Profile of a Dead End

Ordained Minister’s Online Guide to Pastoring, Personal Development, & Church Leadership


Profile of a Dead End

By M. Mooney, Ministry Practitioner


It seems reasonable to say that people typically have goals, dreams, and aspirations.  Such is often noted as being the driving force behind mankind’s search for purpose.  When life is lived without this qualities people tend to lose sight of things, and depression is a very possible outcome.  Contrarily, well defined directions lead to the sense of personal development and meaning.  They give people reasons to get out of bed in the mornings and face the world.


For Christians it is common that their goals are in one way or another intertwined within the big picture of pleasing God.  The closer such believers are to Christ, the more seriously they begin to equate their purposes with ministry.  This is not to say that all people who are close to God will be pastors.  Rather, that devout believers come to see their whole lives as a ministry unto God.  It follows that many of these ministries will develop within organizations –often churches.


Now please allow a little grace for the frankness of the following thoughts. 


Whether we like to admit it or not humans (in most instances) act in their own self-interests. Please don’t focus on this one statement and miss the rest of what is being said.  People have lots of motives for joining organizations: networking, fellowship, service, learning, etc. As long as their agendas are served they continue in their organizations. When these expectations go unfulfilled, they leave and search for other places to fulfill their desires.  Herein is how it how it unfolds:


1) Humans enter organizations with agendas -even if they are noble ones, they are still agendas. These are usually packaged in the forms of goals, values, and principals.  Such usually are introduced with phrases like, "I came to serve the Lord"; “God sent me here to…”; “My gifts are…” etc.


2) Christians generally affirm that their decisions are guided by the Spirit. Therefore it follows that such are keenly in tune to the will of the Lord.  Interestingly, when the time comes that these people are not permitted to serve in the ways that they desire, (the Holy Spirit must change His mind because) "the Lord leads them elsewhere" –pun intended.


This is only further proof of their agendas. Having a motive is not necessarily wrong; it is a fact of human relations that needs to be expected.  As a result, when motives are truly manifested they inevitably support organizations or egos.  (Note: this is not to say that organizational and ego support cannot coexist, rather that agendas usually separate the two). 


This is where the profile of a dead end begins


Profile of a Dead EndDead-enders typically come to organizations, churches, ministries, etc. with agendas that are way too obvious.  This is their first mistake.  Organizations also have agendas; such is the very reason why groups of people organize in the first place.  People do not typically gather without reason.  This would almost be absurd.  However, the dead-ender seems to forget this point.  They think that they are aware of it, but their actions usually prove otherwise.  The worst of dead-enders totally disregard this organizational element, and the best of them at least attempt to demonstrate how their agendas are synchronized with those of the church, etc.  But both of them eventually fail because the organization’s agenda is ingrained within the culture of the group and such people eventually spot others who do not authentically share their interests.


At first these mismatched values are easy to mask behind the lingo of the overall Christian purposes –to save the lost, rescue the weary, heal the sick, train the people…  However, in due time this purpose must narrow on specific targets and that is where conflicts of interest arise. The result is subtle at first.  People of the ministry only begin to be a little suspicious which cause them to become a little more watchful of attitudes towards their defined targets.  Once suspicion is embraced, confidence and trust is compromised and flags are raised around their influentially.


Over time, as dead-enders fail to rise in credibility, influence over decisions, and persuasiveness, they begin to experience frustration.  At first the feeling of unfulfilled expectations is concealed and analyzed internally.  Much thought is given to the potential hindrances that prevent them from rising to the roles that will permit them to fulfill their purposes.


It is here that dead-enders begin to criticize the church’s leadership (organization, etc.) by defining perceived incompetence –while appreciating themselves for their undiscovered talents, skills, callings, or spiritual gifts.  From here they begin to see their circumstances as a sharp injustice.  This attitude soon begins to take shape externally, and they stop attempting to hide their feelings.  The more that they attend organizational functions, the more they fortify the ideas that God’s will is not being honored.  Here are a few examples how this attitude is expressed:


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