Pastor Search Handbook

Copyright © 2005, 2013, 2019 by

The Southern Baptists of Texas Convention
Revised and Updated by Jim Richards and Tony Wolfe.
Cover and interior design: Lightner Creative

All rights reserved. No part of this publication may be produced,

stored in a retrieval system or transmitted in any way by any means,
electronic, mechanical, photocopy, recording or otherwise without
the prior permission of The Southern Baptists of Texas Convention,
except as provided by the U.S. Copyright law.
 Table of Contents
Preface i

Chapter 1: Preliminary Considerations 1

Chapter 2: Forming a Pastor Search Committee 5
Chapter 3: Getting Started 9
Chapter 4: Three Profiles 19
Chapter 5: The Process 25

Step One – Profiles 26

Step Two – Receiving Resumes 26
Step Three – Narrowing the Candidate Field 28
Step Four – First Contact 30
Step Five – Getting Started 31
Step Six – Pursuing One Candidate Uniquely 34
Step Seven – Interviewing the Candidate 36
Step Eight – Confirming God’s Leadership 39
Step Nine – Assimilating the Pastor and His Family 43

Chapter 6: Process Summary 45

Conclusion 49
Appendix 57
Preface
The Southern Baptists of Texas Convention is committed to
serving and equipping churches in a manner that extends and
enlarges their great commission footprint. This Pastor Search
Committee Handbook is offered as a tool to assist churches
through their seasons of pastoral transition.
The period without a pastor or staff member can be one of
the most challenging seasons in the life of any church. Thus,
it is essential that the search committee be as prepared as
possible, both spiritually and practically. This handbook will help
to facilitate the most efficient search process and smoothest
possible transition for the church’s new pastor.
The SBTC stands ready to assist the committee in any way
possible through training, consulting, resources and prayer
support. Upon request, the Pastor/Church Relations department
of the SBTC will sometimes be able to provide resumes for
a committee’s consideration (any resumes sent from our
office are intended as a service to our churches and are not
recommendations from the SBTC). However, the most effective
avenue for getting connected to potential candidates will be
through our NextStep Connections Church Job Board.
We strongly encourage you to post your open position there:
http://nextstep.sbtexas.com.
It is our prayer that God would bless
the use of this handbook to assist churches
God’s man,
in finding the individual God desires for
in God’s
effective ministry in his church. Our goal
time, no
is that through the work of the Holy Spirit
exceptions.
in you and through you, your church will
be led to God’s man in God’s time, with no
exceptions.
Chapter 1

Preliminary
Considerations

Consider Forming a Transition Committee

In most cases, the Pastor Search Committee should not
also be tasked with filling the pulpit during the interim. For
this reason, it is strongly suggested that the appropriate
church body/committee begin immediately after the pastor’s
resignation to form a transition committee.
The transition committee can be comprised of three to
five individuals who will be charged with the weekly and
monthly duty of scheduling pulpit supply, and/or selecting an
interim pastor to bring before the congregation for approval.
This committee will also oversee the weekly operations of
the church during the interim. Often, a transition committee is
comprised of church ministerial staff, the chairman of deacons,
the chairman of finance, and other officers of the church as
needed. (See APPENDIX I, “Pastor Transition Committee
Formation and Responsibilities.”)

1
 Consider Employing an Interim Pastor
The SBTC is committed to training qualified and capable
men of God to be successful interim pastors. We gladly
connect these men to local churches seeking an interim pastor,
based on the church’s unique structure, size and season.
Covenant agreements between trained interim pastors
and the church are between those two parties alone; the
SBTC offers connections, but employment arrangements,
background checks, compensation and job responsibilities are
the business of the church and the interim pastor.
The benefits of employing an interim pastor are many.
Most importantly, the interim pastor is able to meet with and
counsel the various committees and ministry teams of the
church, helping them all move forward in the same direction
together. He brings this contextualized understanding into
the pulpit as well, leading
the congregation in their
expectation of a new pastor.
The interim pastor builds the The interim
runway, but the incoming pastor builds the
pastor flies the plane. runway, but the
If an interim pastor is
incoming pastor
to be employed, the SBTC
flies the plane.
can help with a suggested
covenant agreement form,
suggested compensation and
more. However, whatever
agreements are made between
the interim pastor and the
church should be in writing. Both the interim pastor candidate
and his covenant agreement should be approved by church
vote. (See APPENDIX II, “Sample Interim Pastor Covenant
Agreement.”)

2
 Contact the Pastor|Church Relations department for
names of trained interim pastors in your area, or for questions
regarding the employment of an interim pastor.

The reason I left you in Crete was to set right

what was left undone... Titus 1:5

3
4
Chapter 2

Forming a Pastor
Search Committee

A Pastor Search Committee may be elected one of several

ways. The church must decide the best method to meet its
needs and proceed from that point. Ultimately, a church’s
bylaws or other governing documents should explain the
selection process.

Suggested Process for Electing

a Pastor Search Committee
If your church has a constitution and bylaws, consult
and follow it. A standing committee or Committee on
Committees may be responsible for nominating all church
committees, including a Search Committee for a pastor or staff
member. The church Nominating Committee may have this
responsibility.
Often, the church may nominate and elect the Pastor
Search Committee from the floor. Ballots may need to be
prepared with the names of all church members eligible to
serve. The constitution and/or bylaws may give the voting

5
requirements. For example, some churches require a member
be eighteen years or older to be eligible to vote or to serve
on the committee. Others detail the number of men and
women on the committee, or a range of age representation.
In such settings, a special business meeting is usually called
during which church members circle the names of five or
seven persons to serve on the committee, usually with two
alternates.
If no clear instructions are given in the church’s governing
documents, it will be acceptable to notify the church at least
two weeks in advance that there will be a special called
business meeting to adopt the process for electing a Pastor
Search Committee. Explain that the purpose of the meeting
is to adopt the process. Use the following as a guide for the
motion to be made:

Recommendation:
The __________ committee recommends the following
process for electing a committee to search for a pastor.

b That __________(a church member or staff member) be

elected to serve as moderator of church business meetings
until a pastor is called.

b That the following process be adopted…

b The name of the committee will be: “Pastor Search

Committee.” No existing committee will be used (The
Pastor Search Committee will give its undivided attention
and prayer to the process of searching for a pastor). A
business meeting will be called two weeks from today
(give date) for the purpose of electing a Pastor Search
Committee. This time should be used by every member to
prayerfully seek God’s will regarding persons to serve.

6
 b The Pastor Search Committee will consist of five
members and two alternates, all members of the church.
(Where desired, consider specifying the number of
men and women on the committee. For example, “the
candidates receiving the most votes will populate the
committee in such a way that at least two women are
represented.”)

b The Nominating Committee (or other appropriate

committee) will be responsible for counting the votes. This
committee’s chairman will contact each candidate, in order,
to request service on the Pastor Search Committee until
the total number of committee members is filled.

b The results of the election will be published in the

next mail-out, worship service, website and/or other
communications.

b A record will be kept of the persons receiving the most

votes. If any of those elected cannot or will not serve,
the alternates will take their spot on the committee. In an
instance where the alternates are also not able or willing,
individuals receiving the next highest number of votes will
be asked to serve.

b At its first meeting, the Pastor Search Committee will

elect both a chairperson and a recording secretary. The
chairperson will be the regular spokesman for the group.
The recording secretary will take notes at all meetings for
records, and update written communications to the church
regularly.

Special Notes:
Representation on the Committee. The members of
the Pastor Search Committee should represent the entire

7
church—a healthy cross-section
of the membership. As suggested
in the selection process above, The members
consider specifying age and gender of the Pastor
requirements for representation Search
on the committee. The best Pastor Committee
Search Committees are made should represent
up of a microcosm of the church the entire
membership’s demographics.
church—a
Expenses for the Committee.
healthy cross-
All expenses of the Pastor Search
section of the
Committee members should be
paid by the church, including travel
membership.
expenses/reimbursements, meals
and any other costs incurred to
perform this duty. At a regular
business meeting, a special budget
can be set in place for this purpose.
Prayer Support for the Committee. The church
should pledge to support the search committee in prayer
until a pastor is called. The Sunday morning following the
committee’s selection, consider having all committee members
come to the front to be recognized and prayed over publically.

When they had prayed, the place where they

were assembled was shaken, and they were all
filled with the Holy Spirit and began to speak the
word of God boldly. Acts 4:31

8
Chapter 3

Getting
Started

Pray. If your desire is that the Holy Spirit will lead you
together through your search then the whole process, from
start to finish, must be bathed in prayer. Your search for a
pastor will be an exercise in spiritual warfare so you must
“pray at all times in the Spirit… and stay alert,” (Eph. 6:18).
Carve out 15-30 minutes before every committee meeting to
pray together. Prayer topics to consider for your committee’s
regular seasons of prayer together include:

b Each other. Take time to pray for each other’s families,

jobs, friends, health and any other areas of personal
life where Satan may attack. The best Pastor Search
Committees not only move forward together, but also
grow together through the process. By the end of this
pastor search, you should have grown together as
brothers and sisters in Christ.

b Future pastor and family. You do not know who this man
is, but God does. Pray that God would begin to turn his
heart toward your congregation, and that he would finish

9
 well where he is currently serving. Pray for his wife and
children, if he has them. Pray that the Lord will put people
around him who will confirm this new calling in his life and
the life of his family.

b Future pastor’s current church family. If he is currently

pastoring now, a group of men and women will likely be
sitting in your chair in less than a year. Pray that their
future season of pastoral transition will be one of Spirit-
filled unity and favor from God.

b Your church family. Transitions do not usually create

problems; rather, they expose them. Many things can
surface in seasons of transition: power plays, financial
difficulty, frustrations, volunteer vacuums and more. Pray
that the Lord will guard your fellowship against every
attack of the enemy and that unity and peace would be
evident through the entire search process.

b Your committee’s work. Pray that the Lord will guide

you together, in unity, toward the man He has selected
to be your future pastor. God’s man in God’s time—no
exceptions.

Communicate. You have most likely already heard it:

“Have you found our pastor yet?” The church body has
affirmed you as the team of men and women who will
prayerfully seek their next senior pastor. What an enormous
responsibility! And what a great honor! They are entrusting
this duty to you, but if you do not keep them informed of the
committee’s activity and progress, they will become restless
and frustrated.
It is not recommended that someone stand before the
church in the weekly worship gathering to communicate
that there has been slow movement. This has a tendency

10
to disrupt the flow of the service and to put more emphasis
on the fact that you do not have a pastor, than that you are
searching for one.
Rather, consider a blog or newsletter that can be updated
by the committee’s recording secretary after every meeting
or every few meetings (at least once or twice per month). At
a minimum, you can communicate specific ways the church
body can pray with and for the committee. You can let them
know when you have met
with a denominational leader
for training, when you have
developed profiles or posted Be very intentional
the position, when you are about keeping the
narrowing down the field, church informed
when you are dealing with of the committee’s
one candidate uniquely, etc. progress.
Be very careful never to
give any details at all about
specific candidates. But be
very intentional about keeping
the church informed of the
committee’s progress.

