Holiday Word from AIA

Dear Bishop,

Each year I hunt through various media for something hopeful and positive related to Christmas, especially, or at least to the holidays.

I had no luck until last night watching James Lipton's IN THE ACTOR'S STUDIO on Bravo network.  Two guests said things that I thought were wonderful and would be encouraging as you look at your ministry as bishop.

Sting was asked what his favorite sound was.  He pinched his lips, blew and came out with a very familiar, usually verboten, gentle sound.  Lipton asked him explain why that was his favorite sound.  Sting responded, "When those of great stature stand to receive adulation, they make the same sound the average bloak does.  It is very humanizing."

Jake Jyllenhall shared the following, based on his own experience:  "The way you behave with everybody is more important than the work that you do.  It's essential.  It is everything.  Generosity, kindness, and patience will get you so far!"

May the very humanizing nature of the coming of God in a tiny baby encourage us to keep straight our priorities in ministry.  Merry Christmas and Happy New Year.

In the covenant of the clergy,

Jerry

Rev. Jerry Eckert, AIA contact person

OPEN SEMINAR MAY BRING CHANGES

Two bishops, three general church agency representatives, and experienced advocates will be key resource people for training advocates and for opening discussion of changes to personnel and fair process policies in the United Methodist Church.

On November 11-13, 2014, these people will meet in a seminar on advocacy. The seminar is open to pastors and lay people interested in how church personnel law actually works and should work. Sponsored by Associates in Advocacy, this workshop will allow those who sign up to interact in direct and informal ways with the resource people.

“We are all on the same team,” dean of the workshop, Rev. Jerry Eckert, said. “While advocacy is formally adversarial, it does not need to be antagonistic. Every church officer and advocate involved in a hearing or trial is seeking to be fair and work out justice for those involved.”

Those who want to advocate for fellow pastors or laity will have the opportunity to hear from a bishop what she faces when a complaint comes in. They will hear how a trial court presider prepares for a trial and hopes counsels on both sides do. They will hear how staff of the Division on Ordained Ministry work to revise church law to be more effective and fair. They will hear how commissions related to women and race do their advocacy. They will have a chance to question and discuss concerns with these resource people and with experienced members of Associates in Advocacy during the 48 hours of the seminar.

“It is an honor to sponsor such a learning opportunity,” Eckert said. “It is extremely rare where this mix of folks get the chance to be eye-ball to eye-ball with each other. Those who wish to attend will be part of what may be a ground-breaking event.”

There will be one other resource person, a lawyer for one of the insurance companies that specialize in churches. She will update the group on what kinds of law suits are likeliest to come up against the church and what mistakes are being made by church people that lead to those law suits.

Being a seminar, the resource people who are not presenting become engaged in the discussions just as those who come as attendees. Everyone is seated at one round table for presentation and discussion.

The seminar is being held in a motel in the vicinity of Chicago’s Ohare Airport. Space is limited. Those who wish to register should contact Eckert as soon as possible at aj_eckert@hotmail.com. Cost to the ones who register will be their transportation, meals, and lodging. This year, Associates in Advocacy has had help covering all the other expenses for the seminar.

Situational Leadership

Associates in Advocacy

Justice Always,

Reconciliation and Restoration Where Possible

http://www.aiateam.org/

Dear Bishop,

As I’ve said many times, when bishops and I meet informally to talk or in passing, the experience is almost always gracious.  They are attentive to what I say even when it is clear they do not agree with me.  And once in awhile, they surprise me by bringing up something I said in another context and are positive about it.  I practically never get responses to my letters, which I accept because I understand how busy you are.  My letters are meant to get you and your colleagues to thinking and maybe acting more wisely and effectively if and when you agree with me.  It’s planting seeds.

Over the years, I have been trying to help bishops see things from the ground up, not just from the top down.  My letters have been appreciated by some older bishops, though usually out of the hearing of other bishops.  While I have not been as consistent in my writing since I retired, I always try to find something worth sharing.  Sometimes it is a critique and sometimes it is directly positive in nature.  This series is of the latter nature.

Last May, I wrote to you about an attitude I have seen coming from the Council of Bishops for many years, that the main problem our denomination faces is incompetent pastors.  In my practice as an advocate, consulting with pastors who were facing removal from the ministry for incompetence or worse, that was not what I was seeing as the major problem! 

I offered a number of specific suggestions, most of which were legislative, only a few of which were directly or indirectly things that you could do.  In this series of letters, I want to give you something that supplements the good things you are already doing.  I’m excited about how much help it can be because it has already affected how I am operating. 

