Taking Responsibility by Session

The best thing about joining Facebook has been reconnecting with sessionmates. The Proclaimers of Salvation are observing our 30th anniversary this year. But like many sessions, only half of those commissioned will be be in uniform for the Congress. The rest of us will be in civvies.

That’s actually a difficulty that we have not yet found a way to surmount; we will clearly be divided into those who are “in” and those who are “out.” Another problem is cost – non-officers will have to pay their own travel costs, the price of the motel and meals. And speaking of travel, our session is really scattered. It takes a real commitment to spend money for airfare for a single meal with old friends.

I’ve been away from the Army for around 25 years.

It was with some trepidation that I began contacting sessionmates on Facebook. It turns out that the majority could care less where I’ve been, but they’re very glad to have reconnected now. It’s been a blessing to me and I’m slowly making my way back into the fold. I’m renewied my soldiership covenant in a Sunday worship service two weeks ago.

I have an email list for the Proclaimers on Facebook and one on Yahoo for those not on FB. As soon as I have info re: the reunion, I’ll be emailing everyone. Which led to wonder if there wasn’t a better way to do it. I figure we should have a way to keep track of those planning on attending, a place to collect current photos, and store videos from those who can’t make it. So I took a look at a session reunion page on FB.

And that’s when it occurred to me that if we had had a page of our own back in 1980 – a page just for our session – closed to DCs, TCs, closed to anybody but Proclaimers – that we just might not have lost contact with each other. For the 25th reunion they found everyone except five singles and a married couple, with one sessionmate presumed deceased. The irony, a circumstance I find somewhat bitter, is that I was one of the “lost” and I live in the shadow of THQ and have for the last 20 years. The web was fully active five years ago and a search for my name would have turned up all sorts of information.

That’s where I think that 'Facebook and sessions' just might be the combination we need to keep track of each other – in or out. It would be a virtual continuation of that two years of camaraderie, a cyber prayer room and confessional, a place of celebration when children are born, graduate, marry. Do you see? Those people that were on their knees with me in chapel, the ones who wrapped their arms around me when I cried, even those who shouted hallelujah and or quoted scripture at me, those people would remain just a click away.

We could have commiserated with changes of appointment or held our breath as someone left the work and began again – praying as hard as ever for them. We could be the ones to assume responsibility for their remaining or their exit because we were family and that would never change.

As I’ve read (their) Facebook comments like “Love you, Sis!”, or wept through their private emails about fires and illness, divorce and other losses, I realize that we are still very much family.

Cheryl Hagedorn
Former
USA Central

feeding the Hog PART -3-

Possible Solutions

Foundational to any solution is the need to establish credible and open lines of communication. It will be necessary to educate those in leadership of the benefits of open dialogue. A greater confidence must be placed in the integrity and ability to receive information by officers. The organization should work with the assumption that its officers are prepared and able to engage in dialogue that currently does not include them. The topics of discussion can range from future appointments to inclusion in organizational direction and implementation of programs and services.

The following suggestions are offered as more specific solutions.

1. Provide tiered sabbaticals allowing officers adequate time to remain healthy, continue education, and provide a way of rewarding and honoring faithfulness. This idea was introduced by General John Gowans, and given to the territories for implementation. Unfortunately no visible progress has been seen causing most to assume that it will not happen. A comprehensive approach beginning with small achievable goals can make this idea a reality. The Salvation Army has resources that can be invested as well as conference centers strategically located around the country that may be able to accommodate this.

2. Leadership work to restructure the rank system and give tangible importance and authority to the Corps Officer. General Gowans attempted to make these changes but the changes that were made did not seem to accomplish the stated goals. There must be deeper change than an officer’s rank to make the kind of impact necessary. The change must address organizational culture, affecting the relationship between Corps and Headquarters. Much is said of how the Corps is the most important ministry in the Army. This can become reality when there is seamless transition from the highest level of administration into the field offices. It will further be realized as resources now used for administrivia are again released to the local operations for ministry. It is becoming increasingly difficult to find local resources to maintain the most basic services to the community while staff and employees continue to grow at headquarters. This adds to the vicious cycle of why many officers prefer headquarters to the Corps.

3. Be intentional and deliberate about improving every officer’s sense of ownership within the organization. This can be accomplished by simple but effective planning including but not limited to:

1. Open, honest and frank discussion about future appointments
2. Involvement in long range planning
3. Involvement in corporate vision planning
4. International missions trips for all officers

Conclusion

It should be noted of the organization’s attempt to deal with this problem throughout the years. This exercise was helpful to see, as well as be reminded of the Army’s basic desire and commitment to care for its officers. There have been many steps taken to provide officers with the tools needed to keep healthy and motivated. Perhaps the greatest need is to properly train the leadership to identify those who are struggling and have the information of where to get the needed help.

The Salvation Army is not perfect, and many of the issues outlined continue to be real unmet needs of its officers. There are many resources available for those who are struggling. Many of the solutions attempted by past progressive leaders have great validity. The Army should revisit the ideas presented by those considered “radical” and allow for a proper vetting process with all interested officers invited to participate.



Jeffery T. Bassett
Former
USA East
Jeffery Bassett Jeffery is the Founding Pastor of Living Water Church Ministries. He has a BS in Bible and MS in Organizational Leadership from Philadelphia Biblical University where he teaches as an adjunct professor. Jeffery is employed full time by the Ocean Grove Camp Meeting Association where he serves as the Director of Development.
Living Water Church Ministries
Wall, NJ
pastor@livingwaterchurchministries.org

Feeding the Hog PART -2-

Organizational ImpactOfficers diverting energy and passion: The Salvation Army (in the USA) has an excellent tuition reimbursement plan. It has challenged, stretched, and positioned many to be more effective in their ministry responsibilities. Unfortunately this has not been the case for every officer. There are some who have abandoned or replaced ministry responsibilities with an ongoing pursuit of education. This has been recognized by current administration as seen in the new stipulations and restrictions in the application process. There is a fear that officers will receive additional degrees and move on to other work or ministries. This fear alone should make administration want to understand why formally educated officers would want to leave an organization that has financially invested in their education.

