Running the Race

By Norman Bush

Norman Bush was born and raised on a farm in North Florida. He attended the local public schools in Madison County, Florida. Upon graduation, he attended North Florida College. He married his high school sweetheart. To this marriage, two daughters were born, Lynn and Lisa. During his career, he was an independent insurance agent. He retired at the age of fifty-seven and took employment with the local bank and later retired and moved from Tallahassee, Florida, back to his childhood home in beautiful Madison County. He and wife, Patty, attend Saint John Baptist at Greenville, Florida. Norman has a servant mentality and enjoys his testimony in working with people of all denominations and cultures. He has served in the past as Sunday school teacher, chairman of the board of deacons, and lay speaker.

His purpose in writing this book is to share his thoughts and experiences in churches that he has attended, from the megachurches to the small country churches. He uses the Bible to demonstrate to Christians as to how God instructs us to maintain the proper attitude and knowledge of how he wants us to run the business of his church. Like Christ, he uses parables or short stories to bring out his point of view. In many cases, its knowing what not to do to keep the church functioning as God planned it to function.

Seeing things from the other side of the pulpit is an eye-opening experience for some pastors, a situation that pastors need to look at. In his book, Norman takes a look from the congregation’s point of view. He points out that it’s only a short distance from the podium to the front row of any church, but if things go wrong, the distance gets further away, and then failure is just around the corner.

• Language: English
• Publisher: Christian Faith Publishing, Inc.
• Release date: Apr 5, 2022
• ISBN: 9781638744795

Book preview

Chapter 1

The Pastor

Who is this God-called man that carries the name of preacher, some call him pastor, to mention a few? But when it all comes down to names, he is the leader of the flock, appointed by God to lead in a spiritual manner, to make mankind aware of life after death, to witness to the lost, and to counsel the hurting. Some people think his calling is to preach, marry us, and bury us, but is this really all that is required of him? Just think about it; he spends hours a week preparing the message (or he should) that God has called him to present on Sunday morning and Sunday afternoon, not to mention Wednesday nights. It doesn’t take much effort you say, but have you ever tried it? We all need to walk in the pastor’s shoes sometimes, then I believe our mental attitude will have a drastic change. It’s been said that some preachers stand behind the pulpit unprepared. This I too believe. I also believe that the preacher that grabs his Bible on the way to his Sunday morning service unprepared to deliver the morning’s message is destined for failure. Chasing rabbits, as they say, is a disaster waiting to happen.

We talk about pastors and their shortcomings. We must remember, like us, they are only human. Personal problems like finances, health issues, and family problems are not beyond him and his family. The difference between church members and the pastor is we go to him for advice and counseling. He doesn’t have this privilege most of the time, just him and God, praying every day that God will provide for him and his family. We call him to preach, hand them the keys to the church, and say, Here it is, Preacher. You are now in charge. We’re praying for you.

Prayer is a wonderful thing, but the members need to show support, stand by the pastor by being active in programs of the church, be familiar with the by-laws of the church, attend business meetings, and pray a lot. In other words, stay in touch with God. Pastors who communicate and members who support him will have a church that can reach out beyond the walls of the church building. Show me a pastor who continuingly presents a challenge to his church through his approved programs, and I will show you a church that is on the move.

Personal problems that no one but himself knows about can hurt his presentation behind the pulpit. Some things need to be left at home. Then there are church business decisions that have not been talked about with the management team known as the deacon board. This will eventually get the preacher in trouble if presented to the church behind the pulpit, especially if presented in anger, another shortcut to trouble. Talking down to the congregation in an unruly manner is another way the pastor can lose his prestige and confidence with his flock.

Some of us have seen it all—the uncontrolled manner of the leader (more about leadership in chapter 29), the pressure, the tail biting behind his back. However, one must wonder what can be done about this catastrophic event. Truth is, there is probably no clear answer to this problem. One pastor I know met with his deacons every Sunday morning before church services. The reason was to discuss the upcoming events and to discuss church business. Never has a deacon left his meeting not knowing what was happening in the church. After prayer, the deacon board and pastor was in one accord. If the preacher had to make recommendations to the congregation, they were fully aware of the business at hand.

