2. Putting Paper Before People
Some signs of a paper-pusher — even if he doesn’t make lists of lists — may be seeing people as interruptions, preferring to work alone, or being a poor listener. Perhaps his self-worth is based on accomplishment more than relationships.
In his book, Out of Solitude, Henri Nouwen writes “A few years ago I met an old professor at the University of Notre Dame. Looking back on his long life of teaching, he said with a funny twinkle in his eyes: ‘I have always been complaining that my work was constantly interrupted, until I slowly discovered that my interruptions were my work.’ This is the great conversion in life: to recognize and believe that the many unexpected events are not just disturbing interruptions of our projects, but the way in which God molds our hearts and prepares us for his return. ”
Thomas Watson, founder of IBM, built one of the most successful companies in history because he never allowed the organization to replace people as his number-one focus. During one meeting managers were reviewing customer problems with Mr. Watson. On the table were eight to ten piles of papers, identifying the sources of problems: manufacturing, engineering, etc. After much discussion Watson walked slowly to the front of the room and, with a flash of his hand, swept the table clean and sent papers flying. He said, “There aren’t any categories of problems here. There’s just one problem. Some of us are not paying enough attention to our customers.” He turned and walked out.
What has been found is that “the higher the rank, the more interpersonal and human the undertaking. Our top executives spend roughly 90 percent of their time concerned with the messiness of people problems.” A seminary Dean shared with me the shocking trend of small church pastors copying the mega church leaders in isolating themselves from ministry and wanting educational staff do most of their pastoral work except preach on Sundays. Perhaps this may reflect the desperate need for a people skills curriculum and especially the personal touch of mentoring in seminaries? In reading the Gospels have you made the amazing discovery that “Jesus spent more time touching people and talking to them than in any other action”? “Jesus was not primarily task-oriented even though He knew He had only three years to train 12 men to carry on the movement that would change the world!”
How are people changed? Of all the change agents around us, what is the most impacting? How may we influence others into Christ likeness? Look back in your mind to what has had the greatest impact on your growth. A book, a tape, a sermon? Every survey gives the same answer, “A person, or a number of key people with whom we have had real-life personal contact, have been the primary change agents in our lives.” In one word: mentors.
Since this is true, a leader can qualitatively deepen his ministry impact with a mentoring touch with staff and church leadership. This is beyond his public ministry. Jesus made his “private ministry” training his disciples how to pray, witness, nurture, and disciple. Jesus refused to be comfortably insulated, and mentored his team of 11 into greatness and extraordinary spiritual production. Biblical leaders, intimate with Christ’s heart, mentor staff.
Every church problem, money, personnel, needs, has its answer in God’s provision of a Spirit-filled man or woman. You build them by mentoring. Paul gave his reason for living as: “I know that I shall continue with you, for your furtherance and joy of faith.” (Philippians 1:25). You can invest in two or three a year. Nothing I have done in ministry over the decades has paid off like this mentoring heart-ministry to staff and key men at church.
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