Some of God’s radicals operated in days when the Church was strong and advancing. Others lived in times of hardship, confusion and decline. Their (equally heroic) task was to lead the way to restoration; to ‘rebuild the walls’, like Nehemiah in his day. One such ‘rebuilder’ was Menno Simons (1496-1561).
Born in rural Friesland, son of a dairy farmer, he showed piety and intelligence and at the age of 28 he became a Roman Catholic priest. But he was nagged by inner doubts about some aspects of Catholic practice, so he read widely, including the (officially banned) Martin Luther. The burning of an Anabaptist believer as a heretic, not far from Menno’s home, threw him into mental turmoil. The Anabaptists were everywhere condemned, but their teachings resonated in his own heart. As he studied scripture, he became convinced that he was called to walk with these persecuted brethren.
At this very point, however, the Radical Reformers’ movement was in turmoil. One group, at Münster in Germany, had fallen into religious mania. Nearer to home, a group of Anabaptists had occupied the cathedral in Bolsward and proclaimed revolution. Both groups had been ruthlessly wiped out by the authorities. Even so, Menno sensed that the Anabaptists were at core ‘like sheep without a shepherd’ (the Bible, Mark 6:34). In this darkest hour, he felt an inner call from God.
I renounced my worldly reputation and my easy life, he wrote, and I willingly submitted myself to distress and poverty under the heavy cross of Christ. I surrendered my soul and body to the Lord … and commenced in due time … to teach and to baptize, to till the vineyard of the Lord,… to build up His holy city and temple and to repair the tumble-down walls.
For the next twenty years he and his family were fugitives. Always in danger, with a price on his head, Menno toured Holland and northern Germany, never staying in one place longer than a few months. He preached, baptised and reconciled brethren. He wrote letters and books setting out a balanced Anabaptist theology. One of his key themes was the ‘new creation’: people, the Church and society can be transformed by the power of the Holy Spirit, in the love of Christ. In this lies hope for mankind’s future, in any age.
Menno was never captured. Even so, his hardships left him crippled in later years. Only one of his children reached adulthood. And he bore the constant burden of care for the Church. If Almighty God had not preserved me, he wrote, I would have gone mad. For there is nothing on earth that my heart loves more than the Church, yet I must live to see her in this sad affliction.
So he pressed on. Through his labours, Anabaptism was not only saved from extinction but given new vigour. Mennonites gained a foothold in northern Europe, then in America, and they still exist in significant numbers today. Menno’s was an apostolic ministry, not in the out-front manner of a Paul but the more hidden manner of an Epaphras or a Titus. It was also truly radical in that Menno searched for the roots of New Testament Christianity, returned to those roots, and did all he could to protect, strengthen and publicise these roots. Menno offers today’s evangelical Christians an inspiring model of leadership that balances zeal and discipline, passion and theological depth, courage and wisdom.
On 31st October 1517, exactly 500 years ago, the German priest Martin Luther (1483-1546) nailed his 95 ‘Theses’ (subjects for debate) to the door of his church in Wittenberg – the church door in those days doubling up as a community notice board. Luther is rightly remembered as a champion of church reform, who translated the Bible into German, wrote vernacular hymns, and freed the glorious truth of justification by faith from the overburden of empty tradition.
Luther could also be touchy, aggressive and opinionated, but what is less well known is that doubt and fear of death played a major part in Luther’s psyche throughout his life. He knew phases of dark depression. Particularly in later life, with all his triumphs behind him, he experienced seasons of terror that God had utterly forgotten him and abandoned him to hell. His prayers and cries were met only with silence. He felt alone in the universe. For more detail, read this post by Chris Anderson.
At one point, the crushing doubt about his calling led him to such a deep pit of gloom that he wrote, “For more than a week I was close to the gates of death and hell. I trembled in all my members. Christ was wholly lost. I was shaken by desperation and blasphemy of God.’” He had nightmares, sweats and heart palpitations.
It is a peculiar – but very human – mixture: on the one hand, penning books and hymns in praise of God’s glorious gift of freedom in Jesus Christ, but on the other suffering haunting reproach, guilt, condemnation and cosmic fear.
