Pastoral challenges are well-documented, and I have personally witnessed numerous problems in the lives and ministry of pastors. In one case, I was serving as an advisor on an executive committee when the committee agenda included a report on a promising young pastor leaving the local service. In preparation for this meeting, I looked through data from the previous three years and realized that departing pastors in those years equaled the number of pastors in service at the given time. When I mentioned this in the executive meeting, the chair rejected my observation as false. After I offered to read the names of departed pastors, some board members wanted to take action to minimize turnover, but the chair refused and claimed he would bring it up at the next meeting. It was never brought up again.
Barriers to Pastoral Wellness
Pastoral ministry is perhaps the single most stressful occupation in the United States (Krejcir, 2007), and we can assume that such is the case around the world. While many consider physicians as having a stressful profession, they do not face the relentless intensity experienced in pastorship (Blackmon, 1984). A medical doctor will interact with a terminally ill patient for an hour or so and then see him again in a few weeks. Pastors, on the other hand, often find themselves working continually with multiple individuals who are in crisis, facing personal challenges, or criticizing and complaining about the pastorsâ work or personal life. In such situations, the pastor must respond to conflict on a weeklyâor even dailyâbasis (Schmitz, 2016).
The continual stress of ministry can have a dire impact on the personal wellness of pastors. Wilson and Hoffman (2007)discovered that 90% of pastors feel inadequately prepared for the demands of ministry; 80% believe ministry affects their families negatively; 40% claim they have experienced depression and burnout; 40% have serious conflict with a church member at least once a month; and 70% do not have someone they consider a close friend. Krejcir (2007) reported similar results, including that 89% of pastors claim that they have considered leaving ministry at one time or another; 90% worked more than 50 hours each week; and 75% face serious crisis in their personal life due to the ministerial stress.
In a 2016 report on pastor statistics, Krejcir revealed that, while improvements are being made to pastoral wellbeing, considerable misunderstandings still exist about the pastorâs role, duties, and leadership. It is not just pressure from congregants that cause clergy stress; such pressure can also come from supervisors and administrators. Rowell (2010) discovered that insensitivity and lack of support from church administrators intensify clergy occupational hazards.
A study of Seventh-day Adventist pastors, reported at the 2015 Called Ministerial Conference, highlighted that the single most common problem among Adventist pastors is loneliness (Fenner & Aka, 2015). Krejcir (2007) reported that up to 70% of pastors admitted that they do not have a single person they can regard as a personal friend. In fact, fellow pastors may actually contribute to clergy stress (Wilson & Hoffmann, 2007).
The challenges to pastoral well-being affect every part of their being. Pastors tend to have a higher rate of lifestyle diseasesâsuch as obesity, diabetes, and high blood pressureâthan the average population (Brauer, James, & Kyle, 2022). At any given time, up to a quarter of pastors are dealing with mental health issues, and 20% of these are dealing with serious mental health problems (Galeniece & Hamel, 2022). Family boundaries and relational privacy are frequently disregarded by parishioners, with family members often describing their experience as being in a âfishbowl.â These demands on apastorâs life and time come from both parishioners, their own desire to perform, and supervisors (Aka, Sedlacek, Nelson, & Keele, 2022 ; Consuegra, Consuegra, De Leon, & Baltazar, 2022; Fenner & Aka, 2015).
The primary foundation for a personâs stamina in ministry is their sense of divine calling (Wilson & Hoffmann, 2007), âthe conviction that God is inviting or âcallingâ an individual to join with God in overseeing the churchâ (Strunk, Milacci, &Zabloski, 2017, p. 540) Ninety percent of clergy âfeel honored to be a pastorâ (Krejcir, 2016). Thus, thousands continue to serve, but many times it is at a high cost to self and family (Aka et al., 2022).
Frequent transfers of pastors may further contribute to clergy stress. Arn (2014) suggests that a pastorate of less than five years will negatively affect the life of the congregation and may guarantee its loss of vibrancy. Exploring pastoral tenure, Burns, Chapman, and Guthrie (2013) discovered five factors linked with pastoral resilience: (a) spiritual life; (b) self-care; (c) emotional and cultural intelligence; (d) marriage and family; and (e) leadership. Following this theme, Strunk, Milacci, and Zabloski, (2017) sought to clarify factors that might lead to a longer tenure in ministry. Two main themes emerged: (a) âfidelity to the pastoral call, and (b) development of authentic communityâ (p. 540).
In light of these findings, church administrators need to take special note of the welfare of clergy under their care. It seems that the pastorsâ spiritual health and sense of their calling to ministry, accompanied by personal friendship in an authentic and caring community, are significant factors that may provide practical and real support. Recommendations on how to provide practical support are given later in this article.
The Cost of Pastoral Turnover
Pastoral turnover cost and attrition rates are other factors that can help us understand pastoral wellness; this is because factors that are linked to lower attrition resemble factors that enhance the wellbeing of pastors. Researchers include voluntary and involuntary leaving as part of turnover, and it can be as a result of a functional or dysfunctional departure. In other words, turnover includes any reason an employee leaves an organization (Allen, Bryant, & Vardaman, 2010). Therefore, an examination of the causes of turnover will provide insight and recommendations that can strengthen congregational ministry and possibly lower the overall cost of pastoral employment and success.
