Find the men in your church who are already eldering. Get to know them and, as you do, keep 1 Timothy 3 and Titus 1 in mind. Once you’re reasonably confident this man ought to be an elder, I recommend a process of formal evaluation.
Pastor-teachers do more than teach. They are called to lead—leadership that requires they be, both individually and collectively, sober-minded.
In his book Strategy Coordinator: Changing the Course of Southern Baptist Missions, R. Bruce Carlton sets out to provide a historical analysis of what he considers the most significant shift within the strategy of the International Mission Board since its inception in 1845.
What kinds of questions do you ask to assess the readiness of a prospective elder?
Acts 6 offers a paradigm for the “how” and “why” of church administration.
Good administration and good administrators are a gift from God. Don’t neglect these gifts just because they seem boring or nerdy.
Pastors’ delegation of work to deacons should not lead to abdication of their duty to oversee.
There are many reasons why a church may want to consider an administrative pastor as its second (or third or fourth) hire.
Managing a church staff in wisdom is necessary for a joyful ministry.
How do you conduct a job performance review for the elders (particularly the paid staff elders)? In other words, how do you determine if an elder is “ruling well”?
Job descriptions and a clear org chart or staff structure are essential tools for organizational excellence and faithful management.
Fellow elders and founding documents guard a senior pastor against the pride of authoritarianism.
Does lacking a building put a church at a disadvantage?
Church buildings are beneficial because they maximize Word ministry, provide stability long-term, are a public witness to the gospel, and help the church better steward its money.
When you start to have more attendees than seats, you have other options than adding another service.