Ex-Jews For Jesus

Moishe Rosen Memorial Service Video - 6-1-10

2010-06-03T16:33:00.000-07:00

Moishe Rosen Memorial Service Video 6-1-10

Moishe Rosen Memorial Service from Jews for Jesus on Vimeo.

Baruch Goldstein Memory Site

2008-11-17T13:49:00.000-08:00

Baruch Goldstein's memory site can be found at http://baruchgoldstein.com/

Baruch Goldstein from z hava on Vimeo.

Jackie Mason's Schmucks

2007-07-14T18:19:00.000-07:00

Jackie Mason has a brilliant new book out, Schmucks

Guess who gets an honorable mention?

Jackie Mason, humorist, Comedian and winner for his one man Broadway show "The World According to Me", takes on this challenge of pointing out the "Schmucks" of the world in this abridged CD.

In some ways, this seem like an updating of some of "World". He takes on such Schmucks like Bill & Hillary Clinton, Jews for Jesus, Madonna and France with his pointed humor. His wit is razor sharp and so are some of the points he takes on.

You know, as a conservative fellow, Jackie has deep respect for Christians and their values. What he objects to is Jews for Jesus' unauthorized use of his likeness which implied that Jackie was a Christian and possibly associated with Jews for Jesus.

One can imagine his irritation at Susan Perlman's glib response to Mr. Mason's objection:

Susan Perlman, a spokeswoman for Jews for Jesus, said the pamphlet was "good-natured."

"Shame on him for getting so upset about this," she said Friday.

Now Jackie Mason enjoys the last word.

Another Generation Passes

2007-07-06T06:34:00.000-07:00

What does it say about an organization where there is a growing two-tier stratification - a dedicated core of aging leaders and an ever rotating group of entry level staff?

It can be interpreted in many ways. In the case of Jews for Jesus, another emerging generation of potential leaders is moving on. A couple of recent resignations of mid-level leaders has widened the gap of the executive staff and the young missionaries which serve with Jews for Jesus.

Their departure can be for any number of reasons and on the best of terms. But is it healthy?

The executive staff is insular and intellectually inbred in the image of their founder, Moishe Rosen. Authority is preciously guarded. New blood could serve to reinvigorate the culture and foster the openness that Jews for Jesus so desperately needs.

Let Us Reach Out to You

2007-05-26T09:50:00.000-07:00

The Ex-Jews for Jesus contributors and members have one thing in common - we all worked for Jews for Jesus at some point. Beyond that, there is quite a bit of diversity.

Some members have returned to Judaism, others continue to believe in Jesus as the Messiah and still others just don't know any more.

Our varied perspectives and experiences make us well-equipped to connect with you. If you've had experiences you would like to share or someone to reach out to, please contact us.

The best way to reach us is through this page.

Please bear in mind that correspondence of an offensive or holier-than-thou nature may remain unanswered.

You Do Not Have My Consent

2007-04-14T06:03:00.000-07:00

At times, former Jews for Jesus staffers have requested that their name no longer appear on JfJ publications and especially on the Internet.

Some former staff wish to seek work in secular fields and could find an association with "Jews for Jesus" coming up in a Yahoo search of their name embarrassing.

However, requests to have one's name removed are ignored or in at least one case met with a "tough luck" response.

Something else to consider if you're from a Jewish background and are looking to serve in missions.

Jews for Jesus and the Elephant in the Room

2007-01-15T19:11:00.000-08:00

David Bricker in his 2000 article, "I Repent, But for What" tangentally addresses the abuses of Christian staff workers in this quote:

It becomes more difficult, however, if an accusation comes from a fellow believer. Recently, I received a letter from a former staff member who talked about his unhappy service with Jews for Jesus. He was calling on the Jews for Jesus organization to repent because of what he perceived to be bad actions or bad attitudes during his time of service over 20 years ago. Well, if the things that he alleged to have happened really happened, I can express my regrets and sorrow for his pain, but I can't place blame on all of my co-workers in Jews for Jesus because of a past incident.

Can an organization, an ethnic group or a city repent? The answer is yes and no. We can only repent for the wrong that we've done or the wrong that we've allowed. We can regret history but we can't repent for it. It is true that God calls nations to repent. But a nation consists of people, and individuals must decide whether or not they will repent. Leaders can sometimes help and encourage those who follow them to repent, as in the case of Nineveh, when Jonah called the city to repent and the king heeded that call. Leaders might have a greater responsibility to repent when necessary because others may follow their example, but all of us need to live in constant repentance.

(Emphasis mine)

Regarless of whether organizations or individuals can repent, it is an irrefutable fact that there are many, many people who have left the ministry of Jews for Jesus badly hurt and treated in a very un-Christian fashion.

What motiviates my participation in the Ex-Jews for Jesus blog has always been to warn believers to weigh carefully their involvement in the Jews for Jesus organization because of the way they treat their own people. Others participants on this blog have returned to Judaism, others no longer believe in anything, and some still hold to faith in Christ. I consider myself in the latter group.

David Brickner's (and the rest of the leadership by extention) response to accusations of abuse has been to say, "come to me and tell me what's wrong and I'll apologize."

This is both scriptural and correct.

However, this also provides a neat shell game that has allowed the ministry to injure and abuse its Christian staff for four decades.

Many have approached David Brickner and Moishe Rosen directly to address greivances. Yet even when apologies have been forthcoming, the day to day abuses of Jews for Jesus has never ceased.

Why?

This is the Elephant. Many people have been witness to a rotten culture where personal insults, degrading disciplinary actions and inordinate amounts of control are asserted over people. (You can read many first-hand accounts here)

The key word is "culture". Culture is an atmosphere that belongs to an organization. Culture is perpetuated by individuals, but within a culture, behaviors become permissible and provide a cover for inappropriate actions.

Attempts to address cultural issues brings one into Jews for Jesus' shell game.

Hurt by the ministry's culture? Nope, organizations don't sin, people do. Take it up with them.

So then the abused is directed to go to his branch leader and work it out.

What does that produce? Usually a "that's the way the Ministry works" response follows, which puts the responsibility back on the organization.

The leadership then can preserve the status quo and still feel justified. There is no way to change Jews for Jesus' culture until the leadship recognizes how malformed it is both as a social entity and in the model of Christian life.

Sadly, there seems to have never been any recognition of any fault with this culture. It has been my experience that there is an insularity within the leadership of Jews for Jesus which rejects any possibility of wrongdoing.

If you wish to have more information please drop your email in the comments and I'll discuss it with you.

Sorry, Jews for Jesus has at times infiltrated our email group and intentionally tried to destroy the careers of some of our participants. If you wish to dialog, please understand that we need to take precautions.

[Administrator note]
We have a Jews for Jesus staff member who regularly visits this site and harangues the commenters. Since his comments add nothing of value to the discussion, the usual course of action would be to delete the comments and ban this person. However, we believe that there is value to leaving these comments for the world to see.

Exploitation of Others

2007-01-11T17:44:00.000-08:00

In my last post I talked about boundary violations as one of the ways that (according to psychologist Nina Brown) destructive narcissists demonstrate their indifference to others. In this post I will talk about another characteristic that Dr. Brown describes, which she calls "exploitation of others."

She writes: "Interpersonal exploitation occurs when others are used to satisfy personal needs and desires without consideration for their rights or personal integrity. Others are perceived as valuable only in terms of what they can give or do. They are not inherently valued as worthwhile, unique individuals." (Brown, 2006, p. 49)

"One obvious example is children who are ordered to do what a parent says or wants, without question or hesitation, and may be punished for not being prompt or for making an error."

