Officers - “The shrinking pool”

Kathie Chiu wonders where the officers have gone

“Hey, did you hear who is going into Miracle Valley?” I asked.

“Yeah, it’s a retired officer.” My colleague replied.

“Hey,” I later said to my officer friend on the phone, “there are some retired officers going into some of the ministry units here in BC [British Columbia, Canada].”

“Yeah, same here in our division too; a few appointments have retired officers going in to them,” She informed me.

What is going on? Not that I have a problem with retired officers coming back to work. That isn’t the issue. The issue is that there aren’t enough officers to fill all the appointments.

What’s up with that?

The pool is shrinking. Where have all the leaders gone? Surely there are qualified men and women officers to take on the challenge that these leadership roles present? Apparently not.

Is this just a problem of not enough officers? If so, where did they all go? I have met quite a few promising officer leaders over the years. Sadly, many of them have left the Army and have gone on to other things. We all know an officer or two who has left-yes, left, departed, took early retirement and shouted hasta la vista on the way out. What happened? Some of these leaders are also married women who not only have the know-how; they have no less experience than some of the married men officers who’ve been given greater leadership roles.

Whenever I’ve broached this subject with our leaders, I often hear, “Well, not everyone chooses to leave…” It leaves you with the impression that some were asked to resign. It might be so. However, it also begs the question, why? What happened to people who showed so much promise, so much potential, to just suddenly pack it in? Or was it so sudden?

I’ve tried to keep in touch with as many as many friends as I can who are former officers. As diverse as the issues are surrounding their departure, there is a common thread that runs through it all-each seemed to have the perception that there was a lack of appreciation for a wonderful and precious resource of human ingenuity and talent. A bit too harsh? I’m not sure. An officer colleague who is currently in leadership said this: “We’ve learned how to treat our employees as human resources, to appreciate and use carefully. However, we see and treat officers as assets. Something we own.”

The problem with officer recruitment and retention seems to be that officers are not employees. And I’m not sure that’s a bad thing. I kind of like my covenant relationship with God and The Salvation Army. I also have a covenant relationship with my husband too, but I don’t want him to treat me like he treats everyone else. I’m special to him and I want his treatment of me to reflect that special relationship. I’m certainly not going to be happy if he takes me for granted, makes decisions on my behalf or gives his time and attention to everyone else around him and forgets me.

We don’t treat officers like they’re special to us. We don’t show them our appreciation. We don’t feel the need to reward them financially or with better benefits because, well, officers aren’t in it for the money, right? And we certainly haven’t always provided them with the resources they need for leadership development, specifically mentoring and coaching. While we’re at the issue of coaching, how about coming alongside an officer and letting them know when they’re not doing well and coaching them on how to improve at what they’re doing? I’m glad to hear that recently the current leadership is beginning to provide this.

We also do not have gender equality, especially where married women officers are concerned, within the ranks. Married women have not historically been considered for leadership and the Army’s been very slow to do something about that (see Danielle Strickland’s Married Women Officer Rant).

But the bottom line is that, male or female, many officers are not “feeling the love.” And the result is that many who possess unique leadership qualities are weeding themselves out of the officer force. They’re smart, they’re bold and they don’t like to be restrained by rules they see as restrictive and controlling. Some years ago, I knew an officer who was constantly frustrated with decisions that were made at the DHQ level about his appointment and community work that drove him nuts. He was a very smart man with an IQ over 140. He was denied the opportunity to pursue his Masters Degree. He could often see a problem and identify the solution very quickly, but he would get frustrated with the speed at which the monolith moved. He would speak his mind, which wasn’t appreciated at all, pointing out the deficiencies at the divisional and territorial level. Well, who wants to hear that? He was labelled a troublemaker. A whiner. He left and is now successfully working in a different field-and he finally got his master’s degree.

There are a lot of stories out there, for sure. And yes, someone will point out that we don’t know all the details behind the story. True. However, where was the godly leadership that let things go that far? Where was the mentoring? Where was the spiritual guidance? Career development? Leadership coaching?

Recently, a young couple told me that they had thought of pursuing officership but had decided not to at this time. I asked why. “We see the way the Army treats its officers. It’s not that we care about the financial aspect of it. It’s just that officers are just not appreciated for the work they do, and they do a lot.”

This year, when we were preparing to do our budget, I gave the guidelines to the business manager. She was not surprised that she had to go back in and change the cost of living adjustment down from 3% like all the other employees to 1.7% for ours. For me, the money didn’t matter at all. My husband and I have often sacrificed certain benefits (like conferences or quarter’s furnishings) for the sake of the ministry. However, the cynical look she gave me told me what she thought. “They don’t even ask you if you mind,” she said. I could give her the spiel that I knew this when I signed on, that I trust my leaders, etc. However, I’m not sure it would make a difference. She sees it through a 21st century lens-not a 19th century lens.

As an organization, we’ve made some mistakes in how we recruit, train and keep officers. What can we do to change? I don’t have all the answers, but I do know this: If we don’t change the culture that sees officers as assets and not as a resource to take care of and not squander, we will continue to have an ever shrinking pool of officer leaders.

Writer: Along with her husband Ed, Kathie Chiu has been the corps officer of Mountain View Community Church and is the Executive Director of The Caring Place ministries which includes a shelter, transitional housing and community programs, located in British Columbia, Canada. Kathie has five children and by June 2009 will have eight grandchildren. For over two years she has been writing a monthly column for Salvationist.ca called Just Between Us and right now is working on a blogazine called Full Potential to help equip leaders for ministry. Her passions include building and equipping others for ministry and writing, knitting and especially her family.

Wednesday, March 18th, 2009 Think

41 Comments to Officers - “The shrinking pool”

Doesn’t training perpetuate that mindset as well? It’s a two-year machine that churns out “doers” to perform their function in the larger machine. Everyone is trained the same (and only by people who were trained in the same place).

The more I look at officership, the more I realize that specialization is squashed and discouraged.

As a young Salvationist in Seminary (Gordon-Conwell), I ask: PLEASE lose the “generalist” or “Renaissance Man” philosophy of officership. We could have highly educated people in Counseling, Biblical Theology, NT and OT Theology, Systematics, Ministry of the Church, Educational Ministries, Biblical Languages, etc.

But NONE of them will fit well in officership. I know; I am a Biblical Languages student and I DON’T fit officership as it is now. My hope is to go to training. I want to go. But I don’t have a clue how it’s all going to work out.

David Witthoff on March 18th, 2009

This article is sincere and thought-provoking, and has about it the ring of truth which might hopefully engender some serious research and study. Part of the answer might be found in a professional, objective survey of officer retirees over the last several years (including early retirements and resignations). It would be well worth the cost and could provide a significant dimension of a self-reflective, life-giving process in The Salvation Army.

