This post by Rick Lewis was originally published at Seventy Two

Effective leadership is always shaped by context. One of the features of our present Covid-19 context is the presence of a raised degree of anxiety in society in general and in Christian communities. By considering the impacts of anxiety on human behaviour, we can identify particular leadership initiatives called for by the current situation. In the first two blogs in this series I listed three of these initiatives:

1. Remain calm: prayerfully lean into God to receive his peace
2. Communicate: frequently, accessibly, consistently and interactively
3. Engage emotionally: acknowledge feelings before moving to facts and decisions

Now I want to turn to aspects of leadership that relate to vision and strategy. Anxiety causes our field of vision to contract. Pressure and stress cause us to close up in various ways, becoming absorbed by short-term, inward-looking technical activity. We tend to pay greater attention to:

• Immediate circumstances rather than the long-term outlook
• Inward concerns closer to home rather than an outward, other-centred focus
• Presenting issues rather than quiet, underlying realities

In anxious times, an effective leader will push back against these tendencies with three strategic emphases.

4. Positive Future Outlook

In many parts of the world the spread of Covid-19 has become overwhelming. Every news item is somehow related to the virus. It threatens to completely fill our field of vision so that everything else is blocked out. Future thinking drops off the radar; all there is, is now and it’s crushing. If there is any thought of the future it is tinged with a fearful expectation of doom and gloom. Anxious people either go inside their shell or start to engage in frantic, short-term activity to secure a quick fix.

It’s instructive to consider how Jesus responded to the intense pressure and stress of his imminent crucifixion. While the disciples show signs of anxiety, Jesus remains calm, communicates extensively over the Passover meal, engages emotionally and takes a long-term view. He tells the disciples that he is laying his life down and will take it up again. He flags that he expects to eat the Passover with them once again when it finds its fulfilment in the kingdom of God. For the joy set before him he endured the cross. Jesus pushes out the time horizon to see beyond the present crisis and thereby stays strong in hope. With good leadership, uncertainty can be fertile ground for hope.

This is not an exercise in wishful thinking or jollying people along without any foundation in the truth. When we say, ‘It’s Friday; but Sunday’s coming!’ we are appealing to the promises of God, rooted in the scripture, which are true. We can lead with a positive future outlook because God can be trusted. We don’t know what the future holds but we know who holds the future. With that reassurance we can turn back to the current circumstances, not overwhelmed by them but curious to discover the possibilities they might offer for a new imagination. So, we have not been able to gather. But what are we discovering about fresh ways of being a community of faith? Many people have lost their lives and livelihoods. But see the huge upswing of interest in spiritual and eternal matters?

Lead in such a way that pushes out the time horizon to include an expectation of the coming of the kingdom of God, just as we pray in the Lord’s Prayer.

5. Outward Missional Focus

When people become anxious under stressful pressure they tend to close up by attending primarily to the things that concern themselves and those closest to them. We saw this demonstrated clearly in the panic buying that broke out in the early phase of the Covid-19 crisis. Although that particular behaviour has passed the tendency persists to prioritise personal interests over the interests of others. One person thinks everyone else should observe travel restrictions but he and his own family are exceptions. Another person is determined that her special family gathering will still go ahead – no-one needs to know. Churches become absorbed in questions of survival rather than energised by opportunities to express the love of God to those least equipped to handle this crisis.

Once again, Jesus gives us a great example here. Under the pressure of the looming cross, he notices the needs of others. He sees the disciples’ feet need washing, and does it. He speaks compassionately to the thief dying next to him. He sees his mother at the foot of his cross and cares for her, entrusting her to his best friend, John. He commits his own welfare into the hands of his Father in heaven and pours himself out for the sake of others.

The kind of Christian leadership needed in anxious times is that which draws the attention of God’s people away from their own concerns towards God’s concerns; His mission, his priorities. Too often the church has acted like a club that looks after its own interests. We must remind people that if the church is a club, it is a club that exists expressly for the benefit of those who are not yet members. Especially in a time of crisis, when people are liable to become anxious, we must expand the range of vision to see that, indeed, ‘the fields are ripe for harvest’.