One example of interpersonal exploitation is what Brown calls "power exploitation." This occurs "when an individual has achieved a position or status where their needs have priority and others must fulfill these needs regardless of the effort, discomfort, or disruption necessary to do so."

It's clear to many ex-JFJ staff that power exploitation occurred with great frequency in the "old days" of Jews for Jesus. (See the stories at http://exjewsforjesus.org/) The only question now is whether or not it still occurs. There are some signs that it still does happen, although perhaps not with the frequency that it did under the Rosen regime.

Indifference to Others

2007-01-05T10:23:00.000-08:00

One of the primary characteristics of the Destructive Narcissistic Pattern (DNP) that Nina Brown describes is indifference to others. She points out three examples of indifference to others that many of you may recognize: boundary violations, exploitation of others, and lack of empathy.

Boundary violations occur when someone's personal space (physical or psychological space) is invaded by another person.

A boss putting his or her arm around you would almost always be a boundary problem.

A coworker or boss coming into your office or cubicle without knocking (especially if your door is closed or if you are clearly working in a focused way on a project) and immediately demands your attention and time would be a boundary intrusion.

A boss comes to your home late at night or very early in the morning, without calling first, and gives you work to do or demands your time.

These may seem innocuous to some readers, but they are evidence of a lack of respect for your personal space and an intrusion of your privacy. (Of course, sexual harassment and physical violence are also boundary violations, but all of us know that these kinds of things NEVER happened in JFJ).

Some other boundary problems that Brown describes:

Not asking permission before borrowing or picking up others' possessions.

Making comments about others' personal characteristics.

Making jokes at others' expense.

Touching someone without their permission.

Speaking for others.

I'll write more about the DNP in the coming days.

The Destructive Narcissistic Pattern

2006-12-28T10:29:00.001-08:00

Nina W. Brown has written a new book entitled Coping with Infuriating, Mean, Critical People: The Destructive Narcissistic Pattern. In it she describes a pattern of behavior which I believe is rampant in Jews for Jesus corporate culture (especially among the leaders of JFJ). I quote from page 3 of the book:

"Constantly makes comments to or about you that are devaluing or demeaning."

"Interactions with this person generally leave you angry, upset, hurt, or resentful."

"You, and others, seemingly have to give their desires, wishes, and needs a lot of attention, care, and priority."

"The relationship began on a high note, you were charmed, but now you cannot do anything to please him or her no matter how hard you try."

"The person cannot be trusted to give accurate information, and frequently lies, distorts, and misleads."

"Demands understanding from you, but gives none in return."

"Uses or takes your possessions without permission and/or fails to return them."

Brown calls these behaviors a "Destructive Narcissistic Pattern (DNP)." Does this pattern sound to familiar to anyone who has worked in JFJ? I'll write more about this in the coming days.

Jews for Jesus apologizes to Jackie Mason

2006-12-18T12:57:00.000-08:00

The New York Times reported on Dec. 5th that Jews for Jesus has apologized to Jackie Mason to settle Mason's lawsuit against the group based on a broadside that JFJ had been distributing that bore the words: "Jackie Mason: a Jew for Jesus?" The article states that Mason settled "for a three-paragraph letter from David Brickner, executive director of Jews for Jesus, offering ''sincere apologies for any distress'' the pamphlet had caused."

The NYT went on to report that after the settlement was reached in the federal judge's chambers, verbal jousting took place between Mason and Brickner in the courthouse hallway.

Along with the apology, Jews for Jesus has agreed to "retire" the pamphlet, perhaps the first time in its short history that JFJ has voluntarily censored itself.

A Poor Evaluation by the Better Business Bureau

2006-12-12T18:17:00.000-08:00

See http://charityreports.give.org/Public/Report.aspx?CharityID=3104

Quick Retribution

2006-08-25T15:47:00.000-07:00

It appears that after the legal action Jews for Jesus took against the Google over the Jews for Jesus Blogspot site, Jackie Mason has taken them to court for using his likeness on their gospel tracts.

Seems like Jackie doesn't like his likeness and mannerisms (his trademark if you will) being used.

With the rise of the blogs, they'll get more attention for this "controversy" than from their many previous attention maneuvers. Unfortunately, it wont be the good kind.

More Jews For Jesus Goodwill

2006-02-02T15:36:00.000-08:00

JFJ gets more good press from a blog called The Hatemonger's Quarterly. Strangely, it is in the context of government spying:

... we, the crack young staff of “The Hatemonger’s Quarterly,” can monitor the search words e-travelers use to head to our “website.”
We know, we know: You are upset that we have such invasive power over you. But don’t worry: We’ve already sold all of your information to the lovable folks at Jews for Jesus, and they should be over your house any minute with some informational brochures.

Heh.

Is Jews For Jesus Persecuted? The Google Lawsuit

2006-01-19T19:58:00.000-08:00

If you've been following the Jews for Jesus lawsuit against Google, you may find this development interesting.

Over at jewsforjesus.blogspot.com, an unrelated but similar site, "Whistle Blower" discusses Jews For Jesus' justification for their lawsuit. "Whistle Blower" points us to an article on JfJ's RealTime site. This quote struck me particularly hard.

"We view this as a spiritual attack coming at a sensitive time in our ministry.
We are headed into our largest evangelistic campaign ever this summer. I guess
it's "par for the course" that we find some of our energy and resources being
tapped. I am sure that Satan as well as our earthly opponents would like to
discourage us just as they would like to see our trademark misused by others to
spread negativity, lies and confusion under our name—a name that exists to make
the name of Jesus known"

You see, this "hostilty" is not a consequence of JFJ's destructive culture. No, it's spiritual warfare. It is a convenient way to pass off taking personal responsibility for misdeeds and paint themselves as the victim.

Many former staff of Jews for Jesus can attest to the ministry's abusive nature.

If you are reading this and are Christian, please ask yourself why this particular ministry has so many "enemies" from within its own ranks?

Christians are persecuted in this world. It was stated plainly by Jesus Himself. But note this difference; Dr. Dobson is vilified primarly from non-believers who disagree strongly with his message. Jews For Jesus, on the other hand, is receiving their negativity from former staff, many of whom are still Christian.

Why?

Is JFJ honest?

2006-01-08T12:57:00.000-08:00

Recently Moishe Rosen stated on a public forum the following:

"Jews for Jesus has opposition who are unprincipled and are willing to adopt guises so that they appear to be other than what they are."

I'm not sure what Rev. Rosen is talking about, but it's interesting that JFJ would complain about dishonest tactics given the history of Jews for Jesus. JFJ is proud that they always are (supposedly) upfront and honest about who they are, but JFJ used to commonly practice something that proves this is not the case (I'm not sure if they still practice it). When JFJ musicians or street theatre groups would perform in public, they would commonly use "ringers" to attract attention from passers-by and thus generate a crowd of onlookers. This was especially prevalent during New York City summer "campaigns." These ringers would pretend to be regular spectators but in reality they were usually JFJ volunteers who were asked or told to watch the proceedings in a neutral role, without any identifying clothing such as a Jews for Jesus shirt or jacket.

I'm sure there are other more glaring examples of JFJ's dishonesty, but I never got close enough to the inner circle to discover these.

