As I have observed over the years, the needs of people change as they mature. About fifteen years ago, many of our staff members depended heavily on me for guidance. They often came to me with questions about their future, ministry direction, and personal growth. At that stage of their development, they needed coaching, counseling, encouragement, and clear direction.
Today, however, the situation is very different. Those same staff members have grown into mature leaders. They no longer need me to solve their problems or tell them what to do. My role has changed. More often than not, I simply listen, encourage, support, and celebrate their progress. I see the same development at PACE International School. Our teachers, staff members, and even the principal have matured. They understand the ministry, know their responsibilities, and are able to make wise decisions without depending on my constant guidance.
I believe the same kind of change is taking place in today’s congregations. Christians today are not necessarily motivated in the same way as previous generations. Many desire continual growth. They want to develop their gifts, take on new challenges, and discover fresh opportunities to serve. When people feel that they are no longer growing, they can easily lose interest and may eventually leave a ministry. This is not always a sign of disloyalty. It is part of human nature. People naturally desire to grow, develop, and become more effective. Rather than resisting this reality, leaders need to understand it and respond wisely.
Dr. Melvin J. Steinbron addressed this subject in his monograph Motivating Lay Pastors. He explained that Jesus was the greatest motivator. Jesus inspired people, stirred their hearts, renewed their commitment, moved them to action, restored their vision, and, in the words of the Apostle Paul, helped them “fan into flame the gift of God” (2 Timothy 1:6). Without motivation, ministry cannot move forward. Therefore, one of the essential responsibilities of a leader is to motivate and encourage those who serve.
Dr. Melvin distinguished between two kinds of motivation: extrinsic motivation and intrinsic motivation.
Extrinsic motivation comes from outside a person. It includes encouragement, recognition, appreciation, rewards, vision casting, coaching, and accountability. These external influences are especially important for new believers, new volunteers, and developing leaders. When people are just beginning to serve, they often need someone to encourage them, guide them, and help them see the value of what they are doing.
Intrinsic motivation, however, comes from within. It is rooted in personal calling, conviction, values, purpose, and one’s relationship with God. People who possess strong intrinsic motivation do not serve simply because someone tells them to. They serve because they believe in the mission and have personally embraced it. Their commitment continues even when there is little recognition or external reward.
Daniel H. Pink, in his book Drive, makes a similar point. While external rewards have their place, lasting motivation comes from within. He identifies three important elements of intrinsic motivation: autonomy, mastery, and purpose. People are motivated when they have the freedom to take ownership, the opportunity to grow and improve, and the sense that they are contributing to something greater than themselves.
This raises an important question for ministry leaders: If mature believers already have the potential for intrinsic motivation, what should our role be?
Our role changes as people mature. We move from directing them to developing them. We move from giving answers to asking questions. We move from creating dependence to cultivating ownership.
Instead of controlling mature leaders, we should create an environment in which their inner motivation can flourish. We should help them discover and respond to God’s calling for themselves. We should give them opportunities to take responsibility, allow them to make decisions, encourage their growth, affirm their progress, and remind them that their ministry is ultimately for Christ—not merely for the church or for its leaders.
This is especially important in the Lay Pastors Ministry. The goal is not to create lay pastors who constantly wait for the pastor to tell them what to do. The goal is to equip them so that they can care for others because they have personally embraced the calling to serve. As they mature, the pastor’s role should gradually shift from directing to equipping, from supervising to encouraging, and from motivating externally to cultivating motivation from within.
Ultimately, great leadership is not measured by how many people continue to depend on us. It is measured by how many people become mature, self-motivated disciples who faithfully serve even when no one is watching.
The goal of leadership is not to create followers who constantly need motivation, but to develop mature leaders whose hearts are continually motivated by God’s calling from within.