Long Pastorates, From Leadership Network

It has been awhile since we heard from our friend Kevin Martin. Kevin is the Canon, or congregational resource officer, for the Episcopal Diocese of Texas. He is an original member of our Church Champions Editors Board and a real original thinker too.

He has some good thoughts here about the tenure of pastors. Although his data is based on his own tradition, I think you could probably substitute almost any other denomination for his own and have similar conclusions. Kevin uses the term "rector" but just substitute your tradition's word for pastor and it will be fine.

Congregational Development Issues Following The Long-Term Pastorate

How long should a clergy person remain at a congregation? Well, the first and easy answer to that question is "as long as God wants you to be there, or until your work is finished." Sometimes, discovering when to leave is complex and difficult. Over the years, I like to point out that most clergy grossly over-estimate what they can accomplish in the first five years and vastly underestimate what they can do in the second five years.

Several congregational studies point out that the most productive year for most clergy is actually their seventh. It is usually AFTER the seventh year that clergy are able to bring about major change in a congregation's life and more importantly in its core values. It is usually after the seventh year that churches get relocated, or a new church building is built, or substantial growth takes place.

For example, Christ Church, Plano with its beautiful new building has received a great deal of deserved press recently. It is interesting to note that the most substantial growth of this dynamic congregation has occurred following the ninth year of David Roseberry's tenure. (Editor's note: This is a very large Episcopal Church in the Dallas Diocese.)

So, let me start off this discussion of the issues that occur following a long-term pastorate, with this disclaimer. I am probably the strongest advocate of long-term tenures for clergy in the Episcopal Church. I am appalled by the growing attitude among many lay and ordained leaders that "five years is about enough, after that clergy have already done their thing."

How long do I think is a good long-term tenure? For me, it is 7 to 15 years. After 15 years, especially if the clergy person is moving toward retirement age, a number of dynamics come into play that make following the long tenure very difficult for the next clergy person. I would list three major dynamics.

I. The congregation is normally in decline and is most likely to continue this pattern.

Unfortunately, this drop usually isn't noticed until the change in Rectors has occurred. That is because the decline is usually in the attendance and not in the reported membership. With a long tenure, membership tends to continue to grow or at least be reported as the same. However, typically in the second year of a new Rector, he or she will "clear the rolls" of people not active. Often Vestries are confronted with a 25% to 50% drop in membership. The new clergy sees this as dealing honestly with who is really there. I recommend that Vestries take a serious look at the trends in membership and stewardship for the past ten years during the interim period.

I also recommend that new clergy not trim the rolls, but few ever take my advice.

This decline will be extended because of two other dynamics related to the long tenure. First, a large number of "marginal members" will use the leaving of the old Rector as a time to change church attachment. Second, a number of "historically rooted" members will feel disconnected by the old Rector's departure. Often, the new Rector is blamed for these changes instead of simply understanding these as part of the transition from a long tenure.

II. The departure of the former Rector will create a void, which cannot be filled by a new person.

The older the age of the former Rector, the more the person functioned as a "Patriarch or Matriarch" and less as a leader. Unfortunately, the earned esteem, respect and emotional attachment, which the years provided, have little carry over to the new Rector.

In addition, most long tenures ended by retirement lead to the selection of a person a generation younger than the beloved Rector. Until this happens, the former Rector has almost always been seen as a person of religious authority "older and more mature than us." This is like being my age and discovering that you new doctor is 31 years of age!

III. Congregations tend to make poor decisions due to the emotional attachment to the former Rector.

For example, most write job descriptions based on "the skills not found in our former Rector." This only accentuates the differences a new Rector brings. This is because the longer the pastorate, the more novelty seems like a good idea. This could include such areas as age, theological orientation, personal characteristics and skills.

In addition, the grieving process for a congregation - even when people believe the former Rector has stayed too long - is three to five years. (some long time members may; never successfully work through their grief!)

Ten years ago, the deployment officer of the National Office told me that 50% of all clergy who follow a tenure of longer than 15 years are forcefully removed before 5 years! These three dynamics explain some of the reasons why following the long tenured leader is so hard. I would add one more.

The Episcopal Church vastly over-estimates the benefits of interims after long tenures. Our system tends to believe that a good interim period allows the congregation to successfully grieve and get on with its life. The truth is that the grieving process takes a lot longer than this. This means that most clergy who follow a long tenure are in all probability the "unintentional interim."

Knowing this, would it not be smarter to treat these new clergy as Rectors to lead the interim period and give them, say a five-year appointment? Then at the end of four years, the leadership can decide if they wish to continue this relationship. More importantly, should they wish to discontinue the relationship before the five years are up, they have two choices. First, end the relationship but still continue to pay the new clergy person the contract. Second, wait until the fourth year to make that decision even if tension and conflict occur. In my humble opinion, this would buy the community the time necessary to make judgements after the emotional issues of change have subsided. In addition, it would protect the clergy from being victimized by the unresolved issues of past relationships.

What can the long tenured person do to help this transition? I would list three things.

1. Continue to stay sharp as a "leader" and not rest on the laurels that tenure has given. Go to conferences, keep the congregation focused on mission and ministry. It is a lot easier to follow a leader than to follow a legend.

2. Around the 15th year, or ones 60th birthday, begin an orderly process of transition. This would include planning leaving in a way that people are allowed to grieve. It would also include clearing the roles of the congregation.

3. Around the 15th year, or ones 60th birthday, plan a transition to a new position where you can use your incredible experience to assist a younger leader as an assistant or serve a congregation with special needs.

As we proceed further to the mission model of ministry, dealing with the dynamics of long tenures will continue to be a creative challenge for the Episcopal Church. We will continue to learn the paradox that long tenures serve churches well, but tenures that extend too long make transition extremely difficult.

This article first appeared in Kevin's own email he sends to leaders in the diocese of Texas