Editors Note

In issue 4 of KTCB we began a series on the Youth Pastor leader with a challenge based on 1 Timothy 4:11-16. Some of the points raised in that article will be returned to in future issues of KTCB.

To begin our series proper we will look at an issue that is very important and that is the perils of giving too much responsibility too soon to a person who appears to possess a number of gifts. The author of this article is Paul Borthwick, a Minister of Missions at Grace Chapel in Lexington, Massachusetts. He has written widely on subjects related to Missions, Leadership, and Discipleship.

This article first appeared in the July/August 1998 issue of Discipleship Journal. We were particularly struck by the timely appearance of this article and felt that Paul Borthwick’s words on the subject would be far better than our own. We offer it to you for your spiritual and eternal benefit.

LEAPING INTO LEADERSHIP

Joe came to our fellowship in September, explaining that he had become a Christian in August through a beach evangelism project. We all knew Joe. He was a campus leader, a handsome guy who excelled in a number of areas. We thought that God had truly blessed our campus outreach that year by sending us Joe. In September we asked him to give his testimony; in October he arranged through some friends to have his testimony printed in the campus newspaper; in November we gave him some teaching responsibilities; in December he crashed. We never saw him at our fellowship again. It seems that Joe’s girlfriend (who was also his roommate, we discovered later) had broken up with him, and he could not handle it.

Where did we go wrong? After all, we needed leaders. Joe appeared to be God’s answer to our prayers. Having Joe up front seemed to add credibility and visibility to our fellowship and our witness on campus.

LYING LOW

We have all seen it happen. A prominent leader in the community or an outspoken member of the student body or a popular athlete becomes a Christian. They scarcely have a chance to catch their breath before we have them giving their testimonies to large groups. Then, after their natural leadership traits begin to manifest themselves, we arrange for them to co-ordinate meetings and to teach.

A study of the Bible’s principles of leadership shows that a person young in the faith should not receive so much responsibility so soon. Though the apostle Paul did give his testimony shortly after his conversion (Acts 9:19-31), he then seemed to disappear. The books of Acts and Galatians imply that Paul lay low at least three years, and some scholars say 14 to 17 years!

Why did Paul not take a more prominent role in his early days of his faith? Think of all he could have added to the fledgling Christian church! His knowledge of the Scriptures and his zealous leadership could have been a tremendous boost to the underdog Christians.

Perhaps Paul himself gives the answer when he lists the qualifications for leaders in 1 Timothy 3:6. Paul instructs Timothy that a position of spiritual leadership should not be filled by a "recent convert." In contrast to the way we handled Joe, and in contrast to the practices in many Christian fellowships and ministries, the Bible exhorts us to be very cautious about placing new believers in positions of spiritual responsibility.

FOOLED BY FACADES

We put Keith in a position of leadership because of his enthusiasm for the Lord and because he was an excellent communicator. He had recently gone through a dramatic conversion from the Jehovah’s Witnesses, and was so thrilled to tell anyone about it. He knew the Bible better than most of us, which alleviated our fears about his spiritual maturity…until he started flirting with the followers of Dun Myung Moon. At that point we realized that his enthusiasm and oratorical ability far exceeded his spiritual discernment.

When we are eager to put a bright, popular, enthusiastic believer into spiritual leadership, it is often for the wrong motives, such as being impressed by the novice’s physical good looks (as in the case of Joe) or speaking ability (as in the case of Keith).

Paul reminded the Corinthian Christians to look for spiritual power rather than prestige (1 Cor. 1:18-2:15). Similarly, he exhorted the Galatians to sow to the Spirit, not to the flesh (Galatians 6:8-10). If we make good looks and speaking ability the measure of leadership, we shall sow to the flesh and from the flesh reap the destruction of spiritual priorities in our ministries.

"LET THE NEW GUY DO IT!"

Another motive for putting new believers into positions of spiritual leadership comes from our own waning zeal for Christ and His work. We grow weary in handling the many responsibilities of ministry. When a young Christian arrives whose enthusiasm for Jesus is infectious and whose desire to serve is unsurpassed, we see an out. We put him into leadership to free ourselves from the burden.

