Aiming for heaven?

I get the feeling at times that the church tries to be more than it is and tries to do more than it reasonably can do. It feels at times that we don’t know why we exist, and so we grab on to virtually anything that justifies our existence.

John Wesley — whatever his faults — did not suffer this problem. He saw the purpose of the church as getting people to heaven. He sums this attitude up no where better than in the preface to his sermons when he discusses his own attitude toward the Bible.

I am a creature of a day, passing through life as an arrow through the air. I am a spirit come from God, and returning to God: Just hovering over the great gulf; till, a few moments hence, I am no more seen; I drop into an unchangeable eternity! I want to know one thing, — the way to heaven; how to land safe on that happy shore.

Elsewhere he wrote more directly about the church, but the spirit was the same. The point of what we do is to land people in heaven.* This was Wesley’s passion and purpose for his entire ministry.

And I wonder what would change in the UMC if that was our goal. What if our mission statement was something like this: The mission of the United Methodist Church is to get people into heaven?

I have to confess that it feels like a goal with a great deal more clarity to it than “Make Disciples of Jesus Christ for the Transformation of the World.” We won’t know if we have met the goal in this life, but the goal feels like the kind of thing that could actually organize our work in a way that our current mission statement does not.


* I am aware that the idea of heaven as the goal rather than the new heaven and earth is a debated point. I find the term “heaven” a convenient place holder for whatever we understand to be the end of all things.

Aiming for heaven?

How do we mold leadership teams?

Patrick Lencioni defines a leadership team as a small group group of people who are collectively responsible for achieving results for their organization.

Do our churches by this definition have leadership teams? Do we have a groups that understands themselves to be collectively responsible for achieving results?

I find these questions challenging. They challenge me because I wonder if we could even define what we mean by “results” in many cases. They challenge me because I am full of doubt about my ability to pull together such a leadership team. They challenge me because I sense that as pastor, the ministry of order calls me to do what I most doubt my ability to do.

What stories can you share about creating groups of leaders in church?

How do we mold leadership teams?

Do you need searching or encouraging?

Here is another case of John Wesley’s attention to the different spiritual states of men and women to whom he was pastor. It comes from some advice in a letter he wrote to a band leader in 1762:

As to your Band, there are two sorts of persons with whom you may have to do – the earnest and the slack. The way you are to take with the one is quite different from that one would take with the other. The latter you must search, and find why they are slack; exhort them to repent, be zealous, do the first works. The former you have only to encourage, to exhort to push forward to the mark, to bid them grasp the prize so nigh!

If we had to sort the people in our congregations into these two groups, could we do it? Do we know the slack and the earnest? Can we tell the difference? Would we like the results if we could?

Of course, a lot of our answers here will have to do with definitions. Without a clear notion in our heads about what it means to “push forward to the mark,” we will have a hard time identifying those who are and those who are not pushing forward. We will have a devil of a time sorting out who needs to be encouraged and who needs to be searched.

We will have an even more difficult time of it if we do not let our means of assessment settle on merely outward things. If we look for changed hearts rather than clean finger nails, it will be even more challenging. And yet, Wesley would say, that is why we were called to this work.

Do you need searching or encouraging?

Mr. Wesley’s fabulous contraption

Scripture, of course, is the source as well as the paradigm of Christian speech. What we say must be said faithful to the language of Scripture. This is a complex task because it is no means clear how the many ways of expression in Scripture are to be said coherently. The investigation of that process is called theology. But theologians are often tempted to say too much because the reticence of Scripture, the refusal of Scripture to tell us what we think we need to know, drives us crazy. I sometimes think that the work of historical criticism, essential work for helping us read Scripture faithfully, is a rage against the silences of Scripture. Why do not the Gospels tell us what Jesus is “thinking?”

– Stanley Hauerwas, Working with Words

If I were to rename this blog, I would be tempted to steal a phrase from Hauerwas and call it “Rage Against the Silences.”

Rage is not really my thing, but I love that turn of phrase. It speaks to me out of the same place that “An arrow through the air” does. It also capture the desperation I often feel when confronted with silences in my life. To sit in the presence of silence — especially the kind you get when you really want speech — is a discipline I have barely begun to develop.

I don’t think John Wesley was very good at abiding the silences, either.

I was baptized in a United Methodist Church without ever being exposed to Wesley. I later went on to read and study Wesley’s theology as an amateur. As I consider what I have learned from this work, I do wonder whether Wesley fell prey to the temptation of the of the theologians that Hauerwas mentions here. Did he fill up the silence of Scripture or steamroll the conflicts in the interest of constructing a method? There is a sense in reading Wesley’s theology that it works too well. (I know Calvinists will howl about that last line. That’s okay. Let them howl.)

