The style of leadership can make all the difference between a happy growing congregation and a troubled church.
The authority of Scripture is central to Baptist thinking. This authority does not lie in traditions or creeds, not even Baptist ones. Nor does it lie in any servant of God, living or dead, however respected. The Bible is God's Word to mankind today (Matthew 24.35).
The Holy Spirit opens our minds to the message of the Bible, and helps us to apply it to today's needs. Linked with this is the right of all Christians to understand the Word of God for themselves. This has an important effect which is sometimes overlooked. Some pastors seek to impose their personal authority on their church. This contradicts 1 Peter 5.3 and leads to trouble. The pastor's authority is not in his office, but in the Word of God. He should not seek an authority beyond the Scriptures. The church in turn recognises its pastor's Spirit-given abilities to lead it by the Word.
The purpose of pastoral counsel is therefore to advise and warn. Members should be pointed to the Scriptures, (but given the freedom to consider them for themselves, and even to make their own mistakes). Focusing in on the Scriptures restricts counsel to doctrine and application of the moral law of God. It is not, for example, for pastors to dictate to members what job they should do, where they should live, or which individual Christian they should or should not marry.
Congregational government
Linked with the place of the Bible is the Baptist belief that the government of the local church is in the hands of the local congregation.
'It is evident ... that the government of the church, so far as regards the source of authority, is an absolute monarchy. In ascertaining the will of Christ, however, ... the Holy Spirit enlightens one member through the counsel of another, and as a result of combined deliberation, guides the whole body to right conclusions' (Augustus Strong, Systematic Theology, page 983).
Pastors in Baptist churches are part of their church, not separate from it. The phrase 'pastor and people' is sometimes used, but does not fit a Baptist church at all. Pastors are first and foremost members of their church and under the same congregational order. When moving churches, they usually join the church and submit to its discipline, then become its pastor.
Congregational order means for us that the authority for its government remains with the local church, under the lordship of Christ. No external authority is recognised. This also means that the church is no more governed by the pastor than it is by a presbytery or a pope.
Romans 12.8, 1 Timothy 5.17 and Hebrews 13.7 seem to show elders as rulers of their churches. The Greek word behind the first two is literally 'stand before', and that behind the other, 'lead'. The meaning is closer to leading and guiding than commanding. Note also what our Lord says in Mark 10.42-45.
Baptist pastors are like Eastern shepherds. They lead willing flocks, not drive them from behind. If your church's willingness is questionable, you must, of course, preach the Bible, not what your members might prefer to hear. But you should still lead by example, by teaching and by discussing. That way you may convince the spiritually minded, and move your church forward.
Reducing conflict
Some strong characters lead by command rather than by example and persuasion. It seems to work for them, but others damage their churches and themselves by similar tactics. The Baptist way is better fitted to reducing conflict rather than to inducing it.
You cannot always avoid conflict. An influential group, for example, may seek to collaborate with non-evangelical churches or cling to traditions. Pastoral counselling sometimes demands straight talking. But conflict should be the last resort, after teaching and persuasion have failed.
Reducing conflict involves improving your skills in personal relationships. It sounds spiritual to say: 'All I need is my walk with the Lord' but God made us to need other humans (Genesis 2.18, Corinthians 12 etc.). We must work at our relationships with other people as well as our relationship with God.
Keep the lines open
You do not reduce conflict by keeping quiet; it will only boil up inside you and suddenly burst through the surface. If you feel something is not going right, talk to your fellow church leaders about it. Your fears may be unfounded or they may not seem as large once you have expressed them. Alternatively, you might correct something before positions become entrenched. It is always easier to change things when relationships are good than after they begin to sour.
These lines should be open from the first time the church expresses interest in you. It is much better to talk freely about your views and the church's views on worship styles, Bible versions, evangelistic methods, pastoral visitation, relationships with other churches, etc., before any commitment is made, than to wait for arguments to brew when you are their pastor.
Discuss any potential conflict with your elders or deacons. Ask them to keep alert for murmurings within the church. In ignorance you may be unnecessarily upsetting some people. They may be reluctant to speak to you direct, but are happy to talk to a fellow leader who could let you know the problem. Try not to be over-sensitive, but be prepared to learn from criticism.
Keep the communication lines open also with fellow pastors, especially with those in nearby associated churches. Sharing encouragement and advice can help you see your own situation more clearly as you support and learn from each other.
From the start, foster true friendships with fellow pastors, giving time for shared recreation as well as work. Invite another pastor and his wife to a meal for fellowship and prayer. Attend fraternals especially those arranged by the associated churches in your locality or district.
If things do go wrong, never withdraw into yourself. This is a strong temptation for some: resist it.
Be focused
The pastor's job is open-ended, and you can find yourself doing so much that you fail to do the important tasks. Think through the important tasks and your priorities. Don't get too involved in activities outside your local church. Wise pastors clear these with their elders or deacons before accepting them.
Some pastors think they should be at the centre of everything that happens in their church. Gifts, however, are spread throughout the membership. Pastors should encourage others to exercise their gifts, then let them get on with the job, especially in the more routine and practical matters. This reduces conflict in two ways. Firstly, it gives pastors the time and energy to devote themselves to pastoral work, which therefore gets done. Secondly, it avoids someone with more experience saying: 'I could have told him it wouldn't work but he doesn't want to listen.'
However, pastors should not be too focused. Conflicts can arise when members believe the pastor has favourites. Our own inclinations may make us more comfortable with certain types of people, but we should seek to be even in our attentions. A right balance also needs to be struck between study and visitation.
Listen and understand
Conflict soon arises if people think you do not understand them. Be slow in coming to conclusions about people. If you are concerned about someone, find out the facts before you try correcting them.
Pastors are notorious for talking and not listening. Give people time to have their say, and ask questions to help you understand them, before you start giving advice. Even good advice about the wrong problem makes people believe you do not really care about them.
Understanding includes seeing that people are different. Some pastors like to relate other people's problems to their own past experiences, but the similarity may be an illusion. A pastoral approach which worked with one person might repel another. Again, people who are shy or placid are not necessarily unspiritual, nor are demonstrative people more so.
We need to allow for people's differences in the pulpit as well. A good communicator always seeks to understand his audience. Not everybody likes or understands closely-argued sermons with abstract arguments. Our Lord's teaching made people think, but it was full of pictures and practical images. Beware of getting stuck in one method of preaching.
Lead from the front
Be careful that what you say is what you do. Church members notice if your preaching contradicts what you do. If you want them to do something, do not just tell them, show them.
Telling people they are doing a good job encourages them and builds good relationships. They like to know people appreciate what they are doing. Be quick to praise and slow to criticise, and include those people you find difficult.
Watch out in the manse
Never take any marriage for granted, especially your own. The pastor must give his wife and children regular quality time, and be at least as eager to listen to them as he is to anyone else in the church.
Pastors' wives sometimes feel the strain more keenly than their embattled husbands. Groups in the church may even attack her rather than the pastor direct. While you are fostering relationships with everyone else, do not forget your relationships with your wife and children. You are their pastor too.
Sometimes you may be so close to her problem that it may be better for you to ask someone else to counsel your wife. This does not mean you have failed either as a husband or a pastor.
God gives his churches pastors to prepare his people for works of service (Ephesians 4.15, 12). This aim fits Baptist churches very well. May your eldership/diaconate be the focus of a caring and united church family.
Association of Grace Baptist Churches
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