Jim Ellis (retired officer) on March 18th, 2009

It’s funny. I was just thinking this today, not only in terms of officers, but in terms of soldiers and Army personnel in general.

While I am grateful for the benefits of growing up in the Army, I saw my parents (officers) - though they made scarce mention of it growing up - struggle through some very difficult times financially. When the Army is so rich in financial resources, is there really room for this kind of treatment?

I don’t even think it’s necessarily that we need to have a 21st century mentality about it vs. a 19th century mentality. We need to have a BIBLICAL mentality about it! The New Testament is replete with exhortations to care for the flock(s) entrusted to us - are not officers in some sense the flock entrusted to Salvation Army leadership?

Jeremiah on March 18th, 2009

I agree with the idea of a survey - even of officers who have ‘deserted the ranks’ as the saying goes.

I left officership about 6 1/2 years ago. In my session, there are only 5 out of 18 still in officership. We were commissioned in 1996 so we are all quite young.

In the Australian Eastern Territory, there is a very high standard to get into officership - many are not accepted into training. For many, this is a good thing. For others, I wonder. We do come out with a degree through the Sydney College of Divinity.

You are right that there are many reasons why people either leave or are asked to leave. I think of Chick Yuill - a real loss to the ‘Army. I think of my home territory where there has been a lot of injustice within the ‘Army ranks, and as a result, a lot of officers are disillusioned or truly sickened by what is going on they are forced to leave to maintain their integrity. Some are asked to leave because of their own ‘failings’ or ’sins’. Some are forced to leave because they have gone well beyond being ‘burned out’ to the point of severe mental illness and/or physical illness. I think of an officer who was found wondering down the highway from his appointment in his pyjamas muttering over and over again ‘I’m getting out of here. I can’t handle it anymore. I’m going home.’ I can rattle off a whole lot of horror stories that should never have happened if leadership claimed just a modicom of careing and understanding - at the very least - half the level one sees in the secular world.

There are many reasons why people leave. We may not know the reasons for a lot of these due to legal actions pending either against the former officer or against the ‘Army. We may not know the reasons for others because we do not want to know the reasons - because it challenges us to our core about our beliefs etc.

I’m only young - but what I have seen in the ‘Army will prevent me from entering an Army hall again for some years at least (if not the rest of my life).

When I left, I found it very difficult to find work because as far as the Government and employers were concerned, I had been ‘unemployed’ for the previous 8 years with no explaination. I had to start from the bottom like an office junior - answering to teenagers.

There are lots of reasons why officers leave. I do think and have always thought that a serious - posibly independant - review would do wonders for the ‘Army. It would be difficult I think for the ‘Army to read it, but I think very much needed. But this would only work if leaders read it and did not ‘make excuses’ why they shouldn’t implement suggested changes.

Graeme.

Graeme Randall on March 19th, 2009

Bravo Kathie! At last someone has had the guts to open the Pandora’s box of officership. I’m hoping this will be the beginning of a vigorous debate about the SA “Engine Room” - the officers.

As a good Sallie boy I’ve accepted the good officers with the bad at our corps, but worked hard at keeping an overall respect for most officers that came our way. That was until I started working more closely with officers and lifting the veil of the inner sanctum of that SA mystery of mysteries - officership.

Some of aspects of what I have observed of “officer culture” chill me to the bone and frankly leave me deeply concerned about the future of our movement.

It’s the secret silence that’s the killer and an attitude that sometimes allows bullying, shunning, sexism or prejudice in order to maintain a facade of calm, status quo, or a sense of “oh well, the Lord knows what he’s doing”.

A culture that continues to put unsuitable people into appointments that are way beyond them, their personalities or talent set and crosses fingers that too much damage isn’t done.

I see so many of my officer friends who are torn between a burden of faithfulness and the injustice (see Graeme above)of not being able to speak the truth freely without being punished (and aren’t there so many ways an officer can be punished!)or gaining a reputation as a troublemaker.

I see officers who are passionate, caring of their flock and even Christlike in their every moment who are accused of working “too hard” or “breaching their boundaries”. I see others who are lazy, ineffective, selfish, uncommitted and downright dangerous.

What do we do about it? Well, not much because we have learned that this is a no-go area. Skinner identified it as “learned helplessness”.

This is not a healthy situation, so let’s do some frank and serious navel-gazing and allow ourselves to be the people of the truth that we are called to be. LONDON, WE HAVE A PROBLEM!

Bruce Redman on March 19th, 2009

I am a “former” as I prefer to be known. Still an active Salvationist, a local officer and an employee. Through 4 decades and 3 territories experience, I can point out 2 things that seem a constant in explaining some of our on-going problems: DC’s who will not close small, ineffective corps, who if they were businesses would have to declare bankruptcy, and the constant moving of officers. We have stopped making the hard decisions - about people, money, vision - because we’ll just move in 2 or 3 years, and it’s easier to just “work around it”, and because we know that there is a good chance that the next officer will come in and undo or change whatever we worked on. We have an on-going agenda item here on our soldiers committee regarding officers who come into town bringing their “vision” that may not be the vision of the soldiers or even good for the long term health of the corps, but it will always rule the day. (one explanation for losing soldiers is that they too feel as though they have no voice).
As to the money issue (regarding payment to officers) - I too complained about how little my pay was until I had to pay for my own car repairs, insurance, and heating bill. I am ashamed of how I belly-ached about my compensation to my employees when what I was paying them kept them just above the poverty line.

Sheila Livingston on March 19th, 2009

This is a piece that has the potential to really open a can of worms…should the right people dare to read it. The time has come for the Army to put aside the “paternal” approach to leadership. Those officers who are in leadership positions cannot expect to act as though they are the parents of other officers. By and large, new and potential officers today have better education and more outside experience than their counterparts of even two decades ago. Yet, administration continues to spoon-feed and decide what’s best for each officer, despite the individual’s gifts, passions and goals - for the most part.

Phrases like, “Bloom where you’re planted;” or “transferrable skills” need to be removed from our vocabulary. Until my current appointment, I was in a position for which I had the education, experience & passion. But because “someone” thought I needed a more rounded experience, I was moved into a position I know nothing about for the sake of expanding my horizons.

Now, I’m not naive enough to believe that there is absolutely no value to what I am currently doing. I have found areas in which I can make a difference and learn some new things. But I often wonder if the pain and frustration is worth it. I know that I’m more tolerant than other and can put up with a little discomfort if it will benefit the greater good. But a potential candidate can’t be recruited successfully by using my experience as an example of officership.