Here’s how it came to my attention:  My son called to see how we were doing.  After chatting a bit, I turned the question back to him.  “Things have gone pretty well,” he said.  “Our business grew 89% just last year alone.  We haven’t had a bad year as long as I’ve been with this company.”

“In this economy?” I asked.  “How in the world did you all do it?”

“Using situational leadership.”

“Situational leadership?” I asked my son.  “Tell me more.” 

                

The company my son works for showed an 89% increase in business last year, despite the sluggish economy.  When I asked him how they did it, he said it was by effective use of situational leadership styles.  I asked him if there were any good books on the subject.  He said there was one in particular, revised and updated from a book written in the 1980s.  He said it was based on a different understanding of leadership.  I thought I knew what he was talking about.  I then described the following to him:

Back in the 1980s when I first began writing one page “continuing education” letters to bishops, the hot new idea in leadership was the inverted pyramid.  In the standard model, within the church, the laity served the clergy and the clergy served the bishop who sat atop the pyramid. 

As those who were in active ministry at the time recall, in the inverted pyramid scheme, the bishops were to serve their staffs and the staffs were to serve the clergy.  The clergy were to serve the laity, and the laity were to serve the world.

I was impressed how many laity understood “serving the world.”  They expected to be the hands and feet of God, doing good, encouraging the despairing, teaching the young, often serving their communities through people professions (teaching, medicine, social work, etc.) or in politics.  Most laity I knew during my ministry came to church to be sure they understood how best to “love one another” and perfect their caring of those who were challenges.  They were often hurting about not being more effective and wanting reassurance that they were on the right track.

Clergy were being encouraged through pastors’ schools to train the laity for ministry in the world, to “upbuild one another in love,” to help their respective churches to be effective mission stations, to be “hospitals for sinners and not hotels for saints.”  Seminaries emphasized pastoral care as a critical role for clergy. 

                 

The inverted pyramid idea was in the air back in the 1980s and the phrase “servant-leader” became very popular in our system.  Bishops did things like foot-washings at annual conference, speaking of humbly serving the church, and calling themselves “servant leaders.” 

Unfortunately, that was as far as it went.  Superintendents and conferences officers reported to the bishops.  Pastors reported to conference officers (mainly superintendents).  And laity were expected to pay for it all.  Despite the enthusiasm for the new model exhibited among the laity and most clergy, the pyramid never fully inverted in the UMC despite the new terminology.

The “servant-leader” is still alive in our words to this day, especially with Pope Francis bringing a breath of fresh air to the highest level of leadership in the church. 

My son listened patiently to my narrative.  I asked him if there was any chance for the Church given this history.  He asked if I had seen a recent Sprint ad on TV.  A few weeks ago, Sprint ran an unusual ad.  It showed scenes from the daily tasks of Sprint workers.  It had an interesting “voice-over” that went something like this:

“There are some people who call me their boss.  They come to work every day even when it is a hardship for them.  These people serve our customers.  In the constantly changing environment in which they work, they are creative.  They give themselves to provide our products and services in ways that are effective.  They are the face of our company.  While they still call me their boss, they are wrong.

“Really, I work for them.”

My son said, “If they understand that, it’s a beginning.”

“Tell me about the book from the 1980s,” I said.

He said it was like reading an extended parable.  “Straight forward,” he said.  “Takes about an hour to read it.  Probably another hour to take notes as you go.  It pulls together all the good leadership ideas from over the years. The main point is that good leaders use different techniques with different workers and even change their techniques with those same workers as the workers become more capable.” 

My son then asked me, “Haven’t you been complaining about bishops and superintendents being empowered to bring complaints against pastors?” 

“Yes.” I responded.  “That became church law in 1980 and morale has become terrible in many conferences ever since.”

“The book has a good name for that kind of leadership,” he said.  “’Seagull management.’ That’s where ‘seagull managers are never around until you make a mistake.  Then they fly in, make a lot of noise, dump on everybody, and then fly out.’ That’s about the only negative thing in the book.  There are a lot of really good things, great quotes, excellent illustrations,” he said.

“Anything about incompetence?” I asked. 

“Some very good stuff,” he said.  “The book does not presume everyone is competent.  Nor does it presume that good leadership can help everyone attain competence.  But the baseline for leaders is how they view those having difficulty succeeding.  There’s a great quote near the end of the book.  ‘Everyone is a potential high performer.  Some people need a little help along the way.’”

I said, “This approach helped your company increase business 89% last year?”

 

I asked my son to say more about the issue of incompetence.