6. Integrated Faith Perspective

Leaders of Christian communities have been adapting to the Covid-19 restrictions in a multitude of ways – learning how to ‘do church’ online, getting up to speed with hosting Zoom meetings, dealing with financial challenges, becoming adept at interpreting health advice and so on. There are so many instances in which the usual ways of doing things don’t work in the current environment and we’ve had to swiftly manage all that and try to keep everyone on board at the same time. Each of these adaptations has been necessary but, in a sense, they have just been scratching the surface. Dealing with urgent presenting issues could simply be an exercise in management. However, we are called to be more than managers; we are called to be leaders. The difference is dealing with things at depth, beyond how things appear on the surface.

The apostle Paul reminds us of this in his exercise of true spiritual leadership in Ephesians 6. He calls attention to the fact that our struggle is not against flesh and blood but against principalities and powers. There is more going on than appears to the eye; things that are apparent on the surface are deeply connected to the unseen spiritual realities. Our task as spiritual leaders is to bring a faith perspective to every aspect of what we do in Christian community. It’s vital that we do this not just as a superficial overlay, applying religious language to everyday practices, but in a fully integrated way that addresses how God is involved in the new ways we are finding to operate.

As my friend Nigel Coles says, “To adopt new practices, in order to adapt to a new normal, without the perspective of faith or being rooted in our life with Jesus, will simply accentuate a false sacred/secular divide. We must adapt so our practices, responses and attitudes are aligned with the character and person of Jesus Christ, so as to align ourselves with God’s purposes and the life of His spirit, expressed through our corporate life.”

I hope these six, simple leadership initiatives will prove helpful as you navigate the unsettled waters of these anxious times.

To read the whole series click here.

The post Leadership in Anxious Times – Part 3 appeared first on Seventy Two.

This post by Rick Lewis was originally published at Seventy Two

In my first blog I wrote about relating to God in prayer as the foundation for leadership in anxious times. The first leadership initiative I’m recommending is to remain calm, and prayer makes this possible. The next two initiatives on my list are about how we relate to the people who look to us for leadership.

2. Communicate

In order to slow the spread of Covid-19, regulations have been put in place to drastically reduce physical contact between people all across society. Christian communities generally operate with significant physical contact at gatherings at which members of the group gain a sense of belonging and connection. That sense of belonging does not only come from hugging people or shaking hands; it comes from knowing what’s going on, hearing from others and relating things from our own lives. In short, communication is key to community. With the loss of gatherings, our communication must increase to compensate for that loss.

In anxious times, such communication must have four qualities in particular:

• If you used to gather weekly, it will require more than weekly communication for people to feel connected when they are anxious. Consider how you can keep people in touch every one or two days. Remember that people are being bombarded by information in this season. There’s a lot to take in. So keep communication brief and simple.
• Utilise multiple methods of communication and make it as easy as possible for people to stay in touch. Different communities have different levels of technical capacity and preferences. WhatsApp and TikTok might work well in one place while in another phone calls and letters through the post are better. Adapt to your own setting rather than trying to imitate what the church down the road is doing.
• When using different communication platforms, ensure the messages you’re sending out convey the same content. If not, you’ll only increase anxiety when people discover that others knew something they did not. You will need to say the same thing several times before people will remember the core information. In my last blog I quoted Peter Steinke about how anxiety affects human functioning. He notes that ‘people cannot hear what is being said without distortion’ when they are anxious. Be patient and willing to repeat yourself.
• This is possibly the most important quality of communication in anxious times. Anxious people need to vent, to express what is going on for them, to ask questions, give feedback and tell their story. Make sure you don’t only engage in one-way communication. Whereas in normal times it might be sufficient to send an email or simply post information on the church website, that simply won’t cut it in anxious times. More than half of your communication as a leader should be listening. Pick up the phone. Yes, it is time-consuming, but it’s absolutely worth it. Remind people of how they can get in touch with you and emphasise your desire that they should take advantage of those pathways. In addition, think about how to foster communication between members that does not involve you and the other appointed leaders. Communication is not just a leadership issue, it’s a systemic health issue. So do all you can to help people feel connected and in touch with one another rather than isolated.