There is one other piece to this puzzle that helps me endure my current situation. It is no secret that my wife was needed and is qualified for her current appointment. So, I’m willing to “take one for the team” and accept a secondary appointment for her sake and the sake of other married female officers in our Army. For too long, the wife has been forced to accept a secondary role to her husband because he was needed for a specific appointment. Or, in more archaic situations, the husband is considered for the primary role, solely based on his gender. I have not been silent on this issue throughout my officership, and I am glad to put my money where my mouth is to show that I truly believe in this.

But again, to those in the younger generations who could be officership potentials, this is not a satisfactory selling point. In fact, this should not even be an issue!

I may be putting my neck on the chopping block for even engaging in this discussion, but I believe that it needs to be talked about. We need rational, level-headed discussion on all levels.

Rob on March 19th, 2009

It has opened a can of worms. But from experience - this topic always does.

I commented earlier about ‘injustice’ etc. I thought (if I may) I would comment on the ‘pay’ part.

I think the issue is ‘disposable income’. I did a brief analysis a couple of years after I left officership, and what I discovered did surprise me a little in some ways, but not others.

In Sydney (where I left officership from and where I lived until recently), I compared rent prices to the standard of Quarters most officers have in Sydney, their other ‘benefits’ etc. I discovered that to maintain that same ’standard of house and benefits’ etc., in the secular world, one would have to be on a GROSS income (given the tax schedule in Australia) of around $200,000.00 a year. Yet the same comparison done in country appointments (which I also had), yields a gross income figure of around $25,000.00 per year.

Part of the discrepency is around the standard of quarters and welfare of officers between city and country appointments. In the city, quarters are quite ‘luxurious’ (if I can use that word). But…. to give an example, I’ll recount a story of one of my country quarters.

My first sunday, two homeleaguers came to me with a smile on their face (knowing that the previous night had been a bad storm), said ‘Lieutenant. Did you have enough pots and pans last night?’ You see, it tunred out that my quarters leaked like a sieve - literally. There was nowhere I could position my bed so it didn’t get saturated with the leaking rain, and when I sat in the loungeroom, everytime a gust of wind came, I could see starlight between the wall and the ceiling (I must admit - it did wonders for my prayer life - LOL). I fought tooth and nail to be allowed to rent a quarters that was OK. I was initially told that as a single officer, I don’t have the same needs as married officers so I should be OK with the quarters I was in. I was eventually allowed to rent a quarters, but that put the corps into severe deficit, and DHQ would not give me funding because ‘it was your fault the corps was in deficit - you fix it’. It meant I often went without being able to draw my salary - and often relied on ‘pastoral visits’ to get my main meal for the day.

You think married women officers have a bad time - try being a single officer!

The other point I would make is that in city appointments, many officers I know would not ‘choose’ their current quarters, or car, etc. When I left, I found a place I could rent that suited me, and my budget (of $35,000.00 a year - not $200,000.00 a year). So officers do have a lack of ‘disposable income’. Given the choice, I’m sure most officers would choose to spend their money differently.

There is also the issue of not having a choice in furnishings or other decisions about living. All this means that officer children don’t get the same things that other children do and face their own problems with having officer parents (that I think is another post - but one that really needs to be looked at).

I might post again about OK’s (officer kids).

Yours in Christ

Graeme.

Graeme Randall on March 20th, 2009

Wow! I really did open a can of worms! However, this subject is the “elephant in the room” at many events that talk of officer recruitment. Some of you have shared some amazing stories and I laughed out loud at Graeme’s first quarters experience!

Let me say something though - although all this is reality for many officers and we all know it’s happening and it seems like it’s hopeless, it’s not. It just means that you have to really know what you’re getting into when you sign up. You need to know the truth. There was one DC that came to speak to us at CFOT and he said “the SA won’t always treat you fairly. Be prepared.” Ed and I did prepare - we knew that it was God we were serving. Many times we went for a walk around the block during our training days and reminded ourselves that “they can only tell us what to do because we let them.” It got us through in one piece - mentally and emotionally that is.

You have to have a strong faith and be able to see clearly where God is leading you. Does it mean you stay to the bitter end? Obviously, not for some officers. Many have left with no hard feelings and have just moved on.

What a shame it has to be that way. Let’s hope that the dialogue continues in a positive way and that the current leadership is given wisdom and courage to get to the heart of the matter.

Kathie Chiu

Kathie Chiu on March 20th, 2009

As someone who is not an officer, but who does feel called to officership, I guess my two cents would be:

as a young person, (specifically in the Canada Bermuda Territory) and I’m not alone in this, as I’ve talked to a lot of young potential candidates about this issue, we see the declining interest in officership going hand in hand with the army’s seeming carelessness for authentic youth work, and the raising up of potential leaders. We’re good at throwing on our annual Youth Retreats, and Youth Councils, and doing the Emotional Devotionals, but when it comes down to authentically mentoring young people, taking an interest in them, their passions, their giftings, etc. BEFORE they hand in their candidacy papers, well that there seems to be where we’ve dropped the ball. So for the few of us who’ve pulled ourselves through the mundane “youth work” being done throughout the Territory (I’m generalizing of course) despite having seen no interest taking in us personally, are ready to take that next step. However we’ve also seen, yet again, our generation, much like the generations before, and the generations after, if nothing changes, fall away and with that a number of potentially amazing officers go with them.

A young potential candidates perspective.

chris on March 21st, 2009

Chris, I think you may be onto something. The more professionalised officership becomes (and ministry/social work for that matter) the less authentic the community and the care is.
I’ve been an officer for 14 years now, and I’ve rarely been invited over to another officer’s home for dinner. In almost every situation I’ve initiated relationships with other officers - recognizing the need in all of us for authentic friendship and genuine care. I’m better for it - but I wonder if a survey will work? Is it pay (it seems the more we get the unhappier we become) is it appointments (long ones/short ones - they both have their times), is it leadership (I’ve had amazing and poor leaders - they come and go). When you have to hire people to do pastoral care you’ve got some idea of the problem - we don’t care for one another. This isn’t something the ‘army’ can do for anyone… we are the ‘army’. I’ve been through some tough times with other officers who have left, de-railed on the SA leadership track - and it’s been a mixture of systemic failings, injustices, personal failures and ineptitude - but the larger point isn’t whether they stay or go or leave or come - it’s whether anyone notices - whether it matters - whether anyone even cares… that’s the real problem. We don’t care for each other - we don’t love one another.
And that isn’t a system issue - that’s a personal one - it’s up to me. So, can we find the time, inclination, opportunities to really care for one another? I think that will determine the future of officership much more than any adjustment to the system will.
just some thoughts.
Danielle

Danielle Strickland on March 22nd, 2009

Danielle -

This is an epidemic! It has boggled my mind for years why officers have a difficult time opening up to each other. It is like pulling teeth to go deeper than the twice a year Officers’ Councils kind of relationship.

