When a congregation goes through a pastoral transition, it has a lot of conversations. What do we want in a pastor? A good preacher? An activist? Someone who is good at visitation? Someone skilled in conflict resolution?
As Mennonite Church USA prepares to welcome a new executive director next spring, we ought to ask the same question: What do we want in an executive director?
We tend to think an executive director should be a pastor or a spiritual leader. But the executive director is not, as I’ve heard some people jokingly describe it, “The Mennonite Pope.” The executive director does not give spiritual mandates, define doctrine or appoint conference ministers. Instead, the job description includes supervising MC USA staff, serving as CEO and primary spokesperson, fundraising and monitoring spending. While many pastors do some of this in their positions, very few pastors go into ministry because they have fundraising, CEO or management skills.
The executive director is a management and business position. While it would be wonderful to find a candidate who is skilled at both management and ministry, the search committee’s primary charge is to find a skilled administrator. In the job description, “theological studies” and “ministerial credentials” are desirable qualities, not essential qualities.
We need church leaders with strong theological backgrounds. We also need church leaders with business skills; who understand strategy and marketing and can articulate strengths in ways that make people excited to be part of this group of peculiar Christians. Those may not overlap with pastoral skills like explaining Scripture through a sermon; greeting everyone on Sunday morning or visiting homes and hospitals.
The wide, clamoring, diverse body of MC USA must also change expectations of the executive director. Outgoing executive director Ervin Stutzman was often called in to keep this or that constituency in the church; to appease this or that group; to shepherd by speaking at conferences and gatherings. He was often expected to be a spiritual leader, to guide through challenging conversations about sexuality and the Confession of Faith. While the executive director has some role in shaping those conversations in a non-anxious way, the executive director is not hired to be the arbiter of orthodoxy.
As a nonhierarchical denomination, MC USA must resist the temptation to push a business leader into spiritual leadership. For that, look to the Constituency Leaders’ Council — the representative body of conference ministers, moderators and constituency group leaders who meet to “worship and pray together, encourage faithfulness, share ideas and resources, process concerns and discern direction on issues of faith and life,” according to MC USA resource documents.
The executive director faces a large challenge to navigate and unify the strong, diverse views of MC USA–and to restore trust during and after a major conflict. The new executive director is expected to be faithful to the Anabaptist vision and devout in his or her own spiritual walk. But that does not equate to a pastoral temperament or years behind the pulpit. The next executive director may very well come from the administrative staff of a denominational agency, be an educator in an Anabaptist institution, or an energetic Anabaptist entrepreneur.
The executive director can only be as good as the clarity of MC USA’s vision. Let us use these months of searching to discuss with each other our brightest vision of this beautiful, broken body of Christ.
This post first appeared in the Mennonite World Review.