Extreme community involvement: This is very difficult to measure because officers are rewarded when programs are enhanced, budgets are increased, and community relations are healthy. There is no doubt that much of an officer’s time and energy can be consumed by community involvement. There are basic expectations and at times mixed messages about the level of priority this activity must be given. Many officers are involved in service clubs, city activities, outside chaplaincies, community boards, United Way functions, clergy councils, etc., etc., etc. All of this can be good and contribute to the overall effectiveness of the local Salvation Army operation. It becomes a negative when all of the above mentioned items become the focus or escape for an officer.

Moral failure: This can be seen in many areas including but not limited to; adultery, theft, substance abuse, spousal abuse, child abuse, pornography, divorce. Obviously many of these areas are conducted in the privacy of one’s home, and can be difficult to detect. The reality is most of these areas of moral failure do not remain a secret. When left unaddressed moral failure will break down the integral fabric and foundation of a person and ultimately the organization.

Officer recruitment: It is understood that Salvation Army Officership is considered a calling from God. Notwithstanding this belief, there is still considerable time and effort given to recruitment. Ignoring the issues that cause apathy in officers will create trouble identifying, training and ordaining qualified officers. Denominational reputation is an important factor when considering the church or Christian organization one elects to serve in.



Officer retention: While this has not been a serious issue in the past I believe it will become a major struggle in the future. Because of the uniqueness of an officer’s compensation, as well as many other factors, this is complex and requires a more in depth study to address specific issues. Dr. Ken Kovach ranks the following 10 reward factors that motivate employees.

1. Interesting work
2. Full appreciation of work done
3. Feeling of being “in” on things
4. Job security
5. Good wages
6. Promotion and growth
7. Good working conditions
8. Personal loyalty to employees
9. Tactful disciplining
10. Help with personal problems

These 10 motivators are applicable to Salvation Army Officers and any person engaged in ministry. This list promotes the idea that an organization whose constituents feel undervalued will not be attractive to potential members.

Increased legal fees: This typically relates to the area of moral failure but will also be impacted as employee/employer relations deteriorate when officers begin to feed the hog. Currently there is no information being made available to substantiate the real dollar amount of this problem.

Lost revenue: This may be seen by passive resistance and or unwillingness to raise much needed financial resources to accomplish the mission of the Army. When an officer’s motivation is lost it leads to poor service and performance, causing decreased donations, ending with a loss of trust from the community, impacting future endeavors.

Increased healthcare costs: It is much less expensive to prevent most problems then attempt to cure them. It is important to give credit to the administration of The Salvation Army for initiating an Officer Wellness Program. This is an excellent step in the right direction to begin to address the many complex issues related to this problem.

PART -2-

Jeffery T. Bassett
Former
USA East
Jeffery BassettJeffery is the Founding Pastor of Living Water Church Ministries. He has a BS in Bible and MS in Organizational Leadership from Philadelphia Biblical University where he teaches as an adjunct professor. Jeffery is employed full time by the Ocean Grove Camp Meeting Association where he serves as the Director of Development.
Living Water Church Ministries
Wall, NJ
pastor@livingwaterchurchministries.org

Feeding the Hog PART -1-

The following is an excerpt from a paper written by Jeffery T. Bassett while serving as a Salvation Army Officer. The intention was an honest concerned appraisal and possible solution for administration to consider. It may be interesting to note many of the issues addressed are still relevant to today’s officer.
------------------------------------------
There is an expression taken from the lumber industry when undervalued employees intentionally create an unacceptable manufactured product in order to hurt their employer. Upset with working conditions workers would send good lumber into the reject bin, called a hog, which is intended to shred substandard or otherwise rejected product into sawdust. This hurts the company's production, wastes raw materials, and ultimately impacts organizational competitiveness. This aggressive tactic of getting revenge against one's company for perceived wrongs is fairly widespread because it makes the employees feel like they have some power to strike back. Although not every company has a literal shredder hog, the term has been extended to apply to any deliberate action taken by employees that artificially increases the number of rejects, cull, waste, or otherwise unacceptable product. The technique is also popular because it is so hard to catch. It is nearly impossible to prove that the employees are deliberately feeding the hog, which would require constant supervision. The other employees working in the area are likely to share the same gripes as the one feeding the hog and won't turn him in for it.

This is a challenge that must be addressed within The Salvation Army. As with any international organization there are many potential personnel issues that can damage or even destroy productivity and reputation. While on the surface the practice of “feeding the hog” seems to be victimless, we will see how this practice affects every aspect of the organization’s health.

Sadly we have all known Salvation Army Officers who “check out” from their ministry responsibilities. It is important to note that not every officer experiences this problem. Many continue to be productive and rise above any issues that might cause a drop in commitment. There also continues to be many God blessed and ordained ministries impacting communities and individuals around the world…The Army’s work in Haiti following the recent earthquake is an excellent example of this.

Following more than 20 years as an officer I have made the following observations which may impact an officer’s effectiveness and morale.

1. A number of Officers suffer from poor mental, physical, and spiritual health. Much of this can be traced to unaddressed baggage incurred prior to their acceptance of Christ. Unless one is intentional about scheduled times of rest, reflection, and spiritual renewal, the hurried pace and constant demands on the officer will further erode and deteriorate one’s well being. For some, ongoing counseling may be necessary to realize true recovery and restoration. While this is not unique to The Salvation Army it is an issue which must be addressed.
2. Many Field Officers (Pastoral Ministry) believe they are not treated with the appropriate dignity, respect and inclusion from those in leadership. Because of the hierarchical structure there is a sense that officers assigned to headquarters (Corporate Executive Offices) have “arrived” and as such are more qualified to establish and determine organizational mission and direction; while not the sentiment of all officers, culturally the accepted form of recognition and appreciation comes from a headquarters appointment.
3. There appears to be little thought given by many who administer the annual officer evaluation; insufficient significance is given to this process. When the officer being evaluated recognizes this indifference a sense of apathy often develops leading further to the practice of ‘feeding the hog’.

Impact on the Organization

The Salvation Army has been blessed to maintain a nearly impeccable reputation throughout its 142 years of service. This then becomes the first of three potential areas of impact on the Army if this problem is left unaddressed.

Next is the mission’s inability to fulfill the Great Commission which is foundational to the Army’s mission, “The Salvation Army, an international movement, is an evangelical part of the universal Christian Church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination.” There can be little doubt that mission will be impacted when those called to fulfill the mission are not giving their best to that end.

