MULTIETHNIC & “It’s… impossible to grow a multiethnic church without having multiethnic leadership in place first”

“(Bob) Whitesel agrees that diverse leadership is a crucial point,

‘Oftentimes, the dominant culture will have a tendency to try and run a multicultural church,’ he said. ‘We teach in this book about shared leadership. It’s almost impossible to grow a multiethnic church without having multiethnic leadership in place first. You have to include these people and their voices in the decision-making process before you make structural change’.”

From “Move to multiethnicity is not easy, but worth it” by Emily Snell, United Methodist Interpreter Magazine (n.d.), retrieved from http://www.interpretermagazine.org/topics/move-to-multiethnicity-is-not-easy-but-worth-it

MULTIETHNIC & Move to multiethnicity is not easy, but worth it #UMCIntrepreterMagazine

“Three congregations share learnings”
By Emily Snell

“If heaven is not segregated, why on earth is the church?”The work of Mark DeYmaz inspired the Rev. In-Yong Lee to challenge her congregants to think about this question.

Lee is pastor of Cokesbury United Methodist Church in Charlotte, North Carolina. Her church has been striving to become a more multiethnic congregation.

In the early stages of its renewed emphasis on diversity, Lee said Cokesbury hosted small groups, which intentionally met outside of the church building, to discuss The Multi-Ethnic Christian Life Primer (Mosaix) by DeYmaz, who is a pastor, author and leader on multiethnic ministry.

This was important in “challenging our preconceived notions about race and pushing us to the higher level of cross-cultural competence,” Lee said.

Change consultants often cite Garfield Memorial United Methodist Church in Cleveland as an example of a successful multicultural body. The Rev. Chip Freed said the church views its multiethnicity as “a faithful commitment to the great commission, to go and make disciples of all nations, not just some nations.

“We’re really serious about reaching non-church people. Non-church people live in diverse environments. It’s only church people who live in segregated environments.”

For Freed, the church’s multiethnic identity is about “presenting a credible witness to the gospel.”

“If we want to be relevant, if we want to connect with a growing new generation of people, we need to commit to this, or people will write us off as irrelevant,” he said.

In 2011, the Rev. DeAndre Johnson began serving as pastor of music and worship at Westbury United Methodist Church in Houston — another congregation focused on reaching diverse people.

As Westbury saw its neighborhood demographics change, Johnson said, the congregation began asking, “How do we let our multicultural identity shape everything about us?”

The church envisioned being “a church for all people with more than enough love to go around.”

“We are committed to maintaining and living out what it means to come from different places but have a common vision and life together,” Johnson said.

The church’s first core value is “multicultural inclusivity.”

Ministry for reconciliation

The Rev. Bob Whitesel, author, professor and national church change consultant, said multiethnic ministry is about reconciliation.

“We are given the ministry of reconciliation. Reconciliation is more than just reconciliation to God. That’s the most important, but it also means reconciliation of people from different cultures,” he said.

In his latest book, re:MIX: Transitioning Your Church to Living Color (Abingdon Press), written with DeYmaz, Whitesel said multicultural identity is a crucial aspect of the church’s mission on earth.

“We’re never going to reconcile people unless we get the established church today to embrace this, to embrace a church of living color,” he said.

Moving toward multiculturalism, Cokesbury decided that listening sessions would allow groups within the church to learn.

“We’ve realized, not only in different ethnic groups but across the economic divide, there are so many classes and groups that are divided from one another,” Lee said. “They all act out of preconceived notions, assumptions, prejudices. So we are intentionally breaking those barriers between us by reaching out and listening to one another.”

Cheryl LaTanya Walker, director of African-American ministries at Discipleship Ministries, said her goal is to “demystify” differences and break down “assumptions based on race or class.”

“We can worship together, be vital together if we break down the assumptions on what we see with the physical eye but look to God’s spirit,” she said. “We will see that we are more the same than we are different.”

To that end, Walker suggests that historically black churches begin by “doing pulpit exchanges” with congregations that seem different.

“Take your congregation, confirmation class and other ministry groups to churches that have different worship styles and persons who are outside of the African descent family,” she said. “Tour the facilities. Observe what is on their bulletin boards. Listen to the announcements. What are they doing in the community? Listen and observe what they are doing that may be the same or different.”

Start with leadership

At Garfield Memorial, “empowering diverse leaders was a very important strategy,” Freed said. “We don’t want the people on stage to be all one race. We try to represent diversity from top to bottom in our staff.”

