Barnabas File

Let me tell you a story about some friends of mine.  This Christian couple are longtime church members. The husband’s family practiced the tithe (ten percent of one’s income BEFORE taxes, of course), believed that the church was the “storehouse” of God’s tithe, and taught him the same. The wife’s family were church donors but not tithers, but when they married, the couple decided to be regular contributors to the church, always giving ten percent of their income. The church they have attended for years was a generous supporter of the denominational missions program at one time, usually sending more than ten percent of its undesignated gifts to the denomination for “missions” (that included not only domestic and foreign field personnel, but seminary support, benevolences, etc.).  In fact, their church was one of the largest supporters of the denominational work in the state. Something interesting happened several years ago, however. The church found that it needed mo...

Each year churches and other Christian groups spend a great deal of time on strategic planning.  They consider their environment, assess their resources, and make goals for three, five, or ten years into the future.  Unfortunately, most of this is wasted effort.   Current realities change so quickly that it is difficult to know what will happen next week much less years into the future.  What’s the alternative?  In Great by Choice , the new book by Jim Collins and Morten Hansen, the authors address the question, “Why do some companies thrive in uncertainty, even chaos, and others do not?”  The answer is not simple, but an illustration early in the book reflects some of the characteristics of organizations that prosper in uncertain times. The authors tell the story of the competition between Roald Amundsen and Robert Falcon Scott in 1911 to reach the South Pole.  Amundsen’s team succeeded, reached the Pole, and returned home safely....

A couple of years ago, I read Missional Renaissance by Reggie McNeal.  McNeal calls for several shifts in emphasis for the church in the 21 st century: ·          From an internal to an external focus. ·          From program development to people development. ·          From church-based to kingdom-based leadership. The one that particularly got my attention was his strong appeal for the church to move from a program-driven focus to a people-centered focus.  He suggests that the effectiveness of a missional church is based more on the quality of its people than the quality (and quantity) of its programs. In the past, we often operated out of this mindset:  “Here is what we have for you. Come and plug into it.”  We accepted programs that were developed elsewhere and forced them to fit our context.  The question we need to b...

As I am involved in discussions with pastors and other church leaders, a question that surfaces frequently is “How do you measure success in the church?”  Traditionally, we have used the “nickels and noses” (giving and attendance) approach.  Some measure their success by baptismal rate and others by the numbers involved in Christian education programs or weekday ministries. Many leaders are moving beyond these metrics because they do not always reflect what the leaders are really seeking to form—committed followers of Jesus Christ.  Several years ago, Willow Creek church commissioned a study that revealed (it was called REVEAL) that the church was not achieving its goal:  “Willow Creek exists to turn irreligious people into fully devoted followers of Christ.”Some used this as a basis of criticizing the church and its methodologies.  In reality, the church should be praised for being willing to ask the hard question, “Are we really doing what we say we ...

Where will we find the next cohort of church leaders?  Traditionally, our leaders grew up in the church, were nurtured by youth ministries and collegiate ministries, responded to “the call” to ministry, and then prepared themselves through graduate theological education.  Although there were certainly exceptions to this pattern, most current leaders followed this path. Of course, this is no longer a truism. A recent article fromLeadership Network addresses significant changes in church leadership.  Two items caught my attention.  First, the article states that “an increasing number of key implementers and team leaders are coming from business vs. ministry backgrounds.”  I agree and could add that many are coming from other backgrounds as well, such as education and the not-for-profit sector.  These folks have unique skill sets that are needed by the church at this particular point in time, and their selection for such roles should be encouraged. ...

If you haven’t noticed, theological education in North America is going through a “shake-out” process. I learned this week of one free-standing denominational seminary that is negotiating to become the divinity school of a college in the same denomination.  Other seminaries are combining or closing their doors.  Those that survive with find new partners and strengthen their relationships with old partners. New approaches to theological education like those being offered by Central Baptist Theological Seminary require contextualization and creativity, but they will fail without cooperation.  Healthy, flexible, and supportive partners are needed for these efforts to be successful. Partners assist theological institutions in a number of ways.  For one thing, partners—church, judicatories, other institutions—link the theological schools with potential students.  Seminaries and divinity schools are exhibiting flexibility by offering programs to edu...

