by Frank Allen
Frank Severn, general director of Send International, Farmington, Mich., commissioned three members to submit papers on the new generation of missionaries to the mission’s International Council. Frank Allen compiled the substance of their papers for this summary report.—Eds.
Frank Severn, general director of Send International, Farmington, Mich., commissioned three members to submit papers on the new generation of missionaries to the mission’s International Council. Frank Allen compiled the substance of their papers for this summary report.—Eds.
WHAT THE NEW MISSIONARY IS LIKE
What is the new generation of missionaries like? First, by nature of their place in history, they are not as hardy as the older variety. They are largely from the middle class, have had most of their needs supplied without question, and have never experienced a financial depression.
They are highly motivated and want to do a good job. They approach their responsibilities with great expectations.
Because of their education, they want the right to ask questions and, if necessary, to be critical. The new generation is more open-minded and not as bound by the old ideas of separation and doctrine.
Because of the new emphasis on the family by some evangelical leaders, the new missionaries are not as willing to put their work before their family’s well-being as was perhaps true of the older generation.
Most missionaries are highly motivated, idealistic, goal-directed, and have fairly high self-esteem. Therefore, they come to the field with high aspirations and clear, if somewhat idealistic expectations. Some of the expectations of the new generation include a sense of belonging and reciprocated trust, openness to one’s personal contribution, opportunities to serve according to one’s gifts, a sense of usefulness (especially during language study), and a meaningful ministry assignment for mothers of small children in keeping with family responsibilities.
Because missionaries usually have strong personalities, and see themselves as leaders, they tend to be "pushed out" by any kind of authoritarian or totalitarian leadership. Although more passive people are easier to deal with, tests indicate that they are not as successful as the more dominant personalities who usually run into more conflicts.
The new missionaries usually have conflicts with culture, with their co-workers, and with their leaders. Conflict, and stress resulting from these conflicts, can be constructive, if resolutions are worked out with sensitivity and understanding by leaders and the older generation of missionaries.
The new generation is not interested in "war stories" of the past, if it’s obvious that the older generation is still living back there rather than producing in the present. Issues of another era have little relevance to new arrivals. They are interested in the here and now, and in the issues that affect them, their families, and their work.
WHAT DO THEY EXPECT?
The new generation of missionaries expects that there will be sufficient communication between the training agency, the mission board’s personnel department, and the fields, so that assignments can be made on the basis of one’s gifts and talents, to avoid being placed like square pegs in round holes.
New missionaries are looking for team ministries. They sense the need for someone more experienced to work with the newcomer and offer help. They feel that older, more experienced team leaders can help in the development of their strengths for the overall good of the team and the mission. A team assignment also provides an ideal proving ground for new leadership development and the transfer of responsibility to younger workers.
Team leaders are needed who will create opportunities within the team setting for new missionaries to use their gifts and expand their abilities.
The late Philip Armstrong, former general director of Sent International, once said that mission agencies should seek candidates whose gifts and training exceed that of the present members. He appealed for a willingness to appoint future leaders on the basis of their gifts, not seniority, realizing that "the creativity of the mission tomorrow will be determined by the caliber of the candidates we attract today."
Because leadership development is one of the chief concerns of both the mission organization and the new generation of missionaries, recruiting strategies should be planned and executed accordingly. Prospective candidates with leadership potential are looking for creative organizations that show they are open to new techniques and state-of-the-art strategies in mission. Leadership development assumes that some new generation missionaries will be given leadership functions.
WHAT KIND OF LEADERS TO THEY WANT?
The new generation of missionaries looks for the following in their leaders:
•Models in all of life: spiritually, physically, mentally.
•Good communicators.
•Flexible enough to entertain new ideas.
•Open to new ways of doing things.
•Ability to resolve personal conflicts and solve problems.
•Able teachers.
•Able to nurture and shepherd others.
•Seek the growth and success of those they lead.
•First of all, servants.
•Willing to train younger leaders.
•Experienced team leaders.
•Understanding of the new generation.
•Understanding of, and sensitive to, potential conflicts that new missionaries face.
•Willing to sacrifice personal ambition for the sake of helping younger missionaries.
The new missionaries expect supervised goal planning. They know that their supporting churches expect them to have goals to live and work by. This gives them security and helps them with long-term career planning. This kind of planning is especially needed by wives and mothers, who otherwise could be left to their own devices to find a meaningful ministry.
Because most newcomers have been active in ministry before going to the field, they find a sharp let-down when they get to language school. Their ministry productivity is at its lowest. Language school, therefore, should be seen as the ministry one does in preparation for even greater fruitfulness later on.
SOME CAUTIONS
In making room for new missionaries, administrators need to exercise some cautions. Some of them get to the field with little spiritual depth and not much assurance of a divine call to their ministry. Prefield screening should include a thorough psychological assessment. There is no excuse for making these tests more lenient. Screening should also include some evaluation of the strengths and weaknesses of the marriage relationship. Both husband and wife need to be certain of God’s call upon them.
Although new missionaries expect flexibility, administrators would do well to hew the line when it comes to insubordination to mission authority. That should be grounds for dismissal. However, before such a step is taken, creative steps to solve the problem should be attempted.
Today’s leaders may not necessarily cheer all they see in the new crop of missionaries, but one thing is certain: If leaders want to develop and retain the confidence of these people, they will have to take seriously what they feel, believe, and say.
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