The growth of any craft depends on shared practice and honest dialogue among the people who do it … when any function is privatized, the most likely outcome is that people will perform conservatively refusing to stay far from the silent consensus on what works — even when it clearly does not. — Parker Palmer, The Courage to Teach
Isolation is your vocational reality. Being a pastor, embodying this role, colors the water of every relationship, including neighbors, family, and particularly, of course, church members. In these relationships the role is a significant factor. Our ordination sets us apart as different, inviting projections, mostly unconscious. Expectations unnamed are always in play. Indeed, you are living symbols of More than you are. This question inevitably lingers: How will I manage this isolation?
I have come to believe that there are two kinds of pastors: those who conclude, “It’s up to me,” and those who say, “I cannot do this vocation without collegial community.”
Pastors in the first group offer their ministry in virtual isolation. They are on their own to give shape to their work. It is up to them. It’s up to them to interpret the gospel, read the “signs” of our time in history, intuit feedback, determine their use of time, judge appropriate responses to congregational crises, establish practices of self-care, worship while leading in worship, and integrate the learning from the plethora of resources available to us. No doubt these pastors have warm and effective relationships with members but, as is the case with all pastors, there is so much of themselves they cannot share. This includes the secrets they carry with confidentiality. These pastors, I observe, tend to be competent and self-confident, qualities that, while strong, can undermine the need for colleagues. For these pastors, their isolation, already a component of our vocation, will likely harden and over time encourage a fusion of personal identity with vocational role.
Those in the second cadre intentionally form relationships in which they are out of role with colleagues who understand the role. That’s a critical distinction: being both out of role and closely connected to others who understand the role’s promise and complexity. These deliberate relationships take form in various ways — unstructured cultivated relationships with peers, structured small clergy groups that meet regularly or in scheduled meetings with a coach, spiritual director, therapist, or consultant. All these examples meet the criterion of this re-frame: out of role with those who know the role.
Many of you are in this second category. You meet this criterion. You have deliberately sought out peer relationships in which you are both not in role and yet experience the support needed for exploring your role. This might happen with a friend, perhaps a clergy friend or others you meet with regularly over coffee or phone or internet or time-away together. Many of us have benefited from therapy, coaching, and spiritual direction. Consultants are another resource. I developed a relationship with a consultant, a former parish priest, with whom for twenty years I would occasionally review a pastoral or congregational dilemma. Perhaps you are fortunate to have staff colleagues with whom you can be open and trusting, but note the limit — you are still in role. The common factor in all these relationships is this: the isolation is broken; you feel not so alone; and your ministry seems less on your shoulders. Some of you have initiated such relationships. It may be enough.
For me it was not enough. I became inspired to reach for a deeper expression of collegial friendships during my decade on the staff of the Department of Pastoral Care at North Carolina Baptist Hospitals, Winston-Salem, N.C. The department had developed over the years a strong program of Clinical Pastoral Education. I am not a CPE supervisor but I was an active participant in this model of theological education. I experienced its genius: a small community of practicing clergy peers committed to each other’s mutual learning under skilled facilitation. During those ten years I kept asking, “Why is this model reserved only for preparation in the practice of pastoral ministry? Why is it not the way of doing pastoral leadership and ministry?” The question, never answered to my satisfaction, kept buzzing around my head like a persistent mosquito.
I took this question with me when, in 1983, I moved from being a director of pastoral care in a hospital setting to being a pastor again, serving Pullen Memorial Baptist Church in Raleigh, N. C. The immediate contrast was striking. In my former role the boundaries and accountability were clear. Not so in my new role. At first I reveled in the freedom to construct my own life in ministry, but soon unspoken agreements and unnamed expectations had me scrambling for a clearer role definition. Within broad limits I was on my own to create its contour.
With my question of collegial community in mind I joined a circle of friends, a small group of men who had been meeting for over ten years. For two hours every other week we gifted each other with an acceptance close to unconditional. It was a container I needed. With these friends, I found support for my life — but less so for my life as pastor.