The decentralized model of theological education that Central Baptist Theological Seminary is offering not only in Tennessee and Wisconsin but through the Access Program depends on three things:  contextualization, creativity, and cooperation.  This post addresses creativity. In August 1967, Rita and I packed all of our worldly goods into a station wagon and a trailer and left Alabama for a sojourn of three years in Fort Worth, Texas.  In order to get a seminary degree in those days, a person needed to relocate (unless fortunate enough to have a seminary in their backyard) in order to get an education and a degree.  This meant finding a new job (for at least one family member), a place to live, and a new church (where you would serve either as volunteer or paid staff).  This also meant leaving behind family and friends (although some people we knew had made the same trek) and a church context that we were very familiar with and we deeply involved.  ...

For the past six years, I have had the opportunity to work with the leadership of Central Baptist Theological Seminary to “create a bridge as we walked across it.”   The bridge is the Murfreesboro center of CBTS, now known as “Central Baptist Theological Seminary Tennessee.”   Our goal has been to offer quality graduate level theological education that is affordable and accessible.   During these years, we have offered thirty-four classes, enrolled some forty individuals, and graduated six students with the Master of Divinity degree.   Although now fully accredited, the model of theological education we offer in Tennessee is still something of an experiment.   The ongoing viability of that experiment is contingent on three things:   contextualization, creativity, and cooperation.   I will address the first here and the other two in subsequent posts. In our situation, contextualization can mean many things, but I believe that it begins with ...

Seth Godin does good work.   Not only does he provide alternatives to old ways of doing things, he reminds us not to neglect proven concepts.   In a recent blog post , he wrote about the differences between managers and leaders.   He said: “Managers work to get their employees to do what they did yesterday, but a little faster and a little cheaper.   Leaders, on the other hand, know where they'd like to go, but understand that they can't get there without their tribe, without giving those they lead the tools to make something happen.   Managers want authority. Leaders take responsibility.” Godin goes on to point out that we need both managers and leaders, but he shows his bias when he says, “It helps to remember that leaders are scarce and thus more valuable.” Although I understand his sentiment, I have to disagree.   I would say that both are valuable, but only if they understand their respective roles and both accept the responsibilities tha...

As parents who have faced the task of putting together a toy on Christmas Eve can attest, “some assembly required” is an understatement.   The job usually takes much longer and produces more sweat and frustration that we expect.   My friend David Cates used this illustration in his sermon yesterday, challenging us to the task of “being builders.” David’s sermon and illustration got me to thinking about the fact that all of us have the opportunity to build something—a life, a family, a church.   Often we have the chance to do all three.   As we do so, we discover that there are both internal and external aspects to building. Internally, we have to do the hard work of clarifying our purpose in life—as a person, a family, or a church. This comes as a result of knowing our values, discovering our strengths, and then setting our course.   As we do the hard internal work, we achieve external results. At the same time, there are external concerns we must...

                In response to my recent blog post on the way forward for Cooperative Baptist Fellowship, a friend suggested that I was dealing with reorganization of the national entity.   Actually, I am suggesting not reorganization but reconceptualization.   Whenever a new leader comes on board, the first step usually taken is to reorganize.   Reorganization gives the impression that things are being changed and thus improved. Wrong!   Too often this is just rearranging the various parts without addressing basic values, strategies and systems.   The same thinking provides the same kind of results.   New thinking presents new results. If the Cooperative Baptist Fellowship is not only to survive but prosper, it is time to go back to the drawing board and identify the values, strategies and systems that define a missional judicatory.   For the last two decades, CBF has attempted to gain credibility with ...

