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MIDWESTERN BAPTIST THEOLOGICAL SEMINARY

KANSAS CITY, MISSOURI

DEVELOPING A STRATEGIC MENTORING NETWORK AMONG

SELECTED PASTORS OF THE EASTERN NEBRASKA

AND OREGON TRAIL BAPTIST ASSOCIATIONS

A PROJECT DISSERTATION SUBMITTED TO

THE FACULTY OF MIDWESTERN BAPTIST THEOLOGICAL SEMINARY

IN CANDIDACY FOR THE DEGREE OF

DOCTOR OF MINISTRY

BY

JOHN SHIELDS

MAY 2008


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iii

CONTENTS

LIST OF CHARTS..........................................................................................................viii

ACKNOWLEDGMENTS ................................................................................................ ix

ABSTRACT ....................................................................................................................... x

Chapter

1. DEFINING THE MINISTRY PROBLEM .............................................................. 1

Introduction ......................................................................................................... 1

General Need among Pastors .............................................................................. 2

Ministry Setting .................................................................................................. 4

Salient Features ................................................................................................... 6

Validation of the Problem ................................................................................... 7

Candidate Information ........................................................................................ 9

Purpose Statement ............................................................................................. 10

2. BIBLICAL MANDATE FOR STRATEGIC MENTORING ................................ 11

Introduction ....................................................................................................... 11

Old Testament Passages .................................................................................... 11

Ministry Leaders Must Hear Counsel to Become Wise ............................ 12

Ministry Leaders Are Sharpened through Interaction with Each Other .... 13

MinistryLeadersIncreaseSuccessinSpecicChallengesthroughCompetent Counsel............................................................................. 15

Application to Ministry Leaders ................................................................ 18


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New Testament Passages .................................................................................. 19

The Clearest Mandate: Pastors Should ShareTheir Wisdom with Each Other .......................................................... 20

The Principles of Deference to Others: Pastors Should ValueEach Others Ministries and Needs .................................................... 22

The Principles of Stewardship of Life through Serving Others: PastorsShould Serve Each Other with Gods Unique Gifts in Their Lives .... 24

Conclusion ........................................................................................................ 25

3. HISTORICAL SKETCH OF MENTORING ANDOVERVIEW OF STRATEGIC MENTORING PROJECT ................................... 27

Historical Sketch of Mentoring in the States .................................................... 27

Introduction ............................................................................................... 27

Historical Roots of Mentoring ................................................................... 28

Late Twentieth Century Reemergence of Mentoring ................................ 30

Other Responses to the Emerging Need .................................................... 32

Mentoring in Southern Baptist State Conventions .................................... 34

Project Overview .............................................................................................. 38

Purpose Statement ..................................................................................... 38

Goals and Subgoals ................................................................................... 39

Project Plan ................................................................................................ 40

Approach Summary ............................................................................ 40

Pilot Groups ........................................................................................ 40

Broad Lesson Plan Description .......................................................... 42

Logistics.............................................................................................. 44

Resources ................................................................................................... 46

Assumptions .............................................................................................. 48


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Limitations ................................................................................................. 48

KeyDenitions.......................................................................................... 49

4. PROJECT REPORT ............................................................................................... 50

Introduction and Overview ............................................................................... 50

Implementation Report ..................................................................................... 51

Recruiting Phase ........................................................................................ 51

Training Phase ........................................................................................... 52

Strategic Mentoring Phase ......................................................................... 53

Results of Measurement Tools .......................................................................... 56

Overview ................................................................................................... 56

Outlook and Involvement Assessment ...................................................... 56

Training Session Feedback ........................................................................ 60

Mentor Session Feedback .......................................................................... 62

Mentee Feedback ................................................................................ 62

Mentor Feedback ................................................................................ 68

Final Feedback Assessment ....................................................................... 72

Conclusions ............................................................................................... 84

Unforeseen Causes ............................................................................................ 84

Unforeseen Effects ............................................................................................ 86

Conclusion ........................................................................................................ 88

5. PROJECT EVALUATION AND ANALYSIS ....................................................... 89

Introduction ....................................................................................................... 89

Evaluation Concerning Project Goals ............................................................... 89


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Goals 1 and 2 ............................................................................................. 89

Goal 3 and Subgoals .................................................................................. 91

Subgoal (a) .......................................................................................... 92

Subgoal (b) ......................................................................................... 93

Subgoal (c) .......................................................................................... 95

Subgoal (d) ......................................................................................... 96

Summary Project Assessment ........................................................................... 98

How Well Was the Project Prepared? ........................................................ 98

Overall Plan ........................................................................................ 98

Training Material .............................................................................. 100

Recruiting ......................................................................................... 101

Logistics and Resources ................................................................... 101

Assessment Material ......................................................................... 102

How Effectively Was the Project Implemented? ..................................... 103

How Much Change Was Brought about as a Result of this Project? ....... 105

Changes in Participating Pastors ...................................................... 105

Changes in KNCSB Staff ................................................................. 108

Changes in the Candidate ................................................................. 109

Prospects for Future Study .............................................................................. 109

What Would Be Different? ...................................................................... 110

What Would Stay the Same? ................................................................... 112

What Is Next? .......................................................................................... 112

Further Study Options ...................................................................... 112

Where Strategic Mentoring Is Going in 2008 .................................. 113


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Appendix

A. STRATEGIC MENTORING SURVEY MATERIAL ......................................... 116

B. STRATEGIC MENTORING SURVEY SUMMARIES ...................................... 128

C. MENTORING IN THE SOUTHERN BAPTIST STATE CONVENTION ........ 138

D. STRATEGIC MENTORING LESSONS OVERVIEW ANDPARTICIPANT WORKBOOK ............................................................................ 143

E. WRITTEN CORRESPONDENCE ...................................................................... 170

F. EVALUATION TOOLS ....................................................................................... 181Pre/Postproject Outlook and Involvement Assessment .................................. 181Training Session Feedback ............................................................................. 182

Mentor Session Feedback ............................................................................... 188Final Feedback Assessment ............................................................................ 190

G. RESULTS OF EVALUATION TOOLS ............................................................... 191

H. SAMPLE WEB PAGES ....................................................................................... 196

BIBLIOGRAPHY .......................................................................................................... 205


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viii

LIST OF CHARTS

Chart Page

1. Participants ............................................................................................................ 41

2. Participant Involvement Summary ........................................................................ 55

3. Basic Data: Strategic Mentoring Encounters ......................................................... 63

4. Rated Value of Training Sessions .......................................................................... 82


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ix

ACKNOWLEDGMENTS

The candidate wishes to express special gratitide towards . . .

Allyn Morton for his invaluable work in setting up the strategic mentoring Web site.

The state staff of the Kansas-Nebraska Convention of Southern Baptists for their

encouragementandnancialsupportofthisproject,especiallyBobMills,DavidManner,

Peck Lindsey, and Mark Elliot.

The late Dennis Hampton who provided the inspiration for this project through his

mentoring of so many pastors and church planters in KNCSB, including the candidate.


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ABSTRACT

The purpose of this project is that selected pastors in the Kansas-Nebraska

Convention of Southern Baptists would increase their availability to each other for the

purpose of strategic mentoring, and seek such mentoring when needed. The student

exploredtheneedformentoringthrougheldresearchofKNCSBpastorsand75percent

ofstateconventionofces.Participantsengagedstrategicmentoringrelationships

through a Web catalyst after a period of training. The project demonstrated the viability

of strategic mentoring to overcome barriers to mentoring between pastors and raised both

the commitment and involvement of pastors in mentoring relationships.


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1. Ted W. Engstrom, The Fine Art of Mentoring: Passing on to Others What God Has Given toYou (Brentwood, TN: Wolgemuth & Hyatt Publishers, Inc., 1989), ix.

2. J. Robert Clinton and Paul D. Stanley, Connecting: The Mentoring Relationship You Need toSucceed in Life (Colorado Springs, CO: NavPress, 1992), 11.

3. Ibid.

1

CHAPTER ONE

DEFINING THE MINISTRY PROBLEM

Introduction

Mentoring stands among the missing keys of effectiveness in pastoral ministry

today. From the earliest stages of civilization, mentoring was a primary means of

developing the next generation for effectiveness in life. It has been tested by both time

and culture as having great value.

