Of People and Talents

Once there was a wealthy man who decided to take some risks. Before leaving on a long business trip, he called in three of his top employees and delegated responsibilities:

"To one he gave five thousand dollars, to another two thousand, to a third, one thousand, depending on their abilities. Then he left.

"Right off, the first servant went to work and doubled his master's investment. The second did the same. But the man with the single thousand dug a hole and carefully buried his master's money.

"After a long absence, the master of these three servants came back and settled up with them. The one given five thousand dollars showed him how he had doubled his investment. His master commended him: 'Good work! You did your job well. From now on be my partner.'

"The servant with the two thousand showed how he also had doubled his master's investment. The master commended him: 'Good work! You did your job well. From now on be my partner.'

"The servant given the one thousand said, 'Master, I know you have high standards and hate careless ways, that you demand the best and make no allowances for error. I was afraid I might disappoint you, so I found a good hiding place and secured your money. Here it is, safe and sound down to the last cent.'

"The master was furious. 'That's a terrible way to live! It's criminal to live cautiously like that! If you knew I was after the best, why did you do less than the least? The least you could have done would have been to invest the sum with the bankers, where at least I would have gotten a little interest.

"'Take the thousand and give it to the one who risked the most. And get rid of this "play-it-safe," who won't go out on a limb. Throw him into utter darkness.'" [Matt. 25:14-30); The Message; Eugene Peterson]

Jesus set His story in the business world. And it certainly applies to work situations. But Jesus had more in mind than finance. He was talking about people. No one grows without taking risks. What kind of risks enable people to grow—personally and spiritually? And what risks should we take—as parents, church members, and leaders—that will bring out the best in others?

One common style of management is to set goals, outline every step in the process, and then lay out a grid of deadlines for people to meet. Regimentation. Plan your work and work your plan.

Jesus seems to be offering another model for motivating people: empowerment. It is risky. There is no guaranteed outcome. But it offers the greatest potential for growth and fulfillment.

People need to discover their abilities.

The businessman in the parable gave responsibility to his employees according to their abilities. The businessman felt one employee could handle $5,000, another could handle $2,000, and the last could handle $1,000.

Each person could handle a different amount of responsibility, but each could handle some responsibility. The five-talent person wasn't any better or more important than the one-talent person. Each was given responsibility according to his or her ability.

In Christian circles we talk about spiritual gifts and leadership. As people discover their spiritual gifts, they make the best contribution by accepting roles where they can use those gifts.

When we use our gifts, we grow. We have more to return to the master. The master is pleased with what the servant has done. The servant is happy to have produced, and to have pleased the master.

In our story, how did the master decide who should be given the opportunity to try managing his money? Did he pick these three servants because they were already accountants? Because they were already successful capitalists? I suspect not. I wonder whether any of them said, "It takes money to make money; I've never had any money to manage. I wonder how I would do given the opportunity." Maybe the master's assignment was a big surprise to all of them.

Some years ago I spoke to our church treasurer, "Wouldn't it be good if every month our church could publish a report, maybe a simple pie chart, showing where our money comes from, and what we spend it on?"

Yes, she thought it was a good idea, but didn't have the resources to do it. And that was that. But a few months later she resigned, and we needed a new church treasurer.

How should we pick a treasurer? Of course we would want somebody trained as an accountant, or someone who has demonstrated ability in business. And we have many such talented people in our church. But the church board did a crazy thing: They chose someone who had never had even a high school bookkeeping course, one who had no interest or experience in accounting, one who had never managed a business: Me.

The only talent I could offer, was that I was comfortable with my computer. The pastor and board set me free to handle the treasury the way that seemed most natural to me. In the process I have done some things that make professional accountants cringe. But I have been free to use God's gifts in a whole new area, in a way that would never have occurred to me.

When people recognize God's gifts, and work where they are gifted, they enjoy their work. When their responsibilities match their gifts, they are unlikely to burn out. Yes, they still get tired, but it is a happy tired.

People need to know we value them for who they are, not just for what they do.

Which are more important? People or jobs? Yet we often ask people to fit into existing jobs or ministries rather than develop jobs to match their interests or abilities.

In Jesus' parable the businessman is concerned about each employee, and assigns a job that each can handle. He wants each employee to succeed, to get excited, to exercise responsibility. And he plans to grant more responsibility in the future.

Some months ago we distributed lots of invitations for people to study the Bible at home, to take a Bible course called Discovery. Each lesson had an open-book quiz. The students would mail their answer sheets to us. Somebody needed to organize people to grade the papers, send more lessons, answer questions, get acquainted with the students. Who among us had experience running a Bible school? Nobody. But there were people in our congregation who accepted the challenge, who did something they had never done before, who created a new ministry. They have done very well, and proved a blessing to many.

We need to match people with ministries that fit them, rather than just "fill positions."

Conversely, should we retire certain ministries when there is no one with the ability to fill them?

I think of one church office to which we have solemnly elected people for the past seven years. It makes no difference whom we elect. Nothing is done in that area; and we get along fine without. Perhaps we don't need that office at all.

Maybe the list of church jobs and ministries should keep changing, as the mix of talent in the church changes.

People need to be trusted.