Here is our new appointment, Amy and I are very intentional about reaching out to other officers - mostly for our own sanity, but have come to discover that those who reach back need the care too.

Rob on March 22nd, 2009

Danielle,

What do you mean by professionalism when you make a link between it and less authenticity in ministry?

David Witthoff on March 22nd, 2009

They’re not just some thoughts Danielle they’re excellent thoughts.

Grant

Grant on March 22nd, 2009

I totally agree with Danielle on this. We just don’t care for one another enough. Whether or not its competition or a difference in ministry styles or whatever, some officers tend to isolate themselves from others who are potentially feeling the same way.

One of the problems that I have stuggled with is the busyness of our lives, the distance between ourselves and other officers and family pressures. When we were first in Vancouver, we were close to the city and were surrounded by other officers. We got together frequently with several other officer couples, however, one by one they were moved away - then we were moved out of the city. Since then, it’s been tough to keep up with others.

One officer couple not far from us started a monthly get together where we could support one another and pray for each other - but many times we miss out on it because of appointment commitments. It’s sad.

But lets go back to the idea of “caring” about each other. We’re in a covenant relationship, and perhaps by extension we are all, therefore, covenented together. By way of this covenanted relationship we are bound to care for each other. How do we do that? From the leadership it must come in a variety of ways - is it financial? No, it’s not about money. It’s about respect and caring treatment by those who lead our organization. On the front lines, I’ve often seen officers care for each other. However, from some leadership there has often been a lack of care.

From a personal point of view, we haven’t always been cared for by leaders. We have, however, been fortunate to have some very caring leaders and that loving care has given us wings to fly in ministry. When it is absent, we feel left alone and our ministry load becomes burdensome. I can live without lots of money, I can’t live without care and love.

Great point, Danielle. God is love. Let’s live in love.

kathie

Kathie Chiu on March 23rd, 2009

Thanks for starting us on this Kathie. Good friends and session mates of ours recently left the work and I feel sad, even lonley that they’re no longer officers. On the one hand, it’s kind of silly of me to feel this way, (they’re still good friends and they still love and serve Jesus) but on the other hand there really is somthing serious going on here.

After reading the comments, two things have jumped out at me: First of all, you said it well Kathie:
“They’re smart, they’re bold and they don’t like to be restrained by rules they see as restrictive and controlling.” When will officers in DHQ and THQ realize how insulting they (or the system?) are to front line officers? We still have to ask “permission” for the simplest of things and are expected to just wait for headquarters to get back to us.

Of course I’ve heard it said “April, you have to understand our system… not all officers can be trusted to make good decisions and we need to be careful…” Hmm. So, good and intelligent and capable officers are having their hands held as tightly as the officers who, perhaps, don’t really know what they’re doing?

The second thing that hits home for me is Danielle’s comment on the buck stopping with me when it comes to loving each other. Interestingly, David and I have just suggested a monthly get together in our home for Paris city officers as a time to encourage each other, a time to worship in a “safe” and comfortable atmosphere and simply a time to enjoy each other. So far, the response back has been guarded… this is a very big city! And we’re all so busy… good point. But I’m feeling quite lonely these days.

Thanks for the discussion. Who knows where it will all go?

April McNeilly on March 23rd, 2009

You have no idea how good it was to read this today. I am struggling so much as an officer right now and am worried about where my thinking is going. I want so much to serve God through the Army - however sometimes leadership makes it impossible! I want to be challenged in the area of leadership and I want to reach for the stars and be the person God intended me to me. It’s sad to think that I may not be able to do that in the Army!

Sandy on March 23rd, 2009

I feel like I need to add more to this discussion. I’ve always operated from the premise that rather than jump ship, I should remain and help turn the boat around. Why complain if I can’t offer any alternatives?

That being said, I don’t disparage those who feel compelled to walk away, hopefully retaining some semblance of sanity and dignity. Shame on us if we shoot our wounded! We ought to care for the soldiers (officers) in the trenches as much, if not more than we do for the lost.

Rob on March 24th, 2009

Hey Kathie thanks for having the courage to raise this issue.
You have brought to our attention one of the greatest failings on the part of the Salvation Army these days. Are there qualified younger officers to fill the leadership requirements of the Army? Not many! Why? I believe that the reason can be found amongst the current leadership of the Army. The Salvation Army these days seems to be divided into two very different camps. In the one camp are those who hold the most senior positions of leadership, while in the other are those who are filled with new ideas and fresh vision for the ministry that they feel God has called them to within the Salvation Army. From what I have been able to observe those who are in the senior leadership roles view those with fresh ideas as being upstarts whom they feel are in need of correction and discipline. The feeling appears to be that “you can’t do ministry that way, because that is not how things are done within the Army”. The Army today seems to have taken the form of an autocracy, where those who will not conform are condemned as radicals and asked to leave. It appears that there is no place within the Army for fresh ideas. Jesus said that those who wanted to be leaders amongst his followers should be the slave of them all. Please read Mark chapter 10 verses 42 - 45. When was the last time that you heard of, or saw one of your leaders serving you in this way. I am sorry to say that many within the Salvation Army leadership appear to be showing that their leadership is more in line with the business world. Where those who are least serve those who are greater. What about following the example of Jesus? He spent time to disciple his followers and when sending them out to minister, sent them out in pairs. No one was sent out to minister alone.

Secondly, I think that the Salvation Army as an organization is in the process of dying. When William Booth first founded the Christian Mission it was in response to the aching within his heart for the many people he saw who were outcasts of the churches in his day. Indeed he felt a particular calling to minister to those whom were being ignored by the churches of the day. However the Salvation Army is far different today than it was then. The Army in many places has become socially acceptable and respectable. Most Salvation Army corps would be horrified if an alcoholic or drug addict walked in off the streets and interrupted the morning meeting. Many corps are mired down in the traditional way of doing things and therefore are not attracting many new people. As just a simple example take the music that is played in most Salvation Army churches. When William Booth started the Christian Mission a lot of the music that he used to reach out to the people was the music that could be found in the bars of that day. He took that music and changed the lyrics to present the truths of the Christian gospel. When was the last time that you entered a Salvation Army service and heard music that sounded remotely like any thing that people might hear played on a contemporary radio station, never mind something that might be heard in a bar? If the Salvation Army churches are not growing where do we suppose that the leaders of the future will come from?