Richard Marius, in his study of Luther, offers a very telling image: ” For Luther, Christ was like a campfire projecting a circle of light against the vast dark of earthly life. Whenever the darkness threatened to encroach upon that illuminated ground, Luther flung more of his volatile ink onto the fire, causing it to flame up again in his own heart, and keeping the darkness at bay.”
So Luther the great champion of doctrinal reform becomes Luther the troubled human being, one of us, someone we can relate to when we hit the rocks of life or hang on cliffs of horrible despair. If he found a way through, then we can surely learn from it and find hope.
The answer that Luther found was to allow tribulation to drive him to prayer and Scripture and above all, to God’s promises. ‘God has need of this: that we consider him faithful in his promises [Heb. 10:23], and patiently persist in this belief.’ [The Babylonian Captivity of the Church] Luther concluded that God uses the assaults of doubt to strip us of self-assurance. In other words, we are unable to wholly grasp the promise of God and our salvation, which saves us from the danger of placing our confidence in ourselves and our own understanding.
In this life, God does not lift the Christian out of human nature, nor does he reveal himself beyond any shadow of doubt. Even to discover God’s saving grace does not necessarily mean escaping spiritual conflict and ‘desert’ experiences.
Rowland Croucher writes: ‘As odd as it seems, doubt serves to protect us from ourselves. When we can’t trust our capacity for faith, we have to go back to trusting God and only God. Doubt serves another purpose in the life of faith. If we’re willing to put the energy and effort into the struggle, rather than just walk away, it can serve to keep us engaged with God.’
Church history rightly remembers Nicholas, Count Zinzendorf (1700-1760) as a significant figure. He was a religious and social reformer, founder of the Christian community and mission centre at Herrnhut in Saxony, Germany, from which grew today’s Moravian Church. Under his leadership, missionary teams carried the gospel everywhere, from the Inuit of Labrador to the Zulus of South Africa.
It was a phenomenal achievement. What is far less known is how near the whole movement came to collapse, and how it was rescued and restored. In many ways, we will find here a model of good practice in leadership succession and generational transition in a church. The largely unsung hero was Zinzendorf’s successor, August Spangenberg (1704-92).
He had been a theology lecturer but threw in his lot with the Moravians, aged 29. He became the movement’s theologian, apologist, statesman and corrector – for sixty years! At first, he was an assistant to Zinzendorf, who sent him to Pennsylvania to establish churches, communities and schools – and to address opposition from other denominations. Zinzendorf sought Spangenberg’s tutoring when he was preparing for his own Lutheran ordination. If the count was the visionary of the Moravian movement, Spangenberg was his interpreter and enabler.
However, all was not well in the church. Zinzendorf was more of a visionary than a practical administrator. Under his leadership, the church’s expansion was funded by personal loans. By the 1750s, expenditure was out of control and the church had over-extended itself. This precipitated a spectacular crash in the church’s credit rating and reputation. Detractors used the opportunity to attack them. One major objection was to Zinzendorf’s devotion to the wounds of Jesus, which some saw as too Catholic, others as plain weird.
Zinzendorf died in 1760 with the Moravian church in a precarious position. Spangenberg was recalled from America and, although Moravian leaders saw themselves as equals, Spangenberg was clearly first among them. Under his leadership, the church felt compelled to turn inwards for a season, to address very real issues. They looked at what was central to their call and the way it had hitherto been expressed, and realised that some realignment was necessary.
They took responsibility for the debts and introduced financial controls. They avoided bankruptcy and achieved financial stability.
They apologised for any extra-biblical teaching, admitting that some of the contentious areas had been Zinzendorf’s “private opinions”, which church members were not required to endorse.
They reiterated their commitment to the Bible and to mission.
These reforms worked, much to Spangenberg’s credit. With disasters averted and unhelpful trappings removed, the vibrant church life and gospel endeavour initiated by Zinzendorf flourished. The Moravians concentrated on what they did best: community and mission. Their fruit was remarkable and highly esteemed. While the Great Awakening won souls in ‘Christian’ Britain and America, the Moravians reaped a harvest among the unconverted in other lands. As the 18th century ended, the Moravians had been successfully rehabilitated as the model of a missional church.
1. The Moravian Church teaches that it has preserved apostolic succession. In Berlin in 1735, several Moravian Brethren from Herrnhut received episcopal ordination from the two surviving bishops of the Unitas Fratrum (the Bohemian Brethren or Hussites). They considered it important to preserve the historic episcopate.