Yeshua or Y'shua?

2006-01-05T13:40:00.000-08:00

Jews for Jesus is unique in its spelling of the Hebrew word for Jesus. They spell it "Y'shua" instead of "Yeshua."

I first encountered the unique spelling of the word "Y'shua" in the book title "Y'shua: The Jewish Way to Say Jesus," written by Moishe Rosen. I will not comment on the CHUTZPA of such a title. I see three key affronts in this spelling.

First, an affront to the Hebrew Language. The name Yeshua, which appears in the Biblical text in the 2nd temple period (The high priest Yeshua ben Yehozadak, mentioned in Ezra 3:2, 10, 18 e.g., appears as Yehoshua in Haggai and Zechariah; similarly, Yehoshua [Joshua] ben Nun is called Yeshua in Neh. 8:17). The standard transliteration of the name in English translations (including the JPS) is Jeshua (retaining the German J, pronounced Y, as in Jerusalem [Yerushalayim]). Since JPS can arguably be considered more of a standard of Jewish usage than JFJ, we would be more fair in saying that "Jeshua" is 'the Jewish way to say Jesus.' Obviously, the substitution of Y for J would better convey the original pronunciation for today's English readers.

Second, it is an affront to accepted standards of Hebrew transliteration. The Yod in Yeshua is vocalized with a Tsere, a vowel which is usually long, sometimes short, but never "ultra-short" as an apostrophe in transliteration might imply. Even the ultra-short sheva, which vocalizes the Yod in "Jerusalem" and "Jericho," is typically rendered by an ultra-short e (as in the English word "believe," unless you come from the deep south).

Third, it is an affront to the English language which requires a vowel following Y if the Y is to be pronounced as a consonant. Without a vowel, the Y itself takes on a vowel function, typically pronounced as a long E, as in "Yves St. Laurent" and "yquem" (pronounced "ee-quem") a "fine, rich sweet white wine", or as a short i, as in "Yggdrasil" (pronounced "ig-drasil"), "the ash tree which, in Scandinavian mythology, binds earth, heaven, and hell." Hence, Y'shua should be pronounced as "EE-Shua," as in "Como estan Paco y Shua?"

Drash: A brief linguistic evaluation indicates that, in fact, the spelling of the name Y'shua actually throws new and important light on Jesus' true identity. Of course we know that in Hebrew the Yod and Vav are often interchangeable depending on their position in the word. When the root Yalad ("give birth") is cast in the passive (niphal) form, the yod is replaced by a vav, vocalized as a vowel (long o), "nolad." Similarly, the Y' in Y'shua, since it must be pronounced as a vowel, may actually represent a long o sound and hence should be written O'.

Turning to the second element of the name, we note that in the Greek transliteration of the Messiah's personal name in the New Testament, an upsilson represents the u of Y'shua. It is well known that the actual pronunciation of the upsilon, even in the second temple period, was a long e sound--hence the second part of the name would be written "shea" (similarly, note that another form of Joshua's name (Yehoshua) was Hoshea (Deut. 32:44)).

Putting the two elements of the name together, we see that the name should actually have been written "O'Shea"--indicating that Jesus was not in fact Norwegian but Irish!

:-)

Shunning

2005-12-12T14:47:00.000-08:00

The practice of "shunning" of former employees of Jews for Jesus is described at http://www.exjewsforjesus.org/j4jquestions/shun.html

Another description of shunning is at http://www.exjewsforjesus.org/j4jquestions/#abusive which says that JFJ shunning included "various levels of cutting off communication with these former members, which have ranged from a complete prohibition against communicating with the person to less extreme forms of cut-off. Often rumors were spread about former members to damage their reputation."

Remember that these are former employees of an organization, not members of a church, that are being shunned, and that current employees are doing the "shunning." This shunning is talked about in some of the ex-Jews for Jesus stories. See, for example, http://www.exjewsforjesus.org/stories/mimi.html and also http://www.exjewsforjesus.org/stories/journey4.html

Apparently this unfortunate practice continues. If JFJ is disturbed by accusations that it is a cult, it should discontinue shunning, which is (sociologically speaking) one of the hallmark traits of a cult.

Unbalanced

2005-08-23T14:07:00.000-07:00

JFJ is simply unbalanced. They insist that their employees focus completely on the organization without regard to the needs of their families or their own personal needs.

For a healthy alternative to this unbalanced approach, see
http://www.tikkunministries.org/newsletters/es-aug05.asp (especially the section on Burnout). If only JFJ would acknowledge that overworking their employees is unhealthy for everyone. Spouses and children often suffer the most in these situations.

former Jews for Jesus staff perpetuating abuse?

2005-08-19T08:41:00.000-07:00

I was recently in contact with a former Jews for Jesus staff person who left that organization sometime in the early 1990’s. This person is now the director of their own ministry organization. I was struck by how the person related to other people, especially those who had different opinions or had an agenda that deviated from their own. I realized how this person picked up the culture of Jews for Jesus and internalized it, making it their default mode for their ministry from Jews for Jesus times until now.

It saddened me to see this respected ministry leader perpetuating what they themselves experienced and hated, and was totally blind to it in their own self.

I wonder how many other former Jews for Jesus staff are out there doing the same?

Susan Perlman puppeteer

2005-07-26T12:18:00.000-07:00

Susan, Moishe's loyal assistant who never got married,as such she never had a dual loyalty to a husband, and Moishe. So she will be loyal to Moishe always, and would be a person who Moishe could trust to never be more loyal, to David Brickner. So, she would be able to either direct Jews For Jesus through David, or double team Brickner, with Moishe. David has no one to counter her. With Susan as the conduit for Moishe's will, in JFJ, it seems a pretty unlikely that Moishe's "stamp," (culture of paranoia, and loathing of all subordinates, etc.), can come off of JFJ. This is one reporter's opinion.

Apologize for Past Wrongs, JFJ!!

2005-07-13T14:00:00.000-07:00

About nine decades after a lynching, white preachers apologize to the victim's relatives for the crime that was kept silent for generations. See
http://www.latimes.com/news/nationworld/nation/la-na-lynch13jul13,0,339557,full.story

Isn't it about time that JFJ apologizes for its past wrongs? Or will it take nine decades for JFJ to acknowledge the sins of the fathers?

The 30th Aniversary of Jews for Jesus

2005-07-11T06:30:00.000-07:00

The 30th Aniversary Year of Jews for Jesus was two years ago.

It was a time of Celebration for the organization, a time of Mourning for those no longer with the organization.

Let's take a few moments to continue praying for the vast majority of 800+ former staff of Jews for Jesus who lay broken, bleeding, spiritually destitute, financially destitute...

Wouldn't it be nice if Jews for Jesus would make ammends, rather than call us an anti-missionary group? All we want is for the ongoing--unBiblical pain--they cause to their own staff and former staff--to stop.

Projecting one's faults?

2005-06-08T22:41:00.000-07:00

It seems people project their own failings upon others.

Moishe treated all missionary staff as though they were liars.

Moishe treated all staff workers as though they were thieves.

Moishe treated all staff as though they needed constant supervision.

Moishe acted as though other ministries were unethical.

Moishe acted as if the missionary staff could not keep moral.

Moishe expressed that all who left JFJ were failures.

Moishe trusted no one.

Did Moishe KNOW that ALL others were corrupt, or was he merely projecting?