Once, a neighboring church pastor asked me about this system. After I explained to him how we met, he responded with what in the world do you talk about?

My reply was, Doesn’t your church have a goal or a commitment as to what they want to accomplish the coming year?

Do you as a pastor present a challenge? This is another example how being on the same page with the leadership does make a difference as to the accomplishment of the church.

There is one thing for sure: I never had to face an angry member who was dissatisfied with the pastor. When the management team agrees and the programs are presented properly, there is no need for complaining. The congregation already knows the feelings of the leaders of the church. Preachers who make decisions on their own will find themselves in deep trouble and are accountable for their actions. If things go wrong, they will suffer the consequences all by themselves.

In the past, I, for one, have faced that angry member (not under the abovementioned leadership). In other words, they put a monkey on my back. The pastor had taken it on himself to make a decision, of which he did not confide with his deacon board, and his plan had backfired. While listening to this irate member (and all the while, I had to agree with him) for what he was saying, and knowing in my heart, I could not let him know my feelings, I let him have his say. And as promised, I put the monkey right back to where he belonged, right on the pastor’s back. The problem was solved, but it did not have to go in this direction, if only the deacon board had been involved in his plan.

Be it known that all pastors are not the same. Their methods may be different. Some have deacon meetings once a month. Others have meetings once a quarter. So if it works, don’t fix it. But I have found that miscommunication causes a lot of problems. Some men like titles; some deacons are in name only. A truly dedicated deacon will stand by his pastor, support him, and help him to not make any mistakes. However, churches are never to be controlled or managed in a dictatorial capacity by the pastor or deacons. Transparency needs to be shown at all functions.

A good pastor would make it a choice to remember John 10:27, My sheep listen to my voice. I know them and they follow me.

Delegation

No man is an island to himself. To be successful, the pastor must delegate to the people who can be trusted to get the job done. This follow-up by the pastor should be on a timely basis. The individual involved should report back to the pastor their accomplishments. If help is needed, someone should be appointed to help the one in charge of the program. The preacher should inspect what he expects.

I have heard it said that in smaller churches, helpers and workers are hard to find. There is nothing more frustrating than to appoint a teacher who didn’t want the job to start with, but who else would one appoint? There is not another person in the church who would even consider the position. Needless to say, this unqualified person will not come up to what is expected of them to help the church grow.

Moses had this problem of delegation; however, his father-in-law, Jethro, gave him some good advice that proved to be beneficial. Exodus, chapter 18, shows that Jethro noticed that Moses was doing all the judging himself, with no help. Father-in-law Jethro said in verse 18, Moses you will surely wear yourself out, for this thing is too much for you; you are not able to perform it by yourself. Verse 21 gives Moses the answer to his problem. He first told Moses to stand before God and seek council, then Jethro spoke like a true champion—he issued a challenge. He said, Moses, you shall select from all the people ‘able men’ such as fear God, men of truth, hating covetousness; and place them over the people to be rulers of thousands, rulers of hundreds, rulers of fifties, and rulers of tens.

Verse 22 sums up the way Jethro helped Moses overcome his frustration and anxiety. Don’t you think Moses had been losing a lot of sleep just thinking about the coming day? Jethro said, Let these men judge the people at all times. However, every great matter they shall bring before you, but every small matter they themselves shall judge, for they will bear the burden with you.

Moses was smart enough to take Jethro’s advice, and things began to get better around the camp of the Israelites.

Good pastors surround themselves with good people. They ask for advice, something some pastors refuse to do. A good pastor, like the general Napoleon, confides in his deacons and other officers of the church for advice. It is said that Napoleon, before each battle, would gather all his officers together to discuss the coming battle plans, knowing all along what he wanted to do. During the meeting, questions were asked by the general. Answers and opinions were given. As one can see, Napoleon guided his generals in his direction to see things his way and to get what he wanted. When the officers left his tent, two things occurred: (1) Napoleon got what he wanted, and (2) all the officers thought it was their idea all the time. After all, if leadership thinks they had a part in helping the pastor in his decisions, chances are, the program is more likely to be successful (had a pastor like this once).