He said, “Good leadership uses all four basic skills: establishing direction, coaching, supporting, and delegating.  Incompetence is to be expected in the newest workers, and especially once the worker learns enough to realize how hard the job is and loses enthusiasm.  Rather than coming down hard on the worker, the good leader becomes a coach.  When the unexpected happens and the more competent and experienced show signs of incompetence, there is probably is a health problem and the leader has to be alert for dynamics that may or may not be work-related.”

“And this approach increased your business 89% just in one year?” I asked again.

“Absolutely,” he said.  “Since we instituted the situational leadership approach, we have not had a bad year.  It took a few years for us to perform as well as we did last year.” 

“That sounds so counter-intuitive to the way our church’s leadership tends to operate,” I said.

“It is counter to the CEO mentality in most companies.  That’s why the Sprint ad was so unusual,” he responded.  “There’s been a discontent with both autocratic styles of leadership and with the laisse faire styles among leaders in all kinds of businesses and institutions. Situational leadership offers an excellent combining of alternatives that have been floating around and connects them to a sensible approach.  The book is LEADERSHIP AND THE ONE MINUTE MANAGER.  Ken Blanchard, Patricia Zigarmi and Drea Zigarmi are the co-authors.”

I said, “Isn’t Ken Blanchard the one who handles the ‘Lead Like Jesus’ program?”

“Gives you the feeling that maybe his book might be a help to the church,” my son said.  “It sure helped us achieve 89% growth last year.”

In the covenant of the clergy,

                 Jerry

Rev Jerry Eckert, AIA contact person

                                  Do unto others as you would have them do unto you

Commentary on Judicial Council Decisions 1260 to 1269, Spring, 2014

The following observations are intended to encourage you to read the decisions of the Judicial Council for yourself. These blog posts are in no way church law in any form but could help you understand some important aspects of the decisions. Should you feel I have made an error of fact or interpretation, please let me know (email at aj_eckert@hotmail.com) so it can be corrected.

I've included the URL for each of the rulings. That should allow you to click it or paste it so you can go directly to the decision. I’ve added subject titles and have put in labels that can be picked up by search engines.

Each decision’s commentary is posted separately so this review doesn't seem so long! And by using the list of contents in the left margin of this blog, you can go to whichever decision is of interest to you.

The Judicial Council will be often referred to as “the Council.”

Rulings of the Council may be referred to as JCDs (Judicial Council Decisions) or JCMs.  Judicial Council Memorandums do not provide decisions of law but may offer explanations for everything else from refusing to take jurisdiction to remanding to showing a question is not legally appropriate under Council rules.

Associates in Advocacy (AIA) publishes updated indexes of all Judicial Council decisions and memoranda. If you are interested, contact Rev. Michael Brown, 158 Saxony Ct., Vallejo, CA 94591. The Judicial Council website also offers indices as does the AIA website (www.aiateam.org) under “HELPS for the Judicial Council.”  AIA’s are out of date, however.

JCM 1260

 http://archives.umc.org/interior_judicial.asp?mid=263&JDID=1382&JDMOD=VWD&SN=1201&EN=1269

LEGALITY OF PHILIPPINES EPISCOPAL ELECTIONS RULES

This memorandum relates to a request from the Philippines Central Conference which led to JCM 1249.  My observations about that memorandum were that the Council was not enforcing their need for full documentation.  The Council’s rules of practice and procedure were amended this April to clarify that minutes of the time when a request for a ruling is made must be part of the materials submitted. The failure on this prevents the Council from making a decision.  

From this memorandum, it is clear that despite there being no rule requiring it, efforts were made prior to the Council session of Fall, 2013, to obtain the minutes and some other materials.  Because those materials were not sent, JCM 1249 was handed down saying no ruling could be made for lack of full documentation.  The Council may need to add to their rules that the Secretary and Clerk are authorized to seek additional documentation.  That might help conference secretaries realize such requests are proper.  

From what I have seen, various conference secretaries may not be taking minutes during certain conference actions.  For example, minutes from the clergy session were not taken in several cases and therefore were unavailable to be sent in.  Every conference at every level must have minutes taken.  Not only should the secretary be made aware but so should the presider.  While casual meetings may proceed more quickly, both officers have to realize that when a “legal” event occurs at the meeting or might occur at a later time in the meeting, minutes for that event must be taken even if not for most of the rest of the meeting’s actions.

Rules or not, the conferences where the requests for Council review occur must realize nothing can be done by the Council without all minutes and must join in the effort to get all documents in.  

Advocates take note.