The third and final organizational impact may take many generations before the results can be fully seen; the issue of slow death. In his book Deep Change Robert E. Quinn (1996) says the following about slow death. “These worn-down, disillusioned executives have made a conscious choice to let an unaddressed organizational problem fester and grow. The problem will eventually become a crisis, and many people will suffer.”

PART -1-

Jeffery T. Bassett
Former
USA East
Jeffery BassettJeffery is the Founding Pastor of Living Water Church Ministries. He has a BS in Bible and MS in Organizational Leadership from Philadelphia Biblical University where he teaches as an adjunct professor. Jeffery is employed full time by the Ocean Grove Camp Meeting Association where he serves as the Director of Development.
Living Water Church Ministries
Wall, NJ
pastor@livingwaterchurchministries.org

YOU EXPECTED A LIFE TIME OF SERVICE ?

for about 10 years-and the cost to TSA...


THE COST TO TRAIN A CADET FOR TWO YEARS IN THE UKT RANGES FROM GBP 50,000 - 60,000. (USD78,000-94,800)



CURRENTLY APPROXIMATELY 50% OF OFFICERS RESIGN WITHIN THEIR FIRST TEN YEARS OF OFFICERSHIP - THE ANNUAL COST/LOSS



TO PONDER...

Would the introduction of, or change to current practices in the following areas help stem the loss of officers and the cost to TSA, and of eternal significance, the number of souls lost to the Kingdom through the loss of 50% of our Pastors and Teachers…

• A change in the current Sabbatical regulations (allow more often and with fewer restrictions)
• Allow leave-of-absence (up to 3 months) without pay after 5 years of service
• Allow officers greater say in the appointment process
• Appoint spouses to different appointments/commands
• Allow and support married Female officers to assume leadership roles even if deemed more responsible than the appointment held by the spouse
• Examine single spouse policy effect before abandoning it
• Introduce a sophisticated Mentorship program
• Encourage face-to-face encounters between those contemplating resignation and select ‘former’ officers
• Include a discussion session in officer councils focusing on the ‘cost of resignation’
• Include a session in officer councils focusing on single officer spouse with non-officer spouse as guest speaker
• Include non-officer spouses in officer councils; private sessions where they become familiar with what’s demanded of of officers and how they can ‘share in ministry’
• Re-establish an 'early resignation' policy to honor officers who have given a minimum of 30 years of service

Your Battle is Our Battle -Part Six - Sabbatical (introduction)

Rationale for Sabbatical Leave

Someone has compared the life of a minister with that of a taxi leaving an airport. It is so loaded down with passengers and suitcases and the other items that the car has a hard time even moving and is strained to the point of breaking, yet the taxi may be only a few years old. So it is with clergy. They bear the burdens, the anguish, the pain, and hurt of their parishioners 24-7. That is 24 hours, seven days a week. As a result, many, if not all, experience to one degree or another symptoms of emotional collapse, stress related illnesses, and “burnout” adversely affecting the minister’s personal, family, and parish life, and greatly diminishing his or her effectiveness and well-being. For too long, this situation has been accepted, even tolerated as an inevitable part of the job.

A viable solution to the peculiar stresses and strains the clergy encounter is the Sabbath Leave, sometimes referred to as a Sabbatical. This solution has its roots in Scripture and in church tradition.

Definitions
Planning for Sabbath Leave
Funding
Re-Entry
New Sample Sabbatical Leave Policy —
Presbytery Sabbatical Leave Policies (See "Leave of Absence" section)

Definitions:
Sabbatical Leave for pastors and church educators is a planned time of intensive enhancement for ministry and mission. Sabbatical Leave follows precedents in the academic community and among a growing number of private sector groups. This “extended time” is qualitatively different from “vacation’ or “days off.” It is an opportunity for the individual to strategically disengage from regular and normal tasks so that ministry and mission may be viewed from a new perspective because of a planned time of focus.

Sabbatical Leave is an extension of the Biblical concept of a Sabbath day and a Sabbath year for renewal. It is both an act of faith that God will sustain us through a period of reflection and changed activity and an occasion for recovery and renewal of vital energies.
Sabbatical Leave is recommended for all full-time pastors and educators serving churches, who have served in their present position for six (6) continuous years. The recommended length of the Sabbatical Leave is three (3) months. Accrued vacation time and study leave may be attached to the Sabbatical Leave. It is further recommended that this Sabbatical Leave be built into the Call Process. Upon completion of the Sabbatical Leave, the incumbent pastor/educator would normally continue serving the same congregation for a period of at least four times the length of the Sabbatical Leave plus accrued vacation time. In addition, Congregations may limit Sabbatical Leave to one staff person per year, in multiple staff situations.

Planning for Sabbath Leave:
To be eligible for a Sabbatical Leave, the pastor/educator shall present, in writing, to the Church session for their approval, a program (“The Plan”) of activity for the Sabbatical Leave at least six (6) months prior to the proposed beginning of the Sabbatical Leave. This program of activity and meditation shall include a detailed description of the plan, the goals to be achieved and the expected end-product(s), together with a personal statement as to why this Sabbatical Leave would be valuable for both the pastor/educator and the church.

Upon approval by the Session in the year prior to the Sabbatical Leave, the Plan shall be forwarded to the churches Committee on Ministry for their review and recommendation. Included in this Plan will be the church’s plan for pastoral/educator services during the period of the Sabbatical Leave.

At the completion of the Sabbatical Leave, the pastor/educator should present to the next regular meeting of the church Session, a written report of activities and findings. This report also will be sent to the Committee on Ministry immediately following up the Session meeting when it is presented.

Funding:
The employing church will continue the pastor/educator salaries, pension/major’ medical benefits, book allowance, and, at the direction of the Session, auto and continuing education allowances at the same level as those in effect at the time of the Sabbatical Leave.

The employing church will also contract for substitute pastor/educator services during the period of the Sabbatical Leave. Although on the face of it, the Sabbatical Leave may seem like yet another financial burden for the local congregation to bear, it is crucial for Session and congregation to recognize the long-term benefits they as a church will reap from granting Sabbaticals. For example, ministers/educators who have the opportunity to examine issues of professional growth and development as ministers within an existing pastorate are more likely to stay more years in a particular call. The sabbatical provision conveys a sense of support and caring on the part of the calling church. It also offers an incentive to both ministers and educators to commit to and think in terms of longer years of service in a particular church.