Review the Scriptural Basis for a Pastor (1 Tim. 3:1-7;

Titus 1:5-9). The Bible is very clear about the character of the
man who holds the office of pastor. In your first meeting, take
time to read together through these two passages and make
notes of character qualities the Bible requires for this position.
Discuss these things openly. Come up with some non-
negotiable items from these passages of Scripture.
Be careful not to fall into the trap of comparing your
previous pastor to these. The goal is to move forward, not to
think backward. Lean in to what God has ahead of you. Allow
the Scripture to begin shaping your understanding, together,

11
of the character qualities your next pastor should possess.
This may seem perfunctory to you at first, but understand
that the task to which you have been called is an exercise in
spiritual discernment and self-control. You will frequently be
tempted to compare candidates against one another or against
your previous pastor(s). Allow the scriptural profile of a pastor
to take root early and often in every committee member’s mind
and heart. The biblical profile for a pastor is the foundation for
comparison. Anything else will fall short of God’s design and
has the potential to blind you from seeing God’s man.

Specific Concerns for Transition Management

Transition Committee. It is best that the church form
a transition committee as soon as possible, and that the
Transition Committee handle all of the duties with regard to
pulpit supply and interim pastor search and recommendation.
However, if a transition committee was not named, the Pastor
Search Committee may have to begin by filling this role.
Find immediate pulpit supply and an Interim Pastor. Begin
by scheduling pulpit supply for the coming weeks, while
seeking the leadership of the Holy Spirit for an interim pastor.
The SBTC keeps contacts for pulpit supply preachers and
trained interim pastors, and will be glad to connect you to some
in your area. Your local association will likely be able to help you
with these contacts as well. Anyone who fills the pulpit should
be supplied with both an honorarium, and travel expenses.
Interim as a Candidate. As a general rule of thumb, do
not allow an interim pastor to be considered for the position
of pastor. If the interim pastor desires to be considered as
a candidate, it is usually best that he resign the interim and
submit a resume to the committee, submitting himself to be
put through the process. A covenant agreement signed by
the interim and church representatives prior to the interim’s
call will alleviate much confusion. This agreement should also
include the interim job description, compensation and any
12
other particulars either the potential interim or the church
may deem necessary in order to prevent later confusion.
(See APPENDIX XII, “Sample Interim Pastor Covenant
Agreement.”)

Internal Candidates. Often someone who is already on

staff, in an associate role, would like to be considered for the
position of senior pastor. This is an opportunity for the church
to celebrate that God has used the church to cultivate and
develop this calling on the individual’s life. When this is the
case it is best not to use the staff person to fill the pulpit in the
interim. If God is calling him to be a senior pastor, it is possible
that he may be called to your church through the process
outlined in this handbook. It is also possible that God’s design
may be for him to pastor a different congregation. Navigating
these waters is difficult for a committee, but can be done
successfully, to the glory of God and for the good of the
candidate and the church body.
If the internal candidate is filling the pulpit regularly in
the interim, (1) he will not be able to put as much time and
energy into his current role as is needed, and (2) some in the
congregation will begin to see him as their pastor, before the
Pastor Search Committee has the chance to seek the Lord’s
direction in this.
There is more to the pastor search process than finding
a good preacher or someone with great leadership skills.
The work of the committee is to dig deeply into prospective
candidates concerning leadership styles, theological
convictions, church culture, community opportunities and
so much more. If the internal candidate is fulfilling the
function of the senior pastor while seeking the office of
senior pastor, many in the congregation will decide quickly
and opinionatedly that he either is or is not God’s man. This
carries the potential of splitting the church no matter what the
decision of the committee may be.
13
 Sometimes, the internal candidate is God’s man, and this
can be exciting for the church. Best practice suggests that the
Pastor Search Committee go through the full work of defining
the process (as suggested in this handbook), then put the
internal candidate through the
process first. If the internal
candidate will not be pursued
for the position, let him know There is more
as soon as possible. to the pastor
If an existing staff member search process
submits his resume for than finding a
consideration, or indicates
good preacher or
a desire to do so, consider
someone with great
asking him to contact the
leadership skills.
Pastor|Church Relations
department of the SBTC. This
team leads pastoral transition
management conversations,
trainings and coaching in
dozens of churches every year,
for very small congregations and very large congregations.
Someone on the SBTC’s Pastor|Church Relations team can
help coach the internal candidate gracefully through the
transition season.

Power Grabs. As much as it depends upon you as a

committee, avoid allowing a vacuum to be filled by incorrect
leadership. Sometimes during an interim season, individuals
with the wrong motivations may rise to the opportunity to
lead. It is imperative that during the transition, the church
maintains a healthy understanding of the role and function of
pastoral authority and church leadership structure.
Follow the church’s governing documents carefully. Do
not fill a position—either volunteer or paid—simply because

14
it needs to be done. It is better
to have nobody than the wrong
body. Be sure that individuals
are called, qualified and capable It is better to have
where they are asked to serve. nobody than the
This may be the responsibility wrong body.
of the church staff, deacons
or another committee in the
church. Do not overstep the
boundaries of your committee.
Also, be cautious of those
who might approach you and declare that God has chosen
him as the next pastor. If anyone is interested in the position,
he must go through the same process as everyone else in
order to be considered. Pray for God to work through the
system. Then work the system, in faith that he will.

Candidates as Pulpit Supply. It is strongly recommended

that individuals who are interested in becoming the next
pastor do not fill the pulpit during the interim. Again, the
Pastor Search Committee is evaluating much more than
sermon delivery skills. Candidates should be evaluated
holistically, by the small group of men and women who
have been elected to do so. At the appropriate time, through
the leadership of the Holy Spirit and the diligence of the
committee, one candidate will be brought before the church
for consideration.

Consistency of ministry is important. Regularly

encourage the various committees and ministry teams of
the church to keep functioning during the interim. Ministry,
missions, worship, evangelism and outreach do not have to
suffer during pastoral transition. God has gifted your church
members and engrafted them into the body for this purpose.

15
An interim period is not the time to disengage, but to dig in
and be committed.

SBTC Assistance. The Pastor|Church Relations

department trains dozens of Pastor Search Committees every
year, in both very large and very small churches. It is their joy
to invest in your church’s future this way. They bring decades
of departmental wisdom to this training. Many of these
department employees have sat on every side of the Pastor
Search Committee table through the years—as candidate,
committee member and committee trainer.
Pastor Search Committee training, coaching and other
matters of pastoral transition management are all fully supported
ministries of churches participating through the Cooperative
Program of the SBTC. SBTC employees who come to train
or consult with your committee do not require any kind of
honorarium, and the convention covers all of their travel
experiences. Usually, the trainer will request permission to invite
your associational leader and/or a field employee of the state
convention. These men, geographically close to you on the field,
can be an invaluable resource to you through the transition.
Through ongoing coaching, SBTC trainers and coaches
are willing and available to help the committee at every turn
during the process. Because local church autonomy is one of
our foundational commitments, no SBTC employee can direct
the activities of your church. Those who train will simply bring
suggestions and best practices based on personal experience
and the collective wisdom of the department’s history, and
they will make themselves readily available for ongoing
assistance as requested.
Even those who have served on a Pastor Search
Committee before can use a refresher, and can allow the Lord
to show them new things to apply to this process. The SBTC’s
Pastor Search Committee training provides the venue for

16
the committee to listen and
agree together on the way
forward. You do not have to You do not have
do this alone. Let the SBTC’s to do this alone.
Pastor|Church Relations Let the SBTC’s
department help. Pastor|Church
Relations
Posting the Position. department help.
When the time is right,
consider posting the position
on the SBTC’s NextStep
Connections Church Job
Board (http://nextstep.sbtexas.
com). There, you will build a church profile then post the open
position. For purposes of security and confidentiality, churches
cannot search for candidates on this website, but candidates
can search for churches and positions. Candidates prayerfully
search for positions then apply directly to those where they feel
the Lord may potentially lead them. Every church and every
candidate using the site must affirm the convention’s statement
of faith. Background checks are strongly recommended for
every candidate considered, and this is the responsibility of the
local church.

Essentials for Success

b Remain intentionally positive and expectantly prayerful.

b Elect a chairperson and secretary as soon as

possible. The secretary will take accurate records of all
meetings. The chairperson will be the face and voice of
communication for the committee’s decisions and progress.

b Move on God’s timetable and not what others are urging

you to do. Remember: God’s man in God’s time—no
exceptions.

17
b Adopt the conviction that there is only one man God
has for you. If you move through the process with your
heart on one man, and that man is not God’s man, then
God’s man is someone else. Resist the urge to compare
candidates to previous pastors, or to one another. Do
the work of building a pastoral profile, and compare
candidates to the profile God gives you.

b Confidentiality is essential for the committee. Observe

ministerial ethics and etiquette in dealing with the
candidates. Understand that every candidate name
you see is one who is seeking the Lord’s direction in a
potential new ministry context. They have entrusted
their identity to you with the expectation of careful
confidentiality. Do not ever communicate the names,
locations, current churches or any other information
outside the boundaries of your committee’s members and
the SBTC’s assistance.

b Communicate clearly and regularly with the church body.

Let the favor of the Lord our God be on us;

establish for us the work of our hands—
establish the work of our hands!
Psalm 90:17

18
Chapter 4

Three
Profiles

The SBTC strongly suggests that before the position is

posted or resumes are viewed, the committee do the work of
creating three profiles. This will keep the committee focused
on forward movement through the process. It will also help
provide a basis for comparing each candidate to the biblical
profile and pastoral profile instead of comparing candidates to
each other. The suggested profiles for your committee to begin
working on immediately are as follows, in order.

Church Profile
This answers the question, “Who are we?” The
committee should begin immediately to collect statistics and
demographics on the church. Consult the church’s reports
from the Annual Church Profile over the past 10 or 20 years.
The SBTC can help you retrieve this information if needed.
Compile data from internal records concerning
undesignated giving, designated giving and missions giving.
Discover averages and trends in weekly worship services

19
and small groups or Sunday
School. If attendance
statistics are not available, Every church has a
begin counting and recording culture. The church’s
weekly attendance statistics culture is determined
immediately. Use this data by things that are
to formulate a YTD average valuable to the body
that you can share with of believers, combined
prospective candidates. with historical mile
Wherever possible, markers and current
learn the demographics of
happenings (whether
the church membership
positive or negative).
including age ranges, ethnic
backgrounds and/or pockets
of residence represented in
the church membership. Ask
questions like, “How old/
young are we as a church?”
“Where do our people live?” and “What is our ethnic makeup?”
Every church has a culture. The church’s culture is
determined by things that are valuable to the body of
believers, combined with historical mile markers and current
happenings (whether positive or negative). What things are
important to your church’s membership? What are the non-
negotiables? Consider launching a S.W.A.T. assessment:
Strengths? Weaknesses? Opportunities? Threats?
The new pastor may come into the church with a dynamic
vision and all the skills necessary to cast and implement it. But,
as Peter Drucker so famously noted, “Culture eats strategy for
breakfast.” The Church Profile will help the committee and the
prospective candidate understand the culture of the church.
Format all of this information into a single-page document
that you will feel comfortable giving to a pastoral candidate
when he asks for information regarding the church. (See

20
APPENDIX III, “Sample Church Profile.”)
Spend time reviewing this document together, and
understanding (as a team) who you are as a church body.