Training

Some might say that training is a process used for businesses only, but if this is true, to manage a business successfully, the employees must know what is expected of them. Is training the leaders of the church any different? I once took a course entitled Training the Trainer to Train. We all need that extra knowledge to take our place and administer our calling so that others may be successful in life and in our churches.

Every member of a church has certain talents. It’s up to the pastor to bring these talents to the surface. A good example is found in Matthew 25:14–30 (parable of the talents). We could all learn from this teaching. Use them or lose them; this is what the Lord says.

Discovering our own talents and gifts will keep us motivated. By passing this talent on, others will see themselves as a success and be better leaders and members of our churches.

Whether we teach a Sunday school class or just fill the pews, we are all trainers. People take our witness to heart. The question is, speaking to members as well as leaders, are you a good witness? Do you set the proper example? What if the church were filled with people like you; what kind of congregation would your church be?

The pastor who thinks he can motivate his members to take action by the type of sermons he preaches is only fooling himself (motivation without preparation is futile). Motivational speakers inspire us, preachers prepare us, and God calls us. Now all we have to do is practice what we have learned, go forth, and multiply God’s kingdom.

When the pastor is away, who fills in for him? Does he have to call some other pastor to fill the pulpit? Or does he have deacons that can take his place? I have known deacons that say they can’t preach. No one expects them to be as good as the pastor himself; however, all deacons should be able to carry on the church’s business. That’s what the deacon pledged to do when he was ordained—witness to the loss, look out for the orphans and widows, minister to the poor, and carry on the business of the church, be a servant. When the pastor is away, it is time for the deacons to step up to the plate. When the pastor returns, he should find the church like he left it. When the pastor is away, he should encourage all his deacons to be the leader and give them the opportunity to stand before the congregation and speak. It makes for a better deacon board. Lay speakers are worth their weight in gold.

Teach them, train them, and give them a chance. They will never learn unless they have been called upon to perform God’s work. Mark Twain once made the statement, You can no more teach that which you don’t know than you can come back from where you ain’t been. The pastor’s job is to make sure they have the knowledge to perform their duties. Teach them, preacher, and they will teach others.

Vision

Bear Bryant once made the statement, It’s not how you start. It’s how you finish. A church without a vision is doomed. If you don’t know where you are going, you won’t never arrive somewhere (pardon the English). You, the church, will always get what it’s always got if you don’t have a vision for the future.

Sometimes we insult God by limiting ourselves in our planning for the future. We worship a big God who is capable of anything we want to do, if we will only ask him. Philippians 4:13 (NKJV) tells us that we can do all things through him who strengthens us. He also tells us that he will supply all our needs according to his riches in glory (Philippians 4:19). What a powerful God we serve.

Nothing is achieved unless we focus on God’s wishes. Unless it becomes our goal, chances are it will fail.

Does our vision include reaching out to others, especially outside the walls of the church, nursing homes, hospitals, prisons, shut-ins, etc.? These programs are ways to build prestige and love in the community.

To be successful, the church must focus on what it wants to achieve, not what it has become. We cannot live in the past. Past achievements will not keep the church moving forward.

To stand still is to fall behind. In a race, if the lead runner stops to rest, it is more than likely the other runners will overtake him, and he will lose the race. We must remember that no person is perfect. Paul was a persecutor before becoming a Christian. Peter denied Christ three times. He was also known as a loudmouth. David committed murder, was a liar, and committed adultery. Yet God had his way in all their lives, and they became some of the most worthy examples in the Bible. If God can forgive these men, he will forgive us. Nobody can successfully move forward if he keeps looking back toward the past.

The question is, why do pastors do the things they do in church? Could it be because God has called him to lead the flock? If he is a God-called man, he will want to inspire and increase the kingdom. He may make some mistakes, but many of God’s men in the Bible did also. However, in the end, they obeyed God and finished the course according to his will.

It would behoove the pastor as well as all Christians to remember what Dr. Luke said in Luke 9:62 (NKJV), He who takes the plow and looks back is not worthy of the kingdom of God. Now let’s look at some other factors that affect the success of the church.

What about the pastor’s staff? Are they officers of the church? What part do they play in the church’s success? Let’s start with the person who handles the finances.