Clergy, churches, and presbytery are encouraged to set aside funds each year so that resources will be available during the time of Sabbatical Leave. Those churches that would have financial problems in providing for the Sabbatical Leave could consult with their Presbytery. In addition, those churches that could not secure lay leadership within their own congregations might consider using elders trained as Lay Pastors or Associate Pastors who might be willing to preach one Sunday without honorarium, etc.

NOTE: The Louisville Institute, a Lilly Endowment Program housed at Louisville Seminary, provides study grants for pastoral leaders. Contact Dr. Sheldon W. Sorge at 1044 Alta Vista Rd., Louisville, KY 40205-1798. Their email address is info@louisville-institute.org.

Re-Entry:
Upon re-entry, it is strongly suggested that the clergy share with the entire congregation the details of the leave as well as reflections on its value and benefit. The re-entry process provides a great opportunity to reflect upon the benefits that resulted from the Sabbath Leave. Such expected benefits as:

Discovering the strength of lay leadership heretofore under-utilized
New understandings of the concepts of mission between clergy and congregation
Reaffirmation of calling to ministry on part of clergy and congregation with both being reinvigorated and rededicated to the work of God’s people.

The ideal result would be for the congregation to see this period of time not just as the clergy’s Sabbath Leave but as the congregation’s Sabbath Leave.

Your Battle is Our Battle -Part Five MENTORING-

Ought we to reassess the SA officer Selection-Retention process?

The following is a sampling of comments from former and active officers in the UK, USA and Canada Territories

“…there seems to be a willingness to open the door for anyone to come to training these days. While serving as a DYS we saw hundreds of thousands of Army (public) dollars being spent on bad debt, remedial education, psychological counseling, etc. in order to get people into training…”

“ How about investing in retention programs once we have the Officers onboard? Too many are jumping ship!”

“The Army loves you and you have worth!”

“ In the UKT the officer counseling program is seen by most to be of little value; a THQ project.. Mentorship, a serious attempt introduced 5-6 years ago has failed with officers refusing to participate. It was initially mandatory with mentors assigned from DHQ- It failed miserably due officer mentors being untrained and 'unable to keep info confidential and stop asking questions'!

"Mentorship-discipleship is based mostly on listening… I didn’t realize I (the mentee) had to do all the listening".

“I want to see changes to the current regulations pertaining to sabbaticals…UKT…”creation/construction of a SA retreat centre for officers… a type rehab centre for spirit and body while contemplating my next step…”

“…a visit to historic Sunbury Court will bring an immediate ooh and aah… there’s a building there erected around the millennium, and many claim it was specifically built for use by the High Council- fondly nicknamed ‘Sunbury's folly’. Why wasn’t the same amount spent on constructing and establishing a retreat centre for active officers and their families?"

“We need a more professional and productive mentor program”.

“You can’t simply assign a mentor without first determining if there is a ‘fit’ and checking if the two have a history”

“Not all officers have mentorship/discipleship qualities- they need to be properly trained…”

“If the Army says that it loves a person at the beginning of their officership, that love if genuine must follow them out of officership, or one must question its authenticity.

The Army’s espoused values speak of the redemptive work of the Church, and as such must make a genuine commitment to this ideal, beginning with every Officer. This has nothing to do with benefits, appointments or position, rather the true worth of those who are charged with the privilege to further the redemptive work of the Church.

The final goal must be genuine love for the individual. This true love will indeed begin the healing, help stem the tide of those leaving, and bring blessing from God. It may not change the course for those leaving but it will ultimately bring God’s blessing upon the Army! This is what we all want, and this is what God wants to give.”


MENTORING

Mentoring is an aspect of discipleship program based mostly on listening.

“So then, just as you received Christ Jesus as Lord, continue to live in him, rooted and built up in him, strengthened in the faith as you were taught, and overflowing with thankfulness.” Colossians 2:6-7

Why a Mentoring Program? God calls us to disciple our officers.

Matthew 28:16-20, Romans 12, 1 Corinthians 12, Galatians 6:1-10, Mark 1:35 – 2:12. These passages tell us discipleship and mentoring are not an option, but a command. It’s a process of establishing relationships of (older) mature officers interacting with and discipling the younger (John 1:36-52, Acts 10:10).

Seasoned active and formers serve as the Mentor.
”We cannot lead where we have not been, or go without knowing the direction.”

The Goal of Mentoring
From the character of Christ will come the conduct of Christ—If we choose to follow Him. Then, those values of our daily walk, which drive our spiritual life and behaviors. A mentor does not give advice, rather helps the mentee to weigh up situations, through a process of reflection, questions, challenge and feedback allowing the mentee to come to a decision themselves. It is crucial to remember that in any mentoring relationship it is the mentee who drives the agenda, not the mentor.

Benefits of mentoring
In a study, by researchers Garvey and Garrett-Harris 2005, it was found that a key benefit of mentoring to mentees was:
Greater confidence and well being


WE BECOME WHAT WE THINK ABOUT MOST OF THE TIME Ralph Waldo Emerson

Officer Mentor Groups focus on 3 Cs

Character - the people we need to become.
Content - the paradigms we need to understand.
Competencies - the skills we need to master.

Mentoring is both value and calling-oriented. Value-oriented in that a mentee’s character and values are developed, and career-oriented because the mentee is taught the skills and given information that is relevant to his/hercalling.

They should inspire the mentee to take action by saying, doing, or demonstrating something that can ignite the mentee’s initiative for a deeper faith and re-analysis of their officer commitment.

Correct matching of mentors and mentees
There must be a high probability that the mentor and mentee will work well together and that the relationship will be productive to ensure the success of the program. Encourage voluntary participation and self-initiated pairing between mentor-mentee.

Train all role-players
All people responsible for mentoring, e.g., management, mentoring co-ordinators, human resource managers, the mentors themselves, and indeed the mentees must be trained to make the mentoring process work effectively.

(Megginson et al Mentoring in Action - a practical guide 2006)
What skills do the mentee and mentor need?