Why

2005-05-17T00:00:00.000-07:00

If Ex-Jews For Jesus is merely a group of disgruntled former employees, then why:

are there so many of us?

do more former staff arrive every year, telling stories of how the environment has not changed?

is there never any serious self-examination on the part of Jews for Jesus' leadership. Instead, there is only discrediting the aggreived as imbalanced or part of a "conspiracy."

do people over the span of four decades all share similar experiences of being publicly humiliated?

Why?

http://exjewsforjesus.org/

http://exjewsforjesus.blogspot.com/

Rage-aholic

2005-04-22T16:41:00.000-07:00

If you have been reading the newspapers or watching the news on television, you know that John Bolton is President Bush's nominee for the U.S. Ambassador to the United Nations. And you also know that his nomination is in danger because of reports that he often becomes uncontrollably angry toward his subordinates, has in many cases tried to get them fired for minor annoyances, and in general does not seem to have the temperament for someone that most of us would want for the position of ambassador to the U.N.

Bolton seems to be, in my opinion, a "rage-aholic." And he has his defenders, those who, like President Bush, say that getting angry at a subordinate has nothing to do with one's qualifications for the job of U.N. ambassador. In fact, his defenders say, getting angry is just part of life; all of us get angry at one time or another, and sometimes anger serves a useful purpose. All strong leaders will exhibit this emotion in the heat of the moment. Nothing to be ashamed about, nothing that should deny the man a job.

But most of us, I suspect, realize that exhibiting the kind of anger that Bolton is accused of *is* something to be ashamed of. It's a character flaw, one that can be emotionally and vocationally fatal. It can ruin friendships, mess up marriages, and destroy the self-esteem of children. And it can create an unhealthy atmosphere in the work environment.

What's the connection to Jews for Jesus? Well, if you've read the stories at http://www.exjewsforjesus.org or the postings on this blog, you know that the Executive Director of Jews for Jesus is also a "rage-aholic." I'm referring to Moishe Rosen primarily, but also to David Brickner (mini-Mo) to a lesser degree (and anyone who aspires to leadership in JFJ). Throwing chairs and pipes and other objects, screaming at subordinates in public and private, firing people on a whim, this is the modus operandi of the Model Jews for Jesus Leader. It's not seen as a bad thing. In fact, it is seen as something that can be used in a manipulative sort of way, to achieve results that might otherwise not be achieved. Instilling fear in others, for one. If your subordinates are scared of you, they will often do whatever you want. It's the modern version of the King who could order a servant to be tortured or killed if they didn't do exactly what he said to do.

And why don't most Christian leaders have a problem with this Jews for Jesus style of management. I suspect that one reason is because many of them subscribe to the same sort of philosophy, or have the same sort of "anger management" tendencies.

When John Bolton gets denied his job at the U.N., maybe he can apply for a job at JFJ.

Not everyone was hurt, or in denial of their injury.

2005-04-20T23:23:00.000-07:00

From my personal observations there seems to be three types of people who leave Jews For Jesus:

!)Those who were hurt needlessly, and were in need of healing.

2)Those who left, but JFJ has maintained some manner of control over them.

3)Those whose personalities were so strong, or so self centered, they were impervious to being trusting and vulnerable.

I personally, at different times, fell into the first two categories. What amazed me are people I meet who are not JFJ apologists, and also not phased by their time with JFJ. Most of these people I have identified, in this third category, were actors, or performers. I recently talked to one of these people. They said, in effect, as an actor/singer, it was just another gig, to them

So not all of us were hurt, or still controlled. It seems, some didn't care enough to get caught up in the craziness.

CUTTING EDGE OR RETRO?

2005-04-19T21:05:00.000-07:00

The stated reason why the head quarters for Jews for Jesus is in San Francisco instead of Brooklyn, New York is because Jews for Jesus wanted to test ideas in San Francisco before using them in Brooklyn. This great idea which might have yield wonderful results has not been implemented for years.The “Christ in the Passover” presentation was created by Avi Snyder in the late 80’s. The 13 page sermon has been memorized by each employee since then because of quality control issues. Because of the lack of experience and training of the Jews for Jesus employees, what is said and done in a church has been scripted. Any revision of a script means the retraining of the entire staff of 80 to 100 employees.It was the late 90’s when the requirement for having a blue jean jacket embroidered with Jews for Jesus on the back (cool with hippies) was removed.The printing press bought in the 70’s was retired about 30 years later. Employees were still “inking up the drum” long after copying machines became mainstream.“Old School” ideas can still be effective today but “cutting edge” can’t be a term associated with Jews for Jesus.

The Sayings of Chairman Moishe

2005-04-18T21:55:00.000-07:00

(1) You are not tired, you are bored.

(2) People do not come to your events to hear you people preach!

(3) Someone get me some sushi, NOW!

(4) The Bible says nothing about vacations.

(5) If I hear you say El Dub Dub again, I'll cram your fist down your throat!

(6) Rent in San Francisco is about the same as anywhere else.

(7) Postal cards in Five minutes!

(8) That was a hostile statement. You need to deal with your hostility.

(9) Your desktop is a fire hazard.

(10) There is a principle here for my unbiblical behavior.

(11) You are wrong and here's why....

(12) What did you learn? .... No, what you learned was ....

(13) Most of you are recreational sleepers. You need a lot less sleep than you think.

(14) Get me some sushi. NOW!

(15) Affirmation can act as a de-motivator.

(16) 45 minutes is more than anyone needs for lunch.

(17) There are 2 kinds of workers: lazy and inefficient.

(18) Desktops are not storage space.

(19) Conflicting verbal directives are no excuse for your failure.

(20) Get me some sushi. NOW!

Mediation?

2005-04-01T06:59:00.000-08:00

Some have suggested that those of us who were hurt by Jews for Jesus should seek to have these grievances professionally mediated. The idea being that mediation would allow the person who was abused to talk to their abuser in a safe environment, and possibly reach emotional and spiritual closure. I personally don't know of anyone who has engaged in professional mediation with JFJ. I suspect that there are several reasons for this, including:

(1) JFJ might not submit to an arbitration or mediation process, for a variety of reasons. Remember, this is an organization that often shuns people who leave without a "good" reason. The feelings of individuals are not at the top of their priority list. My guess is that Jews for Jesus would avoid arbitration since the outcome is beyond their control. Why arbitrate or mediate when they have an in-house attorney? What is the benefit for them?

(2) Persons who have been hurt by JFJ might not want to submit to this process, fearing that a similar outcome might result (i.e., more hurt and more damage to the individual). In other words, there is a trust issue here.

(3) Who would pay for such a process? I'm sure that professional mediators are not cheap, although they are undoubtedly somewhat less expensive than lawyers.

(4) Is mediation worth the emotional toll that it would probably take on individuals? It would take a great deal of courage and emotional strength to go through this process, especially for someone who has been badly hurt by their involvement with JFJ. But what would result? Surely not a financial settlement, since JFJ would never agree to binding arbitration. Probably not even a sincere apology. The most that one could get from JFJ would probably be something like, "We are sorry that you experienced emotional distress while working for Jews for Jesus." And even that would never become public, since of course JFJ would insist on a confidentiality clause. Nevertheless, I'm sure that there are numerous people who used to work for JFJ who would willingly go through mediation if the financial costs were not too great. But the question is, would JFJ agree to it? My guess is no.