Whitesel agrees that diverse leadership is a crucial point,

“Oftentimes, the dominant culture will have a tendency to try and run a multicultural church,” he said. “We teach in this book about shared leadership. It’s almost impossible to grow a multiethnic church without having multiethnic leadership in place first. You have to include these people and their voices in the decision-making process before you make structural change.”

Walker observes, “Bishops are assigning black pastors to historically Anglo churches that were in downtown with a specific mission of moving that pretty much Anglo congregation with some black members, to a more diverse, more multiethnic congregation,” she said.

Renovate worship, outreach

Westbury shifted from a “traditional, middle class, Anglo worship service” to something “in the language and style of peoples worldwide.”

“We started singing in languages other than English — some represented in our congregation and some not,” Johnson said. “We did this to nurture this sense of multicultural inclusivity within us and to challenge us to go further.”

Another key for all of the churches was a renewed vision for ministry in the community.

Walker pushes congregations to be creative in their outreach.

“What mission things are you doing for the neighborhood?” she asks. “What is your piece to get them in the congregation? Once they’re in the congregation, you begin the disciple process and inviting them to be involved.”

That involvement is not limited to Bible study or even to something in the church building, she adds.

“Particularly for our young folks, they are the ‘do’ generation. Sitting in a service for two to three hours doesn’t make a lot of sense to them, unless they see some output from doing that,” she said, “but they will go volunteer.”

In July, Garfield Memorial hosted “freedom week,” similar to vacation Bible school, at its South Euclid campus.

“It’s focused around teaching some of the Civil Rights movement,” Freed said. “As part of that, we have police officers come in and talk to the youth. They played a whiffle ball game.”

Partner with schools

Cokesbury and other churches are working to “do even more for the school” in their neighborhood. “Every time we meet and talk, we sense that it is not we who are doing this, but God is guiding us,” Lee said.

Garfield Memorial hosts an annual back-to-school event to assist low-income families by providing health screenings, haircuts, backpacks and supplies. “We’re trying to meet a need,” Freed said. “We’re bringing joy to the city. We want to make Cleveland a better place.”

Westbury also created the Fondren Apartment Ministry (FAM), a ministry at a nearby apartment complex, which houses many refugee families.

The ministry has led the congregation to be “tremendously blessed” as people from all over the world join in Westbury’s worship services.

“Many of these dear friends of ours have also become part of our worship life,” Johnson said, adding that they “faithfully participate” in worship despite some language struggles. “You can watch them begin to feel comfortable in the space and to take ownership of their own place here.”

“A person who doesn’t know the love of Christ, they’re our VIPs,” Freed said. The mentality is, “I’ll do whatever it takes. I’ll set aside my personal preferences to reach those who are unchurched. When you do that, diversity will walk through your door.”

As churches embrace new cultures, Whitesel said, it’s important to create short-term wins. “Demonstrate to the congregation that this is going to work, that this is a worthwhile way to go.”

Humility, courage, vulnerability

DeYmaz emphasizes that, if a congregation tries to grow into a multiethnic church, “there is a 100 percent chance to offend each other.”

“Humility is the only way to approach one another,” Lee said. “We will offend the others without meaning to, because we don’t know them well, but we will be willing to approach each other. If offense happens, (we apologize), and mutually we will learn better together.”

Moving toward diversity requires pastors to take risks — and not worry about themselves.

“When you venture out to something new, there is a big possibility of failure,” Lee said. “Only when you are ready for failure can you do something.

“Those of us, when we are trying to grow in diversity, we need patience, persistence and perseverance. It’ll turn out to be a blessing to your local church, to your community and to yourself, so do some-thing!”

Emily Snell is a freelance writer living in Nashville, Tennessee. She writes frequently for Interpreter and other publications.

Read more at … http://www.interpretermagazine.org/topics/move-to-multiethnicity-is-not-easy-but-worth-it

BEYOND HOLIDAY CHARITY & How to be a good-doer, not a do-gooder #YearAroundService

by Bob Whitesel D.Min., Ph.D., 6/12/10.

A church that brings food a couple times a year to a needy family does little to minister to their long-term physiological needs or safety needs. Such churches in Dan’s mind were comprised of “do-gooders.”

Action C: Be a Good-doer, not a Do-gooder.