Gordon MacDonald laments that a book on mentoring would not have been

necessary one hundred years ago . . . up until recently mentoring was a way of life

between generations.1 The pace and nature of life in general and ministry life in

particular,however,hascausedmentoringanditsfoundationalbenetstoevaporate.The

developments of the modern age found more effective means of mass education that soon

pushed mentoring to the fringe. Those same developments also produced new levels of

busyness, stress, isolation, and change.

Yet, this reliance on formal education has not been adequate to empower ministers

for a life of effective ministry on its own. J. Robert Clinton and Paul Stanley note that

fewleadersnishwell.2 They cite research that reveals that those who do continue

effectively had other individuals who helped them in timely situations along the way.3


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These encounters appear to be too few. The American church may be paying for it in its

weakness and lack of impact in Americas communities.

This chapter will demonstrate that there is in fact a great need for intentional

mentoringrelationshipsamongpastors.Thisneedisparticularlyacuteatuxpointsin

their ministries. It is believed that strategic mentoring could both enable and enhance

their ministry effectiveness at such critical points. For this project, Strategic Mentoring is

denedasshort-termmentoringonaspecicministrychallengefromoneexperiencedin

that challenge at the request of a peer seeking help.

General Need among Pastors

Joel P. Sturtevant notes a study conducted among United Church of Christ clergy in

Massachusetts and Iowa. It showed 76 percent of clergy felt they were isolated and had

difcultyndingfriends.Anadditional87percentofrespondentsindicatedtheywere

hesitant to ask for help when they need it.4 Can there be any question that there is a need

toengagepastorsinmutuallybenecialrelationshipswitheachother?

A seminary education can take one a long way. However by itself it can only get a

ministeroutofthestartingblock.Concerningtherelatedeldofeducation,HalPortner

notes, A college degree in education only takes you so far. It prepares you to become

a beginner in a complex world.5Hegoesontonotethatateacherhastwojobs;rstto

teach and second to learn to teach better.6 This same principle applies to pastors as well.

Learning to pastor better is not an option; it is a necessity. It is unrealistic to think that

4. Joel P. Sturtevant, Confessions of a Lone Minister: Clergy Support,Review & Expositor: AConsortium Baptist Theological Journal98, no. 4 (fall 2001): 581.

5. Hal Portner,Being Mentored: A Guide for Protgs (Thousand Oaks, CA: Corwin Press, Inc.,2002), 2.

6. Ibid.


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one can serve as a pastor effectively without growing, learning, and changing along the

way.

Life is changing at an accelerating rate. Such cultural changes are impacting

ministry more than many want to believe. Churches experience change in a variety of

ways. They may grow or decline. Their community can change around them. Either way,

such changes will call for change in the minister and the church to be effective. Robert

W. Burns and Ronald M. Cevero assert that new phases of ministry practice require new

training.7 They lament that learning is hard when young pastors receive a seminary

degreeandbelievetheyarereadytofullltheirdreams.8 One of the missing keys to

effectiveness in ministry is in the heart of the pastor. Does he desire to continue learning?

Does he believe that he needs to continue learning? Will he seek it out from others?

After summarizing the challenges facing pastors today, John M. Simmonds

concludes that training through relationships in the ministry context could be the most

effective in light of costs.9 This strongly supports the concept that ongoing mentoring

being available to pastors after seminary is a valuable need. Simmonds observes that

ministers face challenges which mentoring is uniquely designed to address. Such

observations include:

1. Many ministers never pursue study after their formal training.

2. Many ministers are isolated and stay that way for years.

3. Theological views continue to polarize.

4. Church resources continue to decline.

7. Robert W. Burns and Ronald M. Cervero, How Pastors Learn the Politics of MinistryPractice,Religious Education 97, no. 4 (fall 2002): 314.

8. Ibid.

9. John M. Simmonds, The Pastors Problems: The Pastor and Training, The Expository Times93, no. 6 (March 1982): 169-70.


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5. Loneliness in ministry leads to staleness and anger.

6. Manyareunabletosustainthetraditionalpastoralofce.10

Thomas R. Hawkins agrees with the heart of this, noting that clergy are frequently

isolated in ministry. Some isolation is geographic and physical. In other cases, it stems

from the lone ranger culture that exists among pastors and churches.11 It is this

writers contention that such isolation at least hinders, and more likely hurts, the healthy

development of both the minister and the church.

These crises are the very reason that strategic mentoring is needed. Rather

thanlong-termmentoringrelationships,specicinputonspecicsituationsfroman

experienced peer could enable any pastor to effectively learn and navigate new ministry

challenges. Mark A. Rouch observes that ministers typically have crisis periods in their

careers when they face great stress. In those times, he believes they are ready to work on

further development in themselves as ministers.12

Ministry Setting

The Kansas-Nebraska Convention of Southern Baptists (KNCSB) currently has 330

lead pastors serving churches across the two states. It is a relatively young convention

among the denomination and often considered as pioneer territory by those in the south.

There is not a Southern Baptist church on every corner in this part of the world. Rather,

in associations like Oregon Trail in Western Nebraska, some churches are sixty miles

or more away from any sister congregation. That distance by itself tends to hamper the

10. Ibid., 169.

11. Thomas R. Hawkins, From the 3Rs to the 3Ws: Continuing Education in a Digital Age,Quarterly Review: A Journal of Theological Resources for Ministry 24, no. 2 (summer 2004): 169.

12. Mark A. Rouch, Young Pastors Pilot Project: An Experiment in Continuing Education forMinistry, The Journal of Pastoral Care XXV, no. 1 (March 1971): 4.


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developmentofsignicantrelationshipsbetweenpastors.Infact,over30percentof

respondents to a survey of KNCSB pastors noted distance as a primary barrier to having

the kind of relationships they desired with each other.13

Midwesternpeopleinthesestatesvalueindependenceandself-sufciency.Likethe

pioneers who preceded them, the people of these states take pride in making life work

on their own. This impacts the mind-set of churches and often their pastors. Pastors are

more likely to view each other guardedly than to openly seek counsel. When asked what

they believed prevented pastors from seeking wisdom from each other, twenty-seven

of seventy stated that pride was a factor. This was the highest mentioned barrier with

busyness coming in a distant second with only nineteen of seventy. Acceptance and trust

take a long time to earn. Due to this basic reluctance and distance, it takes a long time

for pastors to discover each other in ways that help. This project hopes to shorten that

discoverytimetobetterenablethemtondotherswhowouldbebothableandwillingto

help them.

This convention has great demographic variety. The most notable distinction is

between the few cities and the large rural areas. This is deeply ingrained in the minds of

the people. In Nebraska, for example, Omaha and Lincoln dwellers refer to the rest of

the state as out-state Nebraska. This ingrained attitude resists input from people who

are unknown or unproven in the mind of the recipient. There is a level of uncertainty

ordistrustbetweenruralandurbanpastorsthatmustbecrossedrelationallyrst.Other

specicministryandmentoringbarriersaredifferentinthosetwoareas.Because of the differences and barriers between them, this project will attempt

to work with pastors from both eastern and western Nebraska. One group will be

13. Strategic Mentoring Survey given to KNCSB pastors. Seventy of 330 pastors responded,survey by author, compiled January 2007. See appendices A and B.


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drawn from pastors in a more urban setting in the eastern Nebraska area. They will be

geographically closer. There will be more of them in a closer area. The second group will

be drawn from the Oregon Trail Baptist Association. There are thirteen pastors spread

over the western two-thirds of the state. They are disconnected from each other by space

and rarely get to interact at this time. The connection, trust, and communication barriers

willneedtobeovercomeforanysignicantmentoringtooccurinthisarea.

Salient Features

At this point in time there is no intentional mentoring being facilitated among

pastors of KNCSB. There are a couple of pockets of intentional relationships that were

initiated by the participants. Based on a survey conducted by this author, there is a

desire among KNCSB staff and most Directors of Associational Missions (DOAMs) to

see something developed to encourage mentoring relationships.14 All responding state

staff and DOAMs believe that there is a need for strategic mentoring among KNCSB

pastors.AllbutoneDOAMfeltthattheneedwaseitherdeniteorcritical.KNCSB

ministry staff overwhelmingly expressed their belief that there is a strong, clear need

for mentoring among convention pastors. Both groups felt that the pastors themselves

would be somewhat open to mutual mentoring if they understood it, but not readily

eager to embrace it. It is encouraging that there is support and interest at that level to see

intentional mentoring developed.

Greatest potential barriers include distance, busyness, opportunity, and desire. Of

these the most likely block could be willingness of the pastor to seek strategic mentoring.

