Why Mission Organizations Should Consider Hiring Part Time Mobilizers
When I first came home from the mission field, the pastor of my church soon began the process of leaving our church to begin working with a large mission board. His task at the board was to figure out how to mobilize over 40,000 churches to become more engaged with our mission board, which was an overwhelming idea. It did not take him long to discover that he needed help. There was no way the board could hire enough people to mobilize and serve all the churches who wanted to engage the field on a more personal level.
That is when he came up with the idea of finding volunteers in local churches and training them to help with this huge task. Most, if not all, of these leaders, were Mission Pastors already serving in local churches or were heavily engaged lay mission leaders who had the time to devote to this task. These leaders were deputized to act as surrogate mobilizers for the mission board, handling a broad array of mobilization efforts from talking to local churches, speaking in mission conferences, and anything else to help the board connect to and train churches and people.
For Christian mission organizations, there is always a challenge when trying to mobilize people from local churches to go to the nations.
With the idea of a broader reach of mission mobilization in mind, I would like to propose an idea whose time has come … again. The concept would be for mission-sending agencies to consider hiring fractional leaders from local churches who can help expand their work of securing missionaries and funds from local churches. I primarily speak of stateside leaders seeking to mobilize churches at home for mission agencies and missionaries overseas.
Reasons to Consider This Idea
1. Hiring Practices are Changing: It used to be that churches and mission organizations hired full-time employees for the tasks they needed to be carried out. If they could not afford a full-time person, they waited till they could or did not hire that position. Today is a whole new game. More churches and organizations are discovering the value of hiring fractional or part-time leaders to accomplish a task. It is not uncommon to find a church leader working part-time at a local church while working with a denominational entity or another non-profit.
For a better discussion on fractional leaders, click here.
2. Perception of Mission Organizations as Outsiders: Many churches perceive mission organizations as external entities primarily interested in financial contributions, fostering a transactional relationship. Hiring local church leaders who are already insiders as mission mobilizers shifts the perception from "outsider" to "trusted partner." These leaders embody a dual identity, bridging the gap between the church and mission organizations, reducing skepticism, and fostering genuine collaboration.
3. Lack of Church Experience Found in Mission Organizations: My experience has been that the stateside staff in most mission organizations consist primarily of former missionaries who, while deeply experienced in fieldwork, may not fully understand the unique dynamics of a church ministry. Church leaders bring experience and valuable insights into the nuances of church life. This would include working with the gatekeepers, understanding church committees, and getting in the door with church staff members. They can also tailor mission mobilization strategies to align with the realities and rhythms of church life, making these strategies more relevant and effective.
4. Established Church Networks: Church leaders have networks within and beyond their congregations, often extending to other church leaders, denominational structures, and community groups. These networks, built on trust and shared experience, enable swift and broad dissemination of mission-related information. Mission organizations can leverage these networks to mobilize for global missions in ways that purely external agencies cannot.
5. Peer Influence Among Church Leaders: Churches are more inclined to trust and listen to other church leaders regarding mission decisions and strategies. Part-time mission leaders who are active church leaders can advocate for mission involvement from within the church community. Their peer status lends credibility, making their recommendations more persuasive than those of mission organization representatives perceived as outsiders. I can say from my experience that when a mission board or a denominational leader comes calling, they usually want something from me or my church. I am likelier to trust a peer who understands my world and helps walk me into missional connections. This is what happened in my life, and I am a staunch advocate for that mission board 25 years later.
I would also add this: Weigh in = Buy in. The fact that I have been able to work with our mission board at various points and have some ability to weigh into what they are doing has created in me a passion to advocate for this mission board.
6. Knowledge of Church Context: Church leaders' practical knowledge about the inner workings of churches is invaluable. From understanding the budgetary process to navigating church politics, part-time mission leaders know how to communicate with church leadership and congregants effectively. This knowledge ensures that mission initiatives are well-received and seamlessly integrated into the church's existing structures and priorities.
7. Budget Considerations: Being able to hire part-time or fractional leaders can double, maybe even triple, a mission board mobilization output. By not having to pay retirement and all kinds of other fees, a considerable amount of money can be saved by a mission organization.
Incorporating part-time mission leaders who also serve in churches is a strategic approach for mission organizations. These individuals serve as conduits, translating the needs of mission organizations to churches and vice versa. By leveraging their unique position and insights, mission organizations can deepen church partnerships, align mission strategies with church contexts, and enhance the effectiveness of mission mobilization efforts. This bridge-building role makes them invaluable in fostering robust, authentic engagement between the church and mission fields.