Daily practices for reigniting spiritual passion
Saint John of the Cross described his relationship with Jesus as the “living flame of love.” The two men Jesus walked with on the road to Emmaus testified that their hearts burned within them as Jesus opened the Scriptures (see Luke 24:32). How do leaders feed this living flame so that the daily pressures of ministry do not smother the fire that should drive our service in the first place?
In my own life, I experienced renewed love for Jesus as I began to see in the Scripture that God relates to His church as His bride and burns with passion and zeal for her. From Genesis through Revelation, one of the themes of the Scriptures is God’s ravished heart for His people. We discover Him as the one who leaves the Father’s home in heaven to cling to His bride and be united to her as a husband becomes one flesh with his wife.
We find Him in the prophetic pictures of Isaac and Rebekah, of Boaz and Ruth, of Esther and the king. We are strengthened by the king’s declaration of love for the bride in the Song of Solomon. We feel the anguish of the Bridegroom’s heart in the prophetic writings as He grieves the spiritual adultery of His people, and we are continually moved by the constancy of His longing for intimacy and commitment to restoration.
Examining the pastor’s role in mentoring business leaders
When Jesus turned over the tables of the money changers and chased out the dove sellers from the temple (see Matt. 21:12), He also launched a discussion among church and business leaders for centuries to follow.
The relationship between church and business ranges from the simple, “Would it be OK to place a brochure for my business in your lobby?” to the more complex, “Would your business donate materials to build a new gym for our youth?”
A slippery slope exists in the relationship between church and business. The primary issue seems to balance on the fulcrum of doing commerce in the church and receiving support from local business for church budgets. As church budgets continue to cope with declining revenue, the tipping point becomes less obvious.
From recruiting to reproducing, here’s how to lead passionate servants into effective ministry
The volunteer is a unique hybrid—almost an employee and not quite a friend. Volunteers don’t get paid, yet they perform services of their own accord that benefit the local church. They are not co-workers with the paid staff, yet a bond of mutual ministry is often formed. Friendships can develop between volunteers in the pursuit of mutual service, but that is not the goal of the volunteer.
If a senior pastor understands who potential volunteers are, what they want from volunteer service and how they can be developed for effective service, 50 percent to 80 percent of a church’s staff needs could be filled—by volunteers!
Who are potential volunteers?
Anyone who shows up is a potential volunteer. The mom who attends youth group with her teenager to keep an eye on the kid should be greeted, signed in and welcomed. At the end of the service she should be asked to pour soda at the refreshments table.
Leadership, generosity and how a family is redefining generational wealth
David Green is founder and CEO of Hobby Lobby. Born in a pastor’s home, he began working at a local five-and-dime as a teen. After marrying his high school sweetheart, he and his wife, Barbara, began a small picture-frame shop, and in 1972 they opened their first retail store. Today Hobby Lobby has more than 475 stores in 40 states. David and Barbara have three grown children.
In 2007, his family made national headlines when they pledged $70 million to Oral Roberts University, which was $52 million in debt and facing unlawful termination lawsuits from three former professors. In the years since, ORU has experienced a dramatic turnaround in enrollment and financial stability. In the following interview,
Dr. Mark Rutland, who was appointed president of ORU in 2009, chats with Green about the roots of his family’s generosity.
How to orchestrate a recovery in the wake of organizational catastrophe
In 2004, Hurricane Charley cut a devastating swath through central Florida and made a direct hit on our house. We had made the decision to ride out the storm, believing the weatherman that the worst of it would go elsewhere. He was wrong.
We watched in horror as a massive oak tree was sucked up like a giant broccoli plant and plunged into our swimming pool, barely missing the house. That blow could have utterly destroyed the house and very probably killed us. The damage was bad enough as it was.
When the howling wind stopped and the terrible night was over, the scene was a war zone. I will never forget the sinking feeling in the pit of my stomach as I forced the front door open and crawled out to survey wreckage greater than I ever imagined.