Thirdly, in response to Chris, the young potential candidate I just want to say that I sense his frustration and I empathize. From what I have observed you are correct in what you have to say about your initial stages of expressing interest in officership. I don’t wish to be the bearer of bad news but it is my opinion that the Candidates Fellowship within the Salvation Army is a very bad joke. There is, as you have stated, no mentorship of young people and no follow up most of the time either. It seems that once you sign on as a member of the Candidates Fellowship you are forgotten or simply cast aside until such time as you actually begin the process of filing for your candidacy papers. If the Army is concerned about the lack of potential officers it doesn’t make any sense why they aren’t doing a better job of coming alongside of those who express an interest in serving as officers. Even if those who express that interest aren’t considered prime candidates, there should be a mentorship process in place that will help those young people and their leaders determine if they are suitable to serve as officers one day. Please read 1 Samuel chapter 16 verse 7.

Fourthly, reguarding Danielle Strickland’s comment on March 22, 2009. The issue of our caring for one another is pivotal. This applies not only to those who are officers but also to all of us who follow Christ. Jesus has given us the command to love one another. Indeed he said that it was our love for one another that would be the proof of our being his disciples. Please read John chapter 13 verses 34- 35. We can’t have a deep love for someone unless we make the time to know them. We to often focus on other things within the church. It seems to me that we have taken the message of Jesus and made it really complicated. We have made ministry about so many other things. I think we would do well to get back to the truth found in 1 Corinthians chapter 13 verses 1 - 3. I heard an interview the other day with a Mr. Frank Viola who has written what sound like two very amazing books. One is titled “Pagan Christianity” written with Mr. George Barna and the other one is titled “Reimagining Church” these sound like excellent books which appear to address this very issue. Personally I plan to purchase these books and read them as soon as I possibly can.

Lastly, if you have read all my comments to this point congratulations. Please don’t think of me as a hater. I realize that many of my comments are generalizations. I do believe that there are some within the ranks of officership in the Salvation Army who are doing all that they can to bring about change for the benefit for the people they serve and the glory of their Lord. Unfortunately, It appears that a lot of the time their efforts are thwarted by those in authority above them. I still believe that there is hope for the future of the Army but it will require great courage and many changes. If those who have been given the responsibility for the future direction of the Army are unwilling to embrace change, than I am afraid that there may not be a future for the Salvation Army.

Chris Woodburn on March 24th, 2009

“Organizations have a nasty habit of becoming institutions. And institutions have this great tendency to fade into irrelevance. Movements become monuments. Inspiration becomes institution. The tragedy of this often-repeated story is that the older an organization gets, the less room there is for the entrepreneurially gifted” (Hanz Finzel, The Top Ten Mistakes Leaders Make, page 67).

It is unfortunate that nonconformist is the new name for creative, and dissenter is the new title for visionary in aging organizations. William Booth was no doubt defined by those more negative titles when he left his post as an evangelist to start the ministry that would become The Salvation Army. But, maybe the days of Kingdom building have been replaced by Army preserving. Anyone not interested in holding up the monument need not apply.

And maybe I’m wrong.

Blessings,
Johnny

Johnny Gainey on March 24th, 2009

The energy, honesty, vulnerability, and willingness to offer challenge which seemed to characterize this column and which issued in some helpful reflections seems to suddenly have collapsed near the end of March. I am wondering why.

Jim Ellis on May 7th, 2009

The activity on this particular subject is very telling indeed, and those sitting on the various Army thrones today should be paying attention, proactively, to these cyberspace reverberations. Thanks, Kathie for pricking our conscience again. Were I still on one of those thrones there would be a taskforce in the making immediately. The best I can do now is to write about it, which I have done extensively elsewhere. This matter is so important and so critical that it shouldn’t be allowed to fade into cyberspace. So let me proactively practice what I preach and send this link to a few well-placed throne sitters, whilst at the same time resurrecting, updating and publishing a few of those “elsewhere” writings. Stay tuned.

Joe Noland on May 8th, 2009

Thanks, Joe! It’s a very sensitive subject and like any elephant in the room when officers gather, not one that some like mentioned. Some officers that I know don’t like when someone brings these things to light. I’ve been told that I’m far too outspoken and accused of being “rough around the edges,” however, when we’re with each other, we should be able to be open and honest in love with each other.

If you think these comments have been telling, you should see the personal emails that I’ve received since this article was published. So many injured from “friendly fire.” It’s led me to another thought that I’m praying through right now that has sprung from all of this. A covenant is something that we all sign with God when we become officers, but it is the army that is the vehicle that God uses to carry out that covenant. Too often God must fulfill that covenant through other vehicles. Why? That’s what I’m exploring. I’m sure Stephen Court will end up wading into that one and I hope so, he’s so well versed in covenant theology.

As a leader in our army I would love to pose some questions to you and get your thoughts for my next article. These are important times because the army is going through massive changes. There are some reverberations happening, some positive, some negative. It will be interesting to see how it all falls into place. I believe we are at a crossroads right now. As the leadership considers their next step towards change, it will be interesting to see if and how things come together.

grace… Kathie

Kathie Chiu on May 8th, 2009

I have been told by one officer, “If you don’t like the way things are, then why don’t you leave?”

The Army is coming down the other side of the organizational hill and is unwilling to start a new one. Unfortunately, The Army also places company men and women in places of higher leadership. By company men and women, I mean those who have completely bought into the status quo and enjoy the smooth sailing that “no change” allows.

As one wise person said, “Even if you’re doing the right thing, if you stand still you will get ran over.” The status quo mentality is a “my time” mentality that does not see anything past the active service of the individual who is making the rules. As long as we ignore the responsibility to plan for future generations, we lack the visionary passion to care for anyone beyond ourselves and our own personal, generational likes.

In the end, The Army will become just another shadow of what it once was, and looked upon as a cute little thing from the past. “Awe, aren’t they cute. I wonder if they make their own cute, little suits. What is it they do again?”

Officers with vision are often seen as a threat, because too many in leadership are more interested in preserving the form than the meaning. And just like our songbooks, in order to preserve form, you have to preserve the language. And the language of The Army is covered in past achievements and programmatic ministry that even the most conservative, fundamentalist Baptist churches have stopped doing in many places.

We are falling way behind the curve, talking about cell group ministries and web ministries as if they just started yesterday, and offering new forms of ministry that are really just used as doors to the same old programs. Not only is this manipulative, but it is wearing out corps officers who recognize the effectiveness of new forms of ministry and have to do both in order to please the Lord and please The Army.

Blessings,
Johnny

Johnny Gainey on May 8th, 2009

“Officers with vision are often seen as a threat, because too many in leadership are more interested in preserving the form than the meaning. And just like our songbooks, in order to preserve form, you have to preserve the language. And the language of The Army is covered in past achievements and programmatic ministry that even the most conservative, fundamentalist Baptist churches have stopped doing in many places.”

