The CEO's Problem
(Editorial - May 1999)
Some are shepherds
Within the ecclesia, however, as in any community of human beings, there is a wide
range of functions to be performed and an equally wide range of skills available. Some are
more experienced than others, some have a wider knowledge of scripture and some have
administrative talents useful for serving a community.
This situation existed in the early ecclesia so that some became shepherds and "had the rule over" others:
"The elders which are among you I exhort...feed the flock of God which is among you, taking the oversight thereof...Ye younger, submit yourselves unto the elder..." (I Pet. 5:1,2,5).
"Let the elders that rule well be counted worthy of double honor..." (I Tim. 5:17).
"We beseech you, brethren, to know them which labor among you, and are over you in the Lord, and admonish you; and to esteem them very highly in love for their work’s sake" (I Thess. 5:12-13).
"...He that ruleth with diligence..." (Rom. 12:8).
Different kind of ruling
While some are to be shepherds, their relationship to those being ruled or guided is
to be wholly different from dictatorial overlords. Peter exhorts the shepherds not to
serve "by constraint, but willingly...neither as being lords over
God’s heritage, but being ensamples to the flock...Yea, all of you be subject one
to another, and be clothed with humility: for God resisteth the proud, and giveth
grace to the humble" (I Pet. 5:2,3,5).
How can each person be subject to one another if some are shepherds having the rule? This is not a natural relationship, which is exactly the point made by our Lord:
"And he said unto them, The kings of the Gentiles exercise lordship over them; and they that exercise authority upon them are called benefactors. But ye shall not be so: but he that is greatest among you, let him be as the younger; and he that is chief, as he that doth serve" (Luke 22:25-26).
The Lord had just illustrated his meaning by washing the disciples’ feet:
"If I then your Lord and Master, have washed your feet; ye also ought to wash one another’s feet. For I have given you an example, that ye should do as I have done to you...If ye know these things, happy are ye if ye do them" (John 13:14-15,17).
Furthermore, every memorial service we remember the greatest possible example of leadership in the style of Christ: "And whosoever of you will be the chiefest, shall be servant of all. For even the Son of man came not to be ministered unto, but to minister, and to give his life a ransom for many" (Mk. 10:43-44).
The operating manager’s problem
But the Lord’s directions are not easy to follow. Many of us have responsible
jobs where we are decision makers expecting others to follow our directions. To adopt a
wholly different attitude in relation to our brethren in Christ is difficult.
At one committee meeting, a useful solution was offered by one trying to rule with diligence (as Rom. 12:8). But there was a tone to the voice which prompted the reaction, "You sound just like a CEO (Chief Executive Officer)." No wonder, because he was a CEO. In his daily life, he made a living implementing projects and efficiently solving problems and he was good at seeing solutions to ecclesial situations. His problem was in adjusting from being a manager who directed subordinates to being a shepherd who esteemed his brothers and sisters his betters.
Perhaps it is surprising to realize the similarity between how modern managers accomplish their goals and how one might "rule" in the ecclesial setting. The manager will be clear in defining objectives and providing directions; he will encourage cooperation using the incentives of recognition, advancements and gain. Lack of cooperation will be met with admonition, withholding of funds, loss of promotion, shunning and, in the very rare case, dismissal.
Look at the parallels in ecclesial life. Objectives and arrangements do need to be clearly presented; that parallel is good. But beware of other management techniques. To achieve their own objectives, brethren in key positions can greatly influence attitudes and advance personal agendas. Favoritism can be shown, and rigid positions on fellowship and standards can leave legitimate brothers and sisters out in the cold.
The great danger is that CEOs, and others in management positions, can unconsciously use on the ecclesial level exactly the techniques they employ at work. They can completely forget they are not dealing with subordinates, but those they should esteem better than themselves.
Addressing the problem
At the last supper, the Lord clearly anticipated the "manager’s
problem" and provided at least one antidote to it. Each one of us should perform
acts of humble service for others. In the Lord’s day, washing another’s feet was
a classic servant function. While few of us live where this custom is appropriate, there
are similar services we can perform. In one ecclesia, brothers wash the dishes after
ecclesial meals. In others, none are exempt by reason of status from hall setup or
cleaning. Every one of us should consciously look for areas where we can implement the
spirit of washing one another’s feet.
Paul provides another antidote to heavy-handed ruling by exhorting us to: "Be kindly affectioned one to another with brotherly love, in honor preferring one another" (Rom. 12:10). He makes the same point to the Philippians in different words: "In lowliness of mind let each esteem other better than themselves" (Phil. 2:3). Paul does not mean we should consider every one else as better singers or organists or speakers or writers than ourselves. But we should consider every other brother or sister as a superior disciple to ourselves. Knowing our personal failings as well as we do, this should not be too difficult. If we do consider the other person as a more worthy follower of Christ, we will hardly treat him as a subordinate.
Assume the best about others
It is also Paul who admonishes us to have the highest estimation of the motives of
other brothers and sisters:
"He that regardeth the day, regardeth it unto the Lord; and he that regardeth not the day, to the Lord he doth not regard it. He that eateth, eateth to the Lord, for he giveth God thanks; and he that eateth not, to the Lord he eateth not, and giveth God thanks" (Rom. 14:6).
Those who observed holy days and abstained from certain foods as unclean tended to judge others as practicing ungodly indulgence. Those who understand that Christ made all foods clean and had fulfilled the Law, despised as immature the "standards" of the observers and abstainers. Paul’s exhortation ran directly against this natural response. Assume, he said, that everybody’s motive is to serve God to the highest level he can. In the business world, it is common for managers to impute the worst of motives to their corporate opponents. In the brotherhood this must not be. We may not see everything alike; in fact, we may sharply disagree on how to proceed in some cases. But, reckoning the other a superior disciple to ourselves, we must assume he is acting out of the highest of motives in service to his Lord.
Quite naturally, we are quick to perceive when someone misreads our heart and imputes wrong motives to ourselves. We indignantly feel they should listen to Paul. Let’s look at the sliver in our own eye, however, making sure we follow Paul’s exhortation and, esteeming our brother better than ourselves, attribute to him the highest of motives.
A challenge to be met
Shepherding or ruling in the community of the saints is to be done with an entirely
different attitude from what comes naturally. The Lord knows this and addressed the matter
with specific instruction and the most powerful of examples. The apostles also provided
very pointed admonition so that the shepherds may rule in such a manner that "when
the chief Shepherd shall appear, ye shall receive a crown of glory that fadeth not
away" (I Pet. 5:4).
Don Styles