I began doing research on churches 25 years ago. In each situation, I approached the new project with anticipation and excitement. You see, I have never considered myself to be an expert on American churches. To the contrary, my role has been more of student as I listened to and learned from the true experts serving local churches. They are the ones on the front line of ministry.

Recently, I was a part of a project that had to be one of the most comprehensive research assignments ever completed on the American church. We did either telephone interviews or on-site interviews or both with over 7,000 pastors. We then did tens of thousands of surveys with church members across the United States.

Our purpose was to find churches that were truly making a difference in their communities and in the world, and then to find out what God is doing in these churches. The entire project was called “Transformational Church.”

The Incredible Hope

I have been one of those pundits that has written or spoken about the dire state of churches in our nation. Please understand, I still believe that the large majority of our churches are unhealthy by almost any metric. I don’t have my head in the sand. But I have been guilty at times of communicating that such situations are hopeless.

The Transformational Church study, to the contrary, showed me the incredible hope that is present in many churches today. Some of the churches were indeed in difficult situations, but God showed their leaders that He was not done with the work of those local congregations. The God of all hope instilled new life and great promise in these churches.

How It Began

In this study, as in previous research we have conducted, we found a common theme among the Transformational Churches. God began stirring the heart of one or a few leaders in the churches. He gave them a “holy dissatisfaction” with the present reality of their churches and their ministries. We called these moments “cathartic experiences.”

A cathartic experience is a moment of decision or change that is both beneficial and liberating. The status quo is no longer acceptable. The experience can occur in the midst of conflict, or it can be a clear wake-up call that the church is not moving forward. No matter the reason for it, the cathartic experience is the moment when a leader or leaders in a church decide that something must change.

Ed Stetzer and I provide the full story of our study and these churches in our recently released book called, of course, Transformational Church. More than anything, the study and the book is a story of hope.

A Personal Word

There are many areas of leadership: in our families; in churches, in businesses; and in other organizations, to name a few. I have experienced at different points in my life of leadership these cathartic moments. They were sometimes painful, but they were for the best for me and for those I led. I saw that I had to do better as a husband, a father, a pastor, a dean, and an organizational president. Life is too short to become satisfied with the status quo when God is telling us to move forward. In all that we do, we must give our best for His glory.

I am grateful for my own cathartic experiences. And I am grateful for the Transformational Church leaders who let such moments move them to lead their churches forward for the glory of God. May God give us even more of these leaders so that we may truly see more Transformational Churches.

 

The Millennial generation is the generation that has grabbed my heart. I know that my preference is largely related to having and loving three Millennial sons and their friends. But I know that my favoritism also stems from the attitude of hope that this generation brings.

As I have shared in other writings, my son, Jess Rainer, and I just concluded writing a book about this generation with the basic title, The Millennials. The book will be released in January 2011. Our work was based on a massive research project led by LifeWay Research, where that team asked 1,200 older Millennials dozens of questions in multiple categories. The responses were fascinating.

Who Are the Millennials?

As a reminder, the Millennials are America’s largest generation, over 78 million in number. They are slightly larger in number than the well-documented Baby Boomer generation.

The Millennials were born between 1980 and 2000, though our research included only the older portion of this generation, those born between 1980 and 1991. The study included demographic sampling that well represents the generation in total.

The Leadership Factor

Though we asked relatively few questions about leadership in our study, the intensity of their responses provided clear indication that this subject was one of great interest to many in this generation. At the conclusion of our study, we found four major leadership foci among the Millennials. We dubbed them simply “What Millennials Want in Leaders.”