Wow, thanks, Johnny. I know this isn’t directly related to the post at hand, but I’ve been talking to some friends in the Army lately about the songbook and our music. I was in a chapel meeting the other day at a certain Territorial Headquarters. The music that was used was straight from the songbook - outdated language and outdated melodies. I really do think William Booth would be rolling over in his grave. We have taken what used to be cutting edge and institutionalized it. A friend said to me after the chapel that he felt embarrassed to know that there were interns in the building within earshot of the “service” - “Is this really what we want to communicate that the Army is about?”

On this point alone - and I love what you said about planning for future generations - we need a complete revamp of our music and creative arts “forces”. Even our “contemporary” groups are using songs and methods 10 or 15 years behind the times. We need fresh approaches, fresh sounds, fresh forms, fresh methods….

I remember being at a songwriters’ retreat last year where one of the presenters said that it is not enough for us to merely “revamp” old hymns (substitute songbook songs) or even to write music to the words of Scripture. We need to digest the truth(s) of Scripture and really wrestle with the ideas contained in these songs so that we can be create new and relevant expressions of the good news, expressions that relate truth in “now” terms and forms.

Thanks, again.

Jeremiah on May 9th, 2009

I don’t think it’s entirely accurate to place blame on the music in The Salvation Army. Throughout the Army world there are many varieties of excellent musical standards - from brass band and choirs (which are relevant in certain geographical locales) to praise bands to gospel to country. Music is music and if it is to be tolerated and accepted, then it needs to be “performed” to the best of one’s ability. In the world around us there are many veins of music that are not dead even though they may be hundreds of years old. Classical music is not dead and in fact is probably stronger than ever. The key is to be relevant (a word that I really don’t like using) in whatever setting you happen to be in. Paul says in 1 Corinthians 9:22 that he became “all things to all people so that by all possible means [he] might save some.” This is what must be done wherever we are.

But music isn’t Kathy’s original point. Nor is it where Jim was probing. The fact is that for whatever reason, this discussion feel silent rather abruptly. Perhaps certain individuals were told to cool their jets. Maybe some felt impending doom as Move Day drew closer. Whatever the reasons may have been, this is a discussion that needs to take place outside the relative safety of cyberspace. Let’s bring it into a boardroom or three and really lay it out on the table.

Rob on May 9th, 2009

If I can offer an oppinion on why the discussion ‘fell silent’…..

I think there is quite a simple answer to this, which can be understood through ‘Cognitive Dissonance Theory’.

Part of Cognitive Dissonance Theory suggests that individuals have three perceptions of themselves:

1) Actual Self - where the individual believes they actually are.
2) ‘Ought’ Self - where the individual believes they ‘ought’ to be.
3) Ideal Self - where the individual would idealy like to be.

Where there is a large discrepency between the ‘Actual Self’ and the ‘Ought or Ideal Self’, the individual will (in normal circumstances) work to correct that difference and bring the three together as much as they can, either by changing circumstances, or re-adjusting their perception of the ‘Ought and Ideal Selves’. Where this is not possible, the individual will usually begin to experience anxiety and depressive realted symptoms.

It is possible that this is what is going on here. Having been in these sorts of discussions numerous times before, including being asked to participate in a taskforce - offering my oppinion on single officership etc., this has happened many times before. There is great fervour that the ‘powers that be’ are actually doing something about the situation, and then it all falls flat, and everyone involved feels betrayed and let down, and worse then before. It gets to the point where people begin to see the ’signs’ as it were, and just don’t bother.

What happens is that people acknowledge quite readily where they ‘are’ (the actual self), and realise ‘where they ‘ought’ to be’ (the ought self) (let alone the ideal situation), and realise there is a massive disconnect between the two. They know they can’t change the disconnect. They know it’s wrong. It shouldn’t be. But there is nothing they can do about it. So, instead of going down the path they know leads to depression and anxiety, they ‘accept the things I cannot change’, and move on, and don’t talk about it. We are always ready at the drop of a hat to talk about our injustices, but when we realise that it cannot change, the talk suddenly stops, and we move on. This seems to be (in every situation I’ve been in) an instantaneous collective realisation.

I believe the reason it can’t change is the ideology of ministry within the ‘Army. That of complete sacrifice and obedience. The idea that unless you do it tough, you’re not a ‘real officer’. Yet at the same time, you get people who try to rectify the injustice by saying ‘let’s provide officers with cars and quarters etc.’. This only makes the situation worse (as has been outlined above througout the discussion). The idea of moving officers continually still persists no matter how much talk goes on about long-term appointments. This has a massive toll on the emotional and psychological health of officers and their children.

The ideology of the ‘Army towards ministry has to completely change in order for this discussion to go anywhere. Unfortunately, by the time officers get to positions of power where they can change it, many are often so imbittered because of their own officership experience, they inflict the same regime on those under their charge, saying ‘this will make a real officer out of you…..’ ‘I went through that and it made me who I am today…..’ (you get the picture).

Just a thought.

Yours in Christ,
Graeme.

Graeme Randall on May 10th, 2009

The SA in Canada spent over 2.5 Million dollars on prescription drugs for Officers in 2008. If this is is disproportionate, is it an indicator of the level of stress in our lives, and perhaps the sense of angst and hopelessness about which some have written here. It also may be another indicator of the lack of feeling cared about which many have reflected above.

When one reads about the early history and how William Booth treated some of his own adult children, it seems as though some of the turmoil and lack of appreciation felt by Officers vis a vis some of their senior officers may be inbred in the organization. It has been echoed by some of the stories above, and as Kathy suggests, many who have chosen not to share similar stories in this public forum. I would include myself among them.
I feel such a deep sadness and loss as I reflect on all of this . . . and I pray for a new awareness of the renewing, healing presence of the Divine in the life of the Salvation Army as well as my own personal life.

Jim Ellis on May 10th, 2009

In some parts of Africa, a young officer fresh from training college might be entitled to an allowance of US$100 a month, though she will probably only receive a small fraction of this. Her living quarters will most likely have no running water, electricity or telephone, and might be made of mud, sticks and iron sheets. It may come equipped with a table, a few chairs and a bed, but the mattress and everything else will be strictly BYO. She will never be provided with a car as an officer, and will most likely never own one of her own in her lifetime. She will carry out pastoral visitation on foot, or have use of a bicycle if she is lucky.

When she receives a new appointment she will not have been consulted, but she will load all her possessions on to the roof of a public bus (or maybe one of her soldiers will offer her use of his old pick-up), salute and go.

Unless she was from a wealthy family who could afford tertiary education, she can forget about University because the Army cannot afford to send her. If she marries and has children, putting them through school will be her life’s burden and will call for huge sacrifices. She and her husband will also sacrifice throughout their officership to establish a rural home where, in their retirement, they will farm the land to sustain themselves, for they know there will be no government pension, and the Army retirement allowance will not be enough to survive on.