Wesley’s theology is brilliantly constructed to speak to the spiritual condition of people conscious of sin, mindful of wrath, and desiring to know the way of salvation. It is practical and carefully articulated. It shows all the signs of being developed by a skilled practitioner and careful observer of the human soul. It is well engineered and elegant.

But like any finely crafted machine, it does not work very well at things it was never designed to do. For instance, Wesley just waves his hand at the question of salvation outside of Christianity. He neither condemns nor saves Muslims and Hindus and Jews. He merely says that is a question for God and not for him.

I respect that answer, but I do not find it terribly helpful in multi-faith America.

Or to hit even closer to home, Wesley’s theology is so dependent on cognitive processes, that I wonder how it speaks to those who by age, injury, or disability cannot form the proper mental states to participate or cooperate with grace as laid out by Wesley.

There are ways we might answer that, but Wesley does not help us at all with those answers. His concern was with the machine he was building, and he does not speculate about other problems, or at least nothing I have seen in his works shows such concern.

I don’t mean this as an attack on Wesley. I’ve learned far too much from him for that. But I do wonder how to properly receive him. I wonder this, in particular, because I take quite seriously the vows of ordination the church may one day ask me to take.

How do I reside in the silences of Scripture while remaining an heir to the fabulous contraption Wesley constructed?

Mr. Wesley’s fabulous contraption

The measure of a great team

From Patrick Lencioni’s book The Advantage:

Some people find this extreme emphasis on results to be a little cold and uninspiring. But there is no getting around the fact that the only measure of a great team — or a great organization — is whether it accomplishes what it sets out to accomplish. … See, no matter how good a leadership team feels about itself, and how noble its mission might be, if the organization it leads rarely achieves its goals, then, by definition, it’s simply not a good team.

When I read this, I detect a couple problems for the United Methodist Church.

First, I’m not sure most local churches or our denomination as a whole can state what it is that we are setting out to accomplish. We have things we say, but I’m not convinced we say it with the kind of clarity we need to actually judge our own accomplishments.

John Wesley said some vague things, too. You could argue “spread Scriptural holiness across the land” is not terribly specific. But he did flesh this out with quite a bit of detail in theory and in practice. Among his more specific statements was the word to his preachers that they have nothing to do but to save souls.

What are we trying to accomplish?

The second thing that emerges for me as I read this is discomfort. I want to wriggle away from what Lencioni is saying. I want to come up with a reason to deny what he claims. I don’t want to agree when he says a team that fails to achieve its goals is not a good organization or lead by a good team.

I want to avoid this because agreeing with him calls for action.

The measure of a great team

Do you want to be healthy?

You have no reason to take the recommendation I am about to make. I have no place dispensing advice on leadership or fostering organizational health. I’m a Myers-Briggs INFP who has spent most of my life in more-or-less solitary work.

All that said, I think every church leader should read Patrick Lencioni’s book The Advantage: Why Organizational Health Trumps Everything Else in Business.

While the book is geared toward business, the insights clearly apply to churches.

Lencioni describes healthy organizations this way:

  • Minimal politics
  • Minimal confusion
  • High morale
  • High productivity
  • Low turnover

Wouldn’t you like to be part of a church that fits that description? Do you know a church that falls short on one or more of those dimensions?

Lencioni’s book is organized around describing four disciplines that are necessary for organizational health.

  • Building a cohesive leadership team
  • Creating clarity
  • Overcommunicating clarity
  • Reinforcing clarity

In addition to description and examples, the author also offers steps that an organization could take to build strength in these areas. I found nearly every section of the book challenging and inspiring.

For instance, under the discipline of creating clarity, Lencioni offers six questions every organization needs to be able to answer and every member of the leadership team needs to agree about.

  1. Why do we exist?
  2. How do we behave?
  3. What do we do?
  4. How will we succeed?
  5. What is most important, right now?
  6. Who must do what?

Lencioni describes each of these questions in depth and outlines methods for arriving at answers to them. Wouldn’t it be exciting to be part of a church that could work through those questions and arrive at answers that all the key leaders embraced? I know my answer is “yes.”

I offer these examples from the book to give you a taste of the topics in the book. Of course, there is much more depth than a few bullet points can convey.

The ministry of order is an area in which I need to grow quite a bit before I am fit for ordination in the UMC. I think this book will be an important tutor for me. A line from the last chapter will stay with me for a long time.

There is just no escaping the fact that the single biggest factor determining whether an organization is going to get healthier — or not — is the genuine commitment and active involvement of the person in charge. … For a church, it’s the pastor.

I have to say, I believe he is right. Lord, help me act on that belief.

Do you want to be healthy?