2. In their earlier years, the Moravians took literally Acts 1:26, the drawing of lots, to determine the will and guidance of God. Their covenant of 1727 included the stipulation that at any time, there should be 12 elders leading the church, all appointed by ‘the lot’. Thereafter, ‘the lot’ was used to help decide key matters like the election of elders, or whom to send on mission. Once the lot was consulted, the decision was seen as binding, since God’s Spirit had spoken.
The usual method was to place two pieces of paper in a box, one with “The Saviour approves” written on it, the other with “The Saviour does not approve”. After corporate prayer, a member of the elders’ council then pulled out one of these papers.
‘The lot’ came to be mistrusted. Some feared leaders could manipulate the lot by rewording and redrawing it until they got the answer they wanted. Others, influenced by the Enlightenment, suggested that God was too rational to use such a haphazard system and that the lot was just a matter of luck. By 1800 it was no longer being used in the Moravian churches.
For further insights, see Nigel Tomes, After the Founding Fathers; Historical Case Studies.
The Religious Society of Friends, more commonly known as Quakers, made a big impact in Britain and America, particularly in the 17th century. Unconventional, largely working class, and given to headline-grabbing methods of spreading the gospel, they carried unusual power – which they attributed to the “inner light” of God in each member. For a good overview of Quaker faith and practice, follow this link.
When it comes to leadership succession (the subject of this series of posts), we search in vain for any succession planning among the early Quakers. There may be two main reasons for this: their accent on mission and, linked with it, the persecutions and imprisonments that they faced. Potential successors to their pioneer and founder, George Fox, might not live to see the day, nor be available for training!
One scholar writes: ‘George Whitehead, by his age, his consistent character and eminent services, approached nearest to the position of successor to George Fox in Britain. His connection with Quakerism dated from its commencement in the north, and he was one of the “valiant sixty” sent out on mission to plant new ‘societies’ in 1654. At eighteen years of age he was the Quaker apostle of Norfolk, and through all the fiery trial of the first generation he bore his full share of labour and of suffering. His comrades succumbed to the rigours of imprisonment; but he survived to the venerable age of 87, and fulfilled 68 years of ministry. When they buried him in Bunhill Fields, in 1722-3, the Quakers lost the last link which connected them with the birth-time of their society.’
This would be entirely consistent with Fox’s insistence on the “inner light” – the Holy Spirit’s inspired guidance in all things. To structure and plan over much would be to overrule the Spirit by the human. Although some might say that the Society of Friends eliminated the clergy, it is more accurate to say that it eliminated the laity. Every Friend (member) was ‘a saint in Christ Jesus’ and should be a minister of religion, a prophet, a mystic, an evangelist, a church administrator – and a potential apostle.
The Quakers have continued to this day, but in a very different form and spirit from the origins. There is still no succession planning, for the same reasons as above, but a web search throws up plenty of material on “Quakers in Transition”. This is telling. Having deliberately thrown out apostolic succession and other things of “hireling ministry” (as they called it, see John 10:12-13), and having with time lost the inspirations and the prophetic anointing of their origins, it remains to be seen how they will handle issues of leadership transition and succession.
John Wesley, the ‘father’ of Methodism, liked to consider himself a true son of the Anglican church, not the leader of a sect. He felt keenly the criticism that, in founding Methodism, he had stepped outside the Anglican apostolic succession. He was also well aware that, having been only an Anglican priest and not a bishop, he could not himself ordain anyone to a higher office than that – but would need to in order to cover Methodism’s spread in two continents.
As a churchman, Wesley still believed there was divine merit in an apostolic succession, as it conveyed the historic commission of Jesus to Peter. So it was that, against the advice of some of his inner circle, Wesley contacted Erasmus (Gerasimos), Orthodox bishop of Arcadia in Crete, now living in exile in Amsterdam. Wesley had Erasmus’s credentials checked with the Metropolitan (Archbishop) of Smyrna and was satisfied. So, on a visit to London in 1763, Erasmus consecrated Wesley a ‘bishop of the Christian Church’ and ordained several Methodist preachers as priests.