It is the hope of this project to make it easier for those who do desire it to network more

14. Strategic Mentoring Survey given to KNCSB Directors of Associational Missions andKNCSB State Ministry Staff, survey by author, compiled December 2006. See appendices A and B.


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effectively and to increase the participation of the pilot groups in strategic mentoring.

Oncethebenetsaretasted,itisbelievedthatalifestyleofmutualpeermentoringwill

develop among KNCSB pastors. When pastors recognize that there are others out there

who understand, care, and have valuable experience, they may be more likely to seek

input at strategic times in their ministries.

Validation of the Problem

Inordertoassessthespecicneedforandinterestinmentoring,330surveyswere

sent to the lead pastors of the KNCSB. Of those, seventy were returned, collated, and

analyzed. Areas measured included attitudes concerning (1) relationships with other

pastors,(2)ministrycondenceandchallenges,(3)mentoringexperience,and(4)

mentoring interest. This survey demonstrates that there is both a need and desire for

pastors to connect with each other more effectively for strategic ministry mentoring. The

surveys and the results can be found in appendices A and B.

In their relationships with each other, most pastors are good friends with only a few

others. There relationships tend to be surface only. While some meet from four to twelve

times per year, they are mostly preplanned gatherings that do not focus on sharpening

each other. Busyness (57 percent) and distance (34 percent) are the greatest perceived

barriers to closer relationships among them. An overwhelming 72 percent noted that they

know at most three other pastors well enough to seek their counsel on a serious ministry

matter. Many expressed a desire to be closer to more pastors but lamented that it just does

not seem to happen. It is good that many have one or two close pastor friends. However,

if those friends do not have experience in the areas they face, then they are not likely to

get the kind of help they need to improve their effectiveness.


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Regardingtheirministrycondenceandchallenges,anoverwhelming96percentof

responding pastors reported feeling overwhelmed, stuck, or inadequate at least once per

year.Ofinterestisthatonly60percentreportfacingrsttimechallengesinthatsametime

period. In addition, only 50 percent attribute any discomfort to ministry changes. When

seekingadviceinsuchchallengesmostwillturntotheirspouserst(59percent),thento

another pastor (43 percent), and third to an association mission director (36 percent).16

As a pastor who knows this feeling as well, it seems a shame to have inadequacy and

overwhelming feelings recur so frequently. This could be eased through networking with

otherswhohavethespecicinsighttohelpwiththeissuesthatarecausingsuchfeelings.

When discussing their mentoring experience, it is evident that many have

experiencedmentoringatleastonce.Eighty-fourpercentindicatedhavingasignicant

mentor at one point in their life. Seventy-two percent responded that mentors were

either a great help or a critical ingredient in their ministry. However, when asked how

many had sought their counsel in the previous year, 17 percent had no one seek them

out. An additional 43 percent had from one to three people seek them out. 17 Mentoring

is happening to some degree. It is considered valuable by those who experience it.

However, due to barriers, one must ask whether the mentoring is being sought from

those who have adequate experience for the issues being faced. It appears that the idea of

mentoring is valued, but not enough to motivate most pastors to intentionally seek it out.

The survey demonstrated that there is great interest in seeking a mentor. Yet to this

pointthatinterestisnotsufcientlymotivatingaction.Notably,67percentclaimedtohave faced a ministry challenge in the previous two years that made them wish they had

a mentor. An overwhelming 92 percent believe a mentor would be valuable if one were

available to them. Of interest is that only 75 percent expressed a willingness to participate


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in this project. This demonstrates that their interest is there in theory, but barriers are

sufcienttopreventactualparticipation.

The number one reason most pastors felt that others did not seek wisdom from each

other was pride. The second most popular reason was time. The top two criteria desired

inamentorstoodwellaboveallothersmentioned.Theywere,rst,ministryexperience

and, second, godly maturity. It is clear that pastors desire a mentor with experience. They

get bombarded with plenty of ideas and opinions. What they long for is experienced

insight. They desire it from someone with proven godly maturity. When considered with

the low number of genuine relationships and mistrust, one must wonder if pastors seek

people with the actual experience needed. This project hopes to address that issue by

makingiteasierforpastorstoseekandndotherswiththespecicexperiencesneeded

tohelpthemintheirchallenges.Itwillalsoseektoincreasetheirabilitytondthose

withawillingnesstohelpinthosespecicareas.Thatistheheartofstrategicmentoring.

Candidate Information

The researcher has been pastor of Parkview Baptist Church in Lexington, Nebraska,

for over twelve years. During that time he has seen many pastors come and go in the

Oregon Trail Baptist Association and convention at large. The community and church in

Lexington have undergone many changes that required the lead pastor to grow in order

to keep up. It is the researchers conviction that this is not unusual in growing churches.

It is also the researchers contention that much growth is aborted through a failure of

thepastortolearnandgrowalongwiththechurch.Hehasbenetedfromstrategic

mentoring that was personally sought on several occasions. When the counsel was sought

fromsomeonewithspecicexperienceitwasveryhelpful.Onotheroccasionsstrategic

mentoring was desired, but neither associational nor state staff was aware of others with


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thespecicexperienceneeded.Thoseexperiencesprovidesomeofthemotivationfor

the project at hand. The primary motivation, however, comes from the desire to see more

churches become healthier because healthy growing churches are more rare than they

should be. For this to happen will require more effective leadership. It is this researchers

conviction that God-called pastors can and should become more effective over time

through participating in strategic mentoring with each other. It is believed that this would

reduce harmful mistakes and increase humility and leadership skills, thus enabling the

pastor to grow with the church as he helps the church grow in biblical health.

Purpose Statement

In short, this project will seek to address the need for actual strategic mentoring

among pastors by seeking to make potential mentors more readily available to each

other through a voluntary information network. It will also seek to provide adequate

training for both sides of the mentoring relationship to help participants gain the most

value from those relationships. As a result of this project more KNCSB pastors will more

readily seek strategic mentoring from other pastors to more effectively face their ministry

challenges. This will be accomplished in part through the development of a strategic

mentoring Web catalyst and network to more readily encourage edifying relationships.

Ultimately, the purpose of this project is that selected Eastern Nebraska Baptist

Association and Oregon Trail Baptist Association pastors will intentionally increase their

availability to each other for the purpose of strategic mentoring with ministry challenges

and intentionally seek such mentoring for themselves when needed based on mutual

commitments to kingdom success.


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CHAPTER TWO

BIBLICAL MANDATE FOR STRATEGIC MENTORING

Introduction

The candidates ministry project intends to strengthen the intentional mentoring

relationships among KNCSB pastors. Therefore, in this chapter it shall be demonstrated

that (a) strategic mentoring among pastors is in fact a biblical necessity, and (b) the current

connections among pastors fall short of the biblical expectation. While the Bible contains

many instructive examples of such mentoring occurring between ministry leaders, such

examples by themselves are inadequate to defend this process as necessary. This chapter

willfocusrstonthoseOldTestamentandthenNewTestamentpassageswhichmakethis

mandateclear.Therstsectionwilllookmorecloselyatseveralproverbsthatimplicitly

require pastors to be involved in such relationships. The epistles of the New Testament offer

the clearest support with both explicit instructions and implicit principles in support of this

practice. It is believed that an understanding of these passages would lead any pastor to

recognize the need for strategic mentoring relationships as proposed in this project.

Old Testament Passages

The clearest Old Testament mandate for strategic mentoring, as proposed in this

project, is found in the book of Proverbs. The passages which support this mandate

include: Proverbs 11:14, 12:15, 13:10, 15:22, 19:20, 24:5 and 27:17.1 The linchpin verses

1. Unless otherwise indicated all Bible references in this paper are to theNew AmericanStandard Bible (La Habra, CA: The Lockman Foundation, 1995).

11


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are 27:17 and 19:20. While the principles may be applied to a variety of relationships,

it will be demonstrated that pastors not only fall within an acceptable category of

application, but have a special responsibility to follow it. The combined message of these

passages is that ministry leaders should seek out sharpening interactions and counsel

from each other in order to grow in wisdom, demonstrate their wisdom, and lead through

specicchallengessafelyandsuccessfully.Eachaspectofthiswillbeexaminedmore

fully below.

The logic of the argument unfolds as follows: wisdom is needed to lead successfully.