In a recent Harvard Business Review blog post , Ron Ashkenas asked the question, “Where have all the leaders gone?”   Admitting some nostalgia for the past, he nevertheless points out the low confidence ratings for the President, Congress, corporate leaders, and leaders in most segments of society.   He goes on to comment on the   large sums spent in recent decades on leadership development programs and wonders if we are getting our money’s worth.   Ashkenas suggests two possible reasons for the growing perception of leader ineffectiveness.   Both may have implications for church leaders as well.   First, he suggests that “the velocity and volume of issues that leaders are confronted with today has increased substantially.”   Leaders have always faced problems and change, but both seem to come more rapidly today with increased means of communication, short attention spans, a desire for “quick fixes,” and a growing consumer mentality even in ...

A friend recently shared with me these words from German theologian Helmut Thielicke:   “The gospel must be preached afresh and told in new ways to every generation, since every generation has its own unique questions.    The gospel must constantly be forwarded to a new address, because the recipient is repeatedly changing his place of residence.” Please note that Thielicke does not say that the gospel message itself needs to be changed, watered down, or made more palatable for a new generation.   He is saying that if we are to communicate the gospel effectively to people of a new time and culture, then we must be willing to answer the questions generated in that environment, use the images and metaphors that are understood by the people to whom we are speaking, and speak in such a way that we can be understood.   The core message is the same, but the way it is presented varies. This is one reason that those of us who are communicators of the gosp...

I was introduced to the phrase above when I was a campus minister and doing research on young adult values and expectations.   The idea has stayed with me and I have found it helpful in explaining what happens in a number of organizations when they “cast a new vision,” “organize to be more effective,” or make some other change that is more cosmetic than significant. In a recent blog, the Rev. Linda Grenz, publisher and CEO of LeaderResources , takes a look at the Episcopal Church and challenges congregations to ask questions that will lead to change that is more than cosmetic.   She points out,   “Organizational systems theory says that a system is designed to produce what it is producing. If you like what the system is producing but want to ‘improve it,’ tinkering with the system enables you to produce a better result . . . faster, better, cheaper. But if you don’t like what the system is producing, you have to change the system. ” Grenz goes on to pose ...

Are you familiar with TED talks ?   These are relatively brief presentations by thought leaders that stimulate, inspire, and encourage.   At the Annual Fall Gathering of the AlabamaCooperative Baptist Fellowship yesterday, one of the breakout sessions was titled “CBF Meet TED:   Inspiring Stories from and for Our Movement.”    Hosted by Chris Aho, the session featured three short presentations to stimulate, inspire, and encourage participants. All of the presentations were helpful, but the presentation by Jamie Mackey, minister to students at First Baptist Church, Huntsville,Alabama , particularly caught my attention.   Jamie identified the four ingredients of a healthy student ministry—relationships, Bible study, ministry, and fun—and explained their importance.   He made some application to other types of ministry as well—senior adults, campus ministry, etc. As I listened to Jamie’s presentation, I realized that these are the ingredient...

With the announced retirement not only of Executive Coordinator Daniel Vestal but also long-time leader Terry Hamrick (who has at least three different titles on the website) and the upcoming report of the Hull Committee, the Cooperative Baptist Fellowship is entering a significant time of transition.   Plagued with financial shortfalls in the past year like so many judicatories, some hard decisions will have to be made about future mission, organization, and services. Although I no longer hold a leadership position within CBF life, I am a supporter and feel that I have a stake in the future of the organization.   As I think about the future of CBF, I suggest that we need to consider two major areas—competition and opportunities. Who are the competitors of CBF?   The “knee jerk” response would be the Southern Baptist Convention, but this is yesterday’s competitor.   Those related to the SBC have made their choice about the path they will follow and that pa...

I am a terrible salesperson.    When I believe in an organization, I readily participate in it and support it, share its value with others, and ask them to support it as well, but I am not naturally inclined to push people to buy or invest in something.    An entrepreneur must be able to do this—not only to envision and create but to market or “sell” as well.   As I have written in other blogs, I have a great respect for entrepreneurs and I believe that the future belongs to those organizations and individuals who can create and provide quality services and resources for the churches.   Those who provide such services and resources will (and to some extent already have) replace traditional denominational structures. Even so, I often find myself concerned about the commercialization of ministry.   When I walk through an exhibit hall at a religious gathering and hear comments like “But this is where our product is better” or “You don’t want to dea...