Research has demonstrated that excessive turnover is correlated with disruptions in production and bottom-line results within the organization (Hausknecht, Trevor, & Howard, 2009; Shaw, Gupta, & Delery, 2005). A recent review by Hom, Lee, Shaw, and Hausknecht (2017) of seminal articles on the problem published during the past 100 years suggests that the overall cost of turnover is between 90â200% of the annual salary of an employee. Such higher cost appears especially associated with employees who develop relational networks both inside and outside the organization (Allen et al., 2010). Richards (2016) came to the same conclusion after studying the turnover of nurses at acute medical facilities.
The cost of turnover is not limited to finances; additional costs may include compromises in the quality of client care, decreased productivity, and general inefficiency (Jones, 2008). For example, the loss of veteran nurses is especially costly because such specialized expertise may take years to develop (Richards, 2016). Allen et al. (2010) suggests that in addition to direct cost of turnover we need to consider disruptions of all kinds, loss of organizational memory, and the disappearance of seasoned mentors. Turnover depletes work knowledge and redirects resources away from services (Hausknecht et al., 2009). Considering pastors, this is significant as they are continually connecting with peopleâboth those within the congregation and those in the community. When pastors leave a parish, their knowledge and community connections vanish with them.
Allen et al. (2010) found that the two most important predictors of turnover were (a) organizational commitment and (b) job satisfaction. While pastors may have a high commitment to their divine calling, there is no guarantee that calling will translate to their employing organization. Their relationship with supervisors may be critical for such organizational commitment and may also impact their job satisfaction.
Pastors are highly trained and specialized, and the very nature of their work involves developing and building strong relational networks both inside their congregations and in their local community. Thus, we can reasonably assume that the cost of turnover for pastors is at the higher end of the spectrum (perhaps as great as 150â200% of their annual remuneration). Unfortunately, administrators may overlook this additional cost. If the actual salary paid to a pastor is the only number considered, it may be tempting to save a salary or move pastors from one district to another. Yet a network of relationships takes years to develop. When a pastor transfers, whether by administrative administration or by acceptance of a call to another organization, those relationships often disappear, and a new pastor will not be able to step right into them.
Lowering Turnover
No simple quick fix exists for lowering turnover (Richards, 2016), but factors that contribute to tenure have been suggested. This takes a multi-pronged approach. One fundamental way to reduce attrition is to create a culture of caring for employees (Richards, 2016). Well-defined and functional work teams acting as mentors to newer employees will increase commitment and job satisfaction (Allen et al., 2010). Allen offers additional factors that are of value to employees and lead to retention. These include clear communication of an organizationâs values and culture; opportunities for socialization among employees; positive feedback; job training; employee development; and leadership training (Allen etal., 2010). The perception of fair treatment of an employee by an organization seems to be correlated with a feeling of being valued and a desire to stay.
Even though the statistics on clergy wellness may paint a dark picture, we also find much hope and tangible suggestions to turn the situation around for individual pastors. Elkington (2013) suggests three practical ways to provide pastoral support: (a) providing support and training in the implementation of personal boundaries and the rebalance of personal lives; (b) providing caring support in a systemic way through denominational resources; and (c) educating congregations about pastoral needs and the high cost of clergy attrition. From this we see that it takes a three-pronged approach to provide pastoral support, namely (a) the pastor, (b) congregation, and (c) administration need to join hands in supporting clergy wellness and, in turn, lower turnover rates.
Multiple research projects (Bledsoe & Setterlund, 2015; Joynt & Dreyer, 2013; Schmitz, 2016; Wilson & Hoffmann, 2007) support this threefold approach to pastoral rejuvenation. However, the process takes time and requires deliberate action from clergy, administrative supervisors, church publications, and religious educators. Congregations can provide meaningful support to their pastor if members understand the many demands made on clergy and if they choose to be supportive and encouraging.
Poenitz (2012) piloted a mentoring initiative for pastors as part of his doctoral studies. He invited eight new pastors to enter a mentoring relationship with him comprised of a one-hour commitment every month for six months. He discovered that such a mentoring relationship flourished with âa) increasing trust levels, b) quality and quantity time investment, c) respect for one anotherâs competencies, d) partner accountability, e) reflection during and following the sessions, f) a mutual learning attitude, and g) intentional listening skillsâ (Abstract, p. 5).
The Lilly Endowment Fund shared a concern for pastoral wellbeing and sponsored a multiyear experiment through the Christian Theological Seminary in Indianapolis (Roberts & Reber, 2007). The experiment consisted of 13 groups of eight clergy and a trained leader. Lilly provided 75% of the cost for a three-year journey that required six yearly meetings and a yearly three-day retreat; the program culminated with travel to a foreign destination. Results suggested that such a clergy peer group model can support pastoral wellness, increased tenure, and improved performance.