Nothing takes the heart out of a volunteer more than being given a job, but denied the authority to carry out the job. Should we ask someone to lead, then refuse to let that person make decisions without the board's approval? It's hard to be creative if your bright ideas have to be approved by others, before you can act upon them. Furthermore, the board meets only once a month. Should we be surprised if not much happens in between board meetings?

In our home my wife is responsible for dealing with food. She decides what we eat, and where we buy it. What do you suppose would happen if I tried to second-guess her decisions? You can guess: She would say, "If that's the way you feel, you can do the grocery shopping!"

God has given each of us the ability to think and act in new ways. Let us welcome the creativity of each new leader without saying, "But Mr. Jones never did it this way."

Of course Mr. Jones didn't do it this way. Maybe that's one reason why Jones is no longer the leader.

In Jesus' parable the businessman gave his employees responsibility, and trusted them with the authority to carry it out. He gave them money and left, allowing them to use their individual creativity.

Seven years ago I came from Africa to Guam to start the ophthalmology service at our clinic. In Africa, medical records tend to be pretty brief. Here I knew my records must include much more.

I wasn't very busy for the first six months. Yet I soon found that I was spending more time writing out medical records than I was treating patients. And when I finished my notes, I was the only one who could read them. If I wanted to type a letter or summary that other doctors could read, it took another 20 minutes at the end of the day. Obviously if I ever became busy, something would have to change.

I could have dictated my reports, as many doctors do. But doctors know it takes two days to get the transcription back on the chart. And there will be errors in transcription. If you choose to correct those errors it will take another two days to get the letter out, at a cost of $10 to $15 per letter.

Dallas Lighthouse and I sat in a little hotel on the island of Yap, and discussed the problem. I thought a computer could be taught to keep my medical records. Dallas gave me every encouragement. He and other clinic administrators approved the experiment. The clinic supplied the equipment; I provided the ideas and time. The result? We now create our medical records in seconds, share them quickly with patients and other doctors, and we never lose them.

What's the point? Everybody agreed we should have good records (the goal). But clinic administrators did not prescribe how we should reach that goal (the means). They instead set me free to be creative, and supported me in taking the risk.

Now back to the parable of the talents: When the businessman came back, he asked for a report. He was pleased with those who used their authority creatively. He wasn't concerned with all the details, just the results.

The servant who was afraid to do anything without the boss's permission is the only one called wicked and lazy. Why? He played it safe; didn't take any risks—and he produced nothing!

It is better to allow people freedom to take risks and make mistakes, than to paralyze them with fear or red tape. We learn by trial and error. We grow personally and spiritually when we have the authority to carry out our responsibilities.

The parable doesn't say whether the two successful servants made any mistakes along the way. They probably made many. But they used their ability and authority to carry out their responsibility—and they were productive!

There are many good things our church should do, that we don't do. Almost all these good things involve money. So let's consider creativity in giving:

Some people set aside a portion of their income every month and give it labeled church budget, asking the church board to decide how best to spend it. Others never give to the church budget, but support specific projects and ministries in which they take a personal interest. Which kind of gift does the church need? We need both, of course. And just as we encourage varieties of leadership, we must welcome varieties of giving.

There are always more people who recognize needs, than there are those who meet those needs. Do you wish only to recognize illness, or do you want to promote healing? God has already given you the ability to recognize problems. Might God also grant you skill to solve problems?

I may say, "Here's a problem. It's obvious. Why doesn't the church board do something about it?" Or I could say, "Maybe God is asking me to do something about it."

Suppose God does give you a ministry, yet the church board doesn't vote you enough money to do that ministry the way you would like. Should you feel free to do your own fund raising? I think so. Maybe you are the one best able to get others excited to support your project.

Now my last point: From time to time, somebody needs to say, "Well done, you good and faithful servant." People need to know they are appreciated. They need to know that their efforts matter.

And there is an art to giving a compliment: Don't say, "You're the best leader we've ever had." That's not really a compliment; it's an evaluation. The leader probably knows he's not the all-time greatest. When you tell him he is, it sounds like flattery. He may lose confidence in your judgment. And in "modesty" he may reply that his work really wasn't good at all. You intended to give a compliment, but ended up prompting the leader to say negative things about himself.

Or, if he happens to believe your praise, you'll fuel his pride.

Far better it is to make a personal statement: "I really enjoyed your message. Thank you for the special touch you bring. I like the creative way you did that. You have been a real help to me." Flattery puffs up; but love builds up.

What have we found in the story Jesus told? People need to discover their abilities. They need to know we value them. People need to be trusted. People must be free to be creative, in serving and giving. They must feel comfortable in taking risks. And we need to say, "Thank you. I appreciate your work."

Maybe you have thought you would like to serve God and His church more directly than you have before. Don't you wish you could be the right person, doing the right job, for the right reason? Please keep your eyes and ears open. Because in the next few months you will get that chance you have been waiting for. God will lead you to a ministry, or to several, any of which match your abilities, your interest, and your personality. You will be challenged, stimulated and fulfilled in God's service.

The faithful servant knows he must stay close to Jesus, who said, "Apart from me you can do nothing. [John 15:5 NRSV]" And he will also be encouraged by one of the world's great risk-takers, Paul, who said, "I can do all things through Christ who strengthens me. [Phil. 4:13 NKJV]"