Have you ever noticed how ideas seem to flow when you don’t need them? Throughout the year, you might have a dozen great ideas for a weekend getaway; but when a weekend is finally available for a trip, you can’t think of anything to do. Or maybe you’ve had a million “when I get around to it” moments only to find that on a rare day off, you can’t remember any of them!
Being a pastor is much the same way. For years you may have thought, “If I was a pastor, the first thing I would do is …” And then, when that moment finally comes—a church calls you to pastor—you can’t figure out where to start. Being chosen to pastor a church is a great honor. Much like the first moment holding your newborn, you are overcome with one thought: “I want to do this right!”
Think about the teenagers in your church who you believe love God the most, the ones that would be most likely to serve in your congregation. Can you see them in your mind yet? These are the “good” kids, right? At least these are on the correct path, right?
Don’t be too sure.
These are the exact type of teens who go on mission trips with my team each year. More than 72,000 of them have shown up over the years ready to explore South American jungles, trek through Himalayan mountains and journey inside cultures unlike their own, all for the chance to tell people about Jesus. At least that’s what I thought, until I made a shocking discovery.
Have you ever had to lead change when no one knew for sure what change was needed, when there wasn’t clear agreement on where the organization needed to go, when some players on the team were uncommitted or complacent, or when the leadership pipeline—who is supposed to be leading—wasn’t clearly defined? Have you ever had to lead change when the season of decline has been so long no one remembers what success looks like, or when ... you get the idea.
It’s like navigating through muddy water. Have you ever been there?
In 1999, the company I worked for was acquired by the world’s largest insurance broker, which was based in Manhattan. I was appointed the chief information officer of one of the subsidiaries and began a 10-year period of commuting from Seattle to my office on the 50th floor in the south tower in the World Trade Center.
I was one of more than 1,700 employees from four subsidiaries that were housed in the north and south towers. We lost 376 staff and contractors the morning of 9/11. Many were my friends and colleagues.
The greatest legacy my mother gave me was a legacy of holiness, of integrity, of a life well-lived and of exemplifying the Word in action.
Simply put, Alice Gray stood out among the crowd. Many of the people I grew up around attended church. But looking back, there were very few whom I would classify as true Christ-followers. That’s not to judge them and say that they were bad people. But there’s a difference between those who follow a religion (which simply involves rote repetition) and those who are committed to growing and developing in their relationship with God.