1.    Mentoring. This generation has great respect for those older than they are. Most of them have good relationships with their parents. They have learned from older people all their lives, and they don’t want to stop now. They want to be led and taught in their places of work, in their churches, and in their families. They particularly want to learn from couples who have had long and successful marriages. Many Millennials see such examples as heroes to emulate.
2.    Gentle spirit. This category is easier to describe by what Millennials do not want in leaders. Divisive, loud, and acrimonious persons turn them off. They loathe politicians and political pundits who scream at each other. They are leaving churches to some extent because they see many Christian leaders as negative and prone to divisiveness. They are repulsed by business leaders with harsh and autocratic spirits.
3.    Transparency and authenticity. I wish Jess and I had counted the number of times that Millennials used the word “real” to describe leaders they want to follow. As one Millennial told us, her generation “can smell phony and pretentiousness a mile away.” They don’t want phony; they want authentic. They don’t want pretentious; they want transparent.
4.    Integrity. The Millennials are weary of politicians who don’t keep promises. They are tired of Christian leaders who fail basic moral standards. They are fed up with business leaders who are more concerned about personal gain than serving others. They want leaders with integrity.

Looking for a Few Good Leaders

The Millennial generation has much to offer. As a whole, they desire to serve others. Most of them are very family oriented. And they really want to listen and learn from others. Indeed they are looking for a few good leaders to follow. When they find them, they will follow with commitment and enthusiasm.

Our study of this generation was one of the most encouraging research projects in which I have been involved. I found great hope in the Millennials. I see great promise in many of them. And I found among them a hunger to learn from leaders they respect.

May we who have come before them be that type of leader.

The largest generation in America is watching us closely.

My life is enriched, influenced, and enhanced by my family. Any positive quality I possess is because of the grace of God and the influence of my family. Anyone who has heard me speak or read my writings knows that they will hear something about my family. It is a passion I don’t try to contain.

But something strange and wonderful happened on June 25, 2010. It had never happened in my immediate family. I’m not even sure I fully comprehend its impact yet. On that day, a Rainer girl was born. Her name is Maggie Elizabeth Rainer. She is my granddaughter. And I find it amazing how deeply I love her already.

The First Girl

My family has never had a baby girl. I was one of two sons. My parents had no girls. Nellie Jo and I had three sons. And two of ours sons have sons of their own. Until Maggie came into this world, the Rainers have never been graced by the birth of a baby girl.

Of course, my life is richer because of four other females in my family: my wife and three daughters-in-law. But they married into the Rainer family. Maggie is the first female to be born in our family.

A New Chapter

You who have daughters and granddaughters are likely smiling now. You know what my life will be like. You understand how a little girl can steal your heart. You know that my sentimentality will be greater than ever.

I only know about little boys up close. I know how they like to get dirty and play rough games and sports. And I don’t pretend to limit Maggie. Her mother is a good athlete, so she may be as well.

But life is different now. We have a girl.

It is indeed a new chapter in our lives. And it is good.

A Gift from God

One of the first gifts God gave to the world was a woman. He knew that man was incomplete without her, and thus he said, “It is not good for the man to be alone” (Genesis 2:18, HCSB).

I have known personally the gift of a woman in my wife, Nellie Jo. I have been blessed by three incredible and godly daughters-in-law.

But I have never had a daughter or a granddaughter.

Until now. And it is good.

Looking to the Future

While I don’t presume upon the number of days God has left for me, I do look forward to the future. It will be a future filled with laughter and joy. It will be a future with the incredible gift of a girl. It will be a future with Maggie.

I want to be a vital part of Maggie’s life. I want her to be able to turn to her granddad in the good times and the bad. I hope to have granddaughter dates and take her places my boys and I never considered. I want to pray with her. I just want her to know how much I love her.

One part of my investment in Maggie’s life has already begun. I am praying for her. I am first praying for her salvation through Jesus Christ. I am also praying, if it’s God’s plan for her, to bring her a godly and loving husband. I am praying for her physical and emotional well-being also.

If I live a normal life expectancy, I have begun the last quarter of my life. I really want to invest in those things that make a difference. Like people. Like grandchildren. Like Maggie.

Perhaps one day, Maggie, you can read this article and understand how much you mean to me. You are my granddaughter. You are my first little girl. And I love you, Maggie. I love you so very much.
 