The treasurer

Wow! This is a subject that plagues every church but is worth talking about; after all, the Bible talks about it. Judas was the treasurer for Jesus and the twelve disciples, and look how he turned out.

What a great responsibility this individual has. To keep tabs on the money is not a walk in the park. Just think about it; all monies that pass through the church has to be accountable for by this person, and if requested, they should be able to present evidence of its whereabouts at any given moment. They should know the by-laws concerning this position and abide by them at all times.

Most by-laws require the treasurer to meet with the pastor and board of deacons on a periodic basis and especially if a decision has to be made concerning financial planning of the church, also to bring evidence to the church as a whole at business meetings and to show a check and balance with the bank. In other words, there should be transparency. After all, the tithers of the church deserve to know how their tithes are being used, taking into consideration that this is really God’s money and should be considered as such.

Most all churches have the same problem in this area (and there are exceptions). I once remember attending a conference at a large church, and as things go during this time, the group breaks off into specific groups or workshops. I chose to attend the one on finances. While there, I asked the moderator if he would share with the group as to what kind of budget his church functioned on as he was from the host church. He promptly spoke up, Just a little over four million dollars [$4,000,000].

My reply was, Then you don’t have any money problems.

His reply was, Brother, there’re times we can hardly make payroll. Hard to believe but true. Large churches seem to have the same problem as the small churches have when it comes to finances, but just on a bigger scale.

My next question was (and this is a pet peeve to me), How do you handle designated contributions?

His reply was, We don’t. Truth be known, they handle us. We become accountants for the giver. We have designated funds that have been in the church’s account as long as ten years. The church could go broke and have plenty of money in the bank.

Question? Just how should this gift of giving be handled? Most churches that I have been associated with gladly accept the gift, vowing to spend the money as requested on a specific item or project, but what if this project never comes around? What then? What if the church happens to have an emergency, say building repairs, etc.? The designated fund has enough money to make repairs, but the giver of the fund has asked that his contribution be used for a specific reason. The church’s hands are tied. They become accountants for the giver. Is this fair for the church? The giver puts strings on his donation; unless he approves, the money can’t be used.

We used an example as stated of needing funds for repairs on the church building; however, most of the times, designated contributions are for the building fund, but what if the church needed extra funds for the ministry of the church such as outreach programs? Is it fair to put God’s desires for the ministry of the church to come in behind the building fund? Building funds are great. The church needs to be prepared for the unexpected, however. Would it not be a wise idea to advise the giver that the church would do everything in their power to comply with their wishes; however, if their designated funds were needed by the church for the purpose of the ministry, then it would be used? If the giver does not agree under these conditions, then perhaps it would be better if they did not give their money.

I don’t believe Jesus would take this type of contribution to be used for anything other than for ministry.

Monies given to the church with strings attached are in vain. An incidence in my past experience indicates the reason for my thoughts. I remember a good sum of money given to the church as a designated offering. The next business meeting, this individual showed up with a suggestion as what he wanted done. However, the improvements he wanted and the amount of his contribution, which only covered half the bill, was not smiled upon; therefore, he made a motion for the church to pay their half, and he would foot his part of the bill with his special offering. In truth, he was spending the church’s money by putting himself in control of all monies needed for his project. As the saying goes, money talks, but after much discussion, his motion was tabled for future consideration—the way it should have been.

Yes, the treasurer has a great responsibility. Thank God for those persons who accept this position. Their comments and expertise are welcome at all times, especially at deacons’ meetings and business meetings. Business handled any other way, with the treasurer taking their job too personal, can be disastrous. After all, it’s not their money; it belongs to God with the church as caretaker.

The music director

All major financial transactions should come before the pastor, board of deacons, and, if need be, before the church. There is more that could be said about the treasurer, but let’s move on to the person who sets the pace for every service. Minds are changed, and hearts are softened through the spiritual singing of the church and the choir and the special music by individuals of the church. The music director is the person who leads the church in worship helms on Sunday mornings. Just how important is their position? Music conditions the hearts and minds of the congregation. What it really tells them is, the best is yet to come. The music director, or song director as they are sometimes called, is the pastor’s right hand. They prepare the pastor for a great message and becomes a vital part of every sermon. I have been to some churches where when it was time for the preacher to