WE HAVE urged through the years that those in the ranks of our laymen, working in the cause of God, should show enthusiasm and resourcefulness in their tasks. We have told them that they should be cooperative with the leadership, that they should seek to develop the art of witnessing for Heaven. But we think it should also be stated that our ministers and conference officials have a certain obligation to those whom they lead. They have a task to build men, to encourage them, to help them see the need for study, for improvement, and to urge them to take advantage of opportunities for advancement toward the goal of being more effective laborers together with God.
There was a time when Jesus was in need of helpers, and it is interesting to note how He obtained them. The Bible indicates that He went in search of them, He found them, He showed them the fields white for harvest. Then He trained these chosen helpers by a process which enabled them to discover their own powers in leadership. Jesus assigned to each a definite task, and patiently bore with his mistakes, pointing out the better way. He saw the weakness of Peter, and He also saw his strength. He knew the doubting nature of Thomas, yet He recognized his loyalty.
We are to follow the Master's example in the important task of building men for responsible service in His cause. There are many individuals in our churches weaker than Peter and more doubting than Thomas who may be trained for successful leadership if we are willing to bear patiently with them. But they will be lost to God's service if unseeing eyes and unfriendly hearts deal with them roughly and unsympathetically.
Using Trouble
In the process of supplying the church with leaders we must not forget the training that comes to the worker through dis appointment and sometimes through apparent failure.
The head of one of America's largest department stores recently stated: "Valunable experience nearly always comes camouflaged as trouble. So when I see trouble ahead, instead of trying to run from it, I say to myself, 'Here comes experience. I can use this!' "
And this statement from the messenger to this church confirms this idea:
"Some God trains by bringing to them disappointment and apparent failure. It is His purpose that they shall learn to master difficulties. He inspires them with a determination to prove every apparent failure a success. Often men pray and weep because of the perplexities and obstacles that confront them. But if they will hold the beginning of their confidence steadfast unto the end, God will make their way clear. Success will come as they struggle against apparently insurmountable difficulties and with success will come the greatest joy." --Gospel Workers, p. 269.
We must train the officers in our churches, the ministers and workers in our conferences, to meet their duties and responsibilities. When once we place a heavy load upon a man let us not reassume the responsibility. Let us have confidence in our people and help them to realize that we have confidence in them. We must never go over their heads to adjust matters that have been placed in their charge. We should also urge them, as far as reasonably possible, to pray through and to find solutions for their own problems. They should learn to work in harnesses of their own; they should not become mimics or shadows of other men.
We must also help others to know how to think. Many have not learned to assemble information in a manner that is orderly thinking, leading to sound conclusions. As a matter of fact, it is amazing how comfortably so many get along without serious thinking. Jobs everywhere are being performed by individuals who seldom, if ever, really think. Our job as administrators is to encourage our people in leader ship positions to plan their work and work their plan.
Look to Source of Wisdom
A successful administrator will not encourage his brethren to look to him to define their problems or point out their dudes, but he will direct them to the only Source that is untainted with the errors of humanity. He will positively refuse to be mind and conscience for others. I rather like the following statement in Gospel Workers, page 418:
"The presidents of the State [or local] conferences have the same God that the president of the General Conference has, and they may go to the Source of wisdom for themselves, instead of depending upon one man, who has to obtain his light from the same source.
"It may be argued that the Lord gives special wisdom to those entrusted with important responsibilities. True, if they walk humbly with Him, He will give them help for their work; and He will give you help for yours, if you seek it in the same spirit. If the Lord in His providence has placed important responsibilities upon you, He will fit you to bear these burdens, if you go to Him in faith for strength to do this. When you put your trust in Him, and depend upon His counsel, He will not leave you to your own finite judgment, to make imperfect plans and decided failures.
"Every one needs a practical experience in trusting God for himself."
It would be a good idea also to remind ourselves constantly that the work is the Lord's and not our own. The people who serve in the churches do not belong to us; they belong to God. Our language ought to reflect this kind of thinking. For example, an administrator would do well to accustom himself to saying "our field" in stead of "my field," "our treasurer" rather than "my treasurer," "our workers" in stead of "my men." If the work succeeds, let it be "our" success instead of "my" success. If it fails, let it be "our" failure, rather than "your" failure.
Self-Starters
We would like to build self-starters among our workers. Some men live a good part of a lifetime without taking the initiative, and then, becoming aware of the power of initiative, make unusually long strides.
During the Civil War, Lincoln had observed many generals full of plans but little action; they were good at the creation of excuses for lack of action. But with Grant it was, different. Here is what Lincoln wrote to a friend about Grant:
"Grant is the first general I've had. You know how it has been with the rest. As soon as I put a man in command, he'd come to me with big plans, and about as much as to say: 'I don't believe I can do it, but if you say so I'll try it out/ and so put the responsibility up to me. It isn't so with Grant. He hasn't told me what his plans are. I don't know and I don't want to know. I'm glad to find a man who can go ahead without me."
The man of action made history in the U.S. Civil War. Lincoln's experience was little different from that of any leader of men in any walk of life. He encounters numerous people who talk about ideas but has a hard time finding men who are willing to put ideas into action backed by their own strength and responsibility. The leader worthy of the name takes the initiative and does these things:
1. Plans and devises policies.
2. Clarifies modes of procedure.
3. Organizes the activity of others.
4. Delegates authority and responsibilities.
5. Trains key individuals as subordinates capable of carrying on the executive load.
6. Supervises the general progress and results.
7. Coordinates various efforts and elements necessary to the success of his plans.
Wins the cooperation of all involved in work on the project.
Tact and Gentleness
Tact is another important trait we ought to emphasize. Tact implies that one has a delicate and sympathetic knowledge of the best course of action and the most graceful and considerate thing to do under the circumstances. It means also that the person must be graceful enough to pursue this tactful course without betraying his purpose to those whose feelings he aims to spare. It has been said that tact, like the onion in the salad, is offensive if capable of being detected.
Perhaps we should add here that gentleness is no doubt the most endearing of all human traits. And most of us wish to be gentle. In our casual contacts with acquaintances we choose our words with care, lest we hurt another's feelings. But this is easy with people we do not see very often. However, in our contacts with workers, do we not sometimes mistake roughness for sincerity and offensiveness for frankness? In moments of disappointment and anxiety, have we sufficient restraint to return a soft answer or perhaps no answer at all? Here is a statement to the point from the Lord's servant:
"In seeking to correct or reform others, we should be careful of our words. They will be a savor of life unto life, or of death unto death. In giving reproof or counsel, many indulge in sharp, severe speech, words not adapted to heal the wounded soul. By these ill-advised expressions the spirit is chafed, and often the erring ones are stirred to rebellion.
"All who would advocate the principles of truth need to receive the heavenly oil of love. Under all circumstances reproof should be spoken in love. Then our words will reform, but not exasperate." --Ibid., p. 120.
Every conference should become a training school of Christian leaders. And it should ever be remembered that these leaders will bless the world or damage souls according to the training they receive. The building and training of efficient leaders is therefore one of the most solemn and most profitable of our tasks.