The difference between a do-gooder and a good-doer was revealed to me ten years ago. Dan was auditioning to be the drummer in a worship team I led. Though he was more than suitable for the task, I was confused because he looked familiar. “You visited me last Christmas,” Dan responded noticing my bewilderment. “Brought a lot of nice things for the kids.” Each year our church visited needy residents, giving them gifts and singing carols. “You were nice enough to come,” Dan would say to me later. Dan and I had become friends, and now our team was planning to visit needy households. “You go, I won’t,” Dan stated. “I want to be a good-doer, not a do-gooder.” Further conversations revealed with Dan saw a difference between “do-gooders” and “good-doers.” On the one hand, Dan saw do-gooders as people who go around doing limited and inconsistent good deeds. He perceived that they were doing good on a limited scale to relieve their conscience. Thus their good deeds were perceived as self-serving, insincere and limited. A church that brings food a couple times a year to a needy family does little to minister to their long-term physiological needs or safety needs. On the other hand, Dan saw “good-doers” as those who do good in a meaningful, relevant and ongoing manner. And, he was right. In hindsight I had been striving to do good, not trying to do good better. Therefore, a church should connect with its community by offering ongoing ministry and not just holiday help.

Excerpted from Spiritual Waypoints: Helping Others Navigate the Journey (Indianapolis: Wesleyan Publishing House, 2019), pp. 48-49.

TIPPING POINT & We try to force the organization to tip early w/ strategies not proven or vented enough to succeed.

Quote by Bob Whitesel D.Min., Ph.D., 11/26/17 in a response to Jon Hunter in LEAD 600 discussing the tipping point principles of Malcom Gladwell, (2000). The tipping point: How little things can make a big difference. Boston: Little, Brown.

# diffusion of innovation Malcom Gladwell early adopters innovators laggards

TRANSFORMATION & 3 ways to walk a spiritual bridge to new life w/ someone

by Bob Whitesel, Church Central, April 30, 2017.

Two things are happening to a person in spiritual and physical crisis:

1. At this point they realize that only God, the one who created them, can effectively and enduringly meet their needs.

2. They also feel that their relationship with God is estranged because they have ignored him for so long.

The uncommon church will foster an environment where helping others navigate this bridge is the norm. Therefore, the uncommon church walks this bridge with others, not retracing their own steps again but walking alongside helping, answering questions, and encouraging others as they cross a bridge between natural and supernatural living. A verse that reminds us of the magnitude of the newness and that we represent God in it, can be found in 2 Corinthians 5:17–19: “What we see is that anyone united with the Messiah gets a fresh start, is created new. The old life is gone; a new life burgeons! Look at it! All this comes from the God who settled the relationship between us and him, and then called us to settle our relationships with each other. God put the world square with himself through the Messiah, giving the world a fresh start by offering forgiveness of sins. God has given us the task of telling everyone what he is doing. We’re Christ’s representatives” (MSG).

The importance of walking the bridge with them 

And so, as Christ’s representatives we need to tell others how God gave his Son to provide a bridge back to himself. I have found that in many growing churches almost all congregants know how to explain the story of Jesus’ bridge.

Thus, the last key toward helping others navigate the bridge back to a restored friendship with God is to have a congregation that can explain God’s biblical bridge. Sometimes called “the plan of salvation,” these are simple memory devices that the majority of all attendees in the uncommon church must know if we are to fulfill Paul’s admonition in 2 Corinthians 5:19 that, God has given us the task of telling everyone what he is doing. We’re Christ’s representatives” (MSG). Here are three of the most common explanations of that bridge:

The Four Spiritual Laws 13

1. God loves you and created you to know him personally (John 3:16; 17:3).

2. Humans are sinful and separated from God, so we cannot know him personally or experience His love (Romans 3:23; 6:23).

3. Jesus Christ is God’s only provision for human sin. Through him alone we can know God personally and experience God’s love (Romans 5:8; 1 Corinthians 15:3–6; John 14:6).

4. We must individually receive Jesus Christ as Savior and Lord; then we can know God personally and experience his love (John 1:12; Ephesians 2:8–9; Revelation 3:20).

The Romans Road 14

To aid in memorization, this explanation employs the metaphor of a Roman thoroughfare:

• Romans 3:23: “All have sinned and fall short of God’s glory.” (Everyone needs salvation because we have all sinned.)

• Romans 6:23: “The wages that sin pays are death, but God’s gift is eternal life in Christ Jesus our Lord.” (The price or consequence of sin is death.)

• Romans 5:8: “But God shows his love for us, because while we were still sinners Christ died for us.” (Jesus Christ died for our sins. He paid the price for our death.)

• Romans10:9: “Trusting with the heart leads to righteousness, and confessing with the mouth leads to salvation.” (We openly declare that we receive salvation and eternal life through faith in Jesus Christ.)

• Romans5:1: “Therefore, since we have been made righteous through his faithfulness combined with our faith, we have peace with God through our Lord Jesus Christ.” (Salvation through Jesus Christ brings us back into a relationship of peace with God.)

