National Association of Christian Ministers

Answering His Call Is Our Purpose

How a Minister Grows

How an Ordained Minister Grows Through Reflective Practice 

Ordained Minister's Online Guide to Pastoring, Personal Development, & Church Leadership

 By M. Mooney, Ministry Practitioner 

 

Personal growth is a major part of the human experience; although some people experience much more than others.  Growth without change is inconceivable; therefore, it follows that both are a part of the process.  The natural desire for familiarity is likely one of the biggest reasons why change is often resisted (Welch & McCarville, 2003).  Ironically, in spite of the predictability of change, it still equals things that are unknown and thereby diminishes predictability.

Ordained ministers have an obligation to growth, but even they are not above resisting change (Mann, 2000).  It seems normal to think of leaders as being initiators of organizational changes.  However, it is not as obvious to note that they too undergo changes through personal growth.  "The Servant Leader nurtures his or her own desire to grow. Growth is power. People will not follow a leader who does not grow…Growth means one has to take action” (Tellerman, 1999, p. 2).  As a result leaders must perpetuate continual improvement if they want to maintain a following.  It is not enough to think that they are ministers of the Word, and for this reason alone people should listen. Before ministers become preachers of the Word, they should be doers of the Word that they compel others to obey.  James says, "If someone listens to God's word...he is like a person who looks at his face in a mirror" (Jas 1:23 GW).  The Bible should cause every one of us to see ourselves in the light of needed improvements.

 

Goleman (2002) describes this transformation as being self-directed –meaning that leaders must accept responsibility for their development. Yet complacency has the power to make people forget the necessity of such directedness.  That is until life brings remembrance in the form of wake-up calls.  Whether through emergencies or determination, growth usually begins with a stage of awareness. 

 

  • The first stage of personal improvement is the discovery of who you wish to become as a minister.  
  • It is from the first stage that leads to the second: discovery of who you presently are.  Self discovery is where comparisons and contrasts are made between your real self and your ideal self. 
  • Next is a more focused approach where personal strengths and weaknesses are considered within the context of maximizing your positive personal qualities for the glory of God.  
  • Taking this information, in the fourth step you begin to seek situations where you can exercise your strengths to further improve them. Then, you position yourself within the reach of a support group or relationships of encouragement and accountability (Goleman, Boyatzis & McKee, 2002). 
  • Lastly, you call upon the Holy Spirit in every step of the way to reveal to you His holy insights regarding your life and development.  Following this protocol will ensure that you are never in a stagnate state of non-growth, and will increase the effectiveness of your leadership and ministry.

 

Below is an excellent chart to offer a big picture perspective:

 Richard E. Boyatzis’ Self-directed Learning Model

 

Related Articles 

People Follow Growing Ministers 

 

Members Participating in the Leadership Development Program may follow this link to discuss this article.

 

All rights reserved. 

National Association of Christian Ministers (NACM) www.nacministers.com

 
 
References
 
Goleman, D., Boyatzis, R., & McKee, A.  (2002).  Primal leadership: Learning to lead with emotional intelligence.  Boston, MA: Harvard Business School Press.  ISBN: 978-1578514861.

Mann, D. (2000). Why Supervisors Resist Change and What You Can Do About It. Journal for Quality & Participation, 23(3), 20. Retrieved from Academic Search Complete database.

Tellerman, J. (1999, February). The Editor's Perspective. The Group Psychologist, p. 2. Retrieved from PsycEXTRA database. 

Welch, R., & McCarville, R. (2003). Discovering Conditions for Staff Acceptance of Organizational Change. Journal of Park & Recreation Administration, 21(2), 22-43. Retrieved from Academic Search Complete database.