Community Profile
This answers the question, “Who are they?” “They” being
ones you are hoping to reach for Christ in your geographic
region. The committee should do the work of discerning
information about the immediate community context. God
has called the church not only to the nations, but also to its
own Jerusalem (Acts 1:8). What are the demographics of
your community? Median age range? Ethnic makeup? Median
household income? Education level? Unchurched and unsaved
statistics? How many public school districts are in your
immediate context?
You can review your specific city, county or zip code’s
U.S. Census data at no cost by visiting this website: www.
city-data.com. Also, request a demographics survey from
the Pastor|Church Relations
department of the SBTC. The
U.S. Census data will give
you hard, statistical facts. The SBTC’s
The SBTC’s demographics demographics survey
survey will help you interpret will help you interpret
those facts in light of your
demographic
community’s unique profile
facts in light of
and your church’s Great
your community’s
Commission purpose.
If possible, invite the
unique profile and
superintendent of the local your church’s Great
school district to join you in Commission purpose.
one of your meetings and
share with you insights
pertaining to the children

21
of your community. Other community leaders to consider
inviting into one of your meetings: chief of police; mayor or
a city councilman; city business development officer. Tell
these community professionals about your church’s search
for a pastor and the church’s desire to be a blessing to the
community. Then ask them to share any insights with you. Be
sure to pray over them before they leave the meeting.
Format all of this information into a single-page document
that you will be comfortable giving to a pastoral candidate
when he asks for information regarding the church’s
community. (See APPENDIX IV, “Sample Community Profile.”)
Spend time reviewing the document together, and
understanding (as a team) who you are hoping to reach.

Pastor Profile
This answers the question, “Who is he?” You have
developed a Church Profile and a Community Profile. Now do
the work of prayerfully discerning the characteristics of the
man who will lead your church to bridge the gap between the
two: “Whom will God use in leading us to reach them?”
Resist the urge to nail down a specific age range,
or an exact degree obtained. While these are important
considerations and must be discussed, they are not to form a
rigid basis for exclusion of candidates. Focus more on general
characteristics of the man who God would have lead your
congregation to reach your community and the nations. What
will he be passionate about? What character qualities will be of
utmost importance? What will his leadership style be like? It is
okay to have a target age range or a target education level. But
be careful about allowing those to become most important.
To gather information about the pastoral profile, involve
the congregation so they will know you value their input. Done
well, this part of the process can give the congregation a voice
into the process, and allow them to feel a sense of ownership
in it.
22
 Objective Measurement. Utilize the objective measurement
included in this manual (See APPENDIX VI, “Sample Pastoral
Profile Congregational Survey.”) This survey should be
distributed to the church membership one Sunday morning
and returned the next Sunday morning. The church should
be encouraged to prayerfully evaluate their answers to
each question. They should be asking what would benefit
the church as a whole, not just their individual desires and
preferences.
Subjective Measurement. The SBTC suggests also using
a more subjective assessment of the congregation, which
we call “listening sessions.” Follow this format for success in
listening sessions:

b Divide the congregation into focus groups. If there is

an existing structure for this, such as Sunday School or
community groups, use it.

b Divide up the Pastor Search Committee and send them

out into the different focus groups one day. Ask five open-
ended questions and listen to the responses. Make notes
of the responses and listen for common themes or key
words.

b Possible questions may include: (1) What is the most

important job of a pastor, and why? (2) What kind of
personality traits should our next pastor have, and why?
(3) What should our next pastor’s highest priorities be, and
why? (4) What responsibilities do our church members
have to our pastor and his family? (5) How important is
theological education, for our next pastor?

b Each committee member should record his or her notes

from the focus group’s responses, then share and compare
with other committee members at the next meeting.
Compile those answers by looking for common threads

23
 and common language. There will be some disagreements,
but you should be able to discern some shared themes,
and work those into the pastor profile.

Discuss both the objective measurement (Congregational

Survey) and the subjective measurement (listening sessions)
in a committee meeting. Format all of this information into a
single-page document that you will be comfortable giving to
a pastoral candidate when he
asks for information regarding
the church’s pastoral profile.
Be careful not to highlight
Be careful not to
division in the church body,
highlight division in
but unity and common
desires. (See APPENDIX V,
the church body,
“Sample Pastor Profile.”) but unity and
Spend time reviewing common desires.
the document together, and
understanding (as a team)
what, exactly, you are looking
for in a pastor.

I will give you shepherds who are loyal to me,

and they will shepherd you with knowledge and
skill. Jeremiah 3:15

24
Chapter 5

The
Process

Satan is the author of

confusion. God is the one who
brings order out of chaos. Since Satan is the author
the beginning of time, God has of confusion. God is
ordained systems, structures, the one who brings
processes, plans and order to order out of chaos.
accomplish His desired will.
The following process is not of
divine origin, and it is not fail-
proof. But it has been tested,
evaluated and fine-tuned for
decades by Spirit-filled ministers and lay leaders who have
your church’s best interest in mind. If you have any questions
about the process, the SBTC Pastor|Church Relations staff
stands ready to assist you. Consider following this process
carefully and prayerfully as you begin to search for your next
senior pastor.

25
 Step One: Profiles
Formulate the three profiles recommended in the previous
section of this handbook. Once the profiles are completed,
you are ready to begin receiving resumes. You may have
already received some resumes without advertising the
position. These resumes must be stored safely where they
can be evaluated at the appropriate time. Resist the urge to
begin evaluating resumes or looking up candidates before the
committee is of one mind concerning the three profiles.

Step Two: Receiving Resumes

Create an email account or online cloud location
specifically for the reception of resumes. Every resume should
be emailed to this address or dropped into this online storage
space. Here you will have all resumes in one place, available to
every committee member as needed.
Decide how long resumes will be received. Usually, 30
to 45 days is plenty of time. If the committee does not nail
down a cut-off date to receiving resumes, they will constantly
fight the idea that a “better”
resume may come in soon.
Pray for the Lord to help you
define the process. Define Pray for the Lord to
that process. Pray for the help you define the
Lord to work through that process. Define that
process. Work the process in process. Pray for the
faith that he will. Announce Lord to work through
to the congregation you are
that process. Work
receiving resumes and clearly
the process in faith
communicate the cutoff date.
that he will.
Any resumes received after
the cutoff date will be stored
in a separate folder.

26
 Recommendations and referrals from trusted sources
are preferable to resumes received from unknown
sources. However, a committee should never receive a
recommendation without also receiving, at some point, a
resume of the man being recommended. If a recommendation
is to be considered, a committee member must contact the
candidate and request a resume. The resume expresses
interest in the position. Without it, the committee cannot be
sure of a candidate’s interest or willingness to be considered.
For specific recommendations, ask your state convention
office, associational office, seminaries, colleges, church
members or other pastors whom you respect. Be sure to
clearly communicate the cutoff date for reception of resumes.
Some of these entities will have online platforms for posting
the job. Others will directly send you resumes based on the
profiles you have developed. Some may request a physical
flyer or written announcement to be displayed in a common
place on their campus.
Resumes may also be obtained through job boards and
position postings at SBC entities.
The Southern Baptists of Texas
Convention hosts a very popular job-
posting site: NextStep Connections
Give grace in
Church Job Board (http://nextstep.
every moment,
sbtexas.com). If you require
to every
assistance with posting a position
on our job board, please contact the
committee
Pastor|Church Relations department. member,
They will be glad to serve you. and take every
After the cutoff date, copies action together
of all resumes should be made for or not at all.
each committee member, whether
digitally or in print, as is preferred
by committee members. Keep in

27
mind that resumes received after the cut-off date can be
considered, but only if petitioned and agreed upon by all
committee members. The point is not to work for the system,
but to make the system work for you. Give grace in every
moment, to every committee member, and take every action
together or not at all.
Letters to prospective pastors. Every candidate who
submits a resume should receive letter one (See APPENDIX
VIII, “Letter One”) or one like it acknowledging the receipt of
the resume and announcing the anticipated time frame for
further communication. Email communication is sufficient for
this notification.

Step Three: Narrowing the Candidate Field

Committee members should keep the three profiles in front
of them, to be referenced throughout the narrowing process.
Narrowing the field of candidates to be considered can be a
daunting task, but following the suggested procedure can help
alleviate anxiety and eliminate human error.
From the hundreds to the tens. If more than thirty
resumes were submitted, utilize the Resume Screening Tool
provided in APPENDIX IX. Divide the resumes up evenly
among committee members. Every candidate’s resume will
be evaluated using this tool. The Resume Screening Tool may
seem cold and impersonal at first, but it is designed to keep
committee members from disregarding candidates on the
basis of one or two particular points of interest.
For example: if a particular candidate is strong in education
and experience, but a little outside of your expected age range,
this will keep him from being immediately disqualified simply
because of his age. Especially when hundreds of resumes are
received, there must be a process to narrow from hundreds
to tens. This tool is designed for that purpose. Determine
the “point” system on this tool according to your own pastor
profile findings.
28
 After two weeks of prayer and evaluation, every
committee member should bring their top six or seven
resumes to the next meeting. Consider allowing every
committee member to have one or two “saves” (if a resume
does not score well, but the committee member feels the Lord
impressing on him or her that he should be considered, allow
it). At this point, the committee should have narrowed the field
from hundreds of candidates to about 30 or 35. From now on,
every committee member is looking at every resume.
At each stage of narrowing, candidates no longer being
considered should receive Letter Two (See APPENDIX X,
“Letter Two”) or one like it, informing the candidate that he is
no longer being considered. Email communication is sufficient
for this notification.
From the tens to the few. For the next two weeks,
committee members prayerfully work through each of the
remaining resumes (30 to 35 of them, at this point). They will
come back to the next committee meeting with their top five
candidates. This is where the prayerful unity of the committee
can begin to take clear shape. As it does, be sure to pause
and give God thanksgiving and praise for leading your team
together in unity.
The chairman of the
committee should ask around
the room for the names of each As the prayerful
committee member’s top five unity of the
candidates. He should write the committee begins
names of the candidates on a to take clear shape,
whiteboard as they are called pause to give God
out, adding tally marks beside
thanksgiving
each repeated name. After all
and praise.
committee members’ top names
have been called out, one to
three candidates should have
risen to the top of the count.
29
 Spend the rest of this meeting talking about the top three
to five candidates, and any other candidates committee
members may want to reconsider. Dismiss the meeting with
the expectation that after a week of prayer, the committee will
reconvene to solidify the top three candidates.
Keep in mind that just because a candidate rises to the
top quickly does not necessarily mean he is God’s man for
your church. God can use even our misdirection and our
misunderstanding to work His ultimate plan through the
committee. Perhaps the Lord is working within you through
the journey, as much as he will work in your new pastor
through his eventual leadership.
Be flexible. Give grace. Move forward together at every
step of the process, or not at all. If
your top candidate is not the top
candidate chosen, make your voice
known on the committee and ask This is not about
for reconsideration. Then, submit finding your
to the unity of the team. This is not candidate. This
about finding your candidate. This is about finding
is about finding God’s man. God’s man.
You should now have agreed
upon a list of your top three to five
candidates for consideration. You
are ready to make first contact.