1: Basic competencies for mentors and mentees
Communication skills to articulate problems and ideas
To listen and to challenge constructively
The ability to be honest with oneself and the other partner and to reflect
upon what is being said, both at the time and subsequently
Capacity for empathy

2: Ten core competencies of Mentors
Knows what I am talking about
Not intimidating, easy to approach at any time
Interested in me (the mentee) personally, genuine concern
Provides subtle guidance, but ensures I make decisions
Actually questions me
Willing to debate / challenge me
Will give honest answers
Does not blame, stays neutral
Is enabling, caring, open and facilitative
Gives constructive and positive feedback

(Adapted from The effective mentoring section of the Edgehill University core reference material Original data from Brigden 2000)
Ground rules for mentors
Each mentoring session should last 60-90 minutes, and takes place about 4 times a year, or as necessary in a 'neutral' meeting place away from the hassles of the workplace. As mentoring sessions are considered a professional activity, social venues are usually avoided.

All mentees and mentors will be bound by an ethical code of practice

Competence
The coach/mentor will:
Ensure that their level of experience and knowledge is sufficient to meet the needs of the client.

Ensure that their capability is sufficient to enable them to operate according to this Code of Ethics and any standards that may subsequently be produced.

Develop and then enhance their level of competence by participating in relevant training and appropriate Continuing Professional Development activities.

Maintain a relationship with a suitably-qualified supervisor, who will regularly assess their competence and support their development.

The coach/mentor will:
Understand and ensure that the coach/mentoring relationship reflects the context within which the coach/mentoring is taking place.

Ensure that the expectations of the client and the sponsor are understood and that they themselves understand how those expectations are to be met.

Seek to create an environment in which client, coach/mentor and sponsor are focused on and have the opportunity for learning.


Sven Ljungholm
Former USA

Your Battle is Our Battle -Part Four Intro to Retention Methods-

IHQ with St. Paul's Cathedral in the background Lector, si monumentum requiris circumspice

In the previous article (part three) I shared that Sir Christopher Wren was the architect and driving force in the resurrection of St. Paul’s Cathedral following the great fire of London in 1666. Should you decide to visit St. Paul’s it’s only natural that you seek out the statues and plaques erected as tributes to Sir Christopher. As a warning to what might be frustrating searches, I’ll tell you up front that you won’t find anything celebrating his achievements except in the cathedral crypt, mosaic-floored, bright and welcoming. The sheer number of memorials makes finding individual graves a bit difficult; the crypt is packed wall-to-wall with plaques and tombs of great Britons with Nelson’s tributes being the most grandiose and numerous. The graves are crowded around the starkly simple black slab concealing the body of Sir Christopher Wren. Inscribed on the wall above is his famous epitaph: Lector, si monumentum requiris circumspice . “Reader, if you seek his monument, look around”.
General Shaw Clifton shared the following in the Oct-Dec. 2009 editorial page of All the World, the 125th year tribute edition: “… As I looked through the 125 years of material it was as if I was touching history itself and the realization that in another 125 years my work may be looked at in a similar vein brought goose-bumps that had nothing to do with the document store’s air-conditioning”. IHQ, where the General’s legacy will be added to those of Booth, Orsborne, Coutts, and others, is being plotted in the shadows of St. Paul’s Cathedral. We can already point to milestones in the General's history. One must wonder though, if the decrease in the number of cadets, and active officers internationally, and a non-efficient resignation intervention and exit support strategy might not be a millstone passed on to his successor! The FSAOF are prepared and committed to assist the General and the army saying; "If you seek a monument to General Clifton, look at the large numbers brought to Christ through an ever increasing number of active Salvation Army officers." In fact, I wonder how many souls were brought 'home' by the combined 3,000 year history represented by our fellowship? Talk about goose bumps!

General Shaw Clifton lifted the spirits of Italian Salvationists during a weekend visit to Rome that he termed a ‘tour of encouragement’ as new soldiers were enrolled.

The General's encouragement and concern are needed and called upon on many fronts! The FSAOF is a worldwide fellowship with almost 300 members, and an extended network of several hundred lifting the army and our General to God 24/7.

General Shaw Clifton shared in his, “If Crosses Come”. The Officer, 2009. ‘Each year I receive the global annual statistics for officer resignations and dismissals. Those for the calendar year of 2007 show that fewer colleagues left officership than in 2006. Of approximately 16,500 active officers, 257 or 1.6% left in 2007 (274 or 1.9% in 2006).’

A cursory reading would see the report as encouraging. However, when examined more closely and in relation to overall Cadet and active officer stats, a more dire reality emerges.General Shaw Clifton shared the REASONS for officer resignations:
Domestics, marital or family: 65 (25.29 %)
Dissatisfaction, for example, appointment/remuneration: 54 (21.01) %
Misconduct: 49 (19.06) %
Unsuited for further service: 25 (9.7 %)
Transfer to another church:16 (6.23 %)
Marriage to non-officer: 15 (5.8 %)
Feeling discouraged: 14 (5.4 %)
Health issues:14 (5.4 %)
Health of spouse: 1 (.4 %)
Doctrinal issues:4 ( 1.55 %)
(Many of those who left had no choice due the army's position on marriage/divorce. FSAOF Editor)

It’s too simplistic to proffer successful retention methods across all lines. However, one certainty is that success in ministry is being obedient to God.

I realize that many of my former colleagues are no longer officers and like me, left their SA "calling". Also, reflecting on my friends who used to be officers, I realize, sadly, that they are now a majority. The attrition rate has been high and the cost to souls is heart wrenching. For some, leaving officership resulted from assuming that God’s calling was permanent and ‘divinely’ protected. And consequently, many neglected the spiritual disciplines or spiritual integrity needed in giving the necessary attention to their own Christian development.

However, in reviewing our history and structure, could it be that the army is in some way complicit in fostering dissatisfaction, particularly as it relates to well-suited appointments (21%) or denying promised appointments? Should the army have foreseen and been pro-active in an effort to stem the domestic, marital or family issues (25.29 %)? For the majority though, it was simply encountering situational conflicts that were no longer worth battling; they could not continue. And too often, they had no friend or accountability group with whom to share their pain and provide emotional or spiritual support.