A number of people have written letters to JFJ to express their concern about the abuse that has taken place in the past and may still be taking place today. These letters were written, for the most part, by individuals who experienced abuse while in the employ of JFJ. (In other words, they have first hand knowledge of the abuse). I have seen several of these letters. I have also seen the responses (from Jews for Jesus) to some of these letters. In no case do I remember the responses to these letters ever taking responsibility for the pain that these individuals experienced. Usually the responses were defensive and "blamed the victim." Once in a while a meager apology was offered, something like "I'm sorry that you experienced pain. If anyone hurt you, they should not have done that." Can you see how shallow and empty that kind of response is? It reminds me of Iran-Contra in the 1980s when Reagan or one of his officials said, "Mistakes were made." No ownership of the problem. At any rate, I just can't see why JFJ would engage in mediation with anyone. It is not to their benefit, except in a spiritual sense, and I don't think that is high on their list of priorities.

http://exjewsforjesus.org/

http://exjewsforjesus.blogspot.com

Why Won't Jews for Jesus engage in outside arbitration with former staff?

2005-04-01T06:28:00.000-08:00

Jews for Jesus is aware of hundreds of their former staff who are critical of the organization because of personal negative experiences. Jews for Jesus would like the outside world to think that there are only a small number of former staff who are "disgruntled."

There have been multiple, dozens of attempts by former Jews for Jesus staff to get the organization into outside arbitration and accountability.

There are some difficulties however. Jews for Jesus claims to have outside accountability because it is a member of some outside accountability organizations.

What they don't say is that they have missionaries sitting on the boards of those outside organizations.

Even if there was a real concern about Jews for Jesus brought to these organizations (and they have been), there is nothing that these organizations can do to hold Jews for Jesus accountable, because of the politics involved. Jews for Jesus is one of the founding members of more than one of these outside accountability organizations.

Other Jewish Outreach and Ministry organiztions have had concerns about Jews for Jesus for considerable time, as they have picked up the pieces of people who were damaged by Jews for Jesus.

Jews for Jesus estimates that they have more than 800 former staff.

I have personally been in contact with more than 300 former staff of Jews for Jesus over the last several years who all tell the same kinds of stories of abuse, manipulation, deception, outright torment of their ministry and private lives, attacks on their character both during their time with Jews for Jesus and long after they left.

Serious questions must be asked.

How many people does it take?

How many people have to be hurt before it is wrong?

5? 10? 100? 1000? 1,000,000?

HOW MANY DOES IT TAKE to get Jews for Jesus to fess up to what they have done and continue to do?

How many lives have to be damaged? How many marriages have to die? How many have to walk away from faith in Yeshua (Jesus/Y'shua)? How many have to go through spiritual abuse counseling? How many have to experience riducule and character assasination for speaking out about what happened to them?

How many?

When will Jews for Jesus leadership take responsibility?

http://exjewsforjesus.org/

http://exjewsforjesus.blogspot.com/

Jews for Jesus and Men who Abuse their Wives

2005-04-01T04:48:00.000-08:00

From a former staff member of Jews for Jesus:

I had an interesting converstation with a woman in my congregation this past week. She came accross the ex-Jews for Jesus Blog and has been reading it for about a month.

She comes from an abuse background herself. Five years of marriage to a man who played mind games, beat her regularly, and cheated on her with underage girls from various states.

She knows that I once worked with Jews for Jesus, had no idea I was involved with this blog, and said to me one day after services, "You know. I understand what you went through. It is exactly like what a battered wife goes through. No one usually believes all the true stories we tell, just like people don't believe the true stories you probably tell people you trust. Don't be discouraged! What you experienced was REAL! Don't let the abusers in Jews for Jesus get the best of you. If you know those people who write that Blog, tell them to keep writing their stories. Someday, someone will hold Jews for Jesus accountable, just like my ex-husband is now being held accountable!"

http://exjewsforjesus.org/

http://exjewsforjesus.blogspot.com/

Has Jews for Jesus really changed?

2005-03-25T17:00:00.000-08:00

Has Jews for Jesus really changed?

I think it is quite possible (and actually quite likely) that the JFJ of today is much different than the JFJ of yesterday. When you take Moishe out of the picture (at least out of the day to day operations), then you take away much of the abusiveness that was present in the organization. In the past, branch leaders and others who aspired to JFJ's upper echelons were motivated to do Moishe's dirty work (motivation like the need to please Moishe, the fear of his wrath, the desire to be promoted, etc.), but after Moishe retired, this motivation was essentially gone. It is not surprising that things changed when Moishe stepped down from being executive director.

But this is not to say that the organization has become healthy overnight. You can't just smooth over past abuses by saying "mistakes were made" or "people are not perfect" or "there were many bumps in the road." Perhaps a good analogy would be that JFJ has cancer, but the disease is in remission, since the symptoms are no longer present to the same degree that they once were. But to follow the oncological metaphor, the organization is still sick. It is only when all of the illness is rooted out completely that one can say that the organization is "cancer-free." Here are some principles of repentance that may help us determine if JFJ has truly changed:

(1) JFJ abuse was systemic and pervasive and must be "owned" and acknowledged. To my knowledge, this acknowledgement has never happened.

(2) Drastic change is necessary. This means radical change, not incremental or superficial changes. One example of radical change might be to remove Moishe Rosen from the Board of Directors. Another might be to integrate more explicitly compassionate and humane values into the mission statement of the organization.

(3) JFJ needs to make amends with everyone who was hurt. By "JFJ" I mean both current leadership and emeritus leadership. Until Moishe acknowledges the great pain that he caused so many people, over so many years, I cannot consider JFJ to be a changed organization. The sins of the fathers are visited upon the children, and the sins of Moishe Rosen will be visited upon the next generation of JFJ leadership until repentance truly occurs.

http://exjewsforjesus.org/

http://exjewsforjesus.blogspot.com/

Yeshua versus Y'shua

2005-03-21T07:00:00.000-08:00

Back in the early 1980s, Jews for Jesus decided to begin spelling the Hebrew name of Jesus as "Y'shua" instead of the commonly used "Yeshua." They did this not for scholarly reasons but for marketing purposes. The executive director believed that he could measure Jews for Jesus' influence in the Christian world by changing the spelling of this name. The more people that started to use "Y'shua" instead of "Yeshua," the more power he thought he had. And there was probably a "branding" element to this name change as well. Whenever people saw Y'shua spelled with an apostrophe, they would think of Jews for Jesus.

Unfortunately, there is absolutely no scholarly basis for transliterating the Hebrew name of Jesus as Y'shua. Any Hebrew scholar will tell you that Yeshua is much closer to how the name sounds when spoken, and in fact the use of this apostrophe when spelling out Y'shua has no basis in any commonly accepted transliteration method. Only ignorant people or cynical marketeers will continue to transliterate it as Y'shua. And that says a lot.

http://exjewsforjesus.org

http://exjewsforjesus.blogspot.com

A Conflict of Interest for JFJ Psychologists?

2005-03-17T09:16:00.000-08:00

For many years, Jews for Jesus has been sending some of their employees to see psychologists who have some kind of a relationship with the JFJ organization. For example, one psychologist who is retained in this way sits on the Board of Directors of Jews for Jesus. Another is a regular donor to JFJ.

I believe that this is a conflict of interest. To whom does the psychologist or therapist have loyalty? To his patient or to Jews for Jesus? Whomever the psychologist chooses to give his loyalty to (and I suspect that it always goes to Jews for Jesus, especially if they are the ones paying him), there would seem to be a conflict of interest. Although breaking patient confidentiality is a violation of California law for a psychologist or psychotherapist, I can't help but wonder if psychologists retained by Jews for Jesus have passed on private information to the leadership of JFJ.