Steps to Peace with God15

This explanation uses phrases tool: from John 3:16 as a memory

• For God so loved the world: “I have loved you with an everlasting love” (Jeremiah 31:3).

  • That he gave his only Son:“While we were sinners, Christ died for us” (Romans 5:8).
  • That whoever believes in him: “I am the LORD, the God of all mankind. Is anything too hard for me?” (Jeremiah 32:27).
  • Should not perish:“I give them eternal life, and they shall never perish” (John 10:28).
  • But have everlasting life: “Believe in the Lord Jesus, and you will be saved” (Acts 16:31).

So pick an explanation that works for you. But hold one another accountable to be able to explain at least one route, for 1 Peter 3:15–18 urges:

Be ready to speak up and tell anyone who asks why you’re living the way you are, and always with the utmost courtesy. Keep a clear conscience before God so that when people throw mud at you, none of it will stick. They’ll end up realizing that they’re the ones who need a bath. It’s better to suffer for doing good, if that’s what God wants, than to be punished for doing bad. That’s what Christ did definitively: suffered because of others’ sins, the Righteous One for the unrighteous ones. He went through it all—was put to death and then made alive—to bring us to God. (MSG)

Excerpted from Cure For The Common Church: God’s Plan to Restore Church Health, by Bob Whitesel (Wesleyan Publishing House 2012). For further online notes: See Chapter 8 Complete Notes. 


VISION & What Makes a Visionary Leader #Video @BobWhitesel #ChurchCentral

What makes a visionary leader?

May 4, 2017 | by Bob Whitesel

 

Watch the video at https://www.churchcentral.com/videos/video-what-makes-a-visionary-leader/

Bob Whitesel gives historical background to the term strategic leader.Explore the characteristics of this leadership and think about who models these attributes on your church’s team. (Excerpted from the Society For Church Consulting’s Church Staffing Summit 2015.)

#STO STO leadership

 

LEADERSHIP & 3 Perils of Modern Leadership by @BobWhitesel #ChurchCentral

by Bob Whitesel, Church Central, May 11, 2017

Leadership is an interdependent mixture of intuition, experience, and inspiration. And precisely because of this extraordinary fusion a starting place becomes difficult, if not impossible, to assign.

Staying power

As the weekend retreat ended, two influential elders of Clarkston Church3 drew me aside. “We’ve decided to call for Pastor Gordon’s removal,” began Julian. “It’s not that we haven’t tried,” continued Rosa, “but Gordon is single-minded and stubborn. This weekend has been one long sales job. He’s just trying to get us to buy his vision for a new building.” Within a week I received an e-mail announcing that the elders were bringing Gordon before the council for removal. As I thought back to my two years working as a consultant with this church, I marveled how quickly things had changed.

Two years ago, Gordon was fresh out of seminary and following a popular pastor at Clarkston Church named Joan. Joan had turned a dying church of forty attendees into a growing congregation of more than 120 worshipers. Tapped as her successor, Gordon had graduated from seminary after forty years of running an investment program for his denomination. This was his first pastorate, and I remember the passion he brought to his new vocation.

Two years later, the enthusiasm was gone, replaced by a spirit of pessimism and duress. “They wanted me to change things,” recalled Gordon in a phone conversation later that day. “And they gave me free rein. So I took it. They are forgetting that we grew a lot my first year.”

“But last year was different,” I interjected.

“Sure, they’ve got their own unrealistic ideas about how things should be done,” continued Gordon. “They don’t have the training. I do! They saw my way worked the first year. They should have listened to me last year too.”

Rosa, in her mid-seventies, and Julian, in his early thirties, formed an odd partnership aligned against Gordon. “We both feel that Gordon won’t support our ideas to help townspeople,” began Julian. “We’re the poorest area in the county, and Gordon just wants to focus on building a new sanctuary.”

“He’s afraid the new building won’t be built if we use our money to help the needy here in Clarkston,” added Rosa. “He’s forgotten our history as a denomination that looks after the poor.” Later Julian summarized: “Gordon is getting his ideas from what bigger churches are doing in bigger cities and the stuff he learned in seminary. He doesn’t listen to our input. But we’re more familiar with what people need around here because we live here. And he still doesn’t.”

Gordon recently confided, “Look, Bob, I’ve got three years until I can retire with some denominational benefits. No one wants to hire a pastor my age. So help me convince my board to do things my way for just three more years. Then I can retire. The church can hire someone else to beat up, and everyone will be happy.”4 Gordon didn’t have three years. He barely had three months.