Acceptance of counsel is required to become wise. Interactions with others sharpen

people. Success comes through competent counsel. Therefore, ministry leaders will seek

out counsel and sharpening interactions to be wise and successful in their leadership.

Ministry Leaders Must HearCounsel to Become Wise

Proverbs 19:20 gives ministry leaders a command with a purpose. Listen to counsel

and accept discipline, That you may be wise the rest of your days. The two verbs are

bothimperatives.Thisissignicantduetotherarityofimperativesinthebook.2 As is

typical of Hebrew poetry their parallel construction relates them to each other. Waltke

observesthatthesecondverbservestointensifyandclarifytherst.3Therstterm,

can mean simply to hear or perceive.4 This action touches the inside of a person but

may go no further. The second term, , means to receive, take, or accept.5 Thus, the

2. Bruce K. Waltke, The Book of Proverbs: Chapters 1-15 (Grand Rapids, MI: EerdmansPublishing, 2004), 113. He notes that imperatives are rare in this section of Proverbs.

3. Ibid.

4. Francis Brown, S. R. Driver, and Charles Briggs, Brown-Driver-Briggs Hebrew-EnglishLexicon of the Old Testament(Peabody, MA: Hendrickson Publishers, 1995), 1033b.

5. Ibid., 867a.


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command means more than to listen. It involves an intentional acceptance of the object in

question. In this case the object includes counsel and discipline.

The outcome is a critical part for ministry leaders to grasp. If counsel is accepted,

the proverb notes that the leader becomes wise in the end. This expression translates

an imperfect verb become wise along with a prepositional phrase. It implies a

development in wisdom. The acceptance of counsel brings transformation to the person.

Both Derek Kidner and Bruce K. Waltke indicate that the term points to the end over the

beginning of ones condition.6 This gives the leader hope. While facing a new challenge

that he feels ill-equipped for, growth in wisdom is more than possible; it is likely through

the acceptance of counsel.

The verse does not indicate whether the counsel is sought or offered without

solicitation. That part is not the key. The key issue is the acceptance of counsel in order

to gain the desired outcome. As Waltke notes, The counsel must be willingly embraced

to have its result.7 The passage makes the outcome clear. It gives the reader a rare

proverbial imperative. All believers are obligated to follow this direction. Ministry

leaders, by virtue of their calling and responsibility, should lead the way in following this

direction.Itwillbenetnotonlythemselves,butalsothosetheylead.

Ministry Leaders Are Sharpened throughInteraction with Each Other

Proverbs27:17givesoneofthecleareststatementsinScriptureofthebenetsof

positive human interaction. It could almost provide the basis for strategic mentoring by

itself. It very simply states, Iron sharpens iron, So one man sharpens another. Duane

6. Derek Kidner, The Proverbs: An Introduction and Commentary (Downers Grove, IL:InterVarsity Press, 1964), 69. Waltke, 114.

7. Waltke, 113.


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A. Garrett captures the lesson of this well. He notes, people must not shy away from

interaction with their peers since it is an education in itself.8 Though there are no

interpretive enigmas, a closer look can help clarify the lesson.

The term sharpen found here in the hiphil form simply means, to sharpen. It is

rstappliedintermsofanaxhead.Thesharpeningimprovestheimpactoftheax.As

aresultitisbetterpreparedtofulllitspurpose.Thisiscomparedtothesharpeningof

people. People can grow in the readiness for impact through the aid of others. Though the

passagedoesnotofferspecicexamplesofhowthisisdone,theimplicationisthatclose

proximity and interaction are key aspects.9

One important question to consider is the nature of what exactly is sharpened

through this close interaction. The term used in this case has a basic meaning of

face or countenance.10 That however does not answer the question since it is clearly

metaphorical. Kidner notes that it almost equals personality in this case.11 Waltke

concurs explaining that since the term expresses and characterizes ones nature . . .

an expanded sense can also describe the entire person.12 C. F. Keil and F. Delitzsch

appear to understand it the same way, noting that the manner and forming of habits

and character are what these relationships impact.13 Those thoughts lead Waltke to

8. Duane A. Garrett,Proverbs, Ecclesiastes, Song of Solomon, New American Commentary(Nashville, TN: Broadman Press, 1993), 220.

9. Waltke applies this principle noting that a true friend should not shy away from constructivecriticism, 384.

10. Brown, Driver, and Briggs, 815a.

11. Kidner, 167.

12. Waltke, 384.

13. C. F. Keil and F. Delitzsch,Proverbs, Ecclesiastes, Song of Solomon, Commentary on theOld Testament, vol. 6 (Peabody, MA: Hendrickson Publishers, 1966), 406.


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eventually conclude that this term points to the person in general.14 In light of the general

nature of proverbs this is an accurate understanding of the term.

How does this apply to strategic mentoring? It is the epitome of strategic mentoring.

The value of such mentoring is that men can sharpen each other if they will in fact interact

intentionally. Certainly it can happen unintentionally. But if this is true, how much more

canitoccurifpurposefullypursuedinwell-denedareas.Thegoalofstrategicmentoring

is to catalyze the process of sharpening between pastors by motivating and enabling them

toconnectforthatverypurpose.ThebenetandbasisareclearlygiveninProverbs27:17.

MinistryLeadersIncreaseSuccessinSpecicChallenges through Competent Counsel

Thenalcollectionofproverbscombinetodemonstratemultiplefacetsofthesame

truth. That truth is the critical value of accepting counsel. Proverbs 15:22, 11:14, and

13:10 contrast the results of using counsel with the consequences of working without it.

Proverbs 12:15 and 24:5-6 explain the critical value of counsel to ones character and

impact in life. Together they sound a clear call to believers to prioritize the use of counsel

in their endeavors. Strategic mentoring is an effective way to implement the direction

given in these passages.

Proverbs 15:22 teaches that without consultation, plans are frustrated, But with

many counselors they succeed. Of special interest is the nuance of the term counselors.

Waltkenotesthatitmayrefertoanycompetentandexperiencedcounselorinaspecic

case.

15

This does not mean a professional counselor. It means counsel from those with

14. Waltke, 384. Garrett agrees with Waltke. He notes, in application, that sharpening can occurin any areas in which people are engaged, 220.

15. Waltke, Chapters 1-15, 538. Brown, Driver, and Briggs note that this can refer to counsel infamiliar conversation. This same term is used in Proverbs 13:10. Brown, Driver, and Briggs, 419c.


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experience in the area of concern. That is exactly the point of strategic mentoring. It

involves seeking counsel for a particular area from someone with known experience in

that area. The two terms for counsel used in this verse give clues to the kind of counsel

Godhasinmind.Thersttermindicatescounselfromanintimatefriend.16 The second

term implies one with authority to give counsel.17 Ministry leaders, more than many,

are responsible for developing and implementing plans as they lead. This has direct

application to their setting and demonstrates the need to seek caring, close, and competent

counsel in the plans they form.18

Proverbs 11:14 states, Where there is no guidance the people fall, But in abundance

of counselors there is victory. Once again the principle is clear. Failure results from lack

of counsel. Success on the other hand comes when much counsel is received. Kidner

wisely summarizes the lesson as people should get all the advice they can. While it is

possible to get too many opinions, it can be fatally easy to shut out disquieting voices.19

A key aspect of this verse lies in its contextual focus. The focus is on corporate matters

rather than individual.20 Ministry leaders rarely lead in isolation. This verse reminds

readers that plans involving groups require many counselors for the group to experience

success together. Pastors responsible for leading a church to follow Gods will owe it to

their church to seek counsel from other competent ministry leaders when formulating

direction and plans.

16. Brown, Driver, and Briggs, 691c.

17. Ibid., 419c.

18. Garrett, 151. He wisely observes that this verse does not advocate making all decision bycommittee, but rather an internal attitude of willingness to hear and heed advice.

19. Kidner, 91-92.

20. Keil and Delitzsch, 172. Garrett also makes this point on this verse, 126.


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The next verse demonstrates the critical heart condition in this matter. Proverbs

13:10 states, Through insolence comes nothing but strife, But wisdom is with those

who receive counsel. Pride is at the heart of those who refuse counsel. What about

those who never think to seek it? What of those who fear to seek it? Though it may be a

differentavor,prideisattheheartofthosesituationsaswell.Waltkeexplainsthatthose

with this kind of pride do not take counsel.21 Kidner and Garrett both note that pride is

an ingredient in every quarrel.22 In contrast the participle counsel implies a humble

willingness to be counseled.23 Though it does not state that counsel should be sought,

it is clear that wise people have humble hearts that are receptive to counsel. Churches

arenotoriousforconictandpoorhandlingofchange.Leaderscouldavoidmuchofit

byfollowingthisverseinseekingcounselinordertoleadwiselyandresistanyconict

provoking pride.

