CORE CAPACITIES FOR THE MINISTER AS MISSIONAL LEADER IN THE FORMATION OF A MISSIONAL

This article describes the results of a research project for a PhD at the University of Pretoria, under supervision of Prof Nelus Niemandt. The research was done against the backdrop of huge paradigm shifts within society and missiology and within the context of the South-African CORE CAPACITIES FOR THE MINISTER AS MISSIONAL LEADER IN THE FORMATION OF A MISSIONAL CONGREGATIONAL CULTURE. PART 2: CAPACITIES AND CONCLUSIONS. By Gert S Cordier and Professor Cornelius JP Niemandt Journal of Missional Practice https://journalofmissionalpractice.com/core-capacities-for-the-minister-as-missi. Page 2 of 14 Partnership of Missional Churches (SAPMC). The importance, role, and core capacities of the congregational minister towards the successful formation of a missional congregational culture were explored and identified. Part 1 (previous issue) described the importance and fourfold role of the minister as cultivator of a missional congregational culture, as identified by the research. This issue (Part 2) continues to describe the core capacities needed for the fulfillment of this fourfold role for the pastor as missional leader. It also describes the illustrative journey of a congregation within the SAPMC towards missional formation. Journey towards Missional Formation 1. At the time of my[1] ordination as third pastor for the Dutch Reformed Church (DRC) RandfonteinNorth[2] in 1995, the congregation was torn in two as result of a dispute between two previous congregational ministers. The fallout from this conflict was that negativity became part and parcel of congregational life, and members were constantly leaving. My job description was ‘Gemeentebou’ (English: ‘Church Growth’). I was, therefore, expected to facilitate the process of rebuilding relationships and ministries, as well as to assist with several outreach-programs. I obtained a Magister Degree in Ministerial Practice[3] at the University of Stellenbosch in 1991, and was therefore deemed qualified for the challange. The need for congregational change was widely accepted, and the desire for immediate results was communicated clearly by the lay leadership. The ‘Gemeentebou’ movement that was very popular at the time was deeply rooted in the Church Growth Movement of North-America, with (in South Africa) a strong focus on strategic planning and management. We embarked on a course to create a new congregational vision,[4] and by the end of 1997 vast organizational changes had been implemented in worship style, ministerial practices, and management. The results were positive. Internal relationships within the congregation improved; new members joined the congregation (mostly from other churches); a group of enthusiastic lay leaders had come to the fore; lay members were empowered to take responsibility for several aspects of ministry; and the congregation created several partnerships with missional organizations (these partnerships consisted mostly of the giving of financial support to missions far away). This model can best be described as ‘attractional’, and certainly was ‘successful’ in terms of management, finances, internal relationships, recruitment of new members, ministry, and a growing involvement with outreach programs. Notwithstanding the ‘success’ of our chosen model, it became evident that the congregation (and the DRC as a whole) was struggling to find its calling within a new democratic South Africa. I many cases, members within the DRC viewed congregations as ‘safe spaces’, where things could remain more or less the same. Though quite a few of the previously advantaged South Africans did physically emigrate to Western countries, the majority emigrated emotionally inwards, and the DRC and its members tended to become disconnected from the larger surrounding community and its challenges. When the congregational leadership embarked on a new envisioning process in the early 2000’s, I was exposed to CORE CAPACITIES FOR THE MINISTER AS MISSIONAL LEADER IN THE FORMATION OF A MISSIONAL CONGREGATIONAL CULTURE. PART 2: CAPACITIES AND CONCLUSIONS. By Gert S Cordier and Professor Cornelius JP Niemandt Journal of Missional Practice https://journalofmissionalpractice.com/core-capacities-for-the-minister-as-missi. Page 3 of 14 the ideas of missional church by Prof Jurgens Hendriks at the University of Stellenbosch. [5] This introduction proved to be transformative in my own life, but also in the whole culture of the congregation. This led to the formulation of a new vision in 2003: ‘A Sent Community. Faithful. Obedient. Spirit driven’. [6] Soon afterwards, we were introduced to the South-African Partnership of Missional Churches (SAPMC), and became part of a new cluster for the Western region of Gauteng in August 2007. Although only four[7] of the initial ten congregations completed the three year journey, our congregation was transformed on all levels of congregational life. A new language was introduced, with concepts