Transition from deacon to presbyter leadership in the church

During one of my first terms as pastor, two deacons in the church did something unusual: they actually shepherded the church. Aside from these two men, the church structure was typical of mid-twentieth-century Baptists: eight deacons served as a board of fraternal members, and the entire church voted on almost every decision affecting the life of the church at monthly membership meetings. The deacons usually focused on matters of property, finances, and sometimes resolving occasional disputes.

Presbyters, but not officially recognized?

However, by their character and actions, these two men fulfilled the ministry of elders. The only thing they lacked was a proper title. They watched over and shepherded the church (Heb. 13:17; Acts 20:28; 1 Pet. 1:2), taught sound doctrine (Titus 1:9), exercised spiritual oversight (1 Pet. 5:2), and set an example of faithful Christian living (1 Pet. 5:3).

I doubt very much that any of them considered themselves elders. But that is exactly what the church should have recognized. Instead, the church confused the biblical offices that are essential to the health of the church and expected deacons to perform the duties of elders, even though they had no qualifications, gifts, or authority.

Could this problem be solved by simply changing the title of all deacons to elders? Absolutely not! Although two men already performed this duty, the rest clearly acted as deacons—ministers of the church who were sometimes entrusted with the duties of elders.

How can a church with this «diaconal model»—or any church in a similar situation—move to recognize qualified men as elders? First, as a pastor, you will need to overcome the obstacles to implementing a biblical model.

Obstacles to the transition to the presbyterian model

1. The church probably does not understand the biblical teaching about elders.

When you propose to recognize men as elders, you are asking the congregation to understand and apply biblical practice. This requires patient exegesis of Scripture—engaging the church, small groups, and individuals in the study and application of God’s Word. Many objections to changes in governance structures lose their force when Christians begin to think biblically.

2. Many churches have a long history of bloated, cumbersome, and ineffective congregationalism.

Instead of a healthy and strong congregationalism, the church I mentioned above practiced congregational micromanagement. No decisions were made without exhausting meetings, often ending in insults and hurt feelings. To change this, again, requires patient teaching and dialogue about the New Testament and the historical ideas of congregationalism. It is worth teaching the church its own creed (if it is truly good), explaining what it says about the ministry of elders and deacons, and at the same time showing how congregationalism was formed in this particular community. Such a study provides a basis for presenting a biblical and effective model of church governance.

3. During the transition from the diaconal model to the presbyteral model, deacons who are not elected presbyters may become jealous.

Such jealousy can cause serious division, often thwarting all attempts by the church to change its leadership structure. How can this be addressed? Take a long-term view of the formation of elders and deacons. Focus on the biblical qualifications for current deacons (1 Tim. 3:8-13), raising the standards. This reduces the number of potential candidates for deacons. Also, work to show the biblical difference between the duties of the two offices. A man who only desires the title should not receive it. Set expectations for deacons and elders so that the church can see how they should operate biblically. Some may still feel jealous, but the church will likely understand.

4. Perhaps none of the current deacons are sufficiently qualified to serve as an elder.

Simply changing the title of the position to one with more serious responsibilities will not solve the problem. Instead, men should be trained to serve as elders.

• Start by recognizing those who seem to be «blameless» (Titus 1:6). Help them become more consistent in their walk with Christ.
• Raise them in God’s Word and sound doctrine. Do they show a love for the Word? Can they clearly explain sound doctrine?
• After a period of regular dialogue about Scripture, give them opportunities to teach others. Criticize, encourage, and evaluate them. Are they willing to learn and willing to help the church better understand God’s Word?
• Invite them to accompany you during pastoral meetings. Are they happy to shepherd the flock?

Recognize that some may be more suited to the office of deacon. However, a few men may demonstrate the qualities needed for elders. Continue to invest in these men. Give them pastoral responsibilities in the church so that the church can see the value of elders who are not financially supported by the church.

Transition to Presbyterian Leadership

With all these obstacles overcome, the most important thing remains—the transition itself. How does a pastor lead the shift from deacons to elders as spiritual leaders in the church?

Speed kills

As the popular bumper sticker says, «Speed kills.» It is equally dangerous to rush to convert deacons into priests. Doing so without proper preparation can create chaos, or worse, suddenly lose your pastoral ministry!

How long does it take to make this transition? It can vary, but I believe that a minimum of 18 months to three years is needed to change the leadership structure in a church. Why so long? Because most churches do not have a clear biblical understanding. They have existed with their church structures without analyzing them in the light of Scripture. And now you, as a pastor, are calling on them to uproot positions they have held for years.

If you want this to change, you need to patiently teach the biblical leadership structure using a variety of platforms: pulpit, Bible studies, small groups, men’s meetings, one-on-one fellowship, etc. A gradual approach serves the church better than a crash course. More important than changing the structure, however, is teaching the church to think biblically. The better a pastor teaches his church to interpret Scripture correctly, the easier it will be for members to understand the biblical leadership of the church and to desire change on their own. This will make the transition much easier.

Be focused.

Be purposeful. Give the congregation time and space to come to a biblical understanding of leadership structure. It may have taken you, the pastor, several years to figure out these issues. The church will likely need just as much time, if not more. Few people respond well to new ideas being forced down their throats.

Conclusion

So set goals, but be patient. Teach, preach, and pray until the church is rejoicing in the gospel. As the congregation begins to understand the nature and mission of the church, help them see the connection between these truths and the need for structural change. Over time, they will hopefully begin to respond to the Word. Then develop a plan to nominate qualified candidates to serve as elders. Following the procedures outlined in the church’s governing documents, make changes to the structure to reflect the eldership of the church.

Throughout the transition, strive to move forward humbly and patiently for the glory of Christ and the good of your church.