The principle of the leadership lid is simple, if not simplistic: An organization can move no higher than the leadership qualities of the leader. Like any so-called principle, the leadership lid certainly has exceptions. It is not an ironclad rule. But it does merit consideration.

This principle does suggest, for example, if the leader has character deficiencies, the organization will suffer. Or if he or she has a work ethic problem, the organization does not reach its potential. It is also possible, even likely in many situations, that the leader does not and cannot possess key leadership skills. Again, the organization is weaker because of a weak leader.

Every leader should consider this principle whether the leadership responsibility is over a few or thousands. What, then, are some basic steps in evaluating oneself in light of the leadership lid? Let us consider three as a starting point. These three are likely in reverse chronological order, but let’s begin with the most difficult question first.

Am I the Right Leader for My Organization?

This question is the toughest for most leaders. We often assume that, if we have been given or assigned a leadership position, then we must be qualified for it. But the reality, of course, is that many leaders are ill-suited for their current position of leadership. Regardless of the circumstances that brought them to the position, a number of leaders soon discover their deficiencies for the task outweigh their strengths.

It takes a courageous leader to come to this point of awareness and response. It certainly is not a reflection on his or her character that the position does not fit the person. And it does not mean that the leader cannot contribute elsewhere. It just means that this assignment does not fit the leader.

In simple terms, the options are twofold for a leader who answers the “Am I the right leader?” negatively. Oftentimes the best response is the toughest. Not many leaders have sufficient courage and faith to step down. A second response for some leaders is to make some challenging adjustments.

Can I Make the Necessary Adjustments?

In some situations, the leader can make the necessary adjustments. It may be something as basic as additional education or coaching. Or it could be that the organizational alignment is not optimal. Perhaps the leader is not a detailed person, and he needs someone to compensate for that deficiency. If the leader has the luxury of realigning team members, then adjustments can be made.

There are challenges making adjustments. Not all leaders have the resources of getting additional education or coaching. Many do not have other people who can compensate for the leader’s deficiencies. Some leaders simply struggle changing. And, even more difficult, a number of leaders are not even aware that they need to make changes. The problem is called lack of self-awareness.

Do You Have Sufficient Self-awareness?

It seems that I think I have good self-awareness until someone brings something to my attention that makes me realize I’m not nearly as self-aware as I thought I was. If we are in denial about our deficiencies, then how can we know that we have those deficiencies?

Again, an outside coach or consultant can be a great help, but not everyone has the luxury of such resources. Good leaders, though, find people who will shoot straight with them, who will let them know where they may be succeeding or failing as a leader.  Admittedly, such honest and straightforward friends are hard to find. And even if a leader finds such a person, the leader must have the willingness and courage to listen and respond to the tough facts.

The Lid and the Bus

I continue to be a big fan of Jim Collins’ classic book, Good to Great. One of the best illustrations he uses is the metaphor of the bus. All great organizations make certain they get the right people on the bus. In other words, they bring the right people into the organization. He then says we must get the right people into the right seats on the bus. We can have great people in our organization who prove ineffective because they are not in the right roles or, as Collins puts it, the right seats on the bus.

One of the great dangers of any organization is having a leader who is in the wrong seat on the bus. That leader, with whatever deficiencies he or she brings, is like a lid on the organization. The organization is limited because of the limitations of the leader.

Honest and humble leaders find ways to increase self-awareness. Good leaders are willing to make both personal and organizational changes to remove the lid they are bringing to the organization. In some cases, they make the most dramatic change, and step down from their leadership role. And that decision may very well be one of the most courageous decisions a leader can make.

This article was timed to release shortly after the closing gavel fell at the 2010 Southern Baptist Convention in Orlando, Florida. I am writing it, though, four days before the convention begins. As I write this blog, I thus have no idea how the annual gathering went. I don’t know who the new president is. I don’t know the results of the vote on the recommendations of the Great Commission Task Force.