3. Engage Emotionally

When people are anxious, the rational content of their interactions decreases and the emotional content increases. Adrenalin gets pumping and people can’t think straight. Feelings rise to the surface. Logic is the first casualty of stress. The old saying, ‘People don’t care how much you know until they know how much you care’ is never more true than in anxious times.

The first person to engage with emotionally is yourself. You are not immune from stress and anxiety and you know that your thinking and actions are going to be impacted by what you’re experiencing in ways that may not be self-evident until you stop and consider what’s going on. Practice the self-awareness techniques that you have no doubt picked up in your leadership training – take time to reflect, listen to your body, get feedback from others, and so on.

Be gracious in your interactions with others, patiently accepting that they might not be perfectly logical or balanced in what they say. Keep in mind that you are not necessarily seeing them at their best right now. Listen carefully for the emotions that are being expressed and acknowledge them gently and sincerely. No doubt there are points of fact that need to be clarified and perhaps decisions that need to be made. You will get there more effectively if you first of all deal with the emotional content of the interaction, then move to the rational content.

In the next and final blog in this series I will share three more leadership initiatives for anxious times that relate to vision and strategy.

To read the whole series click here.

The post Leadership in Anxious Times – Part 2 appeared first on Seventy Two.

This post by Rick Lewis was originally published at Seventy Two

Uncertainty and stress due to Covid-19 in recent days are producing a pervasive anxiety throughout society. That anxiety can look different in different people but, if you pay attention, it’s there in the excited and upbeat people as much as in those who are negative or fearful or even cynical. Anxious people act and react in ways they normally would not and that puts particular demands on leaders. Fortunately, we know quite a bit about the psychology of anxiety and that helps tremendously in planning appropriate leadership responses.

In his wonderfully insightful book, Congregational Leadership in Anxious Times[1], Peter Steinke helpfully lists the principal ways in which anxiety affects human functioning:

• decreases our capacity to learn
• replaces curiosity with a demand for certainty
• stiffens our position over against another’s
• interrupts concentration (everything takes longer)
• floods nervous system so that we cannot hear what is being said without distortion or cannot respond with clarity
• simplifies ways of thinking (yes/no; either/or)
• prompts a desire for a quick fix
• arouses feelings of helplessness and self-doubt
• leads to an array of defensive behaviours
• diminishes flexibility in response to life’s challenges
• creates imaginative gridlock (not being able to think of alternatives, options or new perspectives)

Does all that look familiar?

In this series of blogs, I’m going to suggest a short checklist of leadership initiatives that take into account these impacts of anxiety. You are probably already doing most of these things instinctively, but it may be helpful to have clear points to do a mental self-assessment so you can decide where you might want to give a bit more attention.

1. Remain calm

Family therapist Edwin Friedman first coined the phrase, ‘non-anxious presence’. Pastoral ministry training will often include a reference to how important it is for a pastor to remain calm and collected in the midst of an emotionally charged situation. Of course, if you have any level of care for the people you’re dealing with it’s virtually impossible to be non-anxious. But we can, with a little focus and determination, be less-anxious, and it’s vital that we make that effort in these times.

Bear in mind that coronavirus is not the only infectious thing going around. Anxiety itself is infectious. Seeing other people around about us in a worried state tends to intensify our own unsettledness. Unless something is done to cool things down, anxiety can start to spiral out of control. As a leader the idea is to nip this in the bud. But what can you do when you have your own anxieties that are perfectly reasonable and very real? Peter Steinke says we can learn to manage our natural reactions, using the knowledge we have about how anxiety works to suppress our knee-jerk responses, choosing to be patient and proactively taking more time than usual to listen to people and observe what is happening around us and within us.