such as ‘missio Dei’, ‘missional church’, ‘spiritual discernment’, ‘missional practices’, ‘spiritual formation’, ‘God-questions’, ‘bridge-communities’, and more became part of the new language of the congregation. New practices and habits were formed, such as ‘dwelling in the Word’,[8] ‘dwelling in the world’, [9] ‘plunging’,[10] ‘welcoming the stranger’, and ‘to experiment and learn’. These new practices and habits cultivated within congregational leadership the capacities to listen and to discern, to cross boundaries and to take risks for the sake of the kingdom; to focus, to learn, and to mentor. The style and focus of leadership was transformed from planning and management to spiritual discernment and formation, and lay leaders were empowered. Bible reading, Sunday worship, and cell groups shifted from a focus on information towards a focus on spiritual formation – in order to equip members and leaders for participation in the missio Dei in their daily lives and practices. Bridge-communities between members of the congregation and members from the surrounding communities were established, and became partners for the empowerment of disadvantaged communities. After completion of the three year journey with the SAPMC in 2010, the congregational leadership remained committed to the idea of missional church. This choice for a missional identity for the congregation was confirmed with a new vision statement. [11] With a God-given focus on children within the congregation and community, new doors opened for inspiring partnerships between faith community, businesses, and the broader community. Within these partnerships inspiring work was done to create opportunities for kids of all races towards good education and a better quality of life, especially amongst the most disadvantaged communities. The empirical research on the core capacities necessary for the minister as missional leader, brought greater clarity on the role and capacities of missional leaders at all levels of congregational life, and enhanced the process of missional formation. The journey thus far has been well worth the effort. The focus of the congregation has shifted from a focus on the life of the congregation towards a focus on God and his mission in our immediate context. The implication of this shift is that the division between church and community is becoming more and more of a dotted line. Of course, some resistance does remain in the congregation. And there are always new challenges that await us, such as the broadening of the base of missional leadership and formation. All the more reason for a clear identification and understanding of the key role of the minister as missional leader and the core capacities needed to fulfill this role. These will be explored in the following part of this article. CORE CAPACITIES FOR THE MINISTER AS MISSIONAL LEADER IN THE FORMATION OF A MISSIONAL CONGREGATIONAL CULTURE. PART 2: CAPACITIES AND CONCLUSIONS. By Gert S Cordier and Professor Cornelius JP Niemandt Journal of Missional Practice https://journalofmissionalpractice.com/core-capacities-for-the-minister-as-missi. Page 4 of 14 Core Capacities for the Congregational Minister as Missional Leader 2. This article is based on the results of a research project done for a PhD under the supervision of Prof Nelus Niemandt at the University of Pretoria. As previously stated, the research was done against the backdrop of huge paradigm shift within society, the field of missiology, and within the context of the SAPMC. [12] Four different roles, or functions, for the minister as missional leader or cultivator of a missional congregational culture were identified and fully described in Part 1 of this article series: that of apostle; the minister as theologian and cultivator of language; a facilitator of adaptive change; and the minister as spiritual leader and mentor. The focus of Part 2 is to continue on from this and to describe the core capacities needed to fulfill this fourfold role of the minister as missional leader. As mentioned in Part 1, twenty two respondents were interviewed in semi-structured interviews within a broader grounded theory model. Although different sections of the interview framework were intended to assist in the identification of the core capacities for missional formation, the following question – asked specifically towards the end of the interview – was directly put to all respondents: ‘What, in your view, are the core capacities (i.e. knowledge, skills, attitudes, and habits) necessary for a minister to successfully assist his/her congregation in the formation of a missional congregational culture and practice? ’ The results are categorized and elaborated upon according to the fourfold function (or role) of the missional congregational minister. 2.1. The Minister as Apostle Describing the congregational minister as ‘missional leader’ first of all defines the pastors’ calling and identity as participation in the missio Dei, which implies a lifestyle demonstrating the spir