But, you might ask, what if the patient signed a waiver or release of confidentiality form? Doesn't that give the psychologist the right to tell Jews for Jesus anything that they learn about the patient? Perhaps. Perhaps not.

Among psychotherapists there is an ethical problem called "dual relationships." This is where the therapist and the patient have more than one relationship with each other, such as being friends or business associates or some other kind of relationship. The legal issue of confidentiality may be overcome by the patient signing a release form. But the ethical issue of dual relationships remains. A therapist is supposed to avoid dual relationships, because these kinds of relationships get in the way of therapeutic progress and hinder positive growth for the patient. Of course, sometimes there is no way to avoid a dual relationship, but when this happens, the therapist is supposed to refer the patient to another therapist.

It appears that Jews for Jesus loves to create these dual relationships, and not just in the arena of psychotherapy. Any kind of blurring of the boundaries for JFJ is a good thing, because then their ethical and moral lapses become more ambiguous and less clear to everyone involved.

http://exjewsforjesus.org

http://exjewsforjesus.blogspot.com

Jews for Jesus Leadership Training -- Documented, an example of Cult Leadership Training?

2005-03-03T04:22:00.000-08:00

The Liberated Wailing Wall is one of the ways that Jews for Jesus leadership “tests” up and coming leadership of the organization to see if they have what it takes to be a Jews for Jesus leader. This is well-known inside Jews for Jesus. Those who are considered to have led “successfully” are given a little more freedom and choice assignments, while those who are considered to have failed are put into positions where they can be “sharpened” or “polished.” This is another way to say, “Abused” more intentionally than they would have otherwise been.

The Leadership Manual for the Liberated Wailing Wall “mobile evangelistic music team” is a fluid document (Jews for Jesus tells its staff all of its documents are fluid, meaning that the leadership reserves the right to change their mind on a whim, even ignoring their own guiding documents concerning policy, procedure, harassment, and other treatment of staff).

The Liberated Wailing Wall Leadership Training Manual is fluid in the above sense, and also fluid in that it was written by one Liberated Wailing Wall team leader (the very first one, to be precise), and added to by two additional Liberated Wailing Wall team leaders who were held in great esteem, one of whom is the current Executive Director of Jews for Jesus, David Brickner.

This document has been verified as being used at least through the tenure of the 2003 Liberated Wailing Wall. Those who respond to this article may well confirm its use more recently.

The document is a perfect example of the type of unbalanced authority over more junior staff that is given to Jews for Jesus leadership in general. It certainly typifies the top-down authoritarian culture that is classic to abusive and cult organizations.

For example, Pastors should be concerned to take note of the authority that is given to the Liberated Wailing Wall Team Leader that should only given by mutual consent between a pastor and a congregant in a trusting, caring environment, and should never exist between a religious employee and a mission agency supervisor.

This Liberated Wailing Wall Leadership Manual is important because it reveals, rather clearly, disturbing behavior of the organizations leadership and culture as a whole. As many former Jews for Jesus staff have pointed out and many current staff know well, the Liberated Wailing Wall is INTENDED to be a microcosm of the larger Jews for Jesus organization.

What follows is the actual Liberated Wailing Wall Leadership Training Manual so that you can be the judge:

The Duties of a Mobile Evangelistic Team Leader

1. Personnel Development and the training of new leadership.
2. He is to insure that the itinerary is fulfilled.
3. He is to supervise the administrative procedures of the team.
4. He is to monitor and govern expenditures.
5. He is to tie the team into the organization.
6. He is to carefully utilize the personnel.
7. He is to plan and accomplish evangelistic strategy in the various tour cities.
8. He is to pursue recruitment and training of new members.
9. He is to maintain with care the material resources of the team.
10. He is to care for his people.
11. He is to provide opportunities for spiritual growth.
12. He is to generally oversee the creative development of the team.
13. He is to build and maintain a cohesive team.
14. He is to do the general work of planning. This involves administration, evangelism, and itinerary.

We'll organize our discussion according to categories of responsibility.

1. Personnel Development and the training of new leadership.
David Brickner says: The team leader should not be so insecure that he is unable or unwilling to use the leadership potential in his team members. In fact, it is wise for the team leader to acknowledge such leadership, both verbally to that team member, and practically by giving opportunities to express that leadership. You'll want to allow leaders to lead. Give them an opportunity to take the team out on a sortie. Give them an opportunity to be an administrative assistant to you. Give them an opportunity to lead a Bible study. In this way, you'll be helping to build qualities of leadership into them which will serve to enhance the team, not to conflict with your own leadership. Also, you will be helping the ministry of Jews for Jesus by building future leaders, both for the team, and for other aspects of the ministry.