Roberts and Reber (2007) recommend starting the process by letting individuals choose their group participants and put together a learning proposal with its own goals, processes, and budget. After its members have made their commitments, the peer group becomes a closed unit for the duration of the experience. It does not allow spouses to join until after it has completed the agreed-upon activities. A meeting with spouses and congregation leaders at the beginning of the journey will help them understand and accept the commitments made.
My personal experience as a participant of one of those clergy peer groups is that they create bonds of personal friendship that last for years, as well as provide spiritual and personal support in times of change and ministry challenges. We traveled, debated, learned, experienced, and shared ministry together. Years later, our clergy peer group still meets regularly, and we continue to cherish our deep friendship. It is, perhaps, the most valuable clergy support that I have experienced in my 40 years of ministry.
Practical Ways to Lower Turnover
The three studies by Elkington (2013), Poenitz (2012), and Roberts and Reber (2007) provide practical suggestions for increasing pastoral wellness, resulting in greater effectiveness in ministry. Based on their work, we can conclude that it takes the joint effort of the clergy personally, their congregation, and organizational administration to improve clergy well-being and lower the turnover rate. Their recommendations reflect the findings of human resource researchers and correlate with findings on reducing turnover and increasing financial efficiency of organizations. Following are five recommendations, based on these studies as well as my personal experience in the Lilly Endowment experiment, that correlate with reduced turnover rates and improved pastoral wellness.
- Increase communication between administrative leadership and pastors, while recognizing the pastor as the administratorâs first priority and an extension of the organization in the local congregation. This can be done by leadership developing a positive relationship with the pastor in order to create a nourishing a culture of support that contributes to wellness and commitment. Leadership should also seek to protect the pastor from critical parishioners by insisting Matthew 18:15â17 is followed when complaints are leveled against a pastor. Such actions demonstrate administratorsâ genuine care for pastoral wellbeing and create a true sense of teamwork between the local pastor and his/her supervisors.
- Educate congregations on the work and ministry of pastors, as well as their role in supporting the pastor. Congregates should also be educated about the need for and benefit of clergy peer groups. Finally, they should be taught the biblical process for dealing with disagreements within the body.
- Create self-selected and funded clergy peer groups that are accountable to administration for time spent and work performed. Have the group set a time frame, create a study proposal, and report their findings to their peers at end of the study period. Suggested funding is $2,000 each year per pastor: $1,000 from their administrative entity, $600 from the pastorâs congregation or district, and $400 from the clergy. This is a practical way to create a work team, alleviate the sense of loneliness, and facilitate deep friendships that may last a lifetime.
- Create official partnerships between adjoining districts, in which two pastors can work together and support each other, bringing their congregations closer in fellowship. This would also be in harmony with the example Jesus gave the disciples in Mark 6:7 by sending them out in pairs to do ministry.
- Identify a clear fit between clergy and congregation during the time of recruitment and selection. Such thoughtful action can increase the likelihood of a positive collaboration between clergy and congregation for a longer, more successful tenure.
Closing Thoughts
One conference gave permission for an experiment with a clergy support group mirroring the Lilly Endowment study. Six pastors participated and committed to meeting six times a year in addition to attending a three-day retreat each year. The meetings included study and play time. Visits were made to various religious leaders, museums were explored, and fun time included indoor skydiving and disc golf. A three-day retreat was held at a Mennonite retreat center that included silent time. At first, some pastors had difficulty handling silence during meals, but they warmed up to the experiences and cherished them. Hiking in solitude and enjoying time together at a campfire brought them close to God and to each other. The final evening was spent in a small stone chapel. As the fire cooled in the fireplace and darkness settled in, the pastors felt closeness to God and to each other. Deep personal sharing took place, and the small group of pastors bonded as close friends. Unfortunately, the area administration team changed a year into this experiment, and pastors were moved or let go. Currently, four of the six pastors have left the field, resulting in increased operational cost for the organization, reduction in ministry effectiveness, and removal of the support group these pastors had.
Pastoral wellbeing and reduced turnover rate are reasonable goals to attain. Too many pastors are struggling, and the cost of transferring them is too high. With the arrival of COVID-19, the state of ministry has only become more challenging. A recent study (Shellnutt, 2021) revealed that the intent of pastors to leave ministry increased from 29% in January 2020 to 39% in November 2020. What is encouraging is that the two factors Allen et al. (2010) identified as predictors of turnover and the two factors Strunk, Milacci, and Zabloski (2017) identified as factors that might lead to longer pastoral tenure may be somewhat related. Job satisfaction of a pastor can be reasonably connected to his/her authentic community in the parish, while faithfulness to ministerial calling can be reasonably connected to organizational commitment. Thus, investing in pastoral wellbeing is a win-win situation, with the added benefits of longer tenure, enduring relationships in church and community, and lower turnover cost.
Throstur Thordarson, PhD, MDiv, MBA, has been serving as the senior pastor of South Bend First Seventh-day Adventist church since 2006 and has at times served as an adjunct professor at Andrews Universityâs Seventh-day Adventist Theological Seminary. He has served as pastor and youth director in Iceland and the United States. His primary research interests are efficient organizational management in churches and conferences, as well as pastoral wellness.
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