A Letter for the Family

From your emails and tweets, I realize that many who read my blog are not Southern Baptists. I hope you bear with me as I write this letter to those who are in my denomination. You who are not in the SBC are welcome to hear this conversation.

I have a great burden for Southern Baptists. I certainly understand that the Christian world is much larger than our one denomination. Perhaps we don’t always act like it is. Our denomination is hurting. We seem to have lost our focus to reach the nations, to reach those in our communities, and to share the love of Christ in both words and deeds.

Some Safe Predictions

By the time you read this article, you will know the results of all of the proceedings of the convention. It is likely that meeting included some spirited and perhaps acrimonious debate on the Great Commission Resurgence. I would be surprised if there weren’t some motions that were filled with emotions.

There undoubtedly was a lot of informal conversation about the significant time of transition as three national entities are waiting for new presidents. Indeed the Orlando convention will likely be marked as a time of great transition for our denomination.

What the World Sees

I sat in my barber’s chair getting my $13 haircut a couple of days before I left for Orlando. As is typical in my conversations with my barber, he asked me where I was traveling the next week. When I explained that I was on my way to the Southern Baptist Convention, he lapsed into silence that was uncustomary behavior for him.

So I asked him what he knew about Southern Baptists. I think I recall his words verbatim: “I know that you fight a lot, and that you are against a lot of things.”

His words broke my heart.

I don’t want to suggest that we silence dissidents in our family. That freedom to speak is part of the heritage that has made us stronger. And I don’t want to suggest that we lose our prophetic voice in a world and nation that has strayed from biblical truths.

But I really wish the world knew us more by what we are for, by how we care, and by how we demonstrate love.

It Is Time

The annual Southern Baptist Convention is over. And as I write, I do not know what we decided, who was elected, and how we behaved. But I do know one thing. It’s time to move forward. Those who left the convention with political victories need to be humble and gracious. Those who left the meeting with political defeats need also to be gracious and now focus on those matters that bring us together.

It is time to reach the nations.

It is time to be Christ in our communities.

It is time to give food to the hungry, water to the thirsty, shelter to the stranger, clothes to the naked, and fellowship to the prisoner.

It is time to be known for our love.

“If anyone says, ‘I love God,’ yet hates his brother, he is a liar. For the person who does not love his brother whom he has seen cannot love God whom he has not seen. And we have this command from Him: the one who loves God must also love his brother” (1 John 4:20-21, HCSB)

Healthy organizations inevitably have healthy leaders. That statement is so self-evident that it is hardly worth articulating. Where we often do not give adequate attention to leadership, however, is making certain that leaders are in positions that best fit them functionally.

My functional classification is likely an oversimplification. Still, it has helped me understand different types of leaders and how they might best serve and lead in an organization.

Visionary Leaders

The visionary leader has the high level view. Some leadership experts define this type of leader as the person who can see a preferred future. I don’t disagree with this understanding as a rule, but it may not always work. A visionary may not see the future with clarity, but he or she has looked at various longer-term possibilities and decided on a destination for the organization.

This category of leader is thus a person who has a vision and the courage to lead an organization toward the future. Because the visionary leader thinks in big-picture views, he tends not to do well handling details.

Strategic Leaders

Visionary leaders may see different possibilities for the organization’s future, but they may or may not know the most effective path to get there. Strategic leaders are able to take the vision of the organization and map out the way to get there. The visionary leader understands the present location and the destination. The strategic leader is the navigation system that takes those two points and shows the most effective path to travel.

Some of the best organizations I have seen have a strong visionary leader and a strong strategic leader working side by side. The former declares the destination and the latter provides the path.

Managerial Leaders

Typically a managerial leader is not able to see or cast a vision. Nor is the leader best at providing the strategic plan to arrive at the vision. But this type of leader is still vital to the organization. The managerial leader finds and organizes the resources necessary for the organization to move toward the vision on the strategic path.