Step Four: First Contact

Begin by calling the candidates to make sure they are
willing to be considered for the position. You may find that
one or more have already accepted a position elsewhere. If
so, agree as a committee to send the questionnaire to the top
three/five that have agreed to be considered. Be sure to send
Letter Two to all candidates who will no longer be considered
at this point.

30
 Email the top three/five candidates a questionnaire,
along with a cover letter by the chairman requesting mutual
confidentiality and explaining that the candidate is under
consideration. As a committee, agree on five to ten questions
to ask in the questionnaire. We recommend asking no
more than ten questions. For suggested questions, see
APPENDIX XI. Give the candidates a cut-off date to return the
questionnaire.
In this same communication, ask (1) permission to contact
references, (2) permission to run background checks and (3)
for video or audio links to a few sermons. Determine which
background check organization the church will use, and
include the required permission form for the candidate to
complete. (For a sample Background Check Authorization
Form, see APPENDIX XII.) The SBTC can provide information
on background check services. Assure the candidate that
background checks will only be run for final candidates.
When the cutoff date for reception of the forms and
questionnaires has passed, drop the names of those that
did not return the questionnaire or the authorization form for
background checks.

Step Five: Getting Serious

Run Background Checks.
Do not assume anything. Run
every background check possible
including city, state, and national Do not assume
criminal and sex offender records. anything.
The SBTC frequently uses Ministry Run every
Safe (www.ministrysafe.com), but background
there are many quality websites check possible.
available for this purpose. Also,
run a credit report. Discuss any
findings with the committee.

31
 Check References. Only check references for up to three
candidates. Each candidate should have provided at least
three professional references and one personal reference (if
they have not yet done so, ask for references). Determine three
specific questions to ask, and divide the call assignments by
committee member.
Consider asking questions such as these: (1) How do
you know the candidate, and for how long have you known
him? (2) What can you tell me about his character and his
leadership style? (3) Do you have any concerns about this
candidate’s ability or willingness to serve our church as the
senior pastor? (4) Is there any matter you feel we should
consider if we are to pursue him further?
At the end of the reference call, ask for a secondary
reference. This may provide the listed reference the
opportunity to direct you to someone who can say something
he or she cannot say. Be sure to get a phone number.
Do not to contact the candidate’s current church, or anyone
at the church, without written permission. Careful stewardship
of every candidate’s confidentiality is the responsibility of every
committee member. Contacting someone’s church before he is
ready can disrupt his ability to lead them well, and can end very
negatively for both the candidate and for your committee.
Evaluate the Questionnaires and References. Every
committee member should carefully read through each
questionnaire answer from every candidate. Make notes of
concerning answers or positive impressions. Discuss these
insights, along with the references reports at your next
meeting, or next two meetings, as needed.
Listen to sermons. Remember, sermon delivery is not the
only point of evaluation. The best preacher you consider may
not be the best candidate for your church. Evaluate sermons
for doctrinal fidelity, gospel clarity and relational ability. For
assistance, utilize the Sermon Evaluation Form in APPENDIX XIII.

32
 Decide on one candidate
to pursue. As all of this is being
discussed in your committee Remember,
meetings, one or two candidates sermon delivery is
will rise to the top. Pray, together,
not the only point
that God will bring clarity and
of evaluation. The
conviction to the team as a whole.
best preacher
Double down on your prayers
you consider may
for unity in these final decisions.
When the committee has decided not be the best
on one candidate on whom to candidate for your
focus, you are ready to set up an church.
interview and to begin to pursue
him uniquely.
Keep in mind that committing
to pursue one candidate uniquely
does not necessarily mean that he
is God’s man for your church. This is a commitment to dig in—
to dive deeply—into one man at a time. Such a commitment
must be bathed in prayer. It must be pursued with the greatest
diligence and care.
Resist the urge to interview more than one candidate at
a time. The only reason for doing this would be to compare
one candidate against another. But remember, this is not
about trying to find the best of your many options; this is
about seeking God’s man in God’s time, with no exceptions.
Instead, compare one candidate at a time against the biblical
and pastoral profiles you have developed. Do the hard work of
prayer and discussion such that your committee will agree on
one candidate to pursue at a time.
Send an email to the few who will no longer be
considered. This letter will be different from the previous ones,
because it will leave the door open for future communication if
needed. (See APPENDIX XIV, “Letter Three.”)

33
 Step Six: Pursuing One Candidate Uniquely
The committee should only deal seriously with one
candidate at a time. This reinforces to the church the need
to be dependent on the leadership of the Holy Spirit. It helps
the committee in comparing a candidate against the biblical
and pastoral profiles instead of comparing candidates to
one another. The point is not to determine which of the top
candidates is the best choice. Rather, the point is to determine
if the top candidate is God’s man. If he is not, there must be
great humility in recognizing and admitting this, then moving
on to another candidate.
If at any point in the
final stages of this process,
the committee comes to
the understanding that the
The committee
top candidate is not God’s
man for the church, they should only deal
must communicate this to seriously with one
the candidate; then ask the candidate at a time.
second candidate if he is
willing to be reengaged. Such
a communication warrants
a personal phone call from
the chairperson, not an email
or written letter. In this conversation, the chairperson should
notify the second candidate (or third, as may be the case) that
the committee was wrong in its initial consideration of another
candidate: “The committee has been searching for God’s man
in God’s time, and we have come to the understanding that
the previous man we engaged uniquely was not this man. If
you are willing, we would like to engage you uniquely to see if
you may be God’s man for our church.”
Once the committee has decided on one candidate to

34
pursue, call and notify the candidate. Use this script (or
something like it) to gauge his level of commitment to you: “At
this point we have decided to pursue only you as a candidate
for pastor. We will not be pursuing anyone else at this time.
That is our level of commitment to you. What is your level
of commitment to us?” He may reply that he is in serious
discussions with another church. If the candidate would like
time to pray about this, allow him
a week.
If he has not yet received it,
send the church’s information to
Remember that
the one candidate. Include all three
at this point, the
profiles and any other information
candidate is just
the candidate requests. Items to
include will likely be the church as interested in
budget, attendance statistics, evaluating the
bylaws and constitution, church, as you
personnel manual, etc. Remember are interested in
that at this point, the candidate is evaluating him.
just as interested in evaluating the
church, as you are interested in
evaluating him.
While dealing uniquely with
one candidate, expect that he may
have certain requests you have not yet considered. After all,
you are searching for a leader. Leaders lead. Any such request
should be discussed with the whole committee before fulfilled.
If the committee has any concerns about a request from a
candidate, feel free to call the SBTC Pastor|Church Relations
team for help.
Visiting the Candidate’s Church. Most of the time
it is good for committee members to personally visit the
candidate’s church, when possible. The point is not to evaluate
sermon delivery—you have already done that through video

35
and/or audio recordings. Rather, you want to see how the
pastor interacts with his people and how his people interact
with him. You want to get a feel for the environment and
culture of the church, that the pastor has developed and
facilitated during his tenure there.
If the candidate will not agree to allow members of the
committee to visit his church, this is not a deal breaker. But it is
helpful if an arrangement can be made. Should the site visit be
a possibility, here are a few points to carefully consider:

b Do not show up at a candidate’s church unannounced.

Contact him to be sure he will be in the pulpit, and that the
day you plan to visit will be a good day.

b Ask the pastor if he has any specific instructions for you.

Abide by them as much as possible, out of respect for him
and his ministry.

b Do not send the whole team. When seven visitors

show up together unannounced, the church body knows
something is up and it can potentially disrupt the pastor’s
ministry at his church. Instead, consider sending two or
three members of the search committee who will take
notes and report back to the committee.

b Do not take the pastor out to lunch, and try not to

engage him directly if you can help it. It is best to slip in
and slip out, unless it is obviously customary for guests to
greet the pastor in some way before or after the service. If
so, do so generically and discretely. The pastor knows who
you are and why you are there. No one else has to know,
unless he wants them to know.

Step Seven: Interviewing the Candidate

Face-to-face interviews are necessary to get a feel for the

36
candidate’s personality and personal life. We recommend two
interviews.
The First Interview. First, interview the candidate by
himself, at a neutral location such as a restaurant or church
conference room in a town away from both your church and
his. This will allow the whole committee to ask important
questions without worrying about who sees them together
or listens to the candidate’s answers. If an in-person
meeting cannot be worked out, consider using an online
videoconference platform.
In this first interview, ask
questions about the candidate’s
leadership style, denominational
If an in-person
involvement, and personal spiritual
meeting cannot
disciplines. See APPENDIX XVIII
be worked
for a list of possible questions for
the first and second interviews.
out, consider
Since he has received and using an online
reviewed the three profiles, ask videoconference
if he has any questions for the platform.
committee about the church or the
community. Allow all committee
members to ask questions, by
both assigning questions ahead of
time and opening the floor in the
moment. This interview should go no longer than two hours.
After the interview, allow the committee one week to
think and pray through the interview. At the next committee
meeting, discuss the interview and decide whether or not to
pursue the candidate for a second interview, along with his
wife (if married).

The Second Interview. This interview should be

conducted on your church’s campus, at a time and location

37
where he has the least potential to interact with other church
members. Perhaps a Friday evening or Saturday afternoon
would be best. Work with the candidate to schedule a meeting
date and time that will work for him and the committee
members.
If at all possible, the candidate should bring his wife along
to this interview (if he is married). Assure him that his wife will
not be interrogated, and she is not being officially interviewed.
Rather, the committee just wants to get to know her and ask if
she has any questions for them.
Consider offering to drive the couple around the
community for an hour or two before the meeting. Allow
them to get a feel for the community. Show them major areas
of commerce and recreation. If they have children in the
home, show them neighborhoods and schools that may be
of interest. You want the couple to sense whether God might
call them to minister to the whole community. You want them
to be able to see themselves there, if this is indeed God’s will.
Show them the church property, and answer any questions
they may have about it.
At the designated time, gather in the meeting room on the
church campus for the second interview. This interview will
focus on two things: (1) the candidate’s marriage and family,
and (2) his thoughts about the community and church. Ask the
wife to share her salvation testimony. Allow the women on
the committee to ask her a couple of simple questions, such
as: “Tell us a little about yourself – your salvation testimony,
what you enjoy doing, and about your family,” or “What is the
most important thing to you about the church your husband
pastors?” Ask if she has any questions for the committee.
Assure her that the committee understands that the church
would be hiring the husband, and that you would only hope
to be a support system for her as she undergirds his ministry
there.

38
 Ask the candidate about family worship, about his prayer
life with his wife, and about how they view the calling to
ministry as a family. After driving around the community and
touring the church facilities, ask if he has any questions or any
thoughts.
If there are any lingering concerns or questions on any
committee member’s mind, now is the time to ask. After this
interview, the committee will hope to discern whether or not
this candidate will be presented to the church for a vote.

