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A Shepherd in the Boardroom

Examining the pastor’s role in mentoring business leadersf-Greene-ShepherdBoardroom


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.

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Volunteer Revolution

From recruiting to reproducing, here’s how to lead passionate servants into effective ministryf-Rutland-VolunteerRevolution


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.

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Leading by Giving

Leadership, generosity and how a family is redefining generational wealthf-Rutland-LeadingGiving

 

David Green is founder and CEO of Hobby LobbyBorn 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.

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Principles for leading a Turnaround

How to orchestrate a recovery in the wake of organizational catastrophef-Rutland-PrinciplesTurnaround


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. 

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How to Train Your Successor

 Is there a way to retire from your pulpit and effectively mentor the incoming pastor? Yes—and two pastors have the model plan.f-Holen-Sloan-TrainSuccessor


Is it possible for a church with a large congregation to successfully transition from a pastor of 38 years to a new and younger leader—and experience church growth at the same time? Absolutely, say pastor emeritus Kemp C. Holden and pastor Marty Sloan of Harvest Time church in Fort Smith, Ark.

Ten years ago, during a lengthy stay in the hospital, Holden heard the Lord tell him to position his church for 20 years of growth. As a result, he created a plan to find and train his replacement and prepare his 3,000-member congregation for the change of leadership. Not long afterward, he met Sloan—who was half Kemp’s age—and knew he was to become his successor. 

In this article, the pastors each tell how God helped them implement Kemp’s plan, which resulted not just in a successful pastoral transition at Harvest Time, but also in an increase of the church’s conversions, attendance and income.  

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Dr. Turnaround

Dr. Mark Rutland clearly knows how to save struggling organizations. But equally as impressive as his turnaround record is his passion to empower leaders like you for growth.f-Strang-DrTurnaround


Anyone can lead when things are going great. Just show up and act like a leader! But when things are going down or there’s crisis, that’s when you find out who are the true leaders.

Dr. Mark Rutland is a true leader. He led a major turnaround in the 1990s at Calvary Assembly in Winter Park, Fla.—the church where Charisma started and where I served on staff for five years. He did it again at Southeastern College (now University) in Lakeland, Fla., where my dad was a professor when I was a teen. Now he’s doing it again at Oral Roberts University (ORU).

Calvary Assembly went through a painful scandal in 1981. And though the church survived, it went from 5,000 attendees to 1,800 within a nine-year period while taking on huge debt to build a 5,500-seat sanctuary. Rutland was able to stave off bankruptcy, heal a hurting congregation and build up attendance to 3,600 before he left.

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