Stands for “others”

Among tomorrow’s leaders there is a passion not for themselves or their own accomplishments but for helping those most in need: the underprivileged, disadvantaged, and deprived. To understand this empathy, let us first look at what modern leadership has evolved into, for this will help us understand the millennial reaction. Here are three perils of modern leadership:

Modern peril 1: Others and their allegiance drive the leader. 

In the modern leadership world, numerous books extol leadership as the pinnacle of human ambition.5 And many of these books measure the leader’s success in terms of how many follow her or him.6 Harvard leadership professor Barbara Kellerman said, “The modern leadership industry, now a quarter-century old, is built on the proposition that leaders matter a great deal and followers hardly at all.”7 Another leadership
writer warned, “Many in leadership positions today believe that their leadership should be measured by how many people look to or depend on them.”8 A result has been that modern leaders often measure success by the number of followers who meet the needs of the organization (or meet the needs of the leader).

Subtle clues abound in the church world, such as when the leader’s name is proudly displayed on church signage and in advertisements. Doing this builds a church on a person rather than a community and inadvertently fosters a cult of personality. Another damaging result is that the non-church community can view the leader as the most important person in the congregation. Leaders exacerbate this problem when they use possessive terms: “Mychurch is located on Second Street,” “myboard does this,” or “myyouth pastor does that.” Ownership, self-importance, and dominance are the subtle insinuation, announcing that if you want to be part of this church, you should view yourself as a possession subject to an earthly person rather than to Christ.

Modern peril 2: Others are resources to be managed. 

A type of management arose during the Industrial Revolution that valued workers for their labor, not for their worth. In 1913 Frederick Taylor described this as “scientific management”9 and famously intoned, “The worker must be trimmed to fit the job.”10 To legitimize his conclusions, he conducted time and motion studies to show how jobs could be better performed at the workers’ expense. Modern managers embraced this research to prove that by manipulating people, work can be done faster and more efficiently (oftentimes, however, at the expense of the workers’ input, self-worth, and dignity).

The human resource movement rose in reaction,11 where fulfilling a worker’s needs and aspirations was seen as equally important. But this approach came to view humans as little more than just another “resource” to be allocated, deployed, and/or deleted.12 After a century of these trends, modern leadership often became too focused on propping up the organization and/or the leader at the expense of the people it managed or served.13

An autocratic leadership model emerged in many churches that paralleled the business world where all major decisions passed through a central leader.14 Known in the business world as the sole-proprietorship model, this is a mom-and-pop business approach where all-important decisions pass through “pop,” the figurehead leader. In the church this figurehead is usually a professional clergy person. But this creates a bottleneck in the decision-making process, stalling growth for several reasons. First, growth stalls because of the time needed to get a decision approved by a senior leader. Second, volunteers may feel their input is not trusted because the volunteers must “convince” a figurehead, far removed from the work, of the merit of the volunteers’ ideas. Third, the figurehead will often respond by using past experience to criticize the new idea. Leaders become trapped in an experience trap and dismiss the innovations of others.15 Volunteers such as Rosa and Julian often feel they do not measure up to the leader’s expertise. They feel unappreciated, unacknowledged, and eventually a commodity.

Modern peril 3: Others are led by vision. 

“Everyone keeps talking about vision statements. They spend too much time on these things. Great Commission, Matthew 28:19, that’s our mission!” said Leonard Sweet.16

An abundance of books today deal with how to fine-tune a church’s vision.17 Yet very little church growth occurs because of a more accurate vision or mission statement. Rather, I have observed churches preoccupied with scrutinizing the language of their statements. Wrangling over words in our statements preoccupies congregations with the minutia of church language, disregarding the important language of good deeds to a non-church community.

Similarly, when conflict arises (as it will in the church), a leader may be tempted to retreat to her or his vision, using it as a weapon to demote the vision of others. Often, the leader may try to win over others by scheduling a vision retreat, which more aptly might be called a “vision-selling retreat.” Then, if others are not won over, leaders such as Pastor Gordon may focus on Jesus’ warning that “my Father is the gardener. He cuts off every branch in me that bears no fruit” (John 15:1-2 NIV).18 Usually, this indicates the leader wants certain people (who don’t agree with the leader) to exit the congregation, which in a worst- case scenario can lead to congregants being forced out. This can be exacerbated if the leader has come to see one’s vision as superseding any corporate vision. This malady allows the leader to dismiss others’ foresight for ministry.19 Such a leader develops a type of people blindness.20

Excerpted from Organix: Signs of Leadership in a Changing Church, by Bob Whitesel (Abingdon Press 2011). For further online notes: See Chapter 1 Complete Notes.

Photo source: istock

Read more at … https://www.churchcentral.com/blogs/3-perils-of-modern-leadership/