A sampling of comments on resigning…

“I have to say it: much of my motive for resigning issued from pride. Pride prevented me from talking to others, from considering options, from taking time off, from exercising, or from just falling apart in the arms of a brother who might have cared. Pride kept me from saying, "I don't know what to do," as opposed to saying, "I'm going to quit—end of discussion!"
I wish I'd known how hard ministry really is.” USA

“It took me many years to cut through the cliches that ministry is one big joy. A few years back, I reread Paul's letters to Timothy. I circled the verbs in those letters—endure, persevere, work hard, train, study, take pains. These words of commitment and sacrifice frequently produce joy as a byproduct. But often ministry is simply hard. That is normal. My experience was normal. I wish I'd known there is no perfect place.” USA

“Many problems in ministry are common to every church, because people are basically the same wherever you go. If I'd known then what I know now, I most likely would have fertilized and cultivated where I was, rather than uprooted and replanted somewhere else. I no longer ask if my resignation was a mistake. That's not the best question. Instead I ask, Have I learned from that experience?” Canada

“I wish I'd known there were alternatives to resigning.” UKT

“They tried to tell me there were other ways of handling my frustration. They brought up three alternatives I should have considered:
Take a leave of absence
Talk with other pastors; become more open to colleagues in ministry
Work maintenance into the weekly routine.” USA

“Occasional feelings of failure is inevitable in ministry, and dealing with failure demands a complete re-assessment!” Former who returned to active service UKT

“For years, I thought I couldn't afford conferences and books. I now know I cannot afford to go without them. I wish I had known what a difference sharpening my mental ax could have made.” USA

“I wish I'd known what God had accomplished through me. “ Russia

“…I recently re-read the letter from THQ accepting our resignation. In it we were told of the Army’s appreciation for our 20+ years of service, immediately followed by the perfunctory reminders that our healthcare would cease at the end of the month, to turn in our identification cards and not to in any way represent ourselves as SA Officers. Sadly there was nothing encouraging us to stay connected with the Army as potential soldiers, no offer of counsel or advice to assist in the financial, emotional, practical, and spiritual transition…

If the Army says that it loves a person at the beginning of their officership, that love if genuine must follow them out of officership, or one must question its authenticity.

The Army’s espoused values speak of the redemptive work of the Church, and as such must make a genuine commitment to this ideal, beginning with every Officer. This has nothing to do with benefits, appointments or position, rather the true worth of those who are charged with the privilege to further the redemptive work of the Church.
The final goal must be genuine love for the individual. This true love will indeed begin the healing, help stem the tide of those leaving, and bring blessing from God. It may not change the course for those leaving but it will ultimately bring God’s blessing upon the Army! This is what we all want, and this is what God wants to give.” USA


______________________________________

Tomorrow - Part 4B MENTORING

Oswald Sanders classic book, Spiritual Leadership, although it is over forty years old, still offers valuable insight on leadership from a Christian perspective. Sanders strikes a fitting balance between the qualities of leadership that can be learned and those that are God-given. Mentoring is such a quality and not all officers have been granted this gift.


Are we truly walking in the Spirit if we side-step those He 'called' along side us, and the ones we once called comrades under the flag?

Sven Ljungholm
Former USA East, Sweden, Russia, Ukraine, Moldova
Exeter Temple Corps

Your Battle is Our Battle -Part Three-

USE A CRISIS TO KICK-START THE SOLUTION

Today I write not because I have answers, because life in ministry as I’ve known it, is no longer. Instead, I have musings and questions…

There are an estimated 600,000 Pastors, with an average age of 56, serving in the USA. Some 1,600 of them resign or are dismissed each month, totaling 19,200 or 3.12% per year. Why do 1,600 hundred Pastors leave their ministry each month in the USA? Why is there a website dedicated to, and named: How to Resign as Pastor of your Church ?

Does my church, TSA, have an equally disappointing resignation factor similar to other denomination? What is or ought to be done in stemming the spill? The number of active Salvation Army officer has remained largely unchanged the last several decades. (I completed a comparison of all territories; 1950-1980, some years ago, and the major stats are mostly unchanged except as they pertain to specific territories)




The above statistics reveal that the army has maintained a steady number of active officers, however, while there has been some loss in certain ‘western’ territories, African and Indian territories and the Korean Territory have more than made up for those losses.

General Shaw Clifton shared in his “If Crosses Come”, The Officer, March-April,2009, that ‘Each year I receive the global annual statistics for officer resignations and dismissals. Those for the calendar year of 2007 show that fewer colleagues left officership than in 2006. Of approximately 16,500 active officers, 257 or 1.6% left in 2007 (274 or 1.9% in 2006). Each resignation or dismissal is a cause for sorrow, but we give thanks that the trend is downward and that the numbers and percentages are so low compared with other religious bodies.

REASONS:
Domestics, marital or family: 65 (25.29 %)
Dissatisfaction, for example, appointment/remuneration: 54 (21.01) %
Misconduct: 49 (19.06) %
Unsuited for further service: 25 (9.7 %)
Transfer to another church:16 (6.23 %)
Marriage to non-officer: 15 (5.8 %)
Feeling discouraged: 14 (5.4 %)
Health issues:14 (5.4 %)
Health of spouse: 1 (.4 %)
Doctrinal issues:4 ( 1.55 %)

(Many of those who left had no choice due the army's position on marriage/divorce. FSAOF Editor)

In the private FB FSAOF site many comments were shared, including several questioning the General’s accuracy, and some maintaining that some UK denominations had a lower percentage of resignations. Some mentioned that the lower resignation rate could be attributed to various intervention efforts. While we might, as a denomination, breathe a slight sigh of relief recognizing that TSA’s loss is lower percentage wise, internationally, than the USA statistics, the world’s most ‘Christian Western country’, it’s a concern that must be addressed. This particularly in western Europe where polls consistently reveal that levels of belief and religious activity in the UK are consistently lower than in most of the other countries polled. The highest levels of belief are found in the poorer nations of Nigeria, India and Indonesia and consequently reflect the growth in the number of people willing to serve.
“Those willing to die for their God, or their beliefs, included more than 90% in Indonesia and Nigeria, and 71% in Lebanon and the USA”. (Jackson Carroll’s God’s Potters: Pastoral Leadership and the Shaping of Congregations, W.B. Eerdmans Publishing Co., 2006)