To use a rough analogy, the visionary leader provides the destination for a trip. The strategic leader provides the map or navigation system to get there. And the managerial leader gets the right type of vehicle with the best choice of fuel to make the trip possible.

Observations

A few observations might help at this point. First, all three types of leaders are vital in any organization. You cannot make a trip without a destination, a way to get there, and the means to make the travel. This functional description of leaders is not meant to imply superiority of one type of leader over another.

Second, though all leaders are needed in an organization, there are usually very few visionary leaders, a few more strategic leaders, but even more managerial leaders. It makes sense. You certainly don’t need numbers of visionary leaders with competing visions in an organization, but you do need many managerial leaders to carry out the vision.

Third, organizational dysfunction often occurs when a particular leader is in the wrong seat. A managerial leader, for example, will become frustrated and even despondent if he is expected to develop a strategic path. He is at his best when he is bringing together the resources to execute a strategy already provided him. Similarly, a visionary leader may do poorly if his or her primary role is executing someone else’s vision and strategy. That person is often frustrated dealing with details and allocating resources.

Healthy organizations have many different components that comprise their healthy state. But those robust organizations inevitably have all three types of functional leaders present. And they have them in a place that best fits each of their leadership styles.

In my last post I spoke to church members about things they should and should not do or say to their pastors.  Today, I would like to speak to the pastors about what people in the congregation need from the person behind the pulpit.  After all, ninety percent of formerly unchurched individuals cited the pastor and his preaching as the key factor in their entering the ranks of the churched.  So, what was it about the pastor that kept them coming back for more?

Truth and Application

What may surprise some is that folks are not looking for a “feel good” message.  A superficial reading of Scripture is not enough.  People are drawn to in-depth teaching.  They are not afraid to learn.  In fact, many long for a deeper understanding of the Bible and Christian doctrine.  

On the other hand, they also want to know how the truths of the Bible apply to their daily lives.  It is possible to have deep expository preaching coupled with life application.  The ability to combine the two is the sign of a gifted preacher.

Authenticity and Conviction

I have mentioned it before but it is worth repeating.  Genuineness is essential.  Whether it is a long time church member or a first time guest, people desire authenticity.  Though described in a variety of ways, the authenticity of the pastor was noted over and over again by the formerly unchurched.

In addition to being “real,” it is vital that the pastor be a man of conviction.  Those hearing a message must know with certainty that the preacher really believes the truth of his message.  People are hungry for truth and are drawn to those unafraid to address the tough issues of Scripture.

Communication and Leadership

In an effort to be the next big thing in the church world the importance of communication skills is often overlooked.  An effective pastor must be able to communicate well, not only from the pulpit, but on a one-on-one basis as well.  It is also important that he be able to connect with people from different generations and backgrounds.  

Coupled with a desire for good communication skills in a pastor is a need to see strong leadership skills.  Those in the church need to know that their pastor has the ability to lead them with purpose and determination.  People need to hear their pastor clearly communicate his vision for the church and then trust in his ability to lead them in that direction.  

A lot of pressure is placed on pastors.  They are expected to be “on” all the time.  People often look to them to instinctively know and be able to meet every need.  These characteristics are simply those mentioned by others as being instrumental in their desire to return to a specific church or learn more about the truths of the Bible.  It is not meant to serve as a checklist for the perfect pastor.  People do not need perfect pastors, which is good because there aren’t any.  

It is important, however, that preachers preach the hard issues of Scripture and that they do so with authority.  It is vital that they be people of authenticity and conviction.  They must also have communication and leadership skills.  And they must use all of these skills to point others to the cross.
 

I know. Pastors aren’t perfect. But they do have one of the toughest jobs in the world. Regardless of the church polity, they do have to answer to every church member. Please allow me to speak to you who are church members. I know most of you love your pastor. I know most of you respect your pastor. But you may not know how you can best help your pastor.