All that is excellent but as Christians we have an additional secret weapon: prayer. Leaning into God, we find a genuinely non-anxious presence. Our heavenly Father is never in a flap, never fearful, never uncertain. His calm gently seeps into our soul, bringing a sense of stability and a recovery of faith and hope. This is what Paul writes to the Philippians:

Do not be anxious about anything, but in every situation, by prayer and petition, with thanksgiving, present your requests to God. And the peace of God, which transcends all understanding, will guard your hearts and your minds in Christ Jesus. (Phil 4:6-7 NIV)

At the risk of sounding super-spiritual, the ‘peace of God which transcends all understanding’ is precisely what we need when facing a pandemic. We need something supernatural to cut through the volatility, uncertainty, complexity and ambiguity; something to guard our hearts from emotional disturbance and our minds from racing into imagining all kinds of scenarios that might never happen.

If it’s hard to put your finger on exactly what you’re anxious about, David’s prayer at the end of Psalm 139 can serve as a good reminder of how to approach God:

Search me, God, and know my heart;

test me and know my anxious thoughts.

See if there is any offensive way in me,

and lead me in the way everlasting. (Ps 139:23-24 NIV)

Sounds really obvious, but how many of us have neglected serious, focussed prayer in the rush to attend to all the adaptations we have to manage? Through the practice of prayer, we can remain (relatively!) calm with a settled spirit, drawing from deep wells in order to be ready to lead God’s people in anxious times. There are five more leadership responses I want to share in the blogs which follow, but you can’t effectively implement those until you have this one sorted.

[1] Steinke, Peter L., Congregational Leadership in Anxious Times: Being Calm and Courageous No Matter What (Herndon: Alban, 2006) p.8-9

Catch up with the whole series here.

The post Leadership in Anxious Times: Remain Calm appeared first on Seventy Two.

This post by Joth Hunt was originally published at Seventy Two

In my last article entitled “Herding Cats” I wrote about the potential of the missional impact of teams and each local congregation. In this article I want to reflect on a wider larger team, that of the wider Church, and the potential of interdenominational partnership for the sake of the mission.

On the day of my induction at Harlow Baptist I went into the local pub, The Crown, which sat across the road from the church, and introduced myself as the new baptist minister. After looking at me in amazement and disbelief, the publican eventually declared that he had never seen a Baptist Minister in his pub before. This gave me the opportunity to ask him whether he had ever attended the Baptist Church before. His answer surprised me. He responded by saying, “I will only attend church when churches stop fighting each other and start working together.” I hadn’t seen that response coming, but I think he has a point. Why would anyone seek out the Church if the recent history of church life is one of disunity and infighting?

My personal experience while working with Viz-A-Viz in the 90’s was that we worked with all types, shapes, sizes and denomination of churches and were often working alongside an organisation or collaboration of churches. Much of my work in my early years was working with groups of churches within Chelmsford, Basildon and Billericay. I think this experience informed me that mission across churches is very possible and very effective. I have concluded that missional work done in partnership with other churches and denominations is both biblical, efficient and effective but not always easy, requiring good relationship, a good dose of realism and from time to time compromise for the sake of unity. Let me try and unpack some of my thinking.

It’s Biblical

I am convinced that the greatest effective tool for mission is the Church itself. What I mean by that isn’t so much our building, services and rituals, although these can play a part, but instead how we relate together and how we are his community, his family. If there is disunity and infighting in the family why would any one want to be part of that family?

Probably the most explicit passage in scripture about this is Psalm 133 when the psalmist writes, “How good and pleasant it is when God’s people live together in unity!”^[1] The psalmist seems to believe that where there is unity there is the blessing of God not just for the people of God but for the whole community. I don’t think this is about strategy but about spirituality. It seems to me that Jesus has the same view in his prayer in John 17 that we might be one and that in seeing the unity of the Church the world might know that Jesus was sent by God^[2].