Proverbs 12:15 offers the same message as 13:10 with a slightly different emphasis.

It says, The way of a fool is right in his own eyes, But a wise man is he who listens to

counsel.Thedescriptionrightinhisowneyedescribesthesameconictthatproduces

pride. Keil and Delitzsch note that the fool is limited by his own narrow subjectivity.24

Bydenition,apersonwhodoesnotlookbeyondhisownthoughtsisafoolfromthe

Bibles perspective. Wisdom on the other hand drives a person to receive counsel. This

is the kind of wisdom in ethical and administrative matters. Josephs leadership in Egypt

21. Waltke, 560. Kidner notes the same thing stating, closed minds are another symptom ofpride, 102.

22. Kidner, 102; Garrett, 136.

23. Waltke, 547. He notes that it refers to those with modesty to acknowledge the limitationof their knowledge and the humility to allow themselves to be corrected, criticized and led to a better

plan of action. Keil and Delitzsch concur with this opinion, 200.

24. Keil and Delitzsch, 188.


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serves as an example of this kind of wisdom.25 Openness to counsel both reveals and

enhances the wisdom of a leader. Refusals to hear both reveal and enhance foolishness.

The ministry leader should be open to the counsel of others and intentionally seek it in

order to both lead and grow in wisdom.

Thenalverseindicatesthatopennesstocounselbringsstrength,strategy,and

victory. Proverbs 24:5-6 states that A wise man is strong, And a man of knowledge

increases power. For by wise guidance you will wage war, And in abundance of

counselors there is victory. The term for power can refer to physical power, but in

this case it is more likely ability or positional power.26 Kidner notes that in application

wisdom succeeds while brute force fails.27 The message is that wise people will lean

on counselors to experience success and safety. Ministry leaders must take this biblical

mandate into account as well. They must lean on the wisdom of each others counsel to

livethroughconictsafelyandsuccessfully.

Application to Ministry Leaders

While the intended application of most proverbs is universal, this chapter will

demonstrateamorespecicapplicationforministryleaders.Involvementinministry

leadership does not exempt an individual from these principles, rather it makes them even

more important. The complexities involved in leadership increase the need for sharpening

and counsel. The proverbs clearly show that wise, corporate leadership decisions require

counsel. As in Exodus 18, the wise counsel often comes best from a mentor outside the

25. Brown, Driver, and Briggs, 314c.

26. Ibid., 54d.

27. Kidner, 144.


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immediateorganization.Thiskindofspecicironsharpensironmentoringshouldbe

an ongoing ingredient in every biblical leaders life.

Insummary,theOldTestamentclearlydemonstrates,rst,thatministryleaders

must hear counsel to become wise and, second, that they are sharpened by interactions

witheachother.Finallyministryleadersincreasesuccessinspecicchallengesthrough

competent counsel. Though ministry leaders seek growth through conferences and even

continuing education, those fall far short of the kind of mentoring called for in the Bible.

They are rarely strategic or relational. This kind of mentoring must come in the context of

a relationship with those competent in the area of need. The Old Testament teaches that

when this occurs the potential for growth in wisdom and success in leadership increase

dramatically.

New Testament Passages

Like the Old Testament, the New Testament is full of examples of strategic

mentoring relationships.28 Jesus and the disciples, for example stand as the ultimate

model of this. His followers pick up the torch of mentoring in many forms including this

one as they engage His Great Commission mission. While the examples are inspiring,

there are also clear imperatives in the epistles that call for strategic mentoring to occur

among ministry leaders. This section will examine those passages in three categories

to demonstrate the existence of this mandate. Those categories include: (1) The

Clearest Mandate, (2) The Principles of Deference to Others, and (3) The Principles of

Stewardship of Life through Serving Others.

28. The more notable ones include Jesus and the disciples, Barnabus and Paul, Paul andTimothy, and Aquila and Priscilla with Apollos.


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The Clearest Mandate:Pastors Should Share Their Wisdom with Each Other

The clearest call for strategic mentoring in the New Testament is found in 2 Timothy

2:2. It teaches that one of the tasks of spiritual leaders is to pass on what they have

learned to others who demonstrate the ability and character to pass those lessons in turn.

It says, The things which you have heard from me in the presence of many witnesses,

entrust these to faithful men who will be able to teach others also.

The central imperative of the verse is the term entrust. Paul commands Timothy to

entrust something to others. Johannes P. Louw and Eugene A. Nida indicate that the term

can mean to give or to provide for. It can also mean to entrust oneself to someone.29

GeorgeW.KnightIIIafrmsthatintheNewTestamentithasthemeaningentrust.30

Since the passage is fuzzy concerning the content of what is entrusted, there is discussion

concerning that question.31 However, there is no debate regarding the fact that Paul

commands Timothy generally to pass on what he has received from him. I. Howard

Marshall notes that the context implies that the act of entrusting is something that will

occur more than one time. This is something he should do whenever possible.32

29. Johannes P. Louw and Eugene A. Nida, Greek-English Lexicon of the New Testament: Basedon Semantic Domains, 2d ed. (New York, NY: United Bible Societies, 1989), 35.47.

30. George W. Knight III, The Pastoral Epistles: A Commentary on the Greek Text(GrandRapids, MI: Eerdmans Publishing Company, 1992), 389-90.

31. J. N. D. Kelly, The Pastoral Epistles, Blacks New Testament Commentary (Peabody, MA:Hendrickson Publishers, 1960), 173. Kelly believes it is an embryonic form of revelation being passedon through succession of authorized people.

I. Howard Marshall,A Critical and Exegetical Commentary on the Pastoral Epistles(Edinburgh: T & T Clark, 1999), 727. Marshall further observes that Timothys call, which he receivedfrom Paul, is to be passed on. He feels the key is multiplying and preserving rather than creating a lineof formal succession.

32. Marshall, 727.


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Thoughthecontentofwhatistobeentrustedisnotspecicallyidentiedinthe

context, a good understanding is still possible. In fact, it is this writers opinion that in

such cases the passage may be vague on purpose in order to allow the application to

remainsufcientlybroadforfuturereaders.Itisclearthatthisinstructionwasgivenon

more than one instance. The things Timothy heard are most likely the total package of

instruction he had received over the years.33

ThepeoplewhoaretoreceiveTimothyswisdomarenotidentiedbyposition

but rather by character and ministry focus. They are to be marked by faithfulness. This

means a trustworthy character. They are also to possess the ability to pass the wisdom

on to others. J. N. D. Kelly observes that Paul is concerned with the reliability of the

men rather than their status.34 Knight indicates that they may be those mentioned in

1 Timothy 5:17 who are called to work hard in the word and teaching.35 If this is the

case, then it makes a strong case that pastors should pass on what they learn at least

to emerging pastors. The key is not so much a line of succession as a preservation and

multiplication of effective kingdom ministry.

This principle may certainly apply to pastors in their relationships with each other.

Paul spent time strategically equipping others. In this passage he calls Timothy to do

thesame.Hespecicallynotesthatheshouldsharehiswisdomwiththosewhowillbe

able to share it with others. For the health and spread of the church today, pastors should

intentionally apply this instruction to their own relationships. Pastors should intentionally

33. Most commentators refer to an old view that this could refer to ordination but quickly put itdown in favor of a broader collection of teaching. Kelly, 172; Knight, 391; Marshall, 725; and WilliamD. Mounce,Pastoral Epistles, Word Biblical Commentary, vol. 46 (Nashville, TN: Thomas NelsonPublishers,2000),504.Mouncenotesspecicallythatthepluralverbformemphasizesthetotalitynotasummaryofwhathasbeenheard.

34. Kelly, 174.

35. Knight, 391.


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accept the priority task of passing on what they have learned spiritually to others who

have the character and capacity to pass it on even further.

The Principles of Deference to Others:Pastors Should Value Each Others Ministries and Needs

Philippians 2:3-4 and Romans 12:10 give believers clear imperatives to value others

over themselves. If this principle were practiced among pastors in their relationships with

each other, they would make time to provide strategic mentoring for each other along

with other forms of encouragement and help. If these passages apply to pastors, then they

should not focus only on their ministry, but be willing to value, aid, and encourage the

interest and ministries of others.