Officer training colleges in Africa are overflowing, some even have waiting lists.

Mac on May 11th, 2009

The church is strongest where there is suffering. The poor accept the Scriptures much more readily than the wealthy, healthy, and satisfied.

Believe it or not, those of us in the West suffer a lot too. The suffering in the West is different than that of the East, but the pain still hurts. The underlying message, often, is that those who have plenty of food, healthcare, and warm places to sleep should stop complaining. But the reality of their struggles is still legitimate.

The poorest of our world have the least amount of mental instability. Their children are often satisfied with the simplest of toys and they are not struggling with trying to be popular while begging for the latest MP3 players. Again, this may seem ridiculous, but the struggles and frustrations are real. Teens that don’t have the latest fashions are ostracized and picked on to the point of suicide for some. Parents who can’t afford the latest craze for their children’s Christmas presents are resorting to crime in order to get those gifts.

I don’t think it is our over-abundance that is causing us to lose our passion for officership. I believe it is something much more fundamental–the need to be appreciated. Maybe it is the sense that they are appreciated that has the colleges in Africa overflowing.

It has been proven by many that it is not money or perks that keep a person doing his or her job, but the sense that they have what they need, are appreciated, have people who care about them at work, and are encouraged and empowered work within their strengths that keep them going. People typically will choose a vocation where those things are in abundance and turn down an opportunity to make more money when those things are absent.

I think, whether we have a car or no car, a quarters or no quarters, retirement or no retirement, the passion for officership will return when we know that what we are doing is for the pleasure of the Lord and not for the preservation of the status quo of The Army.

We remember that The Army was at its peek when officers did not have all of the perks, but we forget that that is also when the officers were most empowered and most appreciated by The Army.

Maybe it’s not the perks, but rather the substitute of perks for appreciation from Army leadership that has killed the passion.

Many parents have made this same mistake, giving gifts in place of love, and their children grow up and can’t remember their parents loving them. These relationships are often strained and sometimes difficult to repair.

Blessings,
Johnny

Johnny Gainey on May 11th, 2009

Excellent reminder, Mac. All of us Western officers who whine that we are not making enough and feel under-appreciated as a result need to do a reality check. In our territory, officer’s allowances have gone up significantly in the last 7-10 years. I have almost double the take home pay that I had 6 years ago. Are our training colleges bursting at the seams as a result? Have we stopped the flow of officers leaving the ranks? No. Don’t get me wrong, I could always use a few extra bucks in my pocket. But let’s not be so opportunistic to use this issue as another reason to grow the gravy train.

I don’t think appreciation is the key in Africa either, Johnny, unless you have some firsthand experience to the contrary. One of my employees is from Kenya, who is the son of recently retired officers, and emigrated to Canada to go to Booth College. When he talks about the Army in Africa, it is not about money or appreciation. In fact, being an officer in Kenya is not much different than here in terms of appreciation and support. Field officers have to fend for themselves and many of the HQ officers are oblivious to their needs. When he thinks of the way his parents were treated by their superior officers, he grimaces. What does bring a smile is the awareness that The Salvation Army in Kenya and Africa is a part of something BIG! People will get on board, no matter what the conditions, if they believe that what they are doing is bigger than themselves and making a difference. I wonder if the officers and soldiers and candidates feel that way about the Army in Canada anymore? Just a thought.

Juan Burry on May 11th, 2009

As an addendum, I hope my last post didn’t convey that I thought a lack of appreciation was permissable. I think Jim is right that an unfortunate part of our DNA is our lack of concern for one another, especially those underneath us on the ladder.

Juan Burry on May 11th, 2009

One thing could settle the current debate…..

Why not ask ex-officers why they left instead of making assumptions? Why not ask officers who are feeling disastisfied, why they feel that way instead of making assumptions? Just make sure you are prepared to hear the response….

It would have to be done in an open interview style format, rather than a short questionnaire to have any real value I believe.

Yours in Christ,
Graeme.
(ex-officer)

Graeme Randall on May 11th, 2009

Graeme,

What led you to believe that the officers who are responding aren’t disastisfied? I don’t think any of these responses are assumptions, but the responses of those who are experiencing some of those feelings themselves.

Johnny Gainey on May 12th, 2009

My sympathies for officers’ career complaints are not generally high. It is a matter of truth in advertising…they are pretty well advised, warned even, before they go in as to what it’s going to be like. Exits are, I would imagine, much more difficult these days that in years past because the work world is very competitive. Mid-career changes often make for downward mobility, from and to any field of endevour. This must cause resentment among those who feel stuck.

And it would seem that some officers perform excellently wherever they go, and that would fuel resentment of their peers as well.

But none of this is any reason to bring up the plight of officers in poor countries. So what? Who knows if these officers don’t complain as well or would if they had the freedom to do so or time? compliance with resentment can look like joyful compliance from afar.

Graeme…I think we now have an open-ended complaints site in place…

Andrea

Andrea614Regent on May 12th, 2009

It appears to me that among the many who have posted comments here, there is a willingness to embrace change. However that does not seem to be the case with those who currently hold the senior leadership positions within the Salvation Army. Not only is change not embraced it appears to be met with great resistance. Many within the leadership of the Army seem only to embrace the familiar and traditional. My reason for saying this, is that were there a majority of those holding positions of authority open to change then it would be taking place. I think that Johnny Gainey’s view, “… the Army is covered in past achievements and programmatic ministry…” applies not only to the Army’s language, but to a large part of the Salvation Army within western culture.

Jim Ellis refers to the early days of the army and the way in which William Booth treated his own adult children. Jim points out that some of the turmoil and lack of appreciation felt by some officers may be inbred in the organization. From what I have read of early Salvation Army history, William Booth made the Salvation Army into an autocracy. In my studies here is what I have found. It seems that William Booth felt that in order to accomplish what he felt that God was leading him to do, he had to have final authority for all decisions made within the Salvation Army. Eventually, it was realized that giving any one person that much authority was wrong and thus limits were put in place that defined the powers exercised by all future General’s within the Salvation Army.

It is my opinion, that what maybe at the root of many of the issues discussed here, is the fact that we have steered away from the teaching of Holy Scripture. In his excellent book Reimaging Church author Frank Viola shows that many churches today have based their leadership styles on the secular business model. In this model power and authority flow from the top down. This is a worldly concept of power and authority. This structure reduces interaction into command style relationships, and thus is contrary to the teaching of Holy Scripture.