With respect to JCM 1260, despite efforts by Council officers to get full documentation, the Central Conference Secretary never did provide the minutes and so the Council once again remands the case back and retains jurisdiction.  Time consuming as that is, it is better than making an arbitrary decision without full information, something the Council sometimes did in the past.

Update:  Two typhoons have struck the Philippines this year and may have been a factor in lack of response to the Council’s request. 

JCD 1261

http://archives.umc.org/interior_judicial.asp?mid=263&JDID=1383&JDMOD=VWD&SN=1201&EN=1269

IS “A FUTURE WITH HOPE, INC.” A UNITED METHODIST AGENCY?

If you feel like you’ve seen the largest part of the text of this decision before, it is because everything down to the analysis is verbatim from JCD 1259.  It was copied to give this decision its full background and identification of the question being ruled upon.

This docket item comes back to the Council from the Greater New Jersey Annual Conference from the fall session where the Council said it needed to see the incorporation papers in order to see if the emergency agency set up to help meet the challenges of Hurricane Sandy in 2012 is an agency of the conference and therefore a conference liability.

The Council got the papers and ruled that while related to the conference by virtue of its officers and the funding being from the conference, the corporation was not otherwise organically related.  Legally, the funds and officers could be from anywhere according to the by-laws.  While the goals of the corporation and the conference are the same, the corporation arose to meet emergency needs of the conference.  It was time-saving to set up the administrative “costs of office space, accounting, and support services to be underwritten” by the conference.  While that makes the corporation seem like it “looks, walks, and quacks like a duck,” in fact the two bodies are legally separate.  There was no vote by the conference to be a guarantor of the corporation, which is the bishop’s key argument.  The Council upheld the bishop’s ruling.  The corporation does not fit the Book of Discipline’s definition of an “agency.”  While the corporation could seek funding from the conference beyond the administrative aid already promised, one fourth of funds raised would remain in the local church, and the conference could vote down such a request.

The Council warns that the relationship is so close that the boundaries between the corporation and the conference will have to be carefully monitored on both sides so that liability is not intermingled.  This is especially true because of the emergency nature of the establishment of the corporation.

See the concluding thughts below for further remarks.

JCD 1262

http://archives.umc.org/interior_judicial.asp?mid=263&JDID=1394&JDMOD=VWD&SN=1201&EN=1269

“MARRIAGE EQUALITY RESOLUTION” VIOLATES CHURCH LAW

The Desert Southwest Annual Conference passed a resolution, in light of a Supreme Court decision legalizing gay marriage in California.  Because the conference includes part of California, same-gender marriages ought to be conducted in the churches and by the pastors of the annual conference.  When the resolution was challenged, the bishop ruled that it was aspirational and therefore legal under church law.  See the full text of the resolution in the body of the JCD.

The matter came before the Judicial Council.  It disagreed in part (in large part!) with the bishop, acknowledging that the opening of the resolution was indeed aspirational, but that the resolution further called for not following church law in order to hold same-gender marriages.  They quoted from JCD 1111:

“An annual conference may not negate, ignore, or violate provisions of the Discipline with which they disagree, even when the disagreements are based on conscientious objections to the provisions.”

This decision reflects the changing values occurring in the denomination but accentuates the difference between church law and the changes that are coming.

The church, which is allowed freedom under the separation of church and state, is not required to follow civil law.  Church law may prevent gay marriage within its own denomination, including making it contrary to church law for its pastors to be conducting such ceremonies.  When United Methodist pastors have violated that law, and it has become public, those pastors have faced sanctions by the church, mainly through church trials.  As time has gone on, the guilt has been found but the punishments have varied from forcing pastors to withdraw to brief suspensions or community service (see JCD 1215).  

So in practice, resolutions of the sort passed in Desert Southwest are in violation of church law and serve no direct function.  Indirectly, they show the growing will of the coming generation to overturn church law and they aggravate those who feel current church law is legitimate.  The Judicial Council is the arbiter of which side wins in this confrontation.  They okay resolutions that aspire to changing church law but they do not allow calls for violating church law.  

This pattern will be repeated until church law changes, unlikely at the 2016 General Conference.  

When an argument cannot be settled but ends up in a circular pattern, that usually means that is not the real argument but is symptomatic of another problem.  On the surface, that would appear to be how each side views the priority of Scripture (only) versus Experience, Reason (science), and Scripture.  (Tradition is claimed by one side but that is a whole other argument.)  Unfortunately, the Judicial Council cannot resolve that conflict, even if it wanted to.  The resolution of that issue in the Church, similar to those related to things like slavery, women, tobacco and alcohol, divorce, and civil rights, will ultimately work itself out, but outside of the Council.