I needed more. I wanted to be with pastor friends who could focus with me on our efforts at priestly and prophetic leadership. The question was still alive from my years with Clinical Pastoral Education: Could some variation of this collegial learning be possible in parish ministry? I began the search for peers who might be interested in this experiment. After a year or so, I sent this letter to a circle of clergy friends:
I fear we have internalized the hallmark of our American culture — individualism. For all our talk about communion and indeed for all our efforts in building community with others, we tend to craft our work by ourselves. What Alexis de Tocqueville said of our forebears in Democracy in America could be said of us: ‘They form the habit of thinking of themselves in isolation and imagine that their whole destiny is in their hands.’
Instead of continuing like this, I wonder whether you would be interested in being part of a clergy Sabbath Day — a time to nurture our souls with colleague-friends, a time to return to our first love, God, a time to be reminded that the ministry of the church belongs to God and not to us.
Three pastors responded. Another joined us later. Each Wednesday for several years we set aside a Sabbath day for silence, prayer, conversation about our work, rest, laughter, celebrating Eucharist, and walking in the woods. Never in my years as pastor have I felt so balanced between inner work and outer work, contemplation and action, play and work, self-care and self-giving. We were not alone in our need to step back and tease apart our tangled ministries. Together we reflected, played, prayed, and imagined by learning off of each other’s experience in ways that yielded clarities that surprised.
Yet, over time, the full day became a half-day, then an occasional half-day, and finally no day at all. Our clergy Sabbaths, like sand castles, gave way to wave after wave of pressing congregational needs. This fragile container of sacred space cracked, and finally crumbled after four years or so.
Absent was a clear covenant among us that could have withstood the pull of competing commitments, both from church and family. Absent was a covenant with church leaders who would support and appreciate this expression of vocational and self-care. Also absent was a facilitator, which I came later to regard as important. Although we felt its value, we stopped short of declaring that this way of offering pastoral ministry, namely, a few pastors committed to mutual nurture, collaboration, and accountability, is non-negotiable.
The question, now a tested possibility, stayed alive within me until retirement. In 1998 I retired a bit early at sixty-three in order to continue the experiment. And I have. During these two decades of retirement I have tested this hypothesis of collegial communities that I came to name AnamCara, Celtic for “soul friend.” This was my working definition:
AnamCara as a network of small collegial circles of five to eight clergy leaders of congregations who meet regularly to offer mutual nurture, collaboration, and accountability in their practices of theological reflection, leadership, and soul care.
The experiments took different forms. From a Lilly grant I organized and either led or co-led four ecumenical, inter-faith clergy groups, each of eight to ten participants, who met in retreat settings regularly (monthly or bi-monthly) for either a year or eighteen months. I was consultant to three other clergy groups. For twelve years I have led a group of Episcopal clergy who still meet monthly for three hours. All in all I have worked with approximately sixty clergy leaders of congregations.
My underlying question in forming these collegial groups was this: Will these clergy leaders complete this way of practicing ministry saying, “This has been another valuable continuing education experience, thank you very much.” Or will they say, “Being in some expression of collegial community must be a primary context from which I offer ministry.” In other words, will they regard the experience as an educational “add on” or will they see and embrace another way of being in ministry?
A small minority, about twelve of the sixty, continued to commit to a practicing community of peers. Steve spoke of this shift in his self-understanding:
“I can no longer imagine doing pastoral ministry without my group of soul friends. Our time together often feels like a taste of the Kingdom, a feast of deep laughter and friendship among competent peers who respect each other. In a wonderfully paradoxical way, the worship, study, and conversation we share make me a better pastor and remind me there is more to my life than ministry.”
Briefly, this is what I learned:
- The recruitment and organizing requires a person or two called to this possibility.
- A skilled facilitator frees the pastors to be completely out of the leadership role.
- Pastors are more willing to participate fully if the facilitator knows pastoral leadership personally.
- AnamCara is a radical alternative to the deeply internalized individualism in our culture.
- Once trust is felt the hunger for collegial friends is intense and generative.
- Ecumenical groups of clergy, with their commonality of serving congregations, offer the richness of differing traditions.
- To be led in worship and common prayer is an experience some pastors seldom experience.
In 2009 this vision was published as AnamCara: Collegial Clergy Communities, which can be purchased through this website.
In this reflection I have traced my engagement with the isolation that accompanies our vocation, both as a pastor and a pastor in retirement. As I have noted, this way of being in pastoral ministry is only one context in which to define our vocation. Its appeal is limited. But for me this model — a small community of practicing clergy peers, gathering together in a facilitated environment — has been a re-frame that I have explored through the years. It has mattered.