Philippians2:3-4states,Donothingfromselshnessoremptyconceit,butwith

humility of mind regard one another as more important than yourselves; do not merely

look out for your own personal interests, but also for the interests of others. The

meaning is clear. The application however is often limited.36 There are a few aspects of

this instruction that are important to note concerning strategic mentoring. First, notice the

negativeimperative.Selshnessandprideoftenkeeppastorsfromaidingeachother.37

In truth, there is silent competition to be successful. When this attitude is in play, mutual

encouragementandmentoringwillbestied.

36. Peter T. OBrien, The Epistle to the Philippians: A Commentary on the Greek Text(GrandRapids, MI: Eerdmans Publishing Company, 1991), 179. OBrien notes that the double negative andomission of the verb forcibly draw attention to it absoluteness. He further states, In other words, itis binding to all Christians at all times.

37. Gerald F. Hawthorne,Philippians, Word Biblical Commentary (Waco, TX: Word Books,1983),68.Hawthornenotesthatthetermselshnesscarriestheideaofapartyspiritgeneratedbyselshambition.OBrienexplainsthatthetermwasusedtodenotetherivalpreachingofthoseinRomewhopreachedfromselshmotives,180.Unfortunately,thisspiritstillexistsamongministerstoday.


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Thepositivesideoffersanantidotetoselshnessamongbelievers.Thepositive

imperatives are to value others as more important than oneself and to look out for the

interests of others. A clear way to do this is to have concern for the health and success of

other fellow ministers. When one has the opportunity to advance the interests of another,

that opportunity should be embraced out of ones concern for the other. The term does not

call for surface manners, but for a deeper look. Louw and Nida indicate that the meaning

is to keep on giving serious consideration to something.38

In the end, Philippians 2 teaches that believers are to actively replace a proud, self-

motivated life with one of humility before God that values others over ones self and

pays attention to their need over ones own. Therefore pastors should not focus only on

their ministry with humility before God. They should be willing to value, encourage, and

aid other pastors with their ministries and interests. Availability to others as a strategic

mentor is a simple way to honor these imperatives.

Romans 12:10, in a similar vein, states, Be devoted to one another in brotherly

love; give preference to one another in honor. Once again a clear universal command for

allbelieversisunintentionallylimitedinitsapplicationthroughaselshblindspot.Most

pastors will focus on honoring those they serve within their local assignment. However,

the range of command extends beyond that.

While the term devotion applies to affection for ones fellow believer in Christ,

pastors must not forget that other pastors are also fellow believers. The adjective

is a New Testament hapax legomena. Louw and Nida indicate that itpertains to love or affection for those closely related to one, particularly members

38. Louw and Nida, 30.20.


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of ones immediate family or in-group.39 Now it could be argued that this limits the

application. That would say too much. What it does is describe the kind of affection.

Believers are to care for each other as they would for the closest family member.

Ministers are a subset of the believing family that could share a unique bond of

understanding if pride does not prevent it. More than others, they should have a heart for

each other that would motivate mutual support and care through strategic mentoring.

Though short, the truths of this verse are poignantly relevant. Believers are to love

each other with familial devotion. They are to honor each other through deference to each

other. The relationships are to be marked by this devotion and preferential honor. Pastors

then should have such devotion for each other and defer to the needs of each other with

honor. Being available to each other for strategic mentoring is a clear way to live out that

attitude practically.

The Principles of Stewardship of Life through Serving Others:Pastors Should Serve Each Other with Gods Unique Gifts in Their Lives

One might suggest that devotion and deference do not require action but only

aspecicattitude.ThenalsetofNewTestamentpassagesaddressthatconcern

readily. Galatians 5:13 and 1 Peter 4:10 indicate clearly that believers are to serve each

other. While the instruction is for all believers, there is no reason for it to not apply to

relationshipsamongpastorsspecicallyaswell.Iftheydoapplytothoserelationships,

then a clear mandate exists for pastors to serve each other with the gifts that they have

been given by God.

Galatians 5:13 says, For you were called to freedom, brethren; only do not turn

yourfreedomintoanopportunityfortheesh,butthroughloveserveoneanother.

39. Ibid., 25.41.


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Because of what Christ has done, love should motivate the individual believer to serve

othersthroughthefreedomofgrace.Theeshisspecicallytoberesistedsoasnotto

spoil what Christ has done. Self focus and competitiveness among believers should be

resisted intentionally by seeking to serve each other through love.40 To serve another is

to humbly respond to their needs or even commands. While commands between pastors

would be inappropriate, recognition and meeting of needs would not be. Believers in

generalshouldavoidlettingtheeshpollutetheirfreedombyservingeachotherthrough

love. Pastors should intentionally serve each other with love for each others ministries

ratherthanlettingesh-drivenselshnessholdthemback.

First Peter 4:10 notes, As each one has received a special gift, employ it in

serving one another as good stewards of the manifold grace of God. The context of this

verse is believers serving each other as stewards of Gods gifts in their lives. Pastors

along with all believers have special gifts of God in their lives. Asking, Who should I

serve? in this case could very well be like asking Jesus, Who is my neighbor? in the

Gospels. There is no limit on which believers should be served. Believers are expected to

maximize Gods grace by serving others with the gifts He has given them. Pastors should

be ready to share their gifts through service to each other in order to maximize Gods

grace in their lives. For many those gifts include equipping gifts that could be leveraged

to enhance pastors and ministries beyond their own.

Conclusion

The New Testament gives a clear mandate for strategic mentoring relationships

among ministry leaders. In Philippians 2:3-4 and Romans 12:10, Paul calls pastors to

40. Timothy George, Galatians, New American Commentary (Nashville, TN: Broadman &HolmanPublishers,1994),377.Georgedescribeseshasthecenterofhumanprideandselfwilling.Flesh is the arena of indulgence and self-assertion.


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value each others ministries. It is improper to focus only on ones own ministry and

refuse to aid others in need. In Galatians 5:13 and 1 Peter 4:10, ministry leaders are also

encouraged to serve each other with their unique gifts. Leaders should not just serve those

who pay them or those who follow them. They should also serve their fellow shepherds.

Finally, in 2 Timothy 2:2, Paul demands that leaders pass on what they have gained

spiritually to others who will multiply leaders as well. In combination, these passages

make a strong case for strategic mentoring among ministry leaders. Obedience to these

directives will result in the biblical expansion of Gods kingdom on earth. Failure to do so

will limit a persons role in that kingdom.

This chapter has shown that the typical relationships of pastors with each other are

inadequate in comparison to the biblical expectation of mutual sharpening and strategic

mentoring. Principles for the examined passages are generally applied to believers in

generalbutnottopastorsspecically.Thoseprinciplesexaminedwereasfollows.First,

from the Old Testament it was shown that wisdom is needed to lead successfully. Second,

acceptanceofcounselisneededtobecomewise.And,nally,thatinteractionwithothers

sharpens people. Therefore, ministry leaders should intentionally seek counsel and

sharpening interactions to be wise and successful in their leadership.

There were three additional principles from the New Testament. First, the Bible

demands that leaders pass what they know to other emerging leaders. Second, it instructs

leaders to value each others needs over their own. Finally, it reveals that the primary

mode of life for leaders is serving others. As a result, ministry leaders should make

themselves available to intentionally help each other in the calling and ministries. In light

of these principles, this project will seek to address this need through the implementation

of a pilot project on strategic mentoring.


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CHAPTER THREE

HISTORICAL SKETCH OF MENTORING ANDOVERVIEW OF STRATEGIC MENTORING PROJECT

Historical Sketch of Mentoring in the States

Introduction

Though mentoring is deeply rooted in history, in recent decades it has been

gathering renewed attention in the western world. Homers Odyssey records the tale

of a Greek king Odysseus who left his son Telemachus in the care of a servant named

MentorwhenhewenttoghtintheTrojanWar.1 Since that time the term mentor has

often referred to a relationship in which a more experienced person helps train one with

less experience.2 Related terms and relationships include apprentices, counselors, tutors,

coaches, and guides. Such relationships were common prior to the industrial revolution

in the West. That cultural shift, along with the rise and multiplication of universities and

other mass training schools, cast a shadow over the value of mentoring as a means of

growth.

