"Leadership:  Beyond the Struggle for power"

I never thought it could happen to me . . .  but it did.  There was an organized effort to oust me from the pulpit.  A small group with family ties, were meeting in secret to find ways to force me out. They broke into my office and went through my things trying to find something to incriminate me.  One family would take new members aside to "fill them in on the Pastor."  They tried to "trump" up some charges and confront me in business meeting, but the word got out. That night over a hundred supporters showed up, they filled the room.  The eight to ten people backed off, they knew the church was behind me.  It was over . . . or was it?

It all came to a head a few months later when "George" called me on the phone.  George stepped down as the church administrator right before I came to the church.  He decided to spend more time traveling and less time "tied" down with church work.  George's phone call made my heart pound through my chest.  "Pastor,"  he said, "we need to talk, since we got back from our trip this weekend, we've had three phone calls from church members who are upset with you."  He paused, "I'd like to come in with the chairman of the deacons to have a word with you."

How could this be happening to me?  I've always had a "charmed" ministry.  Besides, things were going well in the church.  Attendance, finances and baptisms were at all time highs.  What was going on?

Understanding Power

Two-dimensional Power and the Church

George held no leadership positions in the church, he was not my supervisor, who does he think he is?  He doesn't have the authority to call a meeting to discuss my job performance.  Does he?

Power in the Church is two-dimensional.  In the Church organization there is a formal and informal structure.  You can diagram the formal structure on a chart.  The power source of this formal structure is the governing documents of the Church. They are the checks and balances on the people.  The constitution and bylaws are legal documents that cause the Church, especially in times of crisis, to function in appropriate ways.

Also, within the formal structure are the official positions of the Church.  Those positions have a title, such as pastor, deacon, trustee, committee chairperson, members of committees, or persons holding ministry positions such as song leader, youth minister, etc.

The informal structure of the Church guides the day-to-day operation and decision making processes. It usually overrides the formal structure.

George began by summarizing his reasons for calling the meeting.  He said:  "As you know, we're not here much and I'm not as active in the church as I used to be, but I do feel I have a proprietary interest in the church."

Had I heard him right?  Was he saying that he is an owner and I'm a temporary employee?  Who is the shepherd here anyway?

In effect, George was a chief in a tribal configuration.  Though he held no official position, he was a leader in the Church.  He accumulated power based on tenure of membership, the positive perception of others toward him, and his credibility.  People like George are usually the kind of people of whom someone would say, "What would we do without Brother so-and-so?  This Church wouldn't be here if it weren't for him."  They have gained much respect from the congregation. They gained power because the Church perceives they are indispensable.

Two-Dimensional Power and the Pastor

George went through a laundry list of complaints with me.  I answered each of them with "the rest of the story."  At the end of the meeting he said, "Pastor, it sounds like there are some just some simple misunderstandings here, but I know this, if you don't change people's perceptions . . . your tenure here will be very short."

The pastor's formal power (professional power) consists of his calling, ordination, and his advanced education.  The Constitution, bylaws, and job description describe the formal power granted him by the congregation.

His argument was not that I was unqualified or that I wasn't working hard or even that I wasn't getting the job done.  The sole complaint was that the "right people" didn't like me and I better do something about it. 

I lacked informal power.  George went through a laundry list of complaints with me.  I answered each of them with "the rest of the story."  At the end of the meeting he said, "Pastor, it sounds like there are some just some simple misunderstandings here, but I know this, if you don't change people's perceptions . . . your tenure here will be very short.”The pastor's formal power (professional power) consists of his calling, ordination, and his advanced education.  The Constitution, bylaws, and job description describe the formal power granted him by the congregation. His argument was not that I was unqualified or that I wasn't working hard or even that I wasn't getting the job done.  The sole complaint was that the "right people" didn't like me and I better do something about it.  I lacked informal power.  Personal power is a result of people's perception of spirituality, personality, sincerity, warmness, and accessibility.

Which is more important, the formal or the informal power?  Which wing is more important on an airplane?  It is obvious that the plane needs both wings, and the Pastor needs both types of power. "Effective leaders do not rely exclusively on either power base.  They build and sustain both.  They do not shy away from the appropriate use of positional power, and simultaneously, continue to build their personal power."  Hersey, p. 81.

Establishing Power

Leaders borrow power from others.  They never own it.  People grant a pastor power to lead them.  The power is not his. It ultimately belongs to the Church.  A pastor accumulates power in three ways:  credibility, visibility, and accountability.

Credibility

"Current research shows three key factors that account for most of one's credibility.  They are trustworthiness (goodwill and high character), expertise (wisdom and experience), and dynamism (an active, artful style and delivery)."Charles Larson, Persuasion Reception and Responsibility, 3rd ed.,  (Belmont:  Wadsworth Publishing Company, Inc., 1979), p. 121. 

Trustworthiness

Trustworthiness is an obvious quality of building credibility.  Sometimes the emphasis is not just on the absence of committing a crime or sin, but is in the small, everyday things of life.

Expertise

Paul writes:  "that you esteem them (speaking of those who labor among you, v. 12) very highly in love because of their work."I Thessalonians 5:13, NASB.   Paul is talking about the demonstration of the expertise of the laborer that earns them the respect of people.  The demonstration of expertise, (doing the work efficiently) builds credibility, which aids the leader in accumulating power.

Expertise is more than educational credentials.  It includes practical experience.  It is not just the experience of knowing, but the experience of doing.  This credibility builds through expertise in that the pastor is doing something that no one else there has the ability or the credentials to do.

Dynamism

Dynamism is the third factor of credibility building.  Dynamism, or charisma is much more than a flashy smile and the ability to turn a quick phrase.  It is a command of people skills.

 

Visibility

The second essential to accumulating power is visibility.  In leadership, perception is everything. People's feelings or thoughts about a leader are more important than objective reality.

This is what George was telling me.  I needed to launch a public relations campaign with this small group of people.  I needed to change their perception.

Accountability

For power, which is a trust given to a leader, to maintain its integrity and continue, the leader must be accountable to the people he is trying to lead.

This is why George could call the meeting.  I was accountable to him.  If I refused to be accountable the situation would deteriorate.

Moving on

I weathered the storm, but it wasn't easy.  The next attack was a few months later.  People were taking sides, I didn't want the church to split, but how could it stay together with these bitter attacks?

One Sunday in late spring I went over to the parsonage between morning services to receive a phone call from a church two states away.  The call came.  The church voted 97% to call me to be their next pastor.  That was a wonderful day, we had record attendance, twelve professions of faith and I resigned to accept a new pastorate.

George went on to his reward in glory a few months after I moved.  His church voted to name the new educational building after him.

What Went Wrong?

The church had a history of conflict.  It was in conflict now.  All three staff members resigned to accept other positions and left within 13 days of one another.  Where had I gone wrong?  Should I have entered a power struggle and tried to take over?

No!  The Pastor does not need to hold all the power, but he must orchestrate it.  If you walk into a symphony hall before a performance, and you will hear a confusing noise.  As the performers tune their instruments they emit disharmonious, hideous sounds.  But when the curtain draws open and the director takes control, something else happens.  The lights dim. The director taps the baton on the pedestal. Silence prevails.  With one stroke of the wand, beautiful sounds begin to emerge from the Orchestra pit.

The director does not need to be holding every instrument.  She does not even need to know how to play every instrument.  What she needs to do is direct each performer, organizing the sounds so that the audience can enjoy the beautiful music.

Lessons Learned

I spent the first few months in my new church visiting church members.  I am getting to know them and enjoying being with them.  We spent the next few months planning.  It may take us a little longer to get there, but this time, we'll all get there together.