Memo to the Vice-chairman of the Church Board
To: Vice-chairman of the Church Board
From: Pastor Dresselhaus
Re: Transitional Matters
Date: May 7, 2003
I am pleased that the Lord has placed you in a strong leadership role as we move forward to the next exciting chapter for our wonderful fellowship. Following are random thoughts and suggestions. It is my privilege to be a resource to you in any way you feel I can serve in the process.
Below is information that may be of help to you:
1. Contact The District Superintendent
Ray Rachels, district superintendent, can be reached at 949-252-8400; fax: 949-252-8435; e-mail: General@scdcag.org.
Superintendent Rachels will be available for information on possible candidates and matters of process and procedure. I will call him immediately after making the announcement on June 1 to make him aware of this.
2. Fundamental Principles
- Prayer must be foundational in the process.
- Unity must be cultivated on the board and then in the congregation at large. Delays in the process may sometimes be necessary so everyone can move together.
- You must pray for the best — God’s choice and proven effectiveness in ministry.
- The composition of a candidate profile will be essential:
- Exposition or narrative: preaching style and content.
- Age and family considerations: What are acceptable parameters?
- Style of leadership: consensus, autocratic, participatory, dictatorial?
- Spiritual giftedness: prophetic, teaching, administration, mercy, giving, encouragement, serving?
- Examination of authentic spirituality: How deep in the ways of God? What evidence of a Christ-centered lifestyle?
- Relational skills: Does the candidate build strong and lasting relationships?
- Conflict management: What evidence is there that this candidate can lead people toward resolution when people’s self-esteem is threatened, or thought to be?
- Work habits: Does this candidate plan ahead? Develop task completion strategy? Give careful attention to detail? Hold others accountable to complete tasks effectively?
- Theological considerations: Is this candidate thoroughly Pentecostal? If so, what does that mean in practical expression? Are there any tenets of faith to which he may not subscribe?
- Denominational loyalty: Is this candidate supportive of our Fellowship? What is his history on this?
- Tenure: Will this candidate make a long-term commitment? How long? Has this candidate demonstrated a commitment to longevity?
- Staff development: How does this candidate feel about selecting staff? Would this candidate consider retaining current staff? If so, on what basis?
- Education: What is the range of acceptability relative to education?
- Reputation: How do people who know this candidate well feel about the candidate?
- Vision: Does this candidate have the anointing and the ability to promote positive and Spirit-directed change? Under this candidate’s leadership, how would the church look in 5 years?
3. Procedures And Process
- Use Myrnie as the office staff contact person to handle letters, phone calls, and scheduling board meetings.
- Submit all receipts to Linda for reimbursement.
- Feel free to use church letterhead. (Myrnie can give you a supply.)
- Prepare a tentative time line — develop a profile, collect potential candidates, field check the most viable candidates, interview those candidates, select one to be presented to the membership.
- Call board meetings as needed. Myrnie will do this for you. I will lead each monthly board meeting only through the usual agenda items. I will then turn the chair to you and depart.
- I will always be available to you, but will let you determine the parameters of any involvement.
- As we get closer to the time when new leadership will be installed, you will need to become more closely involved with operational matters. I recommend Ed Chapman be the pastoral staff contact person at that point.
- Develop a filing system for pastoral candidate resumes, letters of concerns from parishioners, correspondence, reimbursement receipts, bylaws and documents, and notes on phone conversations.
- Explore the ways by which potential candidates might be discovered: district superintendent; Southern California District; other districts’ leadership; General Council; church members; educational institutions; and publications. Myrnie will provide you with a directory of all Assemblies of God ministers, district leadership, and educational institutions.
- Plan on several informal congregational meetings with the candidate of choice. This would be on the weekend when the candidate is introduced to the congregation. A vote could be held on Sunday night of that weekend. While a two-thirds vote is required, most candidates receiving less than an 85 to 90 percent vote will probably be reluctant to come. I recommend the board promote the candidate of choice in advance of the weekend referenced here. Using a video of testimonials from denominational leaders could be helpful.
4. Church Contact Information
Provide a phone number, e-mail address, and letter address for persons wanting to speak with you about the opportunity of ministry. Myrnie will need to know how to handle inquiries.
5. God Is At Work
Above all, remember that the Lord of the harvest is at work at every step to assure that the process moves forward to a joyous and victorious climax — the selection of God’s person to lead this congregation.
Richard L. Dresselhaus, San Diego, California
