Transitioning to a New Generation.

Making Changes.

A short while ago I attended a meeting made up of leaders from different denominations. It was great to see the way that these leaders sat and interacted with each other, comfortable in the knowledge that there were no ulterior motives. No one was trying to steal someone else’s flock; no one was trying to plug their views over someone else’s. No one was Pentecostal; no one was Methodist or Baptist or Anglican or Catholic, everyone saw themselves as Christian. Then I looked around and realised that every major leader in this group was over the age of 60, and those that were not key leaders, were over the age of 55. There was, out of a group of 40-45 people only two who were under the age of 40. Perhaps the comfort and ease in which these leaders met was because they all realised that at their age no one had anything to lose.

Why is it that we as leaders find it so difficult to raise up young men and women who will one day take over from us?

As I have often said before one of the key factors for any healthy church growth is, a need to recognise and train up other people into key areas of leadership. This includes those who are in their teens.

Leaders say things to me like people don’t like change or people are not open to change. I disagree with them I believe that people do like change. What they don’t like is when it is foisted on them suddenly or there are too many changes, that happen too quickly and without-in their eyes, any good reason. If change is explained to people and they see that leadership is open and embracing of the change, they will accept it and move forward with it. When people see the result is good, the next time changes are introduced they more readily accept the change. Life becomes a little easier for the senior leader.

I know of a church in New Zealand that is large and growing rapidly. The senior leader of that church saw the need over 12 years ago to raise up a young leadership so as to take over from him at the appropriate time. Three young men in their late teens were identified. Two of them did not stay the course and have gone their separate ways into different ministries. On my last visit to New Zealand a number of months ago I was thrilled to see that this last young man and his lovely wife had now been brought onto the leadership team on a full time basis and were now beginning to operate under the watchful eye of the senior leader. The vision of the senior leader for the future of his church has resulted in a fresh face and new ideas and new concepts being introduced in his church.

A few weeks ago I was asked a question regarding a church with a congregation size of about 350. It had remained that size with minor fluctuation up and down for the last 10-15 years. What would I do if I took over as senior leader? A difficult question as I have no intention of entering pastoral work, but an interesting scenario nevertheless. I started by saying that there would be a number of things that I would do but one of the major ones would be the recognition of a future young leader to take over. I said that I would give the church ten years, after five I would bring on to staff a young person who I had been mentoring and developing, a person in their mid to late twenties. Then after a further five years I would step aside as senior leader and let the young person take the reins, I would remain for a short while maybe another 2-3 years as a father of the house. My role would be that of a senior advisor and mentor, but all major decisions would be made by the new young leaders.

If I was younger of course this would not be the case, but I recognise the need to stay relevant to the congregation and the community. It would be irresponsible of me to try and hold onto something because I clung to the past. God is always forward looking He always encourages us to move forward. The transition in this case to change is a long one, but from the very beginning I would have a plan put in place. Church leaders often take over churches thinking that they have a job for life, unfortunately life moves far too quickly and before long the leader finds themselves with a small irrelevant congregation with no plan in place for others to take over. What they forget is that Jesus took twelve men and over a period of three and a half years trained them to take forward a message that went to every corner of the world. What a lot of leaders forget is that this is a calling and vocation not a job, and God is in control not us. It is our job to ensure there is right and relevant people in positions of Leadership at all times to look after and nurture every generation, to ensure the future of the church.

In Summary then, when making changes in leadership and transitioning to a new generation always have a plan. Spend time explaining what you want to ensure that everyone is in agreement and convinced. When raising up a new leader who may one day take over from you, spend plenty of time mentoring and developing them. Take them to senior leadership meetings let them listen and take on board the bigger picture. Find their strengths and develop them, new ideas and concepts that they have will benefit the church in the long run and give the young leader the encouragement that they have something of value to contribute. Recognise their weaknesses and eradicate them. Above all make it clear at all times what the boundaries are, they are not in charge yet. Make it clear what the outcome will be, do not offer false hope this will only instil disappointment and a lack of trust.

Let us all raise up a new and vibrant, relevant well trained and developed generation. We have everything to lose if we do not.