While a missionary in Kenya, I was the managing editor of a large publishing house. Part of my responsibility was to train African writers in journalistic skills.
One morning, I gave an assignment to Joseph, a competent and promising writer. The people in the printing department had reserved time on the large presses to run the project later that afternoon. There was plenty of time for Joseph to get the assignment done.
An hour later, I noticed Joseph out of his office in the book store talking to an elderly man. I watched the conversation go on for almost two hours. Eventually I went out, pulled him aside and reminded him about the task I had given him. I told him about the expensive machinery that was scheduled to do the job. I must admit, I was rather firm about an employee taking his work time to talk with this elderly man.
Joseph gave me a bewildered look and said, “This old man got up at dawn, walked 20 miles to see me and to tell me about a family member who is dying in my home village. He needs my involvement because I am the leader in our clan. When we’re done, he has to walk home those 20 miles and needs to get there before dark because it is dangerous.”
Then he looked and asked me a pointed question. “Please tell me which is more important: this old man who is in need or the expensive machine in the printing department?”
It was a sobering question.
Some people see production and programs as more important than people and relationships. Others value people and relationships as more important than production and programs. It’s hard to find the balance.
Some leaders run over people. They are insensitive to the feelings of others and do whatever is necessary to get the job done, regardless of who gets hurt in the process. At the other extreme, some people are so sensitive to the people around them, they fail to accomplish anything.
Every day we face the tension between people and programs. Some of us lean in one direction; some of us lean in the other direction. Some are so determined to get a job done, they are insensitive to the needs of people around them. Others are lulled into inactivity by the fear of someone being offended or hurt.
Biblical church leaders found the balance between people or programs. The apostle Paul was goal oriented. He wanted to go to “the regions beyond.” He was single-minded saying, “This one thing I do.” But he was balanced. The last chapter in most of his letters is given to personal greetings and establishing strong relationships. He repeatedly mentioned the names of people who worked as his partners in the work of the gospel. He valued his friends. Even when writing great theological teachings and correcting issues in local churches, he took time to be relational. At the same time, he wasn’t so tied to his relationships that he couldn’t leave people to and do what needed to be done.
Whether we lean towards people or production, is often determined by our personalities and giftings. God uses our personalities to shape our ministries. But we must be careful not to be blind to the areas we are not so naturally inclined to do.
People who lean towards the production side need to recognize the importance of relationships. Ministry must always flow out of a heart of love. We need to love people, not just use them. Without love, Paul says we are “as sounding brass, or a tinkling cymbal.” (1 Corinthians 13:1).
People who lean towards the relationship side need to recognize we are called to ministry. Jesus told us to “work while it is day.” Paul called us “workers together. We must never allow our friendships to keep us from getting the job done.
Remember, it is not an either/or situation; both people and programs are important.
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