1. Church
Training[1]
(a) Formal
Training
Much of the formal training done in the
Church is conducted through Church sponsored training programs. These programs are organized by, or under
the direction of, presiding Church leaders serving at each of the
organizational levels of Church hierarchy: the Twelve Apostles; the General
Authorities; Area and Regional Authorities; Stake and District Presidencies;
and Branch Presidencies. Sometimes the
programs are designed to permit leaders at one level of the Church’s hierarchy
to instruct leaders at the next or another level of the hierarchy, with the
expectation that those trained will in turn train those over whom they have
direct supervision. Hence the General
Authorities train the Seventies, and the Seventies train mission, stake and
district leaders. The General
Authorities train Mission Presidents, and the Mission Presidents train their
missionaries and the leaders under their supervision. The Church also holds regular world-wide priesthood
and women’s training sessions so that the General Authorities can give direct
instructions to lay priesthood and auxiliary leaders. This pattern of instruction is repeated over
and over again in the Church, from one level to the next. The instruction is disseminated through
special or worldwide broadcasts; regional, stake, district, ward and branch
conferences; and, specialized training programs. In some cases, the Church sponsors
specialized training programs directed at those who have assignments requiring
special skills or working in unique areas of responsibility, where there are
few in an area or district having the same responsibility, such as programs
developed help with public affairs, physical facilities, welfare services, and
Church audits and finances. The Church
has been forward looking, using modern communication channels to disseminate
its training. While we have been in
Malawi, we have listened to live training through the Internet and webcasts, as
well as listening to DVDs and attending meetings and conferences.
As “MLS” missionaries, we have done a little
formal training, but probably far less than you might imagine. The reasons for this is quite simple. MLS senior missionaries play a role in such
training programs only when requested by priesthood leaders, such as the
Mission, District and Branch Presidents, since those presiding authorities are
the ones charged with handling the training for those under their
jurisdiction. We have found the
presiding priesthood leaders in Malawi, though still new in the Church, anxious
to be independent and to do their own training.
They have not felt the need to ask for much help. Generally
speaking, this speaks well of the Church’s development in Malawi.[2] It shows that they are confident, understand
the guidelines in the Church Handbooks, feel adequately trained by their
presiding officers, and have a clear vision of how the Church should operate.
Some senior missionaries, however, spend
much, maybe even most, of their time training local leaders. This they do because they have specialized
assignments to help promote particular programs in the Church that are not
easily operated at the unit level, and often require more world-wide support
for effective operations. Examples include senior missionaries called
to work with public affairs, self-reliance, and seminary and institute
(“CES”). Those senior missionaries
frequently travel extensively throughout the areas in which they labor (i.e.,
the Mission or parts of the Area), helping local leaders understand these
programs and how to administer them through local representatives within their
jurisdictions.
(b) Shadow
Leadership
The primary way in which MLS senior
missionaries are involved in training is through “shadow leadership.” Given the significance of that assignment to
what we do, I will touch upon that topic separately under “Principles of Shadow
Leadership” below. However, when
thinking of shadow leadership, it is important to keep in mind that its
“purpose” is to train others in the Church—whether they be local leaders or
just regular members holding down one of the multitude of positions to which
one may be called in the Church. Shadow
leadership is not leadership by accident.
(c) Modelling
Behavior; Being a Good Example
As Carole and I have experienced both our
minor successes and failures, one other principle related to training comes to
mind, equal in importance to the others.
Often the most effective training occurs through the examples we set for
others—not because we are trying to teach them anything, but only because we
are trying to do good. The power
stems from the acts of goodness.
Example is usually the most powerful tool for modelling the behavior of
others. Others watch and learn, without
being told, instructed or guided and without being criticized, reprimanded or
admonished. Such training does not come
out of a formal training program or the giving of informal advice or
counsel. Instead, the training in question is the
natural outgrowth of the senior missionary’s behavior. Without doubt, senior missionaries should
always try to do their best--in being reliable; in studying the scriptures; in
showing charity and compassion; in participating in classes; in helping out
when members are in need; in showing an interest in the lives of members.
Without question, one thing we can count on
is that local leaders and members are ever mindful of what we do and say. Sometimes, we may question this, since many
members are often very circumspect around senior missionaries and seem to pay
little attention to senior missionaries.
This is certainly the case in Malawi.
We have found the members (including local leaders) to keep their own
counsel. They do not share much about
their personal lives, and often give short answers to questions. They are not effusive with their praise, do
not talk much about how they feel, and, at least with foreigners, can be quite
closed and reticent. Rarely do they
comment on what we have done or said.
Only on rare occasions do they talk about prior senior missionaries.
But, just as you and I pick up on clues
about others, fashioning lasting impressions about them—their strengths,
weaknesses, interests, and intents—they do the same about us, even when we are
largely oblivious to the our potential impact upon them. Of
this I am certain—we have significant impact upon them—what is less certain is
precisely how we impact them. Why am I
so confident of this? It is because we
know how much of an impact they have upon us, quite unbeknownst to them. We should never underestimate the importance
of example.
In this regard, I am reminded of Christ’s
statements that He did not do anything of himself, but did only that which He
had seen the Father do. “Then answered
Jesus and said unto them, Verily,
verily, I say unto you, The son can do nothing of himself, but what he seeth
the Father do: for what things soever he doeth, these also doeth the Son
likewise. For the Father loveth the Son,
and sheweth him all things that himself doeth: and he will shew him greater
works than these, that ye may marvel.”[3] Of course, it would be shamelessly
presumptive to compare oneself to the Father, but I think the scripture does
illustrate an enduring principle of agency and instruction—it is through the
example of the righteous that we learn to be righteous; through the example of
the faithful that we learn to be faithful; through the example of the
charitable that we learn to be charitable.
[1] Apart from formal training, we learn much
about our duties in the Church by reading on our own the scriptures, Church
handbooks and other publications. The
focus of this section, however, is upon the formal and informal training
programs instituted by the Church to educate its local leaders and
members. The scriptures, handbooks and
other publications are frequently used as the source materials in the training
programs.
[2]
This is a bad development only when local leaders deceive themselves, and need
assistance, but refuse to ask for and accept the help out of pride or
arrogance.
[3]
John 5: 19-20.
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