John “Jay” Phelan was appointed Senior Professor of Theological Studies in 2010, after serving for 14 years as President and Dean of North Park Theological Seminary. His previous positions include 2 years as Executive Director of Publications for the Evangelical Covenant Church, pastorates in Salina, Kansas and Coral Springs, Florida, and 6 years as the Dean of Students at NP. As well as being an administrator and professor at a Seminary level, Jay majors in preparing pastors to go and serve well. He is a trusted voice to pastors all over the world.
1. What do you do you do/have you done in a professional context where you have transitioned or you have witnessed different individuals transition well into a new job/context?
I have recommended to students who are transitioning into a new ministry to genuinely take the time to get to know the people who are part of the congregation. And I don’t mean just the people with whom they will be most closely working. For example, if you are the youth pastor within the first few months go and visit in the home of every person over 65 years old. When the older women have their sewing circle in the church, go have coffee with them. Find out where the old guys hang out and have coffee and go grab a cup with them. Ask them questions about the history of the church. What have been the best times for the church? What have been the most difficult? You will discover critical things you need to know about the congregation in this manner. It will save you from many mistakes. And the next time they try to cut the youth budget and seniors will say no! If you can’t genuinely love people of all ages and stages, don’t go into ministry. One key to a good transition is simply showing up. Let people know you and get to know them. Don’t make assumptions about what people think or who they are. You will be surprised sometimes!
2. What practical systems/strategies were you or that individual intentional about that was effective in helping make the most of the transition into the new environment? In other words, what practices worked?
See above. Also, listen, listen, listen. Ask dumb questions. Don’t assume you understand how things work. Just because the church constitution says things work in this or that way, it doesn’t make it true. Find out how things really work. Find out who is who. In churches that have been around for awhile there are connections by marriage that may not be obvious. You need to find out who are the parents and grandparents, nieces and nephews, aunts and uncles. Find out who is who in the community as well. What are the particular challenges of the community? If possible, meet with government officials—majors, city councilors, legislators. Meet with significant business people, community leaders, non-profit managers, and the like. You cannot minister to a community you do not understand. Ask about the biggest challenges and opportunities for the community. Ask how you and your congregation can serve.
Treat administrative persons with respect. A good relationship with an administrative assistant and the persons who care for the building will make your job much easier. A poor relationship can make it miserable.
Find out if there is a ministerial association in town. Some of these are very helpful, some less than helpful. Listen here as well. Talk to pastors who have been around for awhile to find out what they think about the spiritual temperature of a particular place. The usefulness of this affiliation is likely to ebb and flow, but it is very good to be connected.
3. What advice would you give someone entering a new job environment concerning obstacles/pitfalls to avoid?
You will find that most congregations have key expectations for their pastor. You need to find out what they are! If you fail to show up at a particular activity or fail to visit a particular person you will get off on the wrong foot. Talk with your lay leaders. Ask them plainly about expectations. Sometimes these are unreasonable and need to be negotiated. But you need to go in with eyes wide open.
Early on develop a trusted group as a sounding board. They will help you if you have stubbed your toe. They will point you in the right direction. They will not be infallible. You will need to use your best judgment. But they will keep you from making critical mistakes. Sometimes early mistakes are nearly impossible to recover from.
4. Name and explain 3 values a person in transition should focus on in their first 120 days in a new employment situation?
How can I best love these people? Personal, human value. If you don’t love them, you can’t really serve them.
Patience. The temptation is to come in with big plans and ideas that may not fit the character of this church or ministry. In transition you need patience to learn to that your ministry is hitting the right notes form the beginning.
Loving God. I cannot love the people adequately unless I love God first.
5. What type of professional and personal expectations should a quality employee put on themselves entering a new employment situation?
Show up. Listen. Take direction. Bite your tongue on occasion. Work hard. Demonstrate your commitment to the congregation, the people, the community and their well being.
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