2. He is to insure that the itinerary is fulfilled.
With the bus, the scheduling of the itinerary leaves little room for lack of planning. The appropriate scheduling of the team should involve: a church presentation every night of the week except for Monday and two on Sunday. The church meetings scheduled should have a sanctuary size of no less than 200 people. There must be the expectation of having at least 200 people in attendance on Sunday and Wednesday evening meetings, and at least 125 for weeknight meetings. The team leader must be constantly aware of what may be good or bad scheduling being done by DOME. The Liberated Wailing Wall has never missed a meeting under its current leadership, and there should be no reason to.
David Brickner says: It is your responsibility as the team leader to know your schedule. You should use a red book called a Daily Reminder. Each page has a day, and during the previous week you should write down on your pages each day what it is that you hope to accomplish on any given day. I also recommend that you use a Month at a Glance as well. This gives you an opportunity to see how the schedule looks overall for any given month. It is recommended that you plan at least three months in advance. I have found it most profitable to plan whole tours in a general way. You need to have a grasp of where you're headed during the tour, and what opportunities you'll have for ministry in those given areas. It is so very necessary for you to have this overview so that you can have a heads-up approach to scheduling.
You need to know the job and relationship of two people most importantly. First of all, you need to know your Department of Mobile Evangelism head, and your Itinerary Coordinator in DOME. It is important to keep the channels of communication very open between the team and DOME. DOME is your life line. You need to develop a good relationship with the leader of DOME. He and his staff are concerned with the tour schedule and with your well-being. You should inform the leader of DOME how things are going, what things could be improved, and what things have gone well. Speak to the leader of DOME at least once or twice a week. Brainstorm with the leader of DOME on new ideas that you might have. Make sure that the needs of the Liberated Wailing Wall are known to the leader of DOME. The leader of DOME should be treated with respect, and yet it is proper at times to let him know that an itinerary or housing was poorly planned or arranged. When presented in a respectful and gentle manner, the correction on the part of the Liberated Wailing Wall leader will be accepted. However, too much complaining about the itinerary will only force the leader of DOME to turn a desensitized ear to the complaints of the team leader.
Although it is the primary responsibility of the Executive Director of Jews for Jesus and the leader of DOME to set tour schedule for the Liberated Wailing Wall, it is wise for the team leader to keep in touch with future scheduling. You should know where the open spaces are. Make suggestions in areas where you know there are good churches that we should be going to. Suggestions should be made six to eight months in advance, although when you see dates that are not being filled up, which you will, you need to continually ask the leader of the department about those open dates.
On relating to the Itinerary Coordinator in DOME: his/her responsibilities are
A. to arrange housing
B. to coordinate publicity
C. to process mail, to deposit salary and reimbursement checks for the team, and for individual members of the team
D. to be liaison between the Liberated Wailing Wall and the home office as far as administrative procedure
Do remember that the Itinerary Coordinator in DOME is not under your supervision. He or she is under the supervision of the leader of DOME. You cannot, outside of the normal give and take, tell your itinerary coordinator what to do. You cannot get down on the coordinator in DOME for making mistakes. You should instead relate the problems to the head of the department.
One of the most important aspects of the coordination of itinerary in the Liberated Wailing Wall is the procedure and the job of the team's itinerary coordinator. The leader of the mobile evangelistic team should know the job of his itinerary coordinator. The procedure is found in the Liberated Wailing Wall Administrative Manual. The Itinerary Coordinator must be carefully monitored. Time must be provided for this person to make phone calls and adequate planning for these phone calls. They need to be able to sit down with a map and an itinerary and work things out. You should get together on a regular basis with your Itinerary Coordinator, to plan and to help him in his planning.
Some principles for the Itinerary Coordinator:
A. the Itinerary Coordinator should make confirmation phone calls two weeks in advance for a meeting
B. the Itinerary Coordinator needs to make sure that all housing and meal arrangements are secured for the team. You should be checking on these details with your coordinator.
C. The Itinerary Coordinator is responsible for alerting the Team Leader about anything unusual about the meeting, such as a sermon, or difficult set-up, or change in the arrangements such as cards, offering, or travel. Also, if there is a confirmation checklist that has not come in, the Itinerary Coordinator must make sure that you are aware of this, and that we find out through DOME whether the checklist has come in yet. Also the Itinerary Coordinator should alert the Team Leader to any problems with housing and meal arrangements, or if there is a sense of bad vibes that are coming from any particular church.
D. The Itinerary Coordinator should sit down with the Team Leader, usually a month in advance, for each month of planning. The coordinator should have maps, all the deputation logs, and the calendar books. At this time, you should plan your Estimated Times of Arrival, you nights to be on the bus or in housing, etc.
New meetings will be coming in all the time, and it's good for the Team Leader to have a strong grasp of his itinerary for each given tour. Your tours are basically divided up between the season, for example, you will usually be leaving your home base in January, and your first tour will take you through until your Christ in the Passover tours, sometime in March (that was your Winter Tour). Then after you've resumed touring, your Spring Tour begins after the Christ in the Passover tours and goes on through until the summer time, usually early in June when you'll probably be in your home base in San Francisco again. Then you depart from that tour and you go out on a Summer tour, which usually has you involved in the campaigns in some respect, although that's not necessarily the case. And that brings you through until either Thanksgiving or the first or second week of December, by which time you're back in you home base. Plan each tour like that: Winter Tour, Spring Tour, Summer Tour, and Fall Tour.
The Team Leader should expect that the Itinerary Coordinator be able to make his or her confirmation phone calls in less that nine minutes, although it sometimes takes longer if they have to confirm housing. You should try to keep this nine minute rule. Monitor the phone bill of your confirmation calls to make sure that this is being done. While the Administrative Assistant might be monitoring or coordinating some of the other jobs on the team, the Itinerary Coordinator must be under the direct and close supervision of the Liberated Wailing Wall Team Leader. The first and primary task of the Liberated Wailing Wall team leader is to fulfill the itinerary.
When do you miss a meeting?
A. You should never miss a meeting.
B. If there is an accident and there's no way to get to the church, then you may miss ameeting.
C. If the entire team is sick, and has temperatures over 102¡, it might be wise to try to change the program or cancel the meetings. However, meetings can be done when people are sick. What you should do is give people the whole day off, and then just do the meeting and that's all.
Essentially, the answer to when do we not do a meeting is, never. Through rain, sleet, snow, fire, and hail, nothing must stop the Liberated Wailing Wall. There are some times when scheduling makes it close to impossible to maintain a healthy team, with driving times that are too far apart. You must watch this like a hawk. Keep in mind that the normal amount of travel time in between meetings is about 200 miles. Rarely should it go over 300. This happens, but you need to make sure that there's enough time given for you to maintain a reasonable pace, and still make your meetings. There was one time when DOME scheduled one meeting in Cedar Rapids, Iowa, and the following night we were in Colorado Springs. This is ridiculous scheduling, and what the team had to do was get on the bus in Cedar Rapids, and keep driving until we got to Colorado Springs. We arrived just in time to set up for the next meeting. This should not happen, and it's your fault if you don't catch it.
Principles on relating to your coordinator in DOME:
1. Treat him/her with respect
2. Don't bite the hand that feeds you
3. know that he or she is your person in DOME, and is fighting and scrapping for your best
4. it is proper to have some tension with your itinerary person over housing and other arrangements
5. feel free to give suggestions about housing, itinerary, and publicity
6. In fact, it is your duty to tell you itinerary coordinator in DOME when you want to be on the bus and when you want to be in housing.
7. We may ask for housing for two nights out of a week. Every so often we may make it three nights, but the norm must remain two nights and it can never exceed three. The rest of the nights the team stays on the bus. It is permissible to put the married couples in a cheap motel at ministry expense on two of those bus nights. The main consideration in when to ask for housing is the utilization of the team. Plan a day in which you'll be able to wake up and not have to travel too far to do evangelism, or rehearse, or perform your main activity of the day. You should definitely be on the bus when you're going to travel to a place where you can do evangelism, etc. This has been discussed in other sections.
The Liberated Wailing Wall coordinator in DOME should be called once a week, at least, by your Itinerary Coordinator on the team. Keeping in touch with your coordinator in DOME will help you to keep things running smoothly.
SOME PRINCIPLES IN RELATING TO PASTORS:
A. Write the pastors of the churches you will visit a postcard. The postcard should arrive one week before the Liberated Wailing Wall will come. It should arrive with enough time for the pastor to make an announcement on the Sunday morning before you'll be there. The postcard should basically introduce yourself as the leader of the team, telling them where you are now, how much you are looking forward to coming, and also asking the pastor to remind his congregation to bring Jewish friends to the meeting.
B. Know your Deputation Log and former church reports well. The more information you have on a church and on a pastor, particularly his name will help you in those brief moments that you meet the pastor and his first impression of you, and sometimes the entire ministry of Jews for Jesus, is formed.
C. Treat every pastor with respect, calling them by their last name. If the pastor chooses to joke and be loose, you can be joking and loose with a pastor, but not to the same extent. Always keep a respectful and cautious decorum.
D. If there is some common link between you and the pastor, or someone on the team and the pastor of a church, be sure to mention that. Name dropping, particularly among denominations, brings a sense of ease to the pastor and bridges the gap.
E. One of the best ways to be on the good side of a pastor is to arrive on time. If you'll be late, call the church to let them know.
F. Always make sure that you meet with the Pastor to discuss the program before the meeting. It is best to do this after you get dressed, with at least 15 minutes before the program, or speak to him before people start coming in. This sometimes means you will have to break away from set-up; bit this is okay because it's important to talk with the Pastor.
G. When you are discussing the program with the Pastor, it's good to do some public relations work at that point. Talking with the Pastor, let him know what the Liberated Wailing Wall
has been doing, sharing for a brief moment in a more personal way about the ministry of Jews for Jesus.
H. It is absolutely crucial that you end your program on time. Find out from the Pastor when he usually ends his service; that will give you an idea of when you should.
I. Carefully work out the details if the invitation with the Pastor. It is always good for the Pastor to have some closing comments before the Aaronic Benediction.
J. If a Pastor refuses to abide by the agreements in the Dep. Log, or the confirmation checklist, it is your obligation to find out why. If he simply does not want to, it might be proper to tell him that you are just not able to do the meeting. More often then not, it is best to just go ahead and do the meeting; then indicate on the church report that he broke the agreement, then not go back to the church.
K. It is always best to invite the Pastor to pray with the team before the meeting.
L. Write a follow-up thank-you letter to the Pastor; there are examples of these thank-you letters in the correspondence files.