“The Lord says ‘Do not cling to the past or dwell on what happened long ago. Watch for the new thing I am going to do. It is happening already you can see it now!’…”-Isaiah 43:18-19

Analysis and Comments provided by non-SA sources

According to estimates by the Alban Institute in Washington, D.C., at least 17 percent of clergy suffer from stress or burnout, "The Charlotte Observer" reported. About 1,400 ministers a year call a toll-free hot line of the Southern Baptist Convention (SBC), which counsels ministers through its LeaderCare program. Brooks Faulkner, a LeaderCare counselor, estimates that nearly 100 SBC pastors leave their ministry every month.
Sunscape Ministries of Colorado, which serves clergy in crises, reported that in all denominations nationwide, 1,600 ministers per month vacate their pulpit, "The Abilene Reporter-News" reported. Although a sense of hurt is unavoidable for both pastor and congregation, it is particularly traumatic for a minister who steps down, Ross said.
"I think evangelical pastors struggle the most when they leave the ministry because they feel like the calling was for life," Ross told "The Tennessean."
Ross runs the nonprofit Pastors Institute in Indianapolis, which is conducting a nationwide study on the reasons disillusioned pastors leave the pulpit in such alarming numbers. Besides the Pastors Institute, displaced pastors can also get help elsewhere. Woundedshepherds.com is an online community for former pastors and their families, featuring a chat room and message board and confidential prayer requests. The Onesimus Project, a partnership between the Pastors Institute and Grace Ministries, an independent congregation in Indianapolis, is a study in how congregations can effectively minister to former pastors and their families.
The Church of Refuge, a SBC program in Texas, offers terminated pastors and their family a rent-free home for up to one year. Like the Pastors Institute, another group -- sponsored by 12 denominations -- is also conducting a pastor dropout study.

By Dr. Richard J. Krejcir

Here are some startling statistics on pastors; FASICLD (Francis A. Schaeffer Institute of Church Leadership Development). This quest started in 1989 as a Fuller Institute project that was picked up by FASICLD in 1998.
After over 18 years of researching pastoral trends and many of us being a pastor, we have found (this data is backed up by other studies) that pastors are in a dangerous occupation! We are perhaps the single most stressful and frustrating working profession, more than medical doctors, lawyers, politicians or cat groomers (hey they have claws).
• We found that over 70% of pastors are so stressed out and burned out that they regularly consider leaving the ministry.
• Thirty-five to forty percent of pastors actually do leave the ministry, most after only five years.
• Of the one thousand fifty (or 100%) pastors we surveyed, every one of them had a close associate or seminary buddy who had left the ministry because of burnout, conflict in their church, or from a moral failure.
• Nine hundred forty-eight (or 90%) of pastors stated they are frequently fatigued, and worn out on a weekly and even daily basis (did not say burned out).
• Nine hundred thirty-five, (or 89%) of the pastors we surveyed also considered leaving the ministry at one time. Five hundred ninety, (57%) said they would leave if they had a better place to go—including secular work.
• Eighty- one percent (81%) of the pastors said there was no regular discipleship program or effective effort of mentoring their people.
• Eight hundred eight (77%) of the pastors we surveyed felt they did not have a good marriage!
• Three hundred ninety-nine (or 38%) of pastors said they were divorced or currently in a divorce process.
• Three hundred fifteen (30%) said they had either been in an ongoing affair or a one-time sexual encounter with a parishioner.
• Two hundred forty-one (or 23%) of the pastors we surveyed said they felt happy and content on a regular basis with who they are in Christ, in their church, and in their home!

Here is research from Barna, Focus on the Family, and Fuller Seminary, all of which backed up Schaeffer findings, and additional information from reviewing others’ research:
• Fifteen hundred pastors leave the ministry each month due to moral failure, spiritual burnout, or contention in their churches.
• Fifty percent of pastors' marriages will end in divorce.
• Fifty percent of pastors are so discouraged that they would leave the ministry if they could, but have no other way of making a living.
• Eighty percent of seminary and Bible school graduates who enter the ministry will leave the ministry within the first five years.
• Seventy percent of pastors constantly fight depression.

Most statistics say that 60% to 80% of those who enter the ministry will not still be in it 10 years later, and only a fraction will stay in it as a lifetime career.
Focus on the Family has reported that we in the United States lose a pastor a day because he seeks an immoral path instead of God’s, seeking intimacy where it must not be found. F.O.F. statistics state that 70% of pastors do not have close personal friends, and no one in whom to confide. They also said about 35% of pastors personally deal with sexual sin. In addition, that 25% of pastors are divorced. (© 2007 (research from 1989 to 2006) R. J. Krejcir Ph.D. Francis A. Schaeffer Institute of Church Leadership Development)





Sven Ljungholm
Open-Air Service Ukraine

Part Four; RETENTION - Holding on to Our very Best...

Your Battle is Our Battle -Part two-

Citizens of the Soviet Union--COMRADESHIP IS ESSENTIAL IN SUSTAINING GROWTH











SALVATIONISTS, FELLOWSHIP IS ESSENTIAL IN SUSTAINING SPIRITUAL VITALITY AND GROWTH

In 1993, shortly after my then wife and I ‘opened fire’ in Moscow, we were the only 2 uniformed Salvationists in Russia's capitol, with a population exceeding 8 million, for almost 8 months, until our first enrollment of new soldiers.

I had been invited to bring the keynote address at the annual Rotary Club Convention in Sweden where we had served for 3 years. The return visit was scheduled some 6 months subsequent to our Moscow arrival, and Donne’s famous line, No man is an Island, entire of itself, first applied to a people in 1624 in his Meditation XVII. was the assigned subject on which I was to speak. In the months leading up to the annual meeting I spent a fair amount of time familiarizing myself with Donne and his famous line, and often used it in my sermon preperation and in speaking to the Soviet officials when attempting to secure assistance in expanding the army’s social services network. It was a challenging period.; no internet, no direct telephone dial-up to the 'west', no CNN, no USA Today, no "you name it"! And then there was the revolution with tanks rolling into the city center. To battle the oft sensed remoteness I took on John Donne’s famous line; ‘no person is an island’ as an existentialist truism.

