| The wave of Baby Boomers entering retirement is forcing organizations of every type to seriously consider the looming leadership transition before them. Churches are no exception. The question of who leads next faces thousands of church boards. For years, judicatory leaders, local church elders, or bishops have spearheaded the work of succession. In more independent systems of governance, such as the Assemblies of God (AG), recommendations are solicited from area leaders and given to local pastoral search teams who, in turn, sift through the qualifications to arrive at a candidate who is presented to the congregation. However, this project suggests an alternative. Local churches must embrace a culture of leadership development that will identify, train, and eventually appoint high capacity learners in places of significant ministry, including the office of senior pastor. This process must be "intentional and homegrown.";Eight senior leaders in the Southern New England Network of the Assemblies of God participated in a three-part process consisting of presentation, coaching, and planning. They attended a six-hour coach approach seminar during which they examined a series of articles, Scriptures, and case studies on leadership succession. They were then asked to produce a personal and a corporate succession plan for their local ministries. Participants completed a survey prior to the seminar and a subsequent follow up survey. In essence, this project sought to inform and give permission for long-term pastoral leaders nearing retirement age to consider and embrace succession as a preferred system of transition. |