Though schools were able to produce pastoral candidates in greater numbers, many

came to recognize that something had gone amiss. As the pace of culture accelerated, the

belief that such relationships were needed for growth faded. This chapter will attempt to

give some historical perspective relating to the need for pastoral mentoring. It will also

1. Herminia Ibarra, Coaching and Mentoring: How to Develop Top Talent and Achieve StrongerPerformance (Boston, MA: Harvard Business School Press, 2004), 76.

2. Shelly Cunningham, Whos Mentoring the Mentors? The Discipleship Dimension of FacultyDevelopment in Christian Higher Education, Theological Education 34, no. 2 (spring 1988): 31.

27


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leastsomespecicaspectofit.Youngpeoplewouldlearntheirtradesasapprenticesto

their fathers or other skilled workers.

We see this same pattern in the early church in the life of Paul, Barnabas, and

others who mentored others in the way of Jesus. When schools arose they were small

andpersonal,centeringontheteachingofaspecicindividual.Thisslowlychanged

over time with the rise of larger training schools and academies. Education became more

formalized, though relationships remained critical to their effectiveness.

AsignicantexampleofmentoringinNorthAmericaoccurredearlyinAmerican

history.WilliamTennant,1673-1746,startedtherstprivateseminaryinthecolonies.

In his studies, Gary E. Schnittjer notes that Tennant attempted to pattern this educational

ministry after the models of his time.7 However, its distinctiveness emerged not by

intentional innovation but by necessity.8 His approach in the end was what is currently

called mentoring. Schnittjer concluded that the style of Tennants Log College was the

basis of its effectiveness.9 The students developed relationships with each other and

with the mentor, which impacted them for life.10 For Tennant, it was the relationships

he maintained with his students that became the distinctive aspect of the Log College

and the key to its success. Through this relationship he effectively passed on his values,

heart, and skills in ministry to those men who stayed with him during those years.

Unfortunately, it was short-lived and as the nation grew its ministry education took a

different turn. Doubtless mentoring still occurred but was not recognized as a primary

7. Gary E. Schnittjer, The Ingredients of Effective Mentoring: The Log College as a Model forMentorship, Christian Education JournalXV, no. 1 (fall 1994): 86-88.

8. Ibid., 88.

9. Ibid., 92

10. Ibid., 94.


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toolforministrypreparation.Assuchitwasnotprioritizedspecicallyasapartof

ministry training. However, that has begun to change in the past couple of decades.

Late Twentieth Century Reemergence of Mentoring

In an article on theological education, D. Bruce Roberts observes that, somewhere

in the middle of the twentieth century, it began to be evident that earning a degree in

preparation for ordination and ministry was not enough to sustain creative activity

through a whole career.11 He notes further that in the 1960s a growing consensus

rose among churches that basic seminary education was not enough for a lifetime of

service.12

He concludes that since then continuing education has become a necessity

rather than a luxury.13RobertW.BurnsandRonaldM.Cerveroconrm,mostpastors

felt good about seminary, but did not feel it adequately prepared them for the practical

side of ministry.14 Harry L. Poe refers to many studies done by churches and seminaries

in the 1980s and 1990s on this sentiment. Results showed that most were pleased with

the biblical theological foundation, but complained of the preparation for practical

ministry.15

He concludes that both the church and seminary should work together to

develop solutions for preparation for practical ministry.16 David Ludeker agrees in an

articleontrainingforministry.However,hegetsahairmorespecic.Heconcludes

11. D. Bruce Roberts, How Can Continuing Theological Education Serve the Church?Quarterly Review: A Journal of Theological Resources for Ministry 24, no. 2 (summer 2004): 117.

12. Ibid., 118.

13. Ibid.

14. Robert W. Burns and Ronald M. Cervero, How Pastors Learn the Politics of MinistryPractice,Religious Education 97, no. 4 (fall 2002): 308.

15. Harry L. Poe, The Revolution in Ministry Training, Theological Education 33, no. 1(autumn 1996): 23.

16. Ibid.


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that life-time learning should be viewed as an integral part of ministry life. He further

notes that a variety of models, sources and locations should be involved.17 There is much

wisdom in this. The question, however, becomes what kind of continuing education is

best? How should it be delivered? At what points? What will the costs be, and how can its

effectiveness be maximized without removing the pastor from his church to pursue such

things? However these questions are answered, it is clear that many began to recognize

the need for a return to mentoring as a priority.

Once this realization began to be considered more seriously, new experiments

began with forgotten principles. Ironically, the secular business world was a decade or so

aheadofthechurch.PlaceslikeBellCanada,AT&T,andevengovernmentofcesbegan

various forms of mentoring programs to help their people continue developing on the

job.18 Talk on this topic emerged a few years later among seminaries and clergy. Darold

H. Beekman, in an article on this subject, proposed that ministers should be involved

with immediate peers with whom one could continue in ongoing study and conversation

as well as natural prayer.19 Some followed his advice developing pilot projects for

mentoring among pastors.20 However, much of it was just talk. Schnittjer notes in his

17. David Ludeker, Training for Ministry: A Life-Time Experience,American BaptistQuarterly III, no. 2 (June 1984): 115.

18. Ibarra, 96-97. Ibarra describes Bell Canadas low cost on-line matching program designed tondpotentialmentors.

Clinton and Stanley, 115. They describe AT&T career training efforts at using mentoring there.Michael G. Zey, The Mentor Connection: Strategic Alliance in Corporate Life (New Brunswick:

Transaction Publishers, 1991), 204-8. In that section Zey evaluates two corporate and one governmentmentoring programs.

19. Darold H. Beekmann, Leadership for Pastoral Development, Word & World: Theology forChristian Ministry XIII, no. 1 (winter 1993): 49.

20. Mark A. Rouch, Young Pastors Pilot Project: An Experiment in Continuing Education forMinistry, The Journal of Pastoral Care XXV, no. 1 (March 1971): 9. His project was an attemptto help younger pastors by connecting them with an older one. It failed however from unexplainedconictbetweenpastors,andfromtheyoungeronesfeelinglikeprojectsoftheirmentors.

See also Gerald C. Davis, Developing a Continuing Education Peer Group to Improve theLeadership Skills of Filipino Pastors (D.Min. Project, Midwestern Baptist Theological Seminary,


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study that while it seems that many are talking about mentoring relationships, few are

engaging in them.21 As the survey of KNCSB pastors and staff shows, that reality still

seems true.

Some formal attempts did emerge. David C. Jones discusses a mentoring strategy

which developed among Lutherans. However, at the time he lamented that no one

else has provided a basic consistent standard with adequate training and guidelines for

mentoring others in ministry.22 Mentoring had begun to emerge, but it remained in a fog.

Other Responses to the Emerging Need

The current era has seen several responses to this felt need. The conference

movement is one. It has grown unintentionally into big business. Megachurches,

seminaries, denominations, conference centers, and ministry support groups, such as

InJoy and Focus on the Family, sponsor seminars and conferences nearly year round.

Pastorsocktothemforhelpandinspiration.Theproblemwiththemisthateach

situation may require a more personal touch. In addition, the application needed may be

quite different in the needy church from the model church. Such help is rarely available.

Whiletheteachingandinspirationatsuchconferencesmaybevaluable,specic

application for each pastor is often a discouraging challenge.

Professional coaches have begun to emerge in some corners. For example,

ChurchSmart, an American outlet for Natural Church Development, offers coaching for

afee.Thiscouldbeverypositiveinhelpingapastordevelopspecically.However,for

1990),23.DavisattemptedaprojectinthePhilippines,butfounditdifculttocombinepastorsintocommonpeergroups.Hefacedanafnitychallengethatpreventeditfromdevelopingashehadhoped.

21. Schnittjer, 93.

22. David C. Jones, The Pastoral Mentor: A Handbook for Clergy Counselors and Supervisors(Richmond, VA: Skipworth Press, 1980), xxi.


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this project, a decision was made not to research professional coaching options. They are

emerging,butnancialandmind-setbarriersarelikelytokeepmanyfrompursuingthem.

Though only an assumption, the barriers that prevent pastors from seeking help from each

othermaybemagniedtoanevengreaterdegreeinseekinghelpfromacoachforwhose

servicesmustbepaid.Cost,afnity,distance,andtrusthowevercouldeasilyremain

barriers. Another basic barrier could be awareness of such coaching as a possibility.

