John Stott states in his book The Preacher’s Portrait that the metaphor of stewardship teaches us that the preacher does not supply his own message; he is supplied with it. Stott reminds us, however, that all Christian people are God’s stewards and that we have been entrusted with certain “goods”, not for our own benefit, but for the bless­ing of the entire household of God.

The parables of the talents illustrate the Christian’s responsibility to neither hoard nor waste; rather, we are to consider the gifts or goods God has placed in our hands. We are to improve them by seeking out opportunities. It is this practical Christian work, the work of administra­tion within the church, that this article focuses on.

So, what does it mean to “manage Christianly”?

Too often the world attempts to claim moral superiority over the church with business fads and protective legislation. In the corporate world “values-driven leader­ship” has now become a tired cliché. Such trends are often perversions of basic Christian principles.

Consider these “commandments” and “golden rule”.

• Remain directed toward purpose and meaning.
• Don’t let money, power or status con­sume you.
• Speak graciously.
• Rest and rejuvenate.
• Respect those with experience and maturity.
• Practice service, not malice.
• Show integrity and fidelity.
• Treat people fairly.
• Be sincere.
• Work hard.

Or, it pays to be as honest to others as you would have them be honest to you. Such principles may sound nice but they are a poor shadow of the ultimate business code of ethics which existed as early as the time of Pharaoh Amenhotep II, King of Egypt, around 1450 BC. We know them as the Ten Commandments (Ex. 20). First published on Mount Sinai, when the Lord spoke through his prophet, Moses, they represent a godly and outward-looking set of values rather than an inward, selfish set of ideals.

As Christians we have a better code than the world will ever dream up. The world wants a business value system with­out God. We must shun that notion in administering the affairs of the church and continually seek God’s leading and help in all that we do. We are to be wary of being unequally yoked with worldly values. For instance, we do not seek mere excellence but the glory of God.

We should be dealing with the trust that God has given us as only stewards in the household of God would do. We have a heavenly accountability — a higher stan­dard. We are not to emulate the world; instead, we are to consciously follow Christ’s example. As the creator of all human life and enterprise, he has given us a superior business model.

Staying focused and on target is one of the hardest battles we have in living the Christian life. It is no different in busi­ness, especially in the business of God’s church. The biggest trap is to try to do all that is good. It cannot be done. We often have to choose between the good and the best. Good strategy includes knowing what you are not going to do, and why. Being able to choose between a series of good alternatives is vital so that we can turn our face and effort toward that which is even better.

The apostle Paul had already pinned this issue down in the early church by AD 60. In Philippians 1:10 his prayer is that his readers “may be able to discern what is best”. He wants them to make excellent choices that are motivated by love, know­ledge and deep insight.

Even though the apostle’s focus is on spiritual matters, the point is well made. It’s relatively easy to avoid wasting time on the less fruitful or wrong things that are obvious. However, to accomplish the best things you have to make some hard choices. Often that means you will have to drop some things which are good. They may not be wrong in themselves but they may frustrate you in reaching your ulti­mate goal. It is important to learn how to trade-off good things for much better things — to stay on track. It’s OK to say “no” (nicely).

This principle is the foundation of all prioritisation, and it’s the hardest to prac­tise. It’s as true for achieving worthwhile Christian business goals as achieving per­sonal sanctification.

Jesus sets the standard of leadership. “But I am among you as one who serves” (Luke 22:27). This transforms the world’s flawed model. Without a motiva­tion to serve (Christ and others), leader­ship becomes self-serving. The organisa­tion we serve does not belong to us. If we cannot see that our serving and leading is about serving the Lord in the gospel, then we have lost our corporate reason for exis­tence.

Paul did not regard handling adminis­trative things as unimportant. He delighted to serve in such things. He says, in writing to the Corinthians,

we carry the offering, which we administer in order to honour the Lord himself and to show our eagerness to help. We want to avoid any criticism of the way we administer this liberal gift. For we are taking pains to do what is right, not only in the eyes of the Lord but also in the eyes of men. 2 Cor. 8:19b ff

Today, the word “administrator” sug­gests a limited approach to stewardship. An administrator might organise and con­trol. This is fairly reactive. Is it enough? A manager would plan as well. This is now becoming pro-active. It is like seeking the opportunity to make those talents grow.

A leader, on the other hand, exercises the desire to give meaning and direction through service. He also adds to all these activities by innovating — becoming a change agent for Christ.

Finally, an entrepreneur Christian steward will, in the eyes of the world, bear some personal risk. However, in the eyes of the church that risk is really faith exer­cised in prayerful trust. It is not acting unsafely, but rather courageously.

Christian managers will put the Bible ahead of tradition, faith ahead of bureaucracy and the Spirit ahead of meet­ings. We need fewer office-bearers and committee members and more entrepreneurs for God; those who will thought­fully plan, lead and control on the basis of God’s promises as well as bring about change and accept full responsibility.

Jethro (one of the earliest business consultants) gave some perceptive advice to his son-in-law. He told Moses how to better organise and delegate things; to think imaginatively and to lead by involving others in servanthood. He recom­mended a management structure for resolving problems. Moses listened to his father-in-law and implemented the plan (Ex. 18:13-27). This event was just two chapters before receiving the perfect code of ethics for running society (let alone an organisation).

Moses traded off doing something good, and which he could do well namely, making judicial decisions — in preparation for doing something much more important: that which was best.

Action based on knowledge is superior to procrastination, but action flavoured with wisdom is always better. Proverbs tells us that the basis of wisdom is the fear of the Lord. Augustine is helpful in explaining the dif­ference between wisdom and knowledge. In commenting on Job’s words, “The fear of the Lord — that is wisdom, and to shun evil is understanding” (28:28), he sees piety as different from knowing. Augustine observed: “In thus distinguish­ing, it must be understood that wisdom belongs to contemplation, knowledge to action.”

A Christian manager seeks not only to act with the available knowledge, but also finds time to ponder God’s view of that action. That is the fundamental dif­ference between secular management and wise Christian stewardship — time­less information integrated with timely information. He courageously wise manager is a thoughtful and contemplative man­ager. Contemplation seasoned from a per­sonal relationship with God through prayer and his written Word will help wise decision-making.

My personal business mission has been “To provide meaning in the context of ser­vice while avoiding the distractions”. In other words, what is the purposeful (king­dom) focus in any endeavour? How “other-centred” are things operationally? Are things on track for delivering what I committed to?

These biblical priorities have helped me over the past 10 years in corporate life and in every kind of endeavour. Yet it’s always a struggle. Foremost among the texts that have played an influential role in shaping my understanding of Christian manage­ment have been these: “do not be foolish, but understand” (Eph. 5:17), “serve wholeheartedly” (Eph. 6:7), and “discern what is best” (Phil. 1:10). They seem to sum up the chief requirements of those who are required to exercise a faithful stewardship under God.