Wesley could not make known his episcopal consecration because of strict laws (Praemunire) forbidding any activity seen to promote foreign powers – in this case, the Pope. But it gave him the authority that he felt he needed for proper ordination in a recognised succession. It was on that basis that he consecrated Thomas Coke to be bishop of the Methodists in America.
At home, Wesley determined to appoint John Fletcher as his successor. Swiss by birth, Fletcher was an Anglican priest but became an ardent Methodist. From 1757 onwards, when Fletcher was 28, he became Wesley’s coadjutor. Wesley wrote in his journal: “Mr. Fletcher helped me again. How wonderful are the ways of God! When my bodily strength failed, He sent me help from the mountains of Switzerland; and a help meet for me in every respect: where could I have found such another?” Fletcher quickly became the most influential person in Methodism next to John and Charles Wesley.
Fletcher’s numerous writings clarified and synthesized Wesley’s developing ideas. Wesley said they frequently consulted one another on the most important issues and that their friendship was sealed with mutual loyalty. Wesley further said: “We were of one heart and one soul. We had no secrets between us for many years; we did not purposely hide anything from each other.” Wesley spoke of “the strongest ties” between them and wrote of Fletcher: One equal to him I have not known—one so inwardly and outwardly devoted to God. So blameless a character in every respect I have not found either in Europe or America; nor do I expect to find another this side of eternity.
In 1773, Wesley invited Fletcher to become his successor. He told him that he was the only person qualified to serve as his sole replacement, noting his popularity with the preachers and his “clear understanding…of the Methodist doctrine and discipline.” Fletcher did not think it was the proper time to take on this responsibility. He believed his continuing task was to write as an interpreter of Wesley’s theology. In 1776, Wesley repeated the invitation, adding: “Should we not discern the providential time?”
Again, Fletcher declined. He knew that he was in failing health. So Wesley decided on a different path of action. At the Methodist Conference of 1784 (Fletcher’s last before he died aged 55), Wesley announced that, for the British Isles at least, he would nominate 100 preachers to serve jointly as his successors. For America, being a different context, he specifically appointed Thomas Coke to be the first “bishop”. He, in turn, appointed the great circuit rider, Francis Asbury.
It is also noteworthy that the handing on of the Bible that Wesley used for field preaching became a traditional symbol of Methodist succession.
My last posts have looked at the model of leadership succession that held unquestioned sway in the Roman Catholic and Orthodox churches for nearly 1500 years. Then came the Reformation and the birth of Protestantism. Their champions re-examined many of the centuries-old traditions of the established Church and pressed for sweeping change in doctrine and practice.
What do Protestant theologians make of Apostolic Succession? There is no fixed consensus. Some conservative Anglicans believe that apostolic succession is important as a link to the first church. I once met a bishop of an independent Episcopal denomination in America who carried with him a ‘family tree’ showing his supposed succession going right back to St Peter.
Protestants who reject apostolic succession generally do so from three angles:
- It is a historical fallacy. Early church history is sketchy and records are incomplete. It is hard to justify a clear and undisputed timeline of leaders from the Apostles to the present day.
- It was political expediency, invented by corrupt leaders to establish power and control.
- It is irrelevant. It may have been useful in combating heresy in the first centuries, but it is not explicitly found in the Bible, so we are under no obligation to hold to it. Besides, they point out, the New Testament uses ‘bishop’, ‘presbyter’ and ‘priest’ as alternative names for the same office.
In general, Protestant denominations deny the need of maintaining episcopal continuity with the early Church, holding that the role of the apostles was to be a foundation and that a foundation is not constantly re-laid, but built upon (Eph.2:20). When the apostles died, runs the argument, they were replaced by their writings. To share with the apostles the same faith, to believe their word as found in the Scriptures, to receive the same Holy Spirit, is the only meaningful continuity.
There is, however, a Protestant belief in what we might call a “faithful succession” – a spiritual connection to the heart, vision and practice of the first Apostles, in four main areas:
Perseverance in the apostles’ teaching
Commitment to preaching and the proclamation of the gospel
Right celebration of the sacraments, principally baptism and communion
Commissioning others into key areas of service by prayer and the laying on of hands.