I have served as a pastor of four churches, and I have consulted with hundreds of pastors. In many ways, I think I understand the heart of a pastor. So would you allow me to share with you how to demonstrate love to your pastor? I put them in the form of five things not to do, and five things to do.

What Not to Do

Let’s get the negatives out of the way first. I’ve tried to streamline the list some.

1. Don’t criticize or make critical suggestions to the pastor unless you have spent much time in prayer over the matter. Pastors have to deal with criticisms every week. It drains them. Also, don’t criticize the pastor’s family.

2. Don’t ask the pastor to make announcements right before the worship service. He needs to be focused on his sermon. Similarly, don’t say other things to him that may distract him before he preaches.

3. Don’t tell your pastor how he compares to other pastors.

4. Don’t expect the pastor to be at all the church events and functions you think he should attend. Most of the other church members want him at “their” events as well.

5. Don’t expect the pastor to be the primary pastoral care giver to all members, their relatives, their distant relatives, and the rest of the community within a 30-mile radius.

What to Do

As I have talked with pastors around the world, they have shared with me some of the steps church members have taken that have really encouraged them. Let me share five of them.

1. Do pray for your pastor. Send him an email to let him know you are praying for him.

2. Do encourage your pastor. He needs it because he’s human, and he needs it to balance the criticisms he hears.

3.  Do work with the leadership of the church to make certain the pastor is getting sufficient rest, time off, and family time. Most pastors are on 24/7 call.

4. Do encourage the rest of the church to take on pastoral care responsibility, particularly through small groups and Sunday school classes. The pastor should be the primary care giver for the most urgent and serious of needs. The rest of the church should do the bulk of the ministry.

5. Do be faithful to the ministry of the church. Few things encourage a pastor as much as committed church members.

Remembering Frances Mason

The very first blog I wrote was about Frances Mason. She was one of those church members that every pastor loves. Upon her death, I noted several reasons why I loved her so dearly.

As I reflected back on Frances for this blog, I realized that she was the type of church member that embodied all the great characteristics that are noted in these ten action items for this article. She prayed for me. She encouraged me. She looked after my welfare. She was a totally committed church member.

Many pastors are hurting. Sometimes I think most pastors are hurting. They are looking for answers to help their lives and leadership.

And the good news is that you can be a part of the solution.

In 1900 a visionary pastor named H. Boyce Taylor led First Baptist Church of Murray, Kentucky to a plan of supporting ministries called “the box plan of giving.” The plan was the forerunner of the Kentucky Baptist Convention's unified plan that became the model of the Cooperative Program of my denomination, the Southern Baptist Convention (SBC).

First Baptist Church of Murray called a new senior pastor in 2009. His name is Sam Rainer, and he just happens to be my son. A historical marker is in the front lawn of the church. In some ways this church is the birthplace of one of the most ingenious plans to support missions and ministries ever created.

More Irony

In 2004 The Southern Baptist Journal published a tribute and a review of the conservative resurgence in the denomination after twenty-five years. In that issue I wrote an article entitled “A Resurgence Not Realized,” noting that, though a theological turnaround had taken place in the Southern Baptist Convention, there was little indication that a resurgence of the Great Commission had taken place in the churches.

In the article I called for a “Great Commission Resurgence.” Little did I know that the phrase I used would be the nomenclature for a renewed Great Commission emphasis in the SBC years later.

We two Rainers are ironically connected to two of the most historic moments in the largest Protestant denomination in the world. And we both stand in awe of what God has done and what He might do in the future.

The Great Vision

The Cooperative Program was one of the most visionary ideas any denomination has ever devised. To this day, its impact is pervasive and far-reaching. And the call for a Great Commission Resurgence by Johnny Hunt, the president of the SBC, is timely, powerful, and sorely needed.

It is a great vision in a time of great need. Many of us have lamented the state of the SBC. The convention now has three consecutive years of membership declines, despite the reality that many of the membership rolls of churches are inflated and inaccurate. Baptisms the past few years are at the lowest levels since 1987. Indeed we are baptizing no more today than we were in 1950 when the SBC was half its current size.