What about the words that the Holy Spirit inspired the Apostle Paul to write? Please read 1 Corinthians chapter 12 verses 12 -26. In the last two verses of this passage it says that all the parts of the body should have equal concern for one another, that we should suffer and rejoice with one another. Throughout Holy Scripture, the picture that is given of those who are followers of Jesus is that of a family. We are told that the love and concern for one another that a healthy family expresses is to be the identifying characteristic of us as believers in Jesus. Please read John chapter 13 verses 34 - 35. Also read Matthew chapter 20 verses 25 - 28. Someone please tell me where you see the leadership style that Jesus asked of his disciples demonstrated within those above you in leadership within the Salvation Army. If these things were being done consistently among us do you think that we would be facing the issues raised here?

Now I realize that what I have said here does not apply to all who hold positions of leadership within the Salvation Army. However, I am concerned that those who are open to change are only a remnant within our ranks. If true change is going to take place within the Army it will require humility among those who have been given the task of leadership. My prayer is that this will soon take place.

A Follower of Jesus

Chris Woodburn

Chris Woodburn on May 12th, 2009

It’s interesting that people are lining up to go to college in Kenya. However, $100 US per month is not a bad salary in African terms. Consider these other factors about Kenya: in a country with 38.5 million people the unemployment rate is 40%, great poverty exists & most Kenyans live on or below the poverty level of $1.00 per day. They are also a people who have been dominated by Britain and then the KANU party for 40 years - the only legal party recognized during that time. You can’t compare officer recruitment in a third world country with a vastly different culture to a western affluent country. It’s like comparing apples and zuccini!

In Canada, Newfoundland had its own training college. Families had a lot of children and fishing was and still is the main industry there. A small province with not a lot of job opportunities, the training college was full - usually matched the Toronto training college - for just that province. Now, I don’t want to demean the idea of calling here - but in a province without many options for employment, officership was probably a viable option to consider. Nowadays, a new generation of Newfoundlanders are having smaller families and there is no longer a training college in Newfoundland from lack of recruitment.

Something to think about. We certainly can’t say that salvationists in Newfoundland are any less committed than they were 30 -50 years ago. Is it only smaller families? Or lack of job opportunities? In Kenya, is it only poverty that is filling the training college there?

What do you think?

kathie

Kathie Chiu on May 12th, 2009

I think when one region is experiencing tremendous growth in its officership ranks and another is shrinking fast (as the title of this blog suggests), it is only natural to compare the two and ask why. What are some of the differences here? To say it is like comparing apples and oranges is to already have determined that the financial and employment-related issues are the underlying cause and any meaningful comparison is impossible. I don’t believe that is the case. I think there is good reason to bring up other officers in poor countries, Andrea, especially when they are flocking to the colleges. There is something we can learn from there, even if there is some dissatisfaction and resentment. This forum seems to be focusing more on the question of whether or not officers are appreciated enough than the original question of where have all the officers gone.

I stick to what I said before. I think that where the Army is growing and making a difference, officer recruitment comes fairly easily. The example of Newfoundland is a good point. I’m a Newfoundlander who was trained at the college there. I don’t know of any officer who went to training college for the money or for a job. When I trained nearly twenty years ago and we were averaging as many cadets per session as the Toronto CFOT, the Army in Newfoundland was big. There were over a hundred corps and some of them were among the biggest in the territory. That kind of coverage is bound to produce officers. Add to that the excitement of growth and you get a lot of young people wanting to sign up and get on board. At the same time, the Army was not a “big” church (even in a relative sense) anywhere else in Canada except for maybe Ontario, which is where most of the Toronto cadets came from. Let’s face it - it’s not our social services that begets soldiers and officers, it’s the corps. Now that the Army is in decline, both colleges are closed.

So, I am not sure what the answer is. I think lack of encouragement is part of it. I think an inability to allow creativity is part of it. But it seems to me that we kind of have the cart before the horse. More important than why the officership pool is shrinking is why the Army as a whole is shrinking. Some of the answers to both questions will be the same. But if we have a growing, dynamic movement, I think the officership issue will be taken care of.

Juan on May 13th, 2009

I think we may all be ignoring another “elephant” in the room. Could it be possible that corporately and individually, the Army is turning a blind eye to sin in the camp? When General Clifton was elected as General, he mentioned this possibility. Around the same time across the Army world, others were separately voicing similar messages. Just the other day, I had a conversation with someone whose corps officers had just announced their resignation…effective immediately. Our conversation centered around the inability to deal directly with sin within our ranks.

Not one sin is responsible for the way things are, but hidden sin certainly does have a way of choking the life out of it’s carrier, doesn’t it? Perhaps the reason for the incredible response to officership in Africa as compared to the “shrinking pool” in the West is a result fo such sin.

An officer colleague of mine shared a vision she had from God about this: http://rob-reardon.blogspot.com/2007/01/flip-house.html

Andrew Bale shared a word around the same time with a similar message: http://beyondthebrook.blogspot.com/2007/01/prophecy-for-salvation-army-from-isaiah.html

Were those calls to repentance adhered to or ignored? Are they still viable today? I believe so. In fact, I think they need to be revisited with a sense of urgency throughout the Army in the Western world.

Rob on May 13th, 2009

Well said Rob. That word from Andrew is extraordinary! We are a “Salvation” army and expect our people to deal with their sin if they are to be part of us while we reluctantly accept “sin in the camp” as you refer to it.

I have been drummed out of corps for exposing sin and corruption because of a perceived need to maintain a fanciful staus quo (especially a musical one) only to later see the situation escalate into a serious criminal case.

Some of my officer friends have recently been to hell and back because they dared to take on an “army family” over their criminal activities. No wonder people get resentful, confused and feel like they have been short changed by the management.

Sin is sin is sin. If we don’t constantly deal with it on an individual and corporate basis we are finished.

Bruce Redman on May 13th, 2009

Kathie,

My wife and I attend a Salvation Army church in the inner city and in my work I provide Executive Search consulting in the not-for-profit sector including Christian organizations.

In my opinion, one of the challenges that many organizations face is that leaders don’t know when to leave. Many, though not all leaders, hang on to their leadership role but have done nothing to initiate succession planning or mentoring programs in their organization. Then, when it comes time for them to go (either by choice or not) there is no internal candidate ready to take their place.

The mere fact that we are experiencing a major demographic shift with the Boomer generation leaving the marketplace should be enough cause for organizations to prepare succession plans (though it’s getting late in the game). Sadly, some will not and they will find themselves asking, “Where have all the leaders gone.?

David H

David Hutchinson on November 7th, 2009

Sound and Fury

A word to the cadets (and everyone else!) #1 1 Sean
Real Joy in TSA 2 Peter B, Eleanor Burne-Jones
Sacred cows 7 James, C World, Charles Durman
Tell us! We welcome your comments and feedback 1 Dana Libby
Which Flavour? 4 Bernard Martin, John Stephenson, Eleanor Burne-Jones