How to mentor your successor by Bob Russell

There's a lot of discussion in secular and religious circles today about developing a transition plan. Board members and stockholders have seen companies go into the tank when key leadership positions change, and they want to assure ongoing success. Churches have experienced division and even splits over inflated egos that can't come to terms with the prospect of succession.

A few years ago I read a book titled, Too Great a Temptation, by Joel Gregory. The book left such an impression on me that I made it required reading of our staff leadership team. It related the struggle the pastor of one of America's largest churches had in giving up the reins. Dr. W.A. Criswell was in his late 70s when he called Joel Gregory as his successor at First Baptist Church in Dallas. But instead of setting a date for the passing of the baton and then following through, Criswell kept hanging on as senior minister into his mid-80s. The two ministers battled for preeminence, and they became adversaries instead of friends. The church suffered a great deal as a result.

Why

I can think of at least three good reasons a church should have a transition plan. First, there is a biblical precedent for it. Moses had Joshua, David had Solomon, Elijah had Elisha, Paul had Timothy, Barnabas had John Mark, and Jesus mentored 12 disciples to take over once he had ascended.

Those biblical examples had some common characteristics as well. The successor was chosen by God, not the mentor. The successor was chosen long before the mentor's death. The successor was trained by the mentor who allowed them to work alongside each other and who gave on-the-job training. Finally, the mentor stepped out of the way or was taken completely out of the way when the time for transition came.

A second reason for a transition plan is the example from the business world. Businesses seem to rise and fall on the strength of the CEO, and analysts have seen what happens when businesses aren't prepared for the transition. So companies today are developing solid transition plans and developing someone from within who knows the culture of the organization and can hit the ground running. Jim Collins, in a well-known business book, Built to Last,has an entire section on transitioning. He writes, "Do not fall into the trap of thinking that the only way to bring about change and progress at the top is to bring in outsiders, who might dilute or destroy the core. The key is to develop and promote insiders who are highly capable of stimulating healthy change and progress, while preserving the core."

That's why it's so important that there is a mentoring program taking place at the top of the organization. That's also why it's so important that there is a timely passing of the baton. I read about a 62-year-old man saying, "Dad, I think it's time to turn over the business to me." The 85-year-old father says, "No son-my dad didn't put me in charge until three years ago!" There comes a time to release and let the younger person take over. Since it is so important in manmade organizations, how much more important in kingdom business meant to last for eternity!

The third reason is that common sense demands it. We must think long term, pure and simple!

How

So the question becomes, "How do we select and mentor a successor?" Track coaches tell me that the passing of the baton in a relay race takes a lot of teamwork. The runners practice the handoff more than any other phase of competition. That's often where the race is won or lost. There are a number of parallels to successful mentoring.

The runner carrying the baton must keep going full speed during the transition. He can't let up although he's tired. He is entering the most crucial phase.

The person receiving must begin running prior to the arrival of the one approaching. If he waits until the runner passing the baton is even with him, he'll be bypassed.

The two of them must stay in the same lane. A transition is not going to be effective if the mentor and mentee aren't heading in the same direction.

There must be a timely release and reception. The approaching runner places the baton in the extended hand and yells, "Take," and the transition occurs. One has to release, the other receive, at full speed.

If that transition is made smoothly, there actually should be a step gained in the race, because one is reaching back to receive, the other forward to give. Coach Rick Pitino turned the reins of the University of Kentucky basketball team over to a former assistant, Tubby Smith. That first year, Tubby won the national championship. It's great when a step is gained in a transition.

Then the one who passed the baton gets out of the way and roots for the one running. The one who has just passed it doesn't keep running alongside the fresh athlete to coach him or criticize him. He proceeds to the finish line and cheers for the end result. Nothing messes up a mentoring friendship or a successful transition like a mentor second guessing the new leader.

And, obviously, there needs to be a clear understanding of the future roles and expectations. When will the mentor step aside? Will the assistant be a candidate for the vacated position? Is the assistant free to pursue other options or will any consideration of taking another position be considered a breach of trust? If there is to be a passing of the baton, how and when will that take place? Unless those questions are dealt with early and reviewed repeatedly, the mentoring relationship will inevitably deteriorate.

Our experience

We've learned a lot from our experience at Southeast Christian Church.

First, choose your successor wisely. The person who will succeed me, Dave Stone, is not just a quality guy, he's a lot different than me, but we share a common heritage. Our doctrine is the same, our parents taught the same values, our goals for the church are definitely the same.

Although it's tempting to choose on talent alone, character matters most. Again, I'll mention Dave. He has been 100 percent loyal to me for 15 years. He's proven his loyalty over and over.

And, of course, talent is also a key factor. Your successor ought to be better than you (or at least have the potential to be) so he can bring the church to the next level. Dave can remember literally thousands of names and is comfortable in a crowd of strangers. He also can deliver a sermon well without belaboring his preparation, and he has a real gift for evangelism. He really is more talented than I!

I have to admit that I feel a twinge of jealousy at times when my ego gets the best of me. I then have to ask myself, "Why am I here? To be needed? To be the center of attention? Or to exalt Christ?" I hate to say that I know of some preachers who actually hope the church will decrease after they leave so they will be missed.

Wayne Smith, the beloved former minister of Southland Christian Church in Lexington, Ky., tells that, when he retired, the church was running 3,500. The first Sunday under his successor, Mike Breaux, they had 4,000. The next 4,100, the next 4,150, the next 4,100.

Wayne said, "I knew it wouldn't last!" But if you know Wayne you know that he takes great pride that Southland continues to grow on the foundation he helped to lay!

I truly hope that I can be big enough to swallow my pride on occasion and say with John the Baptist, "He must increase, and I must decrease." More importantly, I hope that one day I'll hear the voice of Jesus say, "Well done, good and faithful servant. You planted, they watered, and God gave the increase."

Another important factor that enters into this successor scenario concerns making a clean break. I've seen too many examples of preachers hanging on and on and getting in the way of the work they gave their lives to establish. This is especially true of long ministries. Folks, let me encourage those of you in this position to just "Get out!" That's what I intend to do. Charles Swindoll has a worthy saying, "When a man of God dies, nothing of God dies." Remember this philosophy.

When others look back at your ministry, what will they say about you, your influence, or the legacy you've left? "You are the salt of the earth . . . you are the light of the world" (Matt. 5:13-14). "You then, my son, be strong in the grace that is in Christ Jesus. And the things you have heard me say in the presence of many witnesses entrust to reliable men who will also be qualified to teach others" (2 Timothy 2:1-2).

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Bob Russell is pastor of Southeast Christian Church in Louisville, KY.

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