Looking to the Future

President Hunt appointed a task force at the Southern Baptist Convention in Louisville. The Great Commission Resurgence Task Force includes many wonderful men and women who are key leaders in the convention and in their churches.

I am grateful for their work, their sacrifice, and their hearts for a true resurgence of the Great Commission in the churches of our convention. From the beginning I have pledged to pray for these men and women, support them, and offer them my services and those of LifeWay Christian Resources. That commitment remains to this day.

Doing Nothing Is Not an Option

The churches of the Southern Baptist Convention are truly at a crossroad. In 1979 men and women from churches of all types and all sizes made a courageous stand. In that year and the several years that followed, they made the necessary decisions to make certain the SBC returned to a path of biblical fidelity and inerrancy.

Today we face a different crossroad, but the issues are still critical. We are a convention where the majority of churches are declining and many are dying. Those who ignore our present state are ignoring clear realities. We must make bold and even painful decisions today so that we might be a convention of God-glorifying, Kingdom-building, and Great Commission-obedient churches in the days ahead.

The stakes are high. The risks are real.

But we know we must make changes.

The decision to do nothing is simply not an option.

My wife and I were in a conversation recently about our years together. We will celebrate 33 years of marriage this year, and we dated for almost six years. The simple math was a surprise. We have been dating or married for nearly four decades!

It was a good conversation. But I had my moments of regret. Times that I was too busy for my family. My tendency to want to win an argument with my wife rather than resolve the problem. Failure to slow down and enjoy life.

Mistakes in Ministry

I then reflected on my years when I served as senior pastor of four churches. I have often said that I wanted to write a book entitled Mistakes I Made in Ministry. Then I realized it would have to be a multivolume series!

There are no “do overs” in life and ministry. But there are always opportunities to learn, correct, and improve. So I decided to share with you seven of the key mistakes I made as a senior pastor. Obviously, the list is not exhaustive. Seven just seemed to be a good, biblical number.

Seven for Starters

As I just began thinking about the mistakes I made as a pastor, I realized how gracious most church members were to me. And I realized how my family’s love for me is a total gift of grace. Here are the seven, but they are really just the beginning of many more.

 1. I would spend more time in the Word and in prayer. I would follow the biblical pattern of the church leaders in Acts 6:4: “But we will devote ourselves to prayer and to the preaching ministry" (HCSB).

2.  I would give my family more time. No one remembers the church committee meetings I missed. My family still remembers those times I was too busy for them.

3. I would spend more time sharing my faith. Paul told the young pastor Timothy to do the work of an evangelist (2 Timothy 4:5). Those words apply to all pastors today.

4. I would love the community where I lived more. I would try to live more incarnationally. I would prayerfully seek to see how I could serve the community rather than see it as a population pool of prospects for my church.

5. I would lead the church to focus more on the nations. I would lead in helping our church grasp that missions is more than just an annual offering.

6. I would focus on critics less. Most church members have no idea how many criticisms and “suggestions” a pastor gets each week. It can be overwhelming and distracting. Though I would be willing to listen, I would not obsess about every negative comment that was made about me.

7. I would accept the reality that I can’t be omnipresent. So many people and groups want the presence of the pastor. Saying “no” can be difficult, but it can free the pastor to focus on some of the priorities noted above,

For This and the Next Generation

While I can’t reverse the mistakes I’ve made, I can endeavor to move forward positively from this day on. Though my mistakes were made when I was a pastor, many of the lessons still apply to me today. And I hope that my mistakes can be a teaching tool for this and the next generation of pastors and church staff.

This life is so incredibly brief. I am amazed and sorrowful to recall how many times I haven’t been the steward of my life that I should be. But this is a new day. It is the day that the Lord has made. I have a fresh start.

In His power, I might just get it right this time.