner with.

One of the ultimate game changers takes place when empowered and encouraged indigenous partners take on their own responsibility for sending missionaries. This has happened with our African movement partners who two years ago formed Reach Africa for the sending of their own missionaries and they are already training dozens of pastors and church planters in areas where the church is not yet present. ReachGlobal partners with Reach Africa as equals in the mission endeavor - a powerful combination.

One final game changer comes when Western mission agencies start to bring on their staff leaders from the parts of the world where they work in significant leadership positions. They bring with them a wealth of cultural understanding, strong understanding of the issues faced in their part of the world along with the very relationships the agency needs to increase their influence. In recent years we have grafted into our leadership Indonesian, Egyptian, Lebanese, and Kenyan leaders. They, and others to come are changing ReachGlobal in a wonderful way and are helping us be far more effective as a mission.

It is time for mission agencies to embrace a new paradigm and a new relationship with indigenous partners. It has never been easier to reach more people with the gospel than it is today. Whether we respond to that challenge is up to us. I don't want to settle for anything less. You?

Signs that your board needs renovation

You are frustrated by the pace of decision making.

It is necessary to get the approval of more than one group in order to get something done.

You find your board revisiting issues you thought you had already settled.

You discuss issues that have nothing to do with leadership and should be decided at another level.

Your are bored on the board.

Board members find it hard to make key directional decisions because of fear that some in the congregation will resist and complain.

Your board meetings are poorly planned and led.

There is confusion or conflict over what place the congregation, staff team or board plays in leadership or decision making.


Your board does not have a clear job description and understand its responsibilities.


You find that you spend more time 'managing' day to day activities than thinking and planning for the future.

There are elephants in the boardroom that are off limits for discussion.


You cannot identify the clear 'preferred future' for your congregation and there is not a shared dream of the board.

Your board and staff do not have clear annual ministry goals and plans.


You are frustrated with the number of decisions that need to go to the congregation for approval.


You have nice people on the board but not enough leaders.

There is not a high level of unity and relational health among board members.

Your church structure and bylaws hinder rather than help leaders make timely decisions.

Your board does not have ample time for prayer and study of Scripture, and to dream and plan for the future.


Your board does not have a covenant that spells out its procedural and relational practices.

Robust, honest, dialogue is not practiced.

You do not have an intentional process designed to find the very best leaders for your board.


You do not believe that your church is maximizing its ministry impact.


Your church has more than one elected board.

There is tension or confusion between staff and board over who is responsible for what.

You are not able to attract and retain the best leaders in your church to serve on your senior leadership board.


If a number of these statements are true for your board, consider reading High Impact Church Boards as a group. It will help you move toward greater board and leadership health.