The incident with Keith was a slap in the face to us. We had received his zeal and enthusiasm as a gift from God (which it was), but we had also used it as an excuse to indulge our own laziness and to flee responsibility. The ministry could have suffered greatly had we tried to live off the enthusiasm of another person rather than the fullness of the Holy Spirit.

STARRY-EYED WITH SUCCESS

A third motive for the rapid promotion of a novice is our appetite for success. When Joe’s testimony appeared in the campus paper, our entire group felt honoured with him. Behind this, however, was the subtle feeling that we had achieved a level of success that had previously eluded us.

Often, a successful athlete or business person is promoted to ministry leadership because he or she is admired in the eyes of the world. This person seems to add credibility to our message and makes us feel good about being identified with the gospel. We fall into the trap of success-defined values. We state by our behaviour that we lack confidence in the power in the gospel and need an important person to validate our commitment to Jesus Christ.

We need to hear again Paul’s reminder that our gospel is not secured in outward attractiveness, but in inward power. We need to remember that the wisdom of the cross may be foolishness to the wise of this world (1 Cor 1:18-31). Jesus is the truth whether or not the famous or wealthy or successful believe in Him.

ANY EXCEPTIONS?

Whenever we discuss the issue of leadership for new believers, people are quick to offer exceptions: "But I knew a guy who was very discerning." " I knew a woman who had suffered greatly before becoming a believer, and she was obedient, even as a baby Christian." We can list prominent people such as Charles Colson or Malcom Muggeridge who were in the limelight as soon as they became Christians, yet remained faithful to God. (Ed: Muggeridge deserted True Christianity for Catholicism)

The Bible, too, contains some exceptions to the cautions I’ve cited. The Thessalonian believers seem to have established some of their members as leaders even thought they were young in the faith. Another example occurs in Paul’s letter to Titus (1:5-9). While instructing Titus about the appointment of overseers, Paul omits the qualification "not a recent convert" that he gave to timothy in a parallel passage. The reason? Titus served with the Cretan Church, which had no older, more mature Christians available. Titus had to choose from the young converts in the fellowship.

These exceptions show us that God is able and willing to work through anyone. His ideal, however, is that spiritual responsibility be reserved for believers with a level of maturity seasoned by experience in the presence of Christ.

Each fellowship or ministry must consider its own situation and personnel. Some, because of the lack of mature leadership, will have to use novices in the faith. Others will have greater needs for leadership than available mature Christians, so there will need to be a compromise. In all circumstances, however, certain principles can help us discern how to approach this issue.

THREE PRINCIPLES

Before you risk placing a new Christian in a position of leadership, consider these three truths.

Principle One: THE MINISTRY BELONGS TO GOD.

We may voice a hearty amen to this, but in experience, we sometimes get our own desires and motives mixed up with God’s.

Once Church faced this dilemma when it was challenged to participate in a local crusade. Leaders of the crusade reminded Church leaders that "missing this opportunity may mean missing a powerful work of God’s Spirit." After prayer, however, the Church leaders decided that no one from their congregation could handle the leadership responsibilities required by the crusade. They chose not to participate and endured the criticism of other Christians. But they stuck to their decisions based on the Lord’s ownership of them and their Church.

Principle Two: BUILD FOR QUALITY.

In practice, this means we will seek to develop depth of character and godly qualities in ourselves, in new believers, and in the entire fellowship. Building for quality seldom brings instant success. It requires perseverance and endurance, but it will help us strive for the holiness without which "no one will see the Lord" (Heb 12:14).

Principle Three: SHARE THE LOAD.

We all long for heroes. We enjoy looking to one key, charismatic figure for leadership. But novices suffer when placed in such a position because they cannot handle the awe with which they may be treated.

We need to reconsider the biblical teaching on the body of Christ )see 1 Cor 12:27 and Eph 4:11-13). If we are all members of one another, then our practices in leadership should reflect it. Leadership should be shared rather than dominated by one central person. New believers should have plentiful opportunities to see how everyone is needed in the fellowship.

In his book spiritual Leadership, J.Oswald Sanders refers to this sharing-the-load principle in relation to a new believer:

"While he should not be given a key position too soon, the promising convert should be afforded a widening opportunity at humbler and less prominent tasks that would develop both natural and spiritual gifts. He should not be advanced too soon, lest he become puffed up. Neither should he be repressed, lest he be discouraged."

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