On a visit to St. Paul’s Cathedral in the early 1980s I saw a statue
built in Donne's memory by Nicholas Stone based on a drawing commissioned by Donne himself as he lay dying. It was one of the few to survive the Great Fire of London (1666). I also learned that Sir Christopher Wren, commissioned to rebuild St. Paul’s following that devastating inferno, selected as his motto, the Latin word, RESURGAM, 'I shall rise again'.

As a result of secretly marrying ‘the bosses daughter’ Donne lost his position as private secretary to Sir Thomas Egerton and struggled for the next 14 years, which included a prison stint, before finding a path for his life and in 1615 he entered the church and in 1621 he was made Dean of St. Paul's by King James. He preached his last sermon - Death's Duel - on the 1st Friday of Lent 1631 in the presence of King Charles I and died on 31st March.

RESURGAM

His famous lines: 'No man is an island' was a Christian sentiment, a challenge pure and simple. And I took both the Donne and Wren lines as my own as we sought to reestablish the army with our imposing presence; a suite of offices in the Kremlin complex in the Ministry of Social Protection. We soon became a type of 'information center' for other 'western' Christian groups seeking to establish their presence in Russia and beyond. And no one could have prepared me for the time when the Minister for Social Protection asked me to join with her in hosting the party of 8 Cardinals and Bishops from Vatican City.
I honestly believe they sensed a similar spiritual exuberance and joy to mine, realizing we were united in fellowship through Christ's presence in a room of some 40 card-carrying Soviet Union communists !

We were blessed to have a steady stream of Lutheran, Methodist, Charismatic, and other groups visit our offices. Many expressed gratitude to us in assisting, "these ‘western’ churches struggling 'islands' to find their way in entering the former Soviet Union". They named our offices the Kremlin oasis, the place where they found like spirits sharing and fulfilling their need for spiritual fellowship, albeit too often too brief.

We learned that human beings do not thrive when isolated from others, culturally. And this applies perhaps most especially in the context of a spiritual arena as communities of faith struggled to engage in spiritual practices addressing those who hitherto had been robbed of their faith; pockets, no islands of 'secret' believers ready to once again hang an icon on the wall and rebuild churches razed by Stalin's henchmen.

It was a time of rising up again, and doing so in the strength that our combined numbers represented.

Salvation Army officers are active Christian servants who come together in the same spirit to act in a pre-designed and conducive environment. As the spiritual community multiplies, it empowers and reinforces the efforts of the individual. ‘Meditation, prayer and other practices, when pursued in a group or community, qualitatively and quantitatively magnify what each person can offer and experience. The coalescence of the group into a shared will and shared consciousness in communal practice creates a greater spiritual whole that enhances individual possibilities. The vehicle of the spiritual group or community carries all its individual participants to far greater spiritual depths than they could typically reach on their own… 'No man is an island!' ‘Each person in the group or community helps all the others by their very presence.’ (Naft)

Officership consists of a group culture, built and sustained on emotions in a closed and unique spiritual setting. Looking at the SA Doctrines, religious attitudes, behavior and (Officer) practices reveals clearly how emotions mediate or reinforce one’s religious experience; unique to SA officer cognitive behavior, one that fosters community cohesion and one consistent with a belongingness hypothesis; one seeks and forms strong spiritual and social attachments readily while serving as officers. This ‘belongingness’ provides multiple and strong effects on emotional patterns and on cognitive processes.

Most FSAOF members have shared that they found the dissolution of these existing bonds very troubling. And, the lack of these formerly strong attachments subsequent to resignation is linked to a variety of ill effects on all areas of health, adjustment, and general well being.

The most common comment and words of disappointment shared by those in our fellowship is the army’s inadequate and inefficient exit policy. I would add that what many find most striking is the lack of any discernible, distinct and defining retention program, a substantive effort put into ‘retaining officers or easing their transition to a different way of life’. (active officer) And, perhaps the candidate screening process should be examined. While serving in Russia soldiers were recruited, trained and enrolled in impressive numbers, dozens at a time. Many thought it natural that the next step by the SFOT. In that all was so new to them AND us, each person applying to be a Cadet was employed by TSA and ‘moved’ through various roles to test their skills but also their resolve. Not all who applied were found to be qualified for Officership although many became excellent lay employees.

We believe wholeheartedly in the soul-saving mission of the army and want to do all possible to advance that divine assignment. However, to serve the present age and to march steadily onward can best be achieved, we believe, by calling on the resources that in some part brought the advances the army, through God the Holy Spirit, has achieved. The Former Salvation Army Officers Fellowship members represent a significant factor, a formidable earlier resource willing to become one once again.

The resignation process is never without private pain. Most troubling is the alienation experienced, this on several levels for the majority of officers. Many of the FSAOF blog articles and comments in the private FSAOF site highlight that much of the pain is self -inflicted in some form or other. Nonetheless, we are asking for The Army’s support in recognizing this; sharing remedies to lessen this destructive thought process in the pre-resignation counseling.

The separation experience will include phases of regret, sadness, anger, frustration, confusion, occasional exhaustion, and even severe depression. For most, there will be anxiety about the future. Reactions like these will lessen over time, none-the-less venturing into the unknown, even when convinced it’s God’s leading, can be daunting. And it’s likely that at those time the resigning officer functions at a less than optimal level for varying periods of time. Pride moves many to dismiss or consider the need for fellowship.

No one ought to go through this experience alone, and the FSAOF is seeking to fill a void as a multi-need support group where ‘formers’ can share openly with others contemplating moving into similar situations.

WHEN MY HEART WAS SO BROKEN THAT I COULD NOT PRAY,
WHEN LOVE WASN'T EASY TO SEE.
SOMEONE WAS THERE, SOMEBODY CARED,
SOMEBODY PRAYED FOR ME.
SOMEBODY WENT TO THE THRONE OF HEAVEN,
SOMEBODY LIFTED MY NAME.
BRINGING ME INTO HIS HOLY PRESENCE,
SAYING WHAT I COULD NOT SAY.
SOMEBODY SHOWED ME THE FACE OF HIS MERCY,
WHEN DARKNESS WAS ALL I COULD SEE.
SOMEBODY PLEADED THE BLOOD OF JESUS,
SOMEBODY PRAYED FOR ME.





Sven Ljungholm
Open-Air Service Ukraine