Step Eight: Confirming God’s Leadership

The committee should be enthusiastically unanimous
about the one candidate they wish to consider. You have
been through quite a journey to this point! Every member of
the committee must be able to
stand behind the decision with
confidence. A candidate must be
presented to the church either
unanimously, or not at all. The committee
If there are one or more should be
committee members who refuse enthusiastically
to support the decision of the unanimous about
group to such a degree that the one candidate
the committee cannot move they wish to
forward together, the disagreeing consider… A
committee member(s) should candidate must
voluntarily resign the position to be presented to
the elected alternate(s). If division the church either
continues and no agreement can
unanimously, or
be made moving forward with a
not at all.
single candidate, the committee
may need to dissolve and allow
the church to reelect a different
committee to begin the process all

39
over again. The chairman can
make this recommendation to
the church body in a business If there are one or more
meeting. In such a drastic committee members
situation, no member of the who refuse to support
current committee should be the decision of the
allowed to serve on the new group to such a degree
committee. that the committee
When the committee is cannot move
unanimous in its decision, forward together, the
now is the time to inform the disagreeing committee
candidate of the salary package member(s) should
and compensation, including voluntarily resign the
any relocating expenses or position to the elected
other conveniences offered. alternate(s).
This communication must also
include details concerning
vacation time and ministry
leave, and appropriate
information about personnel
policies and other expectations. The candidate needs to
receive all of this, clearly communicated, in written form.
If the candidate has any concerns or would like to discuss
amendments to the salary, compensation, or personnel
agreements, hear him out and take those requests to the
appropriate committee(s). It is possible that he would prefer
one less week of vacation and an allowance to spend one
day per week going to seminary. Or, he may desire more
compensation in health insurance, less in housing allowance,
etc. Work with him on this.

Set a time for the candidate to come in view of a call.

This needs to be a weekend that works with his calendar
needs and yours. Allow him to have input into this process.

40
The in view of a call weekend may include several days of
activities, depending on the needs and size of the church.
Designate someone on the committee to be responsible
for hospitality (meals, housing, childcare, etc.). Be gracious
hosts, putting a basket of treats in their hotel room, and
leaving thoughtful cards for each member of the family. The
church should pay/reimburse all related expenses for meals,
travel and accommodations.
All in view of a call weekend activities, and candidate’s
information, should be communicated to the church body two
weeks in advance of the vote. In most cases, the candidate
will desire the church to wait until the Sunday morning
or Wednesday night before to release his biographical
information. But the vote and activity schedule for the
weekend should be announced two weeks in advance.
On Friday night, the candidate and his family may want
to meet with the committee one last time over dinner. On
Saturday sometime, he may desire to meet with the existing
church staff and/or deacons. Saturday evening, consider
having a coffee and ice cream social, where the candidate
will share some personal words about himself and his family.
Allow plenty of time for socialization and personal interactions.
At the church wide social event, the committee chairman
should do the introductions and set the pace for the evening,
but committee members should not dominate the candidate’s
conversation.
Each committee member should either write or video their
support of the candidate. This written or video affirmation
should be made available or played during the Sunday
morning worship time. Where appropriate, coordinate with
the church’s media or communications team to accomplish this
with excellence. It will be important that the church sees the
unanimity with which the candidate is being recommended to
them.

41
 Create a biographical sketch of
the candidate and his family and
make it available for the church. It will be
Some items to include are a family important that
picture, resume, information about the church sees
his family, testimony, doctrinal the unanimity
statement, covenant agreement with which the
between prospective pastor candidate is being
and the church, etc. In some recommended to
church contexts, a short video them.
introduction of the candidate can
take the place of these written
pieces of information.
On Sunday morning, in view
of a call, the pastor and his wife
may desire to visit several small groups as possibility allows.
Be sure to gather as a committee to pray with the candidate
and the worship leader before the service starts. Pray for
a fresh anointing from the Holy Spirit, and for clarity in the
proclamation of the Word. Pray also for an overwhelming
display of unity in the church body as they vote.
The candidate must preach in all morning worship
services. At the beginning of the worship service(s), the
chairman of the search committee should introduce the
candidate and his family. He should clarify that at the end of
the service(s) a secret ballot vote will be taken on whether or
not to call him as the church’s senior pastor. Follow the bylaws
carefully as they pertain to when the vote is taken, how it is
counted, and when it is announced. Usually, votes are counted
and the announcement is made either before church members
leave the worship service, or early that afternoon via social
media or a church-wide email.
Be sure to ask the candidate privately if he will accept
the call, before revealing the results to the church. Even if

42
the church votes affirmatively, the candidate must choose to
accept.
What if the Candidate Is Not Confirmed? If at first you
don’t succeed, try, try again. An announcement to the church
must be made as soon as possible, should the pastor either
decline or not receive enough
votes to confirm the call.
The committee may return
to any point in the process. Should the
One possibility is to go back recommendation
to the second candidate and be overwhelmingly
consider him. However, you rejected by the
may want to start the process church, the
over at some other point, such committee may
as reevaluating the top five
need to willingly
candidates, or even the first
dissolve and allow
thirty. Perhaps it would be
the church to elect
appropriate at this point to
discuss the resumes received
another search
after the initial cut-off date. committee.
Should the recommendation
be overwhelmingly rejected
by the church, the committee
may need to willingly dissolve
and allow the church to elect
another search committee. This recommendation can be made
by the committee chairman at a church business meeting.

Step Nine: Assimilating the Pastor and

His Family
When the pastor accepts the call of the church, there is
much cause for rejoicing! Although once the call is extended
and received, the Pastor Search Committee is officially
disbanded, there is still some work to be done toward healthy

43
assimilation for the pastor and his family.
Send a letter or email to the church membership from the
new pastor, and/or have the new pastor record a short video,
addressed to the church family, that you can share on the
church’s website and social media accounts. Notify the church
when the new pastor will be moving to the area. Arrange for
help with unloading a moving truck at the house or office if
needed. Consider holding a special reception for the pastor
and his family the first or second week he is on the field.
Work with appropriate committees to ensure that the
pastor’s office is cleaned and furnished appropriately. If the
church has a parsonage for the incoming pastor, do the same
for it. If the pastor and his family will be buying or renting a
home, offer to get them connected with real estate agents
if they so desire, or to answer any questions they may have
about neighborhoods or area schools.
Ensure that salary payments and benefits are being set up
with the church. Offer to be of any assistance in this process
if needed. Communicate with the appropriate committees or
teams regarding arrangements for moving expense payouts.
Once the pastor is called, the people he knows best in
the church and community are those members of the Pastor
Search Committee. For the next year, the committee should
act as a liaison between the pastor and church by helping
him get acquainted in the community as well as the local
association and state convention. The committee should
continue with intentional encouragement and relational bridge
building over this period of time.

44
Chapter 6

Process
Summary

Step One: Profiles.

b Community Profile.
b Church Profile.
b Pastor Profile.

Step Two: Receiving Resumes.

b Create email/cloud account.
b Set open and close dates for resume reception.
b Seek referrals.
b Post the position to job boards.

Step Three: Narrowing the Candidate Field.

b From the hundreds to the tens.
b From the tens to the few.

Step Four: First Contact.

b Call top 3-5 candidates to verify interest.
b Send questionnaire.

45
b Ask permission to run background checks.
b Ask permission to contact references.
b Ask for links to sermon video or audio.

Step Five: Getting Serious.

b Run all possible background checks.
b Check all references & secondary references.
b Evaluate responses to questionnaire.
b Watch/listen to sermons.

Step Six: Pursuing One Candidate Uniquely.

b Decide, unanimously, on one candidate to pursue.
b Send relevant church info to the candidate.
b Arrange a Sunday morning site visit.

Step Seven: Interviewing the Candidate.

b First interview at neutral location.
b Second interview on church property, with spouse.

Step Eight: Confirming God’s Leadership.

b Set date for in view of a call weekend.
b Plan activities for the weekend.
b Announce date and schedule of activities.
b Church votes to approve the candidate.

Step Nine: Assimilation of the Pastor and His

Family.
b Notify the congregation.
b Help with the move.
b Build relationship bridges.

46
And he himself gave some to be apostles, some
prophets, some evangelists, some pastors and
teachers, equipping the saints for the work of
ministry, to build up the body of Christ, until we
all reach unity in the faith and in the knowledge
of God’s Son, growing into maturity with a
stature measured by Christ’s fullness.
Ephesians 4:11-13

47
48
Conclusion

Top 10 Mistakes
Pastor Search
Committees Make

A church in pastoral transition is in an important and

delicate season. How a church walks together through
pastoral transition carries the potential of either unifying the
body or dividing it. The weight on the shoulders of a Pastor
Search Committee is intense. And they feel it constantly.
Most of the men and women we meet through the
ministry of Pastor Search Committee training and coaching
are passionate about their churches, and are committed to
finding God’s man in God’s time, with no exceptions. Every
Pastor Search Committee is different. Every church is different.
However, there are some common mistakes that are easily
identifiable among Pastor Search Committees we train.

1. Reacting against their previous pastor. It’s just human

nature, really. Church folks have this tendency to want their
incoming pastor to have none of the perceived faults of their
outgoing one, especially when the previous pastor’s tenure
has ended negatively (or when it is perceived as such). This
tendency leads them to focus on what kind of man they do

49
not want at the helm instead of what
kind of man God does want there. So
how do we keep from being mostly Lean in to
reactionary in a pastor search? How the man God
do we help committees lean in to has ahead of
what’s ahead instead of purely reacting you instead
against what’s behind? of reacting
Do the work of the three profiles to what is
and prayerfully follow the process behind you.
recommended in this handbook. The
committees who do this prayerfully
and diligently are usually more unified
in determining the profile of their
prospective pastor. They tend to lean
into the man God has ahead of them
instead of reacting against what is behind them.

2. Lack of communication with the church body. “Well, have

you found our pastor yet?” That’s funny once or twice. But three,
six, 12 months into the process, it’s not. The church usually, in
some way, affirms the members of the Pastor Search Committee.
They know who these men and women are, and they most likely
had a hand in their selection. The members of this committee are
acting as delegates on behalf of the church body. And the church
body wants to know that there is forward movement.
We encourage churches to communicate with the church
body at least biweekly. This is easily accomplished through a blog
or printed statement. The committee should only stand before
the congregation when there are significant things to report (and
even then, this should never interrupt the flow of the worship
service or take more than three-five minutes). Otherwise, biweekly
communication is best accomplished in written form and located
where the members of the church body know to find it—either
digitally or in print.

50
 What should they
communicate? A short report of
what the committee has been Always keep
working on together. Specific prayer things moving
concerns. When they are opening forward,
and closing resume reception and and always
how they are receiving resumes. communicate
When they have narrowed down that things
to five-10 candidates. When they are moving
are closing in on one candidate. forward.
Dates for the candidate’s reception
and details of the in view of a call
weekend. 
What should they never
communicate? Names, locations,
or current churches of candidates. Disagreement or division
within the committee. Frustration with the process or with
candidates. When there seems to be no progress.
Always keep things moving forward, and always
communicate that things are moving forward.

3. Not reaching out for help. You do not have to do this

on your own. Your local association and your state convention
have trained and experienced ministerial employees who will
gladly come train your committee and coach you through the
process. As for the SBTC, this ministry comes to you at no
direct cost because it is a fully funded ministry of churches
participating through the Cooperative Program.
Often these men or women have helped dozens of
committees through this process and have personal wisdom
on top of the departmental wisdom their organization
possesses from years of service in this area. They can
help your team avoid common pitfalls and give practical
suggestions for process. They can listen to your specific needs

51
and help you think through contextual issues. They can coach
you through moments when you seem to be stuck. They can
help you get resumes from good, reliable sources. They can
encourage you and pray for you through the process.
The key is not to wait until you are stuck or overwhelmed
to ask for help. As soon as the committee is formed, have
someone from the local association or state convention come
in to train the committee at your first or second meeting. This
establishes the helping relationship early, and it will keep you
from burning bridges you did not know existed.
You do not have to do this on your own. You have a larger
family of faith who loves you and is for you. Reach out for help.