Today, Anglicans are passed over by traditional Roman Catholics as being outside the apostolic succession. Anglicans in turn question the validity of Methodist holy orders, because John Wesley stepped outside the apostolic succession to promote his movement. But whose apostolic succession are they meaning? They went out from us, but they were not of us (1 John 2:9) can be used by anyone as a convenient stick to beat others with!
Some Protestant churches, such as Anglicans / Episcopalians, Lutherans, Moravians and Methodists, maintain a version of Apostolic Succession, which they prefer to call “historic episcopate“. I hope to devote a post or two to some examples.
Leadership succession is a big issue in churches and ‘streams’ right now. The appointment of relative outsiders to be the new Pope and the Archbishop of Canterbury show that the Roman Catholic and Anglican denominations are concerned to have the right person at the helm for a new generation of the Church. Both seem to be making good headway and generating respect.
The many “new churches” that sprang up in the Jesus Movement of the 1960s and 70s are having to face the issues too. Their leaders are now in their seventies at least. Having turned away from traditional ordination, what models are there for succession? Does any one seem more fruitful than others? When should a senior pastor initiate the process?
I was asked by my own church to research succession and the process of transition in churches in history. Over the next posts I’ll look at some of the issues, with examples that I found helpful. Logic suggests we start at the beginning, with succession in the Early Church.
The earliest church communities had been founded by itinerant apostles and their teams. The Acts of the Apostles tells us that, when a need arose, suitably qualified men would be considered before God by the governing corpus of apostles, with prayer and fasting [Acts 13:1-3]. On one occasion we find the drawing of lots [Acts 1:21-26. The apostle’s (or apostles’) selection was ratified by the assembly of the local church, leading to commissioning. There is, however, little practical documentation of how prospective successors and key leaders were trained.
With time, the cultural contexts in which those churches were planted produced a variety of patterns for local leadership, some informed by Jewish models, others by Greco-Roman society. By the end of the 1st century, the pattern that emerged was a threefold, “cascade” structure:
(1) A single pastor-bishop, elected by each community and commissioned by a senior apostolic bishop. He presided over all aspects of the congregation’s life and worship. According to Hippolytus’s ‘Apostolic Traditions’, an episkopos, or senior bishop, should be at least 50 years of age. He was empowered to commission and ordain the second tier, namely:
(2) A shared ministry of leaders known as presbyters / priests / elders, elected by the local church-community, who oversaw the life of the church-community under the leadership of the bishop. These were empowered to commission and ordain the third tier, namely:
(3) Service-oriented ministers, called deacons, who assisted the bishop and the presbyter-elders in both ministry and worship [Acts 6:1-7].
In the first generations of the church, each man in tier 1 was expected to find, train and commission men into tier 2. In time, however, training became more a matter of schools; candidates were sent away from churches to be trained as leaders, rather than being trained within them.
Men in tier 2 were expected to find, train and commission both men and women to serve as deacons.
It is sometimes argued that the Didache (or ‘Teaching of the Twelve Apostles’), dated by most scholars to the late 1st century, disproves such a ‘cascade’. Chapter 15 contains the words: Therefore appoint for yourselves bishops and deacons worthy of the Lord, men who are humble and not avaricious and true and approved, for they too carry out for you the ministry of the prophets and teachers. Some observers see in the words “for yourselves” a more democratic, grass-roots process than a monarchical one. However, the Didache may simply be describing the process we find in Acts 6, where the Jerusalem congregation was told to put forward suitable and respected candidates, whom the apostles then commissioned by the laying on of hands. For further discussion of the Didache on leadership, follow this link.
The Ordained Ministry in the Lutheran and the Roman Catholic Church, chapter ‘Ministry in the Second Christian Century, 90 – 210 AD’, which includes a detailed look at Hippolytus’s Didascalia (‘Apostolic Traditions’).
Thomas M. Lindsay, The Church and the Ministry in the Early Centuries.
Since posting this, I have received some helpful insights and comments from David Valentine, via the ‘Patristics for Protestants’ Facebook page. He has kindly given his permission to reproduce them here.