Its Efficient

It’s remarkable how many churches try to do everything on their own. It seems to me that we prefer competing against each other rather than complementing each other. When I was at Harlow, it made sense to work with other churches. We were a small church with initially just 23 members. We had a vision to reach the children, young people and families of Old Harlow but very little resource to do so. Surprisingly, we discovered that the same vision was shared by the other two churches within the Old Town. So together we took assemblies in the local primary schools, ran a chaplaincy in the secondary school and initiated a children’s work that we called ‘Kidz Klub’. After a few years, the Kidz Klub Holiday Club was seeing over 100 children attend, which accounted for 25% of the families in the Old Harlow. After several years of working together we also established the first youth club in the Old Town for years, called ‘Revelation’. None of this would have been possible if it wasn’t for the partnership and unity across the three churches. 

Its Effective

Thirdly, in my experience, uniting in mission across churches has been effective. In all my seasons of ministry at Viz-A-Viz. Harlow and Eastleigh I have seen effective mission emerge. At Viz-A-Viz this was particularly seen through a number of two wide schools ministry. In Chelmsford, we reached every secondary school and the vast majority of primary schools across the town, through a joint initiative called SYM (Schools and Youth Ministries). The majority of the churches contributed and it was through that wider unity that almost every child and young person in Chelmsford had the opportunity to encounter Christians within their schools for over two decades.

At Eastleigh 16 churches covenanted together to walk with each other is mission and to try and do together what could be done together rather than alone. Remarkably this led to the establishment of a united front through Street Pastors, Eastleigh Basics Bank, support for vulnerable people through an initiative called ARK, a CAP debt support centre, a homeless project, called Fledge, and an annual weeks mission called ‘Hope’. I can’t imagine any of these initiatives happening without a unified approach to mission.

It requires good relationship

One of the key areas of working with churches I have found over the years has been the importance of relationships. When I first moved to Harlow I was excited about the prospect of being involved with a town wide schools ministry. Sadly, having attend a couple of town-wide ministers meetings my passion for schools ministry seemed to be falling on deaf ears. It took me awhile to realise that it wasn’t because my passion was wrong but because others didn’t know me. I had to learn to be patient and to understand the history of church unity across Harlow. I needed to spend time with each leader and to appreciate what really was achievable within the relationships that were developing.

Coming to Eastleigh, my approach was different. I didn’t leap in with an initiative but instead was pro-active in getting to know people, churches and the town. Interestingly, although it took longer, the relational path proved to be more effective.

It requires realism

However enthusiastic I have been about unified mission I have learnt over the years that I also have needed a good dose of realism. All the illustrations I have offered have not been easy and there have clearly been moments when inter-church mission hasn’t work so well. There have been moments when I have had to conclude that a certain initiative wasn’t something we could do together. I think this has come with maturity as the year have passed by and I have learnt not to be too disappointed. I have conclude that it is possible to work together but not on everything and that is OK.

It requires a degree of compromise

Finally, good interdenominational relationships, require compromise. Each church’s theology, ecclesiology, missiology, expectations and commitments are all different. In unity, to expect everyone to aline to our position is unrealistic. Of course, there are certain things that I wouldn’t consider compromising on but most things have ‘wriggle-room’ and for the sake of togetherness and mission it has been worth the wriggle. The willingness to consider a compromise, reflects both a respect of the other and valuing the relationship we have together in Christ. I have tried to adopt a ‘somehow we can make this happen’ attitude wherever possible. This hasn’t always been the case but I have been surprised that on many occasions it has worked and the end result has been remarkable.

The past 25 years of ministry have convinced me that mission is not just about passion, knowledge, strategy and gifting, but also about unity. My publican friend, as far as I’m aware never did start attending church but I think his point is still valid. The mission of God and the Church is far stronger and more effective when we are one in Christ and the world recognised this to be real and true. For me unity is worth pursuing for the sake of mission.

(Article 6 of 8)

^[1] Psalm 133v1

^[2] John 17v21

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