4. Refusing to work as a team. We know it is hard

to believe, but sometimes a member of the Pastor Search
Committee just refuses to bend to the overall direction of the
committee. Remember, this is not about the kind of pastor you
want. This is about finding God’s man in God’s time, with no
exceptions. We pray and trust that the Lord will work through
the team, as a team, to make his will known.
Everyone has his or her own ideas and preferences.
Committee members must learn to curb those desires and
fit them within the overall direction in which God is leading
the team. If all other members of the committee are leaning
toward one candidate, but you prefer a different candidate,
(1) graciously let your concerns and desires be heard, (2) ask
for a reconsideration of your preferred candidate, then (3)
after reconsideration, if the direction of the committee has not
changed, go with the flow.

5. Rushing to Resumes. Your first responsibility is not

to start looking at resumes but to prayerfully seek God in
searching out the kind of man he would have lead the church
in the future. Often, when committees post the job and begin

52
receiving resume immediately, there
is no plan in place for processing When committees
candidates. In such instances, rush to resumes,
members of the committee will give they look for the
their hearts to a particular candidate wrong things and
early in the process, without having they are not all
done the diligence of the three looking for the
profiles, of searching the Scriptures same things.
and of getting input from the church
body.
When committees rush to
resumes, they look for the wrong
things and they are not all looking
for the same things. One committee member will see a
picture of a candidate’s family and be sold in him immediately.
Another will watch a sermon video and develop an unhealthy
priority on pulpit delivery or charisma. The process in this
handbook is outlined for a reason. It will keep your team
moving forward together, in
pursuit of God’s man in God’s
time, with no exceptions.
Embrace the process, and We firmly
prayerfully expect God to work believe that if the
through it. committee’s careless
actions disrupt
6. Not following proper God’s work in the
Pastor Search Committee life of a candidate or
ethics and etiquette. his current church,
Confidentiality is of the utmost the committee
importance throughout the members will
process. Every resume you answer to God for it.
handle and every name you
entertain represents a man
who is prayerfully considering

53
uprooting his family, ending his tenure of ministry at one
location and beginning a new season of life and ministry
elsewhere. When a candidate’s confidentiality is breeched
his family suffers, his church suffers and your church suffers.
We firmly believe that if the committee’s careless actions
disrupt God’s work in the life of a candidate or his current
church, the committee members will answer to God for it.
Social media is where many committee members make
their first mistakes with regard to confidentiality. It is not
appropriate to “friend” or “follow” any candidate. As you
search through his profile and postings, be sure not to react
to or comment on anything. The way social media platforms
matrix their respective feeds, any activity at all on a candidate’s
page or postings will invite the social media site to make
secondary and tertiary connections based on your activity.
Another common breech of confidentiality is in verbal
conversations with friends a committee member thinks
are trustworthy. This is not a social club. This is a serious
matter—a grave task. If you share a name or any clues
(biographical, city, age range, family, etc.) about a candidate,
the potential to create chaos within the church is increased
exponentially.
Follow proper etiquette and ethics when it comes to the
confidentiality of each candidate.

7. Failing to ask the right questions. Do not assume

anything. If you sense a red flag, ask the question. If there
is a check in your spirit, make it known. Some questions
are difficult or awkward to ask, but they must be asked
anyway. For example, questions need to be asked regarding
pornography, personal spiritual disciplines and salvation
testimony.
Sometimes, during an interview, a candidate’s response

54
to a question will give rise to another question. Ask it. For
example, if you ask about the candidate’s leadership style,
perhaps a good follow up question would be whether he
has ever had any conflicts in his leadership, how he handled
them, and what he would do differently given the chance.
Use the questions in this handbook as a guide. Pore
through all potential questions and, as a team, select the ones
you feel need to be asked. Do not leave any important question
unasked. Do not assume anything. Failure to ask the right
questions will be detrimental to the church in the long run.

8. Forgetting the details. Cover all the bases. Work

through salary packages and moving expenses. Put
things in writing. Communicate all pieces of information
and arrangements with the appropriate committees. This
handbook is extensive enough to help you think through all the
details. Read and discuss it thoroughly.

9. Not notifying candidates after narrowing the field.

Every candidate who submits a resume should be contacted in
some way. When the candidate field is narrowed, those who
are no longer being considered deserve to be notified. Some
rejected candidates will respond and ask for reasons. Do not
feel obligated to answer these questions—otherwise you may
get into conversations in which you need not engage. Simply
notify candidates when they are no longer being considered
(using the suggested letters in this handbook), then move
forward as a team.

10. Finishing or quitting too soon.

God’s man in God’s time, no exceptions. When it all boils
down, your church is still pastorless for one of two reasons.
Either (1) God’s man is not yet ready to pastor your church, or

55
(2) your church is not yet ready
to receive God’s man. Allow the
Lord to shape and mold you, Your church is still
and your committee members, pastorless for one of
through the process. Don’t get two reasons. Either
so caught up in the end goal (1) God’s man is not
that you miss what God has for
yet ready to pastor
your church, or (2)
you through the journey.
your church is not
We promise there will be
yet ready to receive
unexpected hang-ups in this
God’s man.
process. There will be moments
you feel stuck. Do not give
up. Do not quit. Reach out for
help. Your SBTC employees are
available and willing to help
coach you through any part of this process.

56
Appendix 1

Pastor Transition
Committee Formation
and Responsibilities

Pastoral Transition Committee: Upon the vacancy of

the pastorate, the Transition Committee (TC) will convene
and elect a chairman. The purpose of the TC is to manage
the basic administration and affairs of the church in the
absence of the Pastor.

The TC will be comprised of the following personnel:

b Chairman of Deacons.
b Chairman of Personnel Committee.
b Chairman of Finance Committee.
b Ministerial Staff.
b Interim Pastor (after selected).
b Sunday School Director.

Variation: The TC will be comprised of 3 church

members in good standing, who will not be considered for
the Pastor Search Committee. This selection may take place
in a specially called business meeting with nominations

57
coming from a standing committee and/or from the floor.

The TC’s responsibilities will include but are not limited to:
b Scheduling the preaching assignments in the event there
is no interim pastor.
b Searching for and recommending an interim pastor to the
church for a vote of approval.
b Managing the daily concerns of the church.
b Setting the agenda for Church Council meetings and
business meetings.
b Supervising the election of the Pastor Search Committee
(unless other provisions are set forth in the bylaws).
b Any other responsibilities as assigned by the church in
business session.

58
Appendix 2

Sample Interim Pastor

Covenant Agreement

Interim Pastor Job Description:

____________ (name of church) and ____________ (name
of interim pastor) enter into this covenant employing
him as interim pastor (IP), effective ________ (date). This
covenant shall continue for one year or until a permanent
pastor is called by the church and has begun his pastorate,
whichever comes first. After one year this agreement must
be reaffirmed by church vote. Either party may, for any
reason, terminate this covenant at any time with notice of
a minimum of forty-eight hours. The terms of this covenant
have been discussed with the IP candidate.

Compensation:
Compensation has been set at $______/week. _________
(name of church) will compensate IP, withholding
appropriate taxes and providing a W-2 at year’s end. No
insurance or other allowances are provided to IP.

Work Schedule:
Inasmuch as the IP has responsibilities that cannot be

59
exactly measured in definite schedules of time, he will give
care to scheduling his time and activities to best serve the
Lord and the interests of the church, allowing time for his own
personal and family needs. The IP is requested to establish a
good working schedule that allows him time to evaluate the
church’s needs, engage with church staff and leaders and help
develop a working interim transition strategy.

General Responsibilities:
1. To provide the congregation a sense of stability in
leadership.
2. To be the primary preacher, providing consistent, quality
Bible teaching.
3. To be responsible to fill the pulpit those times he is not
available.
4. To lead the ministerial staff, ensuring that they are able to
minister joyfully and effectively in alignment with the interim
church vision and strategy.
5. To help address any issues or problems as necessary
to make the church more attractive to, and prepared for,
permanent pastoral candidates.
6. To ensure adequate pastoral care of the congregation.
He will not be the primary provider of pastoral care. He will
work with the staff, deacons and volunteers to ensure that
shepherding, visitation, baptism, ministry, and counseling
needs are addressed. He will not, as the rule, coordinate
or officiate weddings or funerals services. This will be a
delegated responsibility to church ministry staff.
7. To work with the worship leader and his team for planning
and delivery of Sunday morning worship.
8. To provide ongoing evaluation of the general church health
and help develop actions for correction or improvement.

60
Specific Responsibilities:
1. To assist the church transitional leadership team,
committees and staff in the pastoral transition process as
requested and schedule permits.
2. To assist the pastoral search team as requested and
schedule permits.
3. To attend all leadership meetings and participate as
requested and schedule permits.
4. To provide counsel regarding leadership issues as
requested and schedule permits.
5. To at all times uphold the integrity, doctrines, values,
statement of faith, constitution, and by-laws of the church.
Failure in any of these areas may result in termination with no
severance to be paid.

Reporting Structure and Authority:

1. The interim pastor operates under the authority of, and reports
to, the Personnel Committee of the church. As such he has no
independent authority except that delegated to him by this
committee.
2. The Personnel Committee will grant the interim pastor the
authority necessary to accomplish the responsibilities as listed above.
3. The interim pastor will not have the authority to hire or fire; to
operate outside of the budget, constitution, or by-laws.
4. The interim pastor is not a member of the Personnel Committee
and will not vote at their meetings. He will however, attend any
meetings necessary to provide leadership as requested, and
participate fully in all discussions.

_____________________________________ Date: __________

Transition Committee Chair

_____________________________________ Date: __________

Interim Pastor

61
62
Appendix 3

Sample Church
Profile

Searching Baptist Church (SBC) of Pastorless, TX, is

a church family that values biblical preaching, heartfelt
worship and Great Commission engagement above all
else. At 157-years- old, we are the oldest Baptist church
in the county. Through the years SBC has enjoyed many
seasons of numerical and spiritual growth, but is currently
experiencing a season of gradual decline.
At our highest in the past 20 years, we averaged 412 in
worship attendance and 367 in small groups. Over the last
three years, we have seen a gradual decline in attendance
so that today we average 278 in worship and 153 in small
groups. However, the morale of the church family has never
been better. There is an excitement in the air and a fresh
wind of expectation as we search for our next senior pastor.
In 2018 our annual budget was set at $1.3 million,
but undesignated receipts totaled $974,000. We did
underspend the budget such that our receipts outweighed
our expenditures, and we ended the year in the black. This
year, we are on track to meet budget, set at $1.12 million.
Today, the age ranges of SBC members reflects a shift in

63
generational attendance patterns. In any given worship service
today, 73 percent of our worshippers will be 65-years-old and
up. Only three years ago, however, the average age would have
been much younger. There are many unchurched young families
in the community, and SBC desires to be the church that reaches
them with the gospel of Jesus Christ and plugs them into the
church. We reflect the ethnic diversity of our community well. On
average, worshippers at SBC will be approximately 67 percent
Anglo, 17 percent Hispanic, 9 percent African American, and 7
percent Other.
Overall, SBC is a warm and welcoming church family who
is serious about the Great Commission, and about reaching
the next generations in our community. We value expository
preaching and practical community ministries. We are excited
about what God will do through the leadership of our next senior
pastor.