On the tier 1 bishops, for example, the evidence for such mono-episcopacy is far thinner than this article would suggest. As the big promoter of this model, Ignatius of Antioch appears to be the exception rather than the norm – and even he is not inside the first century, as the article implies. The evidence of Clement of Rome, Hermas, Justin and every Roman source (before we even reach non literary evidence such as archaeology) is of a more collegiate, team-based leadership, at least in the imperial capital, until near the end of the second century, when Irenaeus starts providing bishop lists that lack any corroborating evidence in the surviving literature before his time. He may be publishing something accurate, but we lack the evidence to check this and everything else says no, at least for Rome. In Alexandria, working back from Origen’s time (only decades after Irenaeus, and less after Hippolytus) the same pattern seems to be repeated as with Rome: teams of presbyters working together, with a fairly sudden appearance of mono-episcopacy in the first half of the third century, even later than Rome. Smaller cities may have had single leaders earlier, but in the case of Antioch alone (a big city) we have this strong tier 1 model.
Some excellent Anglican studies have suggested that the role of ‘bishop’ was simply that of the relatively rich householders who hosted meetings. It was only good manners that the hosts should preside, unless an apostle or prophet (according to Didache) was present; but this was not simply intended to perpetuate the existing social structure within the Church for all time.
I agree with your observation that the apostles tended to let local churches sort themselves out and be as autonomous as possible, with exceptions as the apostles discerned the need for more direction. Clement of Rome does point to an ongoing respect for the appointments of the apostles, but he can be placed as early as AD 68 – contemporary with the last canonical literature – rather than the ’90’s.
Having waded and brooded for some years on these things, I remain sceptical about what happened after the apostles. We just don’t know if there was a scheme of succession and how it worked. Paul’s own trajectory could even have set a precedent for charismatic leadership appointed in each generation by God. If the Lord could simply leapfrog the Twelve and start a new stream with a fresh appointment, then Paul’s model of seeking ‘the right hand of fellowship’ to ensure continuity while starting a whole new apostolic stream, could have been perpetuated after him, as it has throughout church history. Wesley, for example, sidestepped Anglican tradition and initiated his own ‘apostolic stream’ by ordaining ministers, and this fresh stream has continued through Methodism and Pentecostalism. Perhaps Paul is the real precedent here.
Accountability is in the news a lot, with demands for bankers, politicians, the military and the intelligence services to be obliged to accept responsibility for their actions and to answer to someone for them. Does the same thing apply to church leaders? Opinions differ. In this article, we have a clear yes. This one is far less certain and sees dangers.
Are there examples from church history that we can look at and learn from? I believe so, and here is one.
In 1793, William Carey, a shoemaker and subsequently Baptist pastor from Northamptonshire, UK, took his family to India as missionaries. They finally settled at Serampore in West Bengal. For seven years they had not a single convert, their funds ran out and they were destitute for a time, his wife Dorothy got severely depressed and three of their children died. But by the time of his own death 41 years later, Carey had planted churches, founded colleges, overseen the translation of the gospels into forty local languages, and had secured the banning of ‘sati’ – the ritual burning of a widow on her husband’s funeral pyre. He is still a revered figure in India and has featured on postage stamps.
Carey baptising his first Indian convert, Krishna Pal
What made the difference were some radical changes made when reinforcements arrived in 1799. Joshua Marshman, a gifted linguist, was a happily married man who saw immediately the strain in Carey’s marriage and his neglect of his children (whom Marshman found rude, indisciplined and uneducated). The Marshmans took the children under their wing and brought them some much-needed love and discipline. William Ward brought a practical business brain and took the weight of administration off Carey’s shoulders, as well as taking charge of the printing operation.
All this gave Carey a support structure that freed him to discover his leadership gifts. These three men thrashed through many issues and found a oneness of heart. This found an unusual expression: a brotherhood covenant, a pledge of loyalty and commitment. Entitled Form of Agreement, it was published in 1805 and has eleven points. Three times a year they read the pledge through at a special service and re-committed themselves to it. This covenant bond was faithfully kept by all of them until death. It was in many ways their backbone, the mainstay of the work in India.
This document has received little attention, but it well merits a closer inspection. Its context is specifically missionary – as opposed to the church covenants of membership that existed at the time. It is heartfelt, uncompromising and at times very strict. For example, the final point pronounces woes to the man who ever pulls away from the unity and does things on his own.
In my next posts I’ll look at the points in turn and see what they say to us of the power of radical agreement and accountability.