MANY workers in the Advent cause are engaged in some form of administration or will be called upon to bear administrative responsibility at some time during their career in the work of God. The church pastor, the mission director, the school or college principal, and the departmental head in an institution are all administrators as truly as the president of a conference, mission, or union. The administrative responsibility may be greater in some cases than in others, and the type of administration may vary, but all who are called upon to plan for, direct, or lead others in service are administrators.
It is vital that each worker, therefore, whether or not presently engaged in administrative work, should develop a sound philosophy of administration, and establish principles that will guide him in his relationships with those who now or in the future will look to him for leadership and direction. Those who prove themselves faithful and amiable become fitted for service in more responsible positions. (See Luke 16:10.)
We know there is a wide disparity in administrators. Some are able to inspire the workers under their direction with a loyalty and devotion that causes them to do and dare great things for God. Under their leadership men grow and develop, and the atmosphere in their field of labor is one of mutual confidence, good fellowship, and brotherly love. We all like to work under and with such leaders. But there are also those who rule with an iron hand. Their workers exist in a state of tension and apprehension, afraid they might do something to incur the displeasure of their leader. Under such leadership men are not built up, but too often break down and make a failure of their life and service.
What is the difference? Personality? Yes, personality does have much to do with the way a man relates himself to others, but it is more likely that the reason will be found in the leader's philosophy of life. Perhaps the circumstances under which he has lived and labored have fashioned his concept of leadership and even molded his personality. But since we have the counsel of the Holy Spirit there is no excuse for any man of responsibility in God's cause to have faulty concepts and wrong philosophies in regard to his relationships.
I have never ceased to be thankful that when a very young worker in this cause my late father (also a minister) presented me with a copy of the book Testimonies to Ministers, with the admonition that I make it a counselor and guide in my work. That book has been read over and over again and is heavily underscored and marked. While still in my twenties I was called to bear heavy responsibilities, and I was able to carry them only because I had absorbed the wonderful instruction given to the Advent ministry in that priceless volume.
Other writings of the Spirit of Prophecy contain invaluable instruction for those who must labor and lead in this cause. The last four chapters of The Ministry of Healing are unexcelled in their wealth of counsel on our attitudes and relationships. Sections 10 and 11 of Gospel Workers give detailed instruction on the life, the labor, and the relationships of those who serve in the cause of God.
Testimonies to Ministers, however, has the greatest wealth of specific guidance and counsel for those who bear responsibility in the church and its organizations. No less than thirteen chapters are devoted to this subject. In Section 11 there are three chapters addressed "To Brethren in Responsible Positions." Section 13 contains four chapters of instruction for "Conference Officials." Four chapters of Section 14 are filled with "Appeals for Truth and Loyalty" and two chapters of Section 18 present "Vital Principles of Relationship." Every man bearing burdens in this denomination, from the president of the General Conference to the pastor of a local church, should prayerfully read, mark, meditate upon, and inwardly digest this counsel. He will become a better man and a wiser leader in the church.
Much of this counsel was given to correct wrong trends that were becoming evident within the lifetime of Ellen G. White. Her condemnation of dominating attitudes should cause all who must control the work of others to tremble. We should at all times watch the spirit that controls us and the workers associated with us. Surely the greatest mistake an Adventist minister or worker can make is to neglect the counsel given in the writings of the Spirit of Prophecy.
The conviction comes to one who studies these counsels that the Advent Movement truly is greater than the men who run it. The genius of our movement is that complete unity has been developed from great diversity. We have a remarkable harmony of faith, doctrine, organization, and policy. This is possible because of a divinely inspired plan of devolution and distribution of responsibility.
The structure of organization can be represented as a pyramid, with the local churches forming the broad base, the conferences or missions comprising the next level, the unions and divisions superimposed in turn, and the General Conference forming the apex. The spheres of responsibility of each organization and its administrators are represented as an inverted pyramid, starting with the worldwide sphere of the General Conference and descending through divisions, unions, conferences or missions, to the local churches.
In this wonderful plan of organization each unit is supreme within its sphere, and yet all are subject to one another. The officers of higher organizations, with their very wide sphere of influence, can only function satisfactorily as they permit those in lesser spheres to bear the burdens of their office and delegate authority to their colleagues. This is the heaven-born plan set before us in Testimonies to Ministers. It is completely contrary to the trend in the world—in government, in business, etcetera—where more and more power is concentrated in fewer and fewer hands. Big business or big government destroys autonomy of smaller units, and constantly encroaches on the sphere of subsidiaries.
Such should never be the case in this movement. That there is a real danger of its happening is abundantly clear from the warnings given by the inspired messenger of the Lord. We are admonished that when men become too sanguine and overconfident of their own wisdom, and exercise undue authority over their fellow workers, they should be removed from their office for their own soul's sake as well as for the sake of the work.
The good leader or administrator in God's work will follow divine counsel and establish relationships of mutual confidence between himself and his fellow workers. He will place responsibilities upon them, and if necessary, help them to carry them. They will counsel together and trust one another. The good leader will not seek to impose his own will or enforce his own opinions upon others. He will not have a suspicious mind, but will always believe that his men are doing their best. He will help them to make a success of their work, for their success is his own. He will reveal the spirit of the Master and not a masterful spirit.
These are but a few of the principles that should form a part of the philosophy of administration of those called to leadership in God's cause. Let us study the inspired counsel, make its teachings part of our life, and we will be workmen "that needeth not to be ashamed," and the Master someday will say, "Well done."