Web blogs have also become popular with younger pastors. A comprehensive

message board with postings on many topics can be found at www.pastors.com. The

questions and responses are very interesting. The greatest challenge with this, however,

is that one has no way of knowing the background, character, or true experience of the

individual posting responses. Also those responding may not have the real story behind

thesituationdescribedintheoriginalposting.Truementoringhelpdependssignicantly

on who the mentor is and the relationship that develops between mentor and mentee.

Those aspects are uncertain at best in that kind of on-line format.

In another example, the Colorado Convention of Southern Baptists provides a

web-based posting forum for its pastors. While an innovative concept, a look at the Web

site reveals that its impact is low. While the categories were broad, there were only eight

total posts. The most recent post was twenty-three weeks old as of April 16, 2007.23 This

demonstrates that it is an idea that just does not work. There is a clear lack of interest in

connecting to others or seeking help in this manner.

Field education and internships have become standard for seminaries. That strategy

has been very effective. However, as most pastors discover, the trickiest questions come

after the seminary nest has been left behind.

23. Colorado Baptist General Convention (CBGC) Web site review; available at http://saturatecolorado.com/forum; accessed April 16, 2007. See appendix C.


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Doctor of Ministry programs have also emerged as a response to the need of lifelong

trainingofpastors.Theyllanimportantgapbyallowingandevenrequiringthatthe

candidates remain in full-time ministry. Potential barriers could include time and money.

In some cases the D.Min. program may create pressure rather than relieve it, at least

temporarily. For those under pressure and in need of counsel already, this kind of program

will not provide the kind of immediate counsel that is needed.

What this variety of possibilities demonstrates is that many pastors in recent

times feel a great need to learn more. Roberts brings both the challenge and the goal

into focus. In referring to studies on developing great leaders, he notes that leadership

competencies can be learned. However they must be learned in different ways from that

which traditional schools employ.24 While noting that there may be many alternatives

for continuing education of pastors, he observes that we need a kind of education which

produces energy, competence and change in participants.25

Mentoring in Southern Baptist State Conventions

As part of the research for this project, an attempt was made to contact each state

convention within the Southern Baptist Convention. The goal was to discover several

key things, including: (1) Whether they had an intentional mentoring strategy in place

for pastors; (2) What exactly their approach was; (3) Their evaluation of its strengths,

weaknesses, and impact if they had one in place; and (4) What advice they might have

forthisprojectinlightoftheirefforts.Thisinformationwasgenerallysoughtbyrst

scanning the convention Web site to see what was promoted there and then calling to

attempt contact with the most appropriate person on their staff to provide information

24. Roberts, 123. He further explains that such things are best learned through motivation,extended practice and feedback. This sounds a lot like coaching or mentoring.

25. Ibid., 128.


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26. The Utah-Idaho convention also uses this approach at this time. Rob Lee, Utah-Idaho BaptistConvention, telephone interview by author, April 23, 2007.

onpotentialmentoringstrategies.Generalfactswillbepresentedrst,followedby

summarydescriptionsofthespecicapproachesofthoseconventionsthathaveastrategy

at this time. Finally, a summary of the reported barriers and keys will be explored with a

discussion of how they relate to this project.

Over a period of seven months, contact was made with thirty-three of forty-two state

conventions. Of those contacted, seventeen indicated that they have nothing in place at

this time for mentoring of pastors. Sixteen of those contacted do have a strategy in place.

Of those with a strategy, six of them had just started implementing their strategy in the

past twelve months. A summary chart of the call journal is included in appendix C of this

document.

The study conducted by this project found that there were four general approaches

to mentoring for pastors that exist in the various state conventions. One approach could

be called the Event Catalyst approach. Large state or regional rallies are held annually

with the goal of motivating pastors to commit to a mentoring relationship. In one

example, Alabama provides materials used to get those relationships going. As a result,

they get many to sign up to participate. Uncertainty arises, however, when asked how

many actually engage in those relationships after the event.26

The opposite end of the spectrum encouraged One-on-One Mentoring but without

large-scale promotion. This is the approach found in the Dakotas, New England, Ohio,

and Virginia. In some cases state staff or mission directors seek to mentor pastors who

are open to such a relationship (New England and Virginia). In the Dakotas, pastors are

encouraged to consider engaging in such relationships. Minimal training is given with a

direction pointed. A key strength is that the participant sets the agenda of the relationship.


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The downside is that this has not yet allowed many to be involved in those conventions.

The Dakota approach has potential, but it is just getting started and too early to measure.

AthirdapproachisPeerLearningorafnitygroups.Thiswasfoundinthe

greatestnumberofconventions.Inmostofthem,specicteachingmaterialisusedto

train willing pastors in learning clusters. In some cases the material is developed by

the convention, but most use things such as E-Quip, Refocus, or NextLevel Leadership

materials.Itisaspecicstrategy;however,theagendaisalreadysetbythematerial

rather than the need of the pastor. It has the potential to involve more pastors at a time,

but may not hit their critical needs at the right time.

ThenalapproachismostclearlyseeninNorthCarolinaandTennessee.Itisthe

Coaching approach to supporting pastors. Jerry Essary of Tennessee described the

coach as more of a fellow discoverer than a teller.27 The coach and pastor enter into a

learning contract in which the coach uses questions to help the pastor learn and discover

the insight needed for his ministry situation.

The challenges mentioned among the conventions were very similar. Nearly

everyone mentioned busyness or time as a barrier. Many rural conventions noted distance

as the next big barrier. Though different words were used, most described relationship

as a key barrier. In order to get pastors to embrace mentoring, they need to overcome

the trust, buy-in, and relationship barriers. Though these barriers exist without easy

solutions, many among convention leadership are seeking to overcome them for the sake

ofkingdomministry.Thebottomlineisthat,thoughtheysensetheneed,itisdifcultto

involve pastors in intentional mentoring relationships.

Whilereectingontheirapproaches,severalkeystoeffectivenessemerged.The

mostfrequentlymentionedkeywasafnityorrelationship.Oneleaderdescribedthatthe

27. Jerry Essary, Tennessee Baptist Convention, telephone interview by author, June 19, 2007.


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key to effectiveness was that it must be a mutually valued relationship.28 Factors in

thisrelationshipinclude:trust,condence,andperceivedvalue.TheDakotaconvention

believes simplicity is the key. The key leader there noted, If it becomes a program,

it may no longer be mentoring.29 Likewise, New England believes the smaller the

group, the better it works.30 One-on-One is the best approach in their view. One key not

mentioned, but obvious after several conversations, was leadership. One convention had a

strategy running for three years. However, when the key leader left, so did the strategy.31

He,alongwithotherconventions,alsonotedthatitwasdifculttondpastorswilling

to mentor or coach others. Training and commitment of a leader willing to mentor is

necessary for it to work. The passion of the leaders of those conventions with mentoring

strategies was inspiring. Their kingdom-sized hearts, in the candidates view, are the

reason a strategy exists in their states.

While it is too early to say what will be discovered in the more recent attempts

at mentoring for pastors, some observations and distinctions can be made at this stage

relatedtothecurrentapproachesandthispilotproject.Therstobservationisthatmost

are facing similar barriers to engaging pastors in mentoring relationships. Second, a

catalyst leader is needed to make it an enduring part of the ministry picture. Third, pastors

must believe that their need can be safely addressed in the mentoring relationship. The

rstdistinctionisthattrainingisnotnecessarilymentoringeventhoughitisvaluable.

Second, motivational events are not mentoring and struggle to cross the relational barrier.

28. Eddie Hancock, Nevada Baptist State Convention, telephone interview by author, July 17,2007. See appendix C.

29. Myron Gruenlich, Dakota Baptist Convention, telephone interview by author, April 11,2007.

30. Randy Sprinkle, Baptist Convention of New England, telephone interview by author, July23, 2007.

31. Rob Lee, Utah-Idaho Baptist Convention, telephone interview by author, April 23, 2007.


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Finally, coaching allows the receiver to set the agenda, but requires greater training for

the coach to be effective.

After surveying over three-fourths of the state conventions, it is clear that many

good things are being done in this area. Yet almost half of those interviewed have no

mentoringstrategyinplace.Ofthosethatdo,nooneisfullysatisedyetthatthebarriers

arebeingsufcientlycrossed.Theapproachsuggestedinthisprojectisdistinctfrom

others in several ways, and thus has the potential to increase understanding of how to

better help pastors grow through ministry challenges. Though it is limited to short-term,

need-based mentoring, it may improve both the openness to mentoring and participation

of pastors on both sides of the relationship. By keeping the training and orientation

simple, it should allow good

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