64
Appendix 4

Sample Community
Profile

The city of Pastorless, TX, is home to 23,479 people.

The majority of these are two-parent families with children
in the home. There is, however, a significant population (31
percent) of single mothers within a 2-mile radius of our
church. The people of Pastorless, TX, make their livings in a
variety of occupations including as business professionals,
construction workers, school teachers and more. About
half of them work in the city of Pastorless, and half of them
commute to a nearby city.
The ethnic demographics are about normal for our
county: 61 percent Anglo, 22 percent Hispanic, 11 percent
African American, and 6 percent Other. The median age
of our community members is significantly lower than the
Texas average, at 31.5-years-old.
The economy of Pastorless, TX, is thriving. There has
been a 12 percent increase in population over the past
10 years, and it is projected that we will see another 21
percent population increase by the year 2025. Two major
businesses are currently building distribution centers on the
north side of town. Several new professional businesses

65
have opened downtown in the last few years including a law
firm, a staffing agency and several higher-end retail shops. The
housing market is skyrocketing with750 new homes planned for
construction within 1-mile of the church in the next three years.
The Pastorless Independent School District is working
to manage the influx of new enrollment. The superintendent
shared with our committee earlier this year that enrollment in
elementary schools has doubled over the past four years, and
is expected to continue on that trajectory over the next five to
10 years. Soon, the school board will vote on the construction
of two new elementary campuses and one new secondary
campus.
Overall, the community of Pastorless, TX, is thriving and
growing. As the population is increasing and demographics are
becoming more diverse, there is still a feel of togetherness and
friendliness in the city. Pastorless, TX, is a great place to live.

66
Appendix 5

Sample Pastor
Profile

The Pastor Search Committee of Searching Baptist

Church sought the input of our church family to help us
understand the kind of man we will be searching for in our
next senior pastor. Conversations have been full of joyful
expectation, and while there was a wide range of variety on
answers in some degree, there was great unity overall.
SBC is searching for a pastor who is committed to the
inerrancy and authority of the Bible. He will agree with the
Baptist Faith & Message 2000, and will lead our church on
the strong foundations of biblical authority. We desire a man
who is being transformed by God’s Word himself, as he
leads our congregation to be transformed by God’s Word as
well. He will be a text-driven expositor of the biblical text.
He will be relational in his delivery, and firm in his conviction.
Our next pastor will be easily approachable, a man
who is skilled in relationship building. He will lead our staff
with a team-based approach, but will steward well the
authority of the office of pastor for all matters of final say. He
will value the insight of long-time members of the church,
but not cater to any one (or group’s) desire to the neglect

67
of another’s. He will make biblical decisions concerning the
direction of the church and communicate them with grace
while leading gently over time.
If he has a family, he will put God first, his family second
and the church third. We desire a pastor who models faithful
leadership in the home and allows that to overflow into his
leadership at church.
The children of SBC would like to add that he should
wear flannel shirts and look like Santa Claus. Obviously these
are not requirements, but we wanted you to know that the
children are also excited about their incoming pastor. Whoever
he is, he will be a gift to them and they to him.

68
Appendix 6

Sample Pastoral Profile

Congregational Survey

[To be given to every member of the church

and returned to the Pastor Search Committee]

Your Pastor Search Committee would like for you to give this
matter your prayerful and thoughtful attention. You are the church.
We desire your insight in regards to the selection of a pastor. This
will help in the work you have asked of us.

1. How much pastoral experience should our new pastor have?

 Under 5 years  10-20 years
 5-10 years  Over 20 years

2. While age should not be the primary factor, approximately what

age pastor do you feel our church should seek at this time?
 20-30  40-50  55+
 30-40  50-55

3. What educational qualifications should our new pastor have?

 High School  Seminary (masters)
 College degree  Post-Graduate (doctorate)
 Some seminary training  Does not matter

69
4. A pastor has many important responsibilities. While he ought to be
interested in each of the following, which do you feel should receive
most of his time? (check five)
 Visiting prospective members  Sermon preparation
 Administration and office work  Counseling and advising
 Personal Bible study and prayer  Personal evangelism
 Visiting church members  Civic affairs
 Promoting church ministries  Attending church meetings
 Spending time with his own family  Denominational service
and attendance

5. On which of these should he spend the least amount of time?

(check two)
 Visiting prospective members  Sermon preparation
 Administration and office work  Counseling and advising
 Personal Bible study and prayer  Personal evangelism
 Visiting church members  Civic affairs
 Promoting church ministries  Attending church meetings
 Spending time with his own family  Denominational service
and attendance

6. What do you feel is the most important quality our pastor should
possess? Feel free to express your feelings about other characteristics
you would like to have in a pastor.

______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________

I would like to present the following name(s) for the committee’s

prayerful consideration. (Please provide a resume.)

70
Appendix 7

Congregational
Health Assessment

[This survey is designed to reflect the congregation’s perception

of their involvement in the major functions of the New Testament
church as reflected in Acts 2:42-47. Results should remain
anonymous. The survey should be given to church members only.]

1. My age group is:

 Pre-Teen (4th-6th grade)
 Middle School (7th-9th grade)
 High School (10th-12th grade)
 Young Adult (18-35 years of age)
 Median Adult (36-55 years of age)
 Empty Nest Adult (56-65 years of age)
 Senior Adult (66+ years of age)

2. Other than attending church services/activities, I read and/or

study the Scriptures personally at least four days/week.
 Strongly Disagree  Disagree  Agree  Strongly Agree

3. I have friends in this church with whom I enjoy fellowship on

at least a monthly basis.
 Strongly Disagree  Disagree  Agree  Strongly Agree

71
4. I often tell others who Jesus is and how they may know him.
 Strongly Disagree  Disagree  Agree  Strongly Agree

5. I financially tithe (10 percent) to the church.

 Strongly Disagree  Disagree  Agree  Strongly Agree

6. Other than the tithe, I give often of my possessions, finances,

time, and energy to serve people inside and outside the church.
 Strongly Disagree  Disagree  Agree  Strongly Agree

7. I have frequent private times when I find a quiet place to pray to

the Lord and listen for him to speak to me.
 Strongly Disagree  Disagree  Agree  Strongly Agree

8. I know how to pray with faith in such a way that I am confident

I am being heard by God.
 Strongly Disagree  Disagree  Agree  Strongly Agree

9. I sense the presence of God in our worship services.

 Strongly Disagree  Disagree  Agree  Strongly Agree

10. I feel like the church is effective in helping me grow spiritually.

 Strongly Disagree  Disagree  Agree  Strongly Agree

72
Appendix 8

Letter One (Narrowing

the Candidate Field)

[To everyone who submitted a resume. Email is appropriate.]

Dear ___________,

We have received your resume for consideration of the

position of senior pastor at _________ (name of church).
We ask for your prayers during our time of transition. Be
assured that we are committed to faithfully and prayerfully
seek God’s will, as well as maintain the highest level of
confidentiality through the search process.

We will receive resumes until ______ (cut off date). Your

resume will be placed with the others we have received.
After a period of prayer and discussion, a selection will be
made to narrow the candidate pool. We hope to have made
this first narrowing decision by ________ (anticipated date).
Should we be led to consider you further as a candidate, you
will be contacted at that time for further information. We are
committed to an orderly process and will seriously consider
only one man at a time.

73
Thank you for your submission to the Lord’s will. We pray that
God will continue to use you in your current place of service to
the fullest, and will direct your steps clearly in the future.

In Christ,

_______________________________
Pastor Search Committee Chairman

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Appendix 9

Resume Scoring Tool

Candidate Name:_____________________________________

Committee Member ___________________ Date: __/__/____

EDUCATION:
Undergraduate 3pts.
M.Div./M.RE. (either) 5pts.
Additional masters degree(s) 7pts. ea.
D.Min./D.Ed./Ph.D. 10pts.
Other non degree Cert. 1pt. ea.
SCORE: _________

AGE:
60+ 1pt.
51-59 3pts.
40-50 5pts.
35-39 7pts.
30-34 5 pts.
23-29 3 pts.
22 and under 1 pt.

SCORE: _________

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YEARS PASTORAL EXPERIENCE:
0-4 yrs 1pt.
5 yrs 3pts.
5-10 yrs 5pts.
10+ yrs 7pts.

SCORE: _________

AVERAGE TENURE:
2-4 yrs 3pts.
5-7 yrs 7pts.
7yrs.+ 9pts.

SCORE: _________

BILINGUAL (Spanish):
No 0pts.
Yes 10pts.

SCORE: _________

*TOTAL CANDIDATE SCORE: ____________

Other Notes: ___________________________________________

_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________

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Appendix 10

Letter Two (Narrowing

the Candidate Field)

[To all who are no longer being considered. Email is appropriate.]

Dear ________________,

The Pastor Search Committee of ____________ (church name)

has narrowed the field of candidates toward the selection of
a senior pastor. We have prayed over and reviewed all the
resumes. Although you possess a number of positive qualities,
we feel led in a different direction at this time.

Thank you for your willingness to allow your name to be

considered. We acknowledge that the process is not perfect,
so should we feel led to come back to you at a future time we
hope you would be open to talk with us.

May the Lord bless you and show you favor in your life and
ministry. We would appreciate your continued prayers as we
continue our search.

In Christ,

________________________________________
Pastor Search Committee Chairman
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Appendix 11

Suggested
Questionnaire

[To be sent to the top 3-5 candidates. Give two weeks for response.]

Do you sense leadership from the Holy Spirit to allow ________

(church name) to prayerfully consider you as a potential
candidate for pastor?
 Yes  No

If you are willing to be considered, we will need the following

from you in order to begin our process.
b A current/updated copy of your resume listing ALL previous
employment, education, and references.
b Links to (or a USB drive containing) at least three sermons.
Video is preferred, but audio will be accepted if necessary.
b May we have permission to contact your references?
 Yes  No
b May we have permission to contact your previous churches/
employers?
 Yes  No
b Please complete, sign and return the permission form for
required background checks.
b Please complete the enclosed questionnaire and return to
_______ (email address or cloud link) by _______ (date).

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I AM IN AGREEMENT WITH THE CONDITIONS LISTED
ON THIS QUESTIONNAIRE AND GIVE MY PERMISSION
FOR ______________________ (church name) TO BEGIN ITS
PROCESS OF CONSIDERATION OF ME AS A CANDIDATE
FOR PASTOR.

____________________________________ _____________
(Signature) (Date)

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 _________________ (church name)
Pastoral Candidate Questionnaire

1. Share your salvation story and your call to ministry.

2. Describe in-depth your thoughts on biblical inerrancy and

authority.

3. Explain the gospel: Who can be saved, what is required for

salvation, and what happens to those who die apart from it?

4. Are you a proponent of young-earth creationism or old-

earth creationism? Why?

