One of the simplest ways to explain the difficulty associated with any new district is to blame the pastor who preceded you. Everything from the indifferent attitude of the congregation to the poor maintenance of the physical plant can be placed at the feet of that single individual. After all, it would seem that even a leader with minimal skills could successfully analyze needs and take corrective measures before escaping to greener pastures. Even without adequate technical preparation, the former pastor could have dealt with these difficulties by prayerfully seeking and following the direction of the Holy Spirit. There is no excuse.
In the absence of your predecessor's input, reasons for apparent short comings are difficult to conceive. The local church leaders also appear at a loss to explain these glaring evidences of pastoral ineptness. You decline to contact your fellow worker regarding the problems. After all, discussing the subject would be less than comfortable for both of you. And so it goes.
The first district probably offers the only opportunity you will ever have to blame a predecessor with apparent impunity. No congregation is left behind to recount your leadership flaws. Oblivious of the fact that there are always enough problems left over as well as busybodies to describe them in the worst possible light, you are filled with righteous indignation. After that first district there should be an increasing awareness of the boomerang theory. One day the pastor who follows you will be tempted to take a similar shortcut. You could easily be the one who is blamed for all of the problems left behind. Boomerang!
Is it the boomerang theory that Paul had in mind when he wrote "Be not deceived; God is not mocked: for whatsoever a man soweth, that shall he also reap" (Gal. 6:7)? While the theory operates universally, it certainly applies to religious professionals who stoop to criticize their peers. Hurl criticism at another, and like a boomerang, it will return. No matter how skillfully you disguise barbs in sanctimonious verbiage, public censure damages the reputation of a fellow worker. Even if the members don't immediately understand what you're about, the text suggests that God won't be fooled.
Some of the same people who fervently admonish church members to love each other or who chide them for touching "God's anointed" drift into this nefarious pattern themselves. Yet there is no reason whatever to think that the boomerang theory does not apply to interpersonal relationships between pastors. While you will not necessarily immunize yourself from harm by your forbearance, the Lord's promise is steadfast. You guarantee problems for yourself when you participate in the disparaging of another.
Reciting your predecessor's deficiencies certainly does not win you support, regardless of the factors that may have warranted the need for a new pastor. Not every member of your new congregation was fervently praying for new leadership. The needs of a few members will usually vary significantly enough from the norm to make them appreciate a less popular leadership style. The former pastor probably suited somebody so well that they were devastated by the change. Though those individuals are in the minority, there's no reason to risk alienating them even further by personal attacks on a defenseless fellow worker.
So what do you do? Here are three things within our reach:
Appreciate diverse talents
Don't lose perspective because certain needs in the church seem to dominate your attention. God has endowed leaders with various capabilities. The needs that tend to correspond with your unique talent mix will naturally be more obvious to you. Who in their right mind would want to recognize ills that they cannot cure? "In our association with one another we are to remember that all have not the same talents or the same disposition. The workers differ in plans and ideas. Varied gifts, combined, are necessary for the success of the work. Let us remember that some can fill certain positions more successfully than others. The worker who has been given tact and ability that fit him for the accomplishment of some special line of work should not blame others for not being able to do that which he, perhaps, can do readily. Are there not things that his fellow workers can do far more successfully than he?"1
Be grateful that people with diverse professional expertise are enlisted in order to accomplish a task that might be quite difficult if left to only one. Instead of criticizing a predecessor's deficiencies, affirm that individual's abilities as part of the grand plan that also makes full use of your gifts.
Be aware of the tender trap
Some members of the congregation are quick to sense or create professional jealousy within pastoral ranks and are ready to exploit it for personal benefit. They denigrate the former pastor while implying that you represent the cure for the ills of the church. Their hope is that you will express your gratitude in a tangible manner as you formulate your administrative cabinet, guide in the selection of church officers, or make some other critical decision. If you fall prey to this scheme, you will betray a lack of genuine respect for church leadership and a naive propensity to be blinded by flattery. "Remember that he who takes the position of a criticizer greatly weakens his own hands."2
Don't join the critics
Even if the pastor you are called to follow failed in some regard, it is a mistake for you to join the critics. In some extreme case you might need to address the gravity of a particular situation that resulted from the failure of a fellow professional, but even then your emphasis should center on the situation and not the worker. "My brother, my sister, you are forbidden to make the mistakes of a fellow worker the subject of conversation. By speaking evil of another, you sow the seeds of criticism and denunciation. You cannot afford to do this. Go to the one who you think is in the wrong, and tell him his fault 'between thee and him alone.' If he will hear you, and can explain the matter to you, how glad you will be that you did not take up a reproach against him, but followed instead the Saviour's directions. Let us refuse to bear evil reports concerning our fellow laborers. The reputation of men and women is held of high value by Him who gave His life to save souls. He has told us how those in fault should be dealt with. No one is sufficiently wise to improve on God's plan."3
The negative energy that you spend in criticizing a fellow worker is bound to make your leadership more difficult. On the other hand, if you emphasize your predecessor's contributions and strengths, you will receive the respect of those who desire the best for the church. Some may even speak of your abilities, having observed your magnanimity. The boomerang theory operates both negatively and positively. Mercy begets mercy.
1. Ellen G. White, Evangelism (Washington, D.C.: Review and Herald Pub. Assn., 1946), p. 103.
2. Ibid., p. 634.
3. ____, in Review and Herald, May 12, 1903.
