I’ve never thought of the superintendent chair as “my” chair. I wanted to steward the role and function as a spiritual overseer. My greatest responsibility centers on helping local leaders clarify their own vision and recognize their capacity. I believe Jesus has a tailor-made vision for every locale and as superintendent, I need to share an overarching vision everyone can embrace and recognize how their part fits into the whole.
We’ve promoted this: We will make Kansas an easy place to experience the presence and forgiveness of Jesus.
With this vision still burning in my bones, why would I quit? If the passion hasn’t drained away, why step down? With excellent health and a work-ethic that some younger men can’t match, why vacate the post? With so much history, why create the necessity to break in a new, less experienced person?
1. I sensed (and Karen had a confirming witness in her heart) that Jesus was saying: I have a “next” assignment for you.” I had to decide if I would still take (what some might call) a risk. As a young married couple, we only needed His nudge to make a radical shift in our ministry assignment. We did not want to finish our ministry years playing it safe. Part of finishing well involves overcoming the pull of comfort and safety. We recognized His nudging and obeyed. In the following paragraphs, I’ll try to articulate other major indicators, contributing factors that confirmed the timing to make (what some call) a radical shift.
2. I didn’t have enough time to complete the vision that had finally taken hold of the fellowship. (We will make Kansas an easy place to experience the presence and forgiveness of Jesus.) I recognized the Network was rallying around the vision. We minister in a different church almost every week, and we often hear the “make Kansas an easy place…” statement, molded to their locale. Knowing the vision has traction encourages me. However, I realized – it will take the efforts and dedication of another generation to fully mature the vision. I enjoy and do not take for granted the respect of our Network. I appreciate them wanting me to continue leading. However, I realized I should not put great stock in admiration and my career comfort. Peer admiration and career comfort tend to function like hallucinogenic drugs. If we allow them to do so, admiration and comfort will make us feel god-like: invincible and irreplaceable. I’m neither. Without HIS touch, I’m nothing. If a vision hinges primarily on any leader – it has become about the leader and not about the heart of Jesus.
3. I realized a new set of skills needed to surface that would take the vision beyond a slogan and rallying cry into wide-spread action steps. Moses received a multi-generational vision. His choices excluded him from initiating the spearheading moment. His age would have stopped him from serving much longer. No matter what, he couldn’t lead through to the final phase of the vision. That truth helped me come to terms with launching an exit plan. The next leader needs to mobilize, synchronize, and synergize. King David accomplished many measurable goals but the vision for a temple would require David to hand the reins to Solomon. David functioned mostly from passion and courage. Solomon functioned from implicational thinking, and patient strategic calculations. Like David, I have served this generation. The time for Soloman has come.
4. Routine meetings started feeling laborious. I still love Jesus and serving Him. I very much love His people. I love working hard. I love dreaming and creativity. I especially enjoy helping solve problems. However, over the last several months prior to my decision to exit, I noticed a diminishing enthusiasm and growing feelings of impatience with our event planning process. Like other superintendents, I am not “the event coordinator.” This role goes far beyond that. However, the tasks associated with putting together Council or a retreat… drained my energy and I wasn’t making high quality decisions and found it necessary on a growing level of regularity that I needed to reverse or adjust decision made during a particularly low-energy moment. I found myself often thinking like the prophet, Jeremiah (9:1 – 2 Oh, that my head were waters, And my eyes a fountain of tears, That I might weep day and night For the slain of the daughter of my people! (Was Jeremiah a bit manic/depressive?) 2 Oh, that I had in the wilderness A lodging place for travelers; That I might leave my people, And go from them! For they are all adulterers, An assembly of treacherous men.)
I know I’m in good company with Jeremiah and also the vast majority of all ministry leaders. We “at times” just want to get away!
5. John Howard, the pastor that married Karen and me, had a saying: “When the things that shouldn’t bother you do, and the things that should bother you don’t, it’s time to make room for a fresh leader.” Thankfully, the big things that should bother any spiritual leader still bother, burden, and concern me. However, little things began to hold my attention longer than normal. Things like
· others accepting credit for our ideas
· the relentless volume of emails and text messages with the expectation of instantaneous availability
· the occasional situation of a “less than mature” leader needing help and advice but that leader not understanding they need the help and therefore not accepting advice
· Noticing the need for a slight adjustment by a leader for whom I have responsibility – but feeling like “it’s not worth the effort anymore” – even while knowing that by letting important “little things” go, it will eventually result in facing “bigger issues.”
Therefore, I embraced the truth that I would better serve the fellowship by making room for a fresh leader.
With all that hangs in the balance, we leaders can’t afford to hold on longer than is healthy for the church or network organization. Everyone wants to leave at “just the right time.” I want that “precise timing” as well. However, most often, I think we leaders stay too long. I think leaving early is better for the current leader and healthier for the organization than him or her staying too long. I would never want to contribute to organizational stall or atrophy. I would rather a new leader step in while we have unity and forward movement. I want our successors to invest their first energies enhancing the pace of a healthy organization instead of investing much of their first months or even first term reestablishing unity, vision, and health.