5. Explain your interpretation of I Corinthians 12-14, as it

pertains to spiritual gifts and the exercise of them within a
local church body. Do you consider tongues to be an operative
gift today? If so, are there any restrictions upon the use of
tongues?

6. Explain your position on Baptism and the Lord’s Supper.

Who should be baptized and how? Who can participate in the
Lord’s Supper, and how often should it be served?

7. From the Scriptures, what is your understanding on the role

of women in the church? In light of the fact that the Bible does
not give a description of the role of a pastor’s wife, what role
will your wife have in your ministry?

8. Do you believe in, practice and teach biblical tithing? Why or

why not?

9. Discuss your understanding of church governance, structure

and leadership.
81
10. Is there anything else you feel the committee should know
in consideration of you as a candidate for pastor?

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Appendix 12

Background Check
Authorization Form

Authorization For Background Check

(Please read and sign this form in the space provided below.
Your written authorization is necessary for completion of the
application process.)
 
I, ____________, hereby authorize [name of church] to
investigate my background and qualifications for purposes
of evaluating whether I am qualified for the position for
which I am applying. I understand that [name of church] will
utilize an outside firm or firms to assist it in checking such
information, and I specifically authorize such an investigation
by information services and outside entities of the company’s
choice. I also understand that I may withhold my permission
and that in such a case, no investigation will be done, and my
application for employment will not be processed further.
 
_________________________________  __________________
Signature of prospective employee              Date
 
__________________________________
Prospective employee’s name (printed)

83
84
Appendix 13

Sermon Evaluation
Form

Name of Preacher: ______________________________________

Church Where Preaching Today: ___________________________

Name of Evaluator: ____________________ Date: ____________

General Evaluations:
1. Overall, the message was both challenging and encouraging.
 Strongly Disagree  Disagree  Agree  Strongly Agree

2. The presentation was clear and easy to understand.

 Strongly Disagree  Disagree  Agree  Strongly Agree

3. Personal appearance and attire were appropriate.

 Strongly Disagree  Disagree  Agree  Strongly Agree

4. The sermon was obviously well-prepared.

 Strongly Disagree  Disagree  Agree  Strongly Agree

85
5. The speaker connected well with the congregation; he was
engaging.
 Strongly Disagree  Disagree  Agree  Strongly Agree

6. There was a clear gospel appeal and an invitation to respond.

 Strongly Disagree  Disagree  Agree  Strongly Agree

7. The sermon was doctrinally sound.

 Strongly Disagree  Disagree  Agree  Strongly Agree

Short Answer Reflections:

8. What were some sermon points that resonated well with you?
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________

9. Was there anything about the sermon that caused you concern?
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________

10. Do you think the people of your church would connect well with
this pastor’s sermons? Why or why not?
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
___________________________________________________________

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Other Observations/Notes:
____________________________________________________________
____________________________________________________________
___________________________________________________________
___________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________

87
88
Appendix 14

Letter Three (Narrowing

to One Candidate)

[To the top 2-3 who are no longer being considered. This letter
should be sent after a personal phone call is made from the
chairman of the committee. Email is appropriate.]

Dear ________________,

The Pastor Search Committee of ____________ (church name)

has decided on one candidate to pursue uniquely. While we
have deeply appreciated your cooperation and your prayerful
consideration, and while we believe strongly that the Lord
has gifted you in pastoral leadership, we believe that he is
leading us toward another candidate to pursue uniquely at
this time. As of now, we will no longer pursue you further as a
candidate.

At the same time, we acknowledge that this process is not

perfect, and neither are we. Should we have misunderstood
God’s direction, or should we come to realize that the
candidate we are now pursuing uniquely is not God’s man for
this season in our church, we may come back to you and ask
that you consider a conversation with us again. If so, we would
ask at that time, in great humility, that you be open to being
reconsidered.
89
Thank you, again, for your willingness to search out the Lord’s
direction in this call. Thank you for your interest in the pastorate
at _______ (church name). We are praying the Lord will direct
your steps clearly and compellingly in the future.

Sincerely,

_________________________________
Pastor Search Committee Chairman

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Appendix 15

Checklist of
Things to Share with
Serious Candidates

b Church constitution and by-laws

b Current church budget
b Church mission statement and vision statement
b The church’s long and short range goals (if available)
b Pastor’s job description
b The three Profiles (community, church, and pastor)
b Information on church ministries
b Information on current church staff
b Information on current lay leadership
b Current pictorial directory (if available)
b Recent newsletters, bulletins, website, etc.
b Other material about the church or community you
deem valuable

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92
Appendix 16

Considerations for
Pastoral Compensation
Arrangements

[For assistance with estimating a fair compensation/salary

range, visit www.compstudy.lifeway.com or ask your
Associational or State Convention office.]

Vocational Compensation
b Base Salary $
b Housing Allowance $
b TOTAL Compensation $

Other Benefits
b Retirement ___% of Salary = $
b Family Health Insurance $
b Life Insurance $
b Disability Insurance $
b TOTAL Benefits $

93
Professional Expenses
b Automobile Expenses/Mileage Reimbursement $
b Monthly Cell Phone Reimbursement $
b Convention/Conference Expenses $
b Book Allowance & Professional Development $
b TOTAL Professional Expenses $

Other Considerations
b Social Security Tax Allowance $
b Worker’s Compensation Insurance $
b Christmas Bonus or Gift $
b Home Owner’s Insurance $
b Insurance on Parsonage or Office Contents $
b TOTAL Other $

TOTAL Package $ _______

Moving/Relocating Expense Allowance $ _______

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Appendix 17

Considerations for
Weekly & Annual
Work Expectations

Due to the nature of the pastor’s job, the church acknowledges

that crisis situations, emergencies, and heavy schedules may
arise. There may also be times when the pastor will need to
arrange his work schedule to accommodate ample time for
family and personal needs.

Things to consider:
b Allowances for days off per week.
b Number of weeks of paid vacation.
b Number of sick days allowed.
b Number of days/weeks allowed for ministry leave
(preaching revivals, Bible conferences, camps, etc.).
b List of holidays off.
b Number of days/weeks allowed for study or continuing
education.
b Number of Sundays allowed to be out of the pulpit.

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96
Appendix 18

Possible Questions for

Face-to-Face Interviews

1. Describe your conversion and your call to ministry.

2. What is the relationship between God’s sovereignty and man’s
free will, pertaining to salvation?
3. How do you relate to other ministries/entities outside the local
church?
4. What is your position on the inspiration, authority, and
inerrancy of the Bible?
5. How, and on what levels, should the church be engaged with
mission work?
6. Describe your personal evangelism practices.
7. What is your policy on pastoral counseling? Please give any
background in the field, if applicable.
8. What do you think is the most important thing for you to do
during the first year as the new pastor of a church?
9. Describe and explain the ideal church polity structure: pastor-
led, committee-led, team-led, deacon-led, etc.
10. How would you describe an effective worship service?

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11. How do you go about making changes in the church?
12. What style of public worship and preaching do you prefer?
13. What are your greatest strengths and your greatest
weaknesses?
14. What do you like most about ministry?  What do you like least
about ministry?
15. What do you consider in the order of their importance, your
chief duties as pastor?
16. What should be the core values of the church you want to
pastor?
17. What interests you about serving at ________ Baptist Church?
18. What have you learned in the congregation you now serve
that will make you a better pastor?
19. Have you had a positive or negative experience with a church
building program?
20. Do you have plans regarding future education? What role do
you believe the church should play in your continuing education?
21. Describe the mission of your present congregation. In what
ways have your ministry influenced this mission?
22. Describe your leadership style.
23. Give an example of how you have relied on someone else to
give you direction in ministry.
24. What measures have you put in place for personal
accountability?
25. How do you respond to criticism?
26. To what degree if any do you differ with the historical
doctrinal positions of this church?
27. Do you openly identify yourself with any particular political
group?
28. Do you consider yourself a Southern Baptist? Why or why not?
29. Do you already know of any changes you might make to in
our congregation if you became our pastor? If so, what are they?
30. What would be your most important priorities in the first six
months as our pastor?

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31. How have you approached issues of financial stewardship in
congregations you have served?
32. How (and how often) do you prefer to conduct business
meetings?
33. Describe an effective worship service.
34. Describe your routine and/or process of preparing sermons.
35. How much time do you devote each week to sermon
preparation? How does that compare to time spent counseling or
administration?
36. How long do you typically preach?
37. How do you feel about other ministers preaching at our
church?
38. Are there any topics you feel uncomfortable preaching about,
such as finances or current moral issues?
39. What role does pastoral care and counseling play in
pastoring?
40. What duties are more important than pastoral care? What
duties are less important?
41. Do you consider yourself a counselor? If so, what type of
counseling do you perform?
42. More recently, sexual misconduct within the church has
become a more visible issue. What safeguards have you initiated
to protect yourself and the church from such misconduct?
43. How do you view your role in visiting members and church
guests (visitors)?
44. Do you have any restrictions on the performance of
marriages? Describe your approach to premarital counseling.
45. Do you regularly encourage participation in state and
associational trainings? Why or why not?
46. Describe your idea of an effective discipleship ministry in the
church.
47. How do you equip the church for personal evangelism?
48. How do you view the responsibility of world missions in your
current church?

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49. Are you a proponent of the Cooperative Program? How do
you now allocate financial resources to the local association, state
and national mission endeavors?
50. What is the primary role of the deacon body? What
responsibilities, priorities or boundaries should the deacon body
have in defining our church ministry?
51. What accountability should exist between the deacon body
and the pastoral staff members?
52. Describe how your leadership style affects your relationship
with other church staff members.
53. What measures of accountability might be put in place for
staff members?
54. What type of conflicts have you experienced with other staff
members, and how was it resolved?
55. How do you feel about a church member being employed as
the church secretary, janitor, etc.?
56. Have you ever had to terminate a church staff member? If so,
how did you handle it?
57. How would you respond to other staff members who in your
opinion are doing a poor job?
58. What are your salary expectations?
59. On what basis would you expect future raises?
60. How many weeks of vacation do you presently receive?
61. Do you have a retirement plan?
62. What insurance plans do you have?
63. What responsibility do you feel the church has to serving our
community?
64. Have you ever worked with ecumenical activities within your
community? Why or why not?
65. Tell us about your family. How does your family feel about the
possibility of this job change?
66. How can a church best provide support to the pastor’s family?
67. If you were to move here, what type of housing would you be
looking for?

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68. What motivates you as a pastor?
69. How do you cope with stress?
70. Have you been previously married?
71. Do you take regular vacations?
72. Have you ever been charged and/or convicted of a crime?
73. Do you smoke, dip, or chew tobacco?
74. What is your attitude regarding the social use of alcohol?
75. Do you have outstanding debts with which you are
struggling?
76. Do you have any unusual difficulties with your children or
teenagers?
77. Do you have any outside business involvements? If so, how
involved are you?
78. How familiar are you with the history of our church? Do you
have any questions about our past?
79. How familiar are you with the current life of our church? Do
you have any questions?
80. What do you see that you like about our church?
81. What questions do you have about this position that have not
been answered?
82. Are there any concerns about which we have not asked,
which might be of a sensitive nature for you or our church?

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Notes

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