3. He is to supervise the administrative procedures of the team.
A. Why should the team leader care about administration?
1. God is a God of order Orderliness in administration is a good testimony.
2. Sound administration ensures productivity and full utilization of the team and the talents of your people.
3. It is a sin to waste someone's time.
4. Sound administration of the team takes to burden off the home office. Poor administration on the part of the team increases the burden at the home office.
5. Sound administration creates a sense of routine on the road. Life on the team with the amount of travelling that is necessary can oftentimes be disorienting to people. When a sense of routine and order in administration is established, it will do much to keep the people oriented in their lifestyle.
6. Poor administration breeds insecurity and bad morale, as good administration will breed a sense of peace, accomplishment, and contentment in the work (ie, time limits, quality, etc..) It enables people to know whether they've done a good job or a poor one, how they can improve, and what specifically they can improve.
7. Sound administration provides a continuity for changing personnel every 18 months. It is very difficult to try and transfer records when they are disheveled, It provides an opportunity for an easy change if the systems that are set down in the manual are followed. Functions in the Liberated Wailing Wall should not change that considerably and, thus, a continuity between teams, not only musically, in job function can be maintained.
8. If the team leader is able to accomplish administration in a sound way and shows that he has taken it seriously, then it will weigh heavily with the Executive Director of Jews for Jesus in terms of advancement. To whom much is given, much is required. If someone is not able to administer, organize and move his team along, then it is doubtful this leader will get further or get greater responsibility.

B. What is administration in a mobile evangelistic team?
(Some basic ideas)
1. Administration comes from the Greek word "oikosnomos". This is the same word which means dispensation and the leader of the Liberated Wailing Wall, even if he is a covenant theologian, must be a dispensationalist. In other words, he must deal with the rules of the house. The word "oikos" means house, and the word "nomos" means laws. Administration means dealing with the house laws.
2. The house laws are not only found in the leadership manual and in the procedure manual, but in the overall framework of Jews for Jesus. The leader is responsible for both maintaining the procedures or making sure that the house rules are maintained. This means that the leader will not come in and change this or that procedure, but rather build on the past and keep the continuity of the teams. The rules of the house were designed by those leaders previous to him, who developed the laws of their house- of the rules and principles by which they guided the team in the laboratory of experience.
3. It is the role of the leader of a mobile evangelistic team to make sure that the house rules which have been maintained are carried out. He must be a motivator and he must pay attention to details. The details in the procedure manual will keep the team leader an effective administrator, if they are followed. In other words, don't change the procedures unless absolutely necessary, and make sure that the procedures are followed through.

C. The problems of a missionary administrator in a Jews for Jesus mobile evangelistic team.
1. Normally the leader of the team is not trained in the area of administration. This person may be trained in the field of music or theology, but probably has not had any formal training in management, business practises or leading others. He is required to both manage resources and people. He is a missionary- manager. A manager administrates. Much of the training that the leader will get will be on the job. It is an excellent place to learn missionary administration and management because it is confined to the number of people in your group, and to his vehicles. It is a very safe place to practise at becoming a missionary-administrator or manager of others. Leadership means simply that you lead others and part of leading others is being a good manager. There are those who are good managers who are not good leaders because they're not able to communicate enthusiasm and be creative, but management is a must for good leadership. Every leader must be a capable manager. The stumbling block of a lack in training must be overcome through careful attention to the training manual and to the procedure manual. It is also important to develop a routine. Keep people in the routine and keep yourself in the routine by developing sound work habits, including deadlines and checks on whether or not deadlines are being met. And it will come along. Do not, I repeat, do not try to lead the team on your intuition. It is too large of a job of management, and principles must be learned. Again, the Liberated Wailing Wall is a good place for a new team leader because of it's confinement, but the procedures and rules of the house that have been given to the manager must be followed through.
2. The next problem the missionary-administrator or missionary-manager has is that he has a mindset for missionary work and not necessarily for administrative procedures. This is where your administrative assistant will be a tremendous help to you. But it is important that one who takes the role of leadership in a Jews for Jesus mobile evangelistic team realize that he must follow and administer a body of procedures. Leading the Liberated Wailing Wall does not include missionary work alone, because a leader must manage his people and his resources. It is good to remember that sound administration and efficient administration provide more time for missionary work. Oftentimes the manager-leader of the team must see that the work of evangelism is being carried out by those he leads, rather than by him himself.
3. The next problem of a missionary-administrator is that he will have a tendency to minimize administration for evangelism and, thus, ignore administration. Whereas the missionary-manager would not think of short-circuiting procedures in evangelism or spending hours and hours with an unsaved person, he would generally ignore the administration and do the evangelism. On the team, good evangelism can only happen when sound administration is under the belt of the leader. Do not minimize administration as something less spiritual or less important. God did give gifts of administration, so obviously He felt it was important. Manage your people well and they will also do the work of evangelism. Paper work can strangle the inefficient leader to the point where all evangelism is choked out of his people. If reimbursements and inventory, for example, are not properly taken care of, then most likely the evangelism will be crippled too. Again, do not minimize the work of administration; for the team leader, sound administration and effective evangelism go hand in hand.
4. The next problem of a missionary-manager is that leaders in evangelism are activists, especially young leaders. And administration is sometimes boring and tedious. There is nothing like the excitement of a campus rally of a rally on the New York Public Library steps, and sorting NODs and making sure that people are doing their work properly are tedious. Balancing a checkbook can be tedious and boring, but it must get done. The young leader must spend his energy in administration even though the rewards are not as obvious and the effort is not AS measurable. A leader must deal with tedium. Tedium can be looked at as either boring or routine. It is good for the leader to routinize his own life to the point where his routine almost becomes a part of relaxation. It is good to be an evangelistic activist, but the boredom and tedium of administration must be dealt with.
5. Due to the autonomy of the leader of the team, he has a tendency or the freedom to do what he pleases. Although there are checks and balances, the leader has considerable freedom. He is far away from headquarters and although he must send in a weekly report each week, he is only a phone call away from the Executive Director. It is difficult for the Executive Director to manage the leader of a mobile evangelistic team. It is easy for the missionary-manager to allow those things that home office sees to get done.. church reports, reimbursements, etc..., while other things are not. We all have a tendency to do what we like. And if the missionary-manager finds administration boring and tedious, he will tend to spend his time on those things that he likes, and there is very little that can be done to stop him. If this is done, by the end of 18 months the team will have been destroyed. Poor administration will catch up to you. The key is to take administration seriously, and see it as a part of the ministry as a leader of the Liberated Wailing Wall.

D. Guidelines in supervising administration.
1. Learn how to delegate.
Delegation is very difficult to learn. Because of the high accountability in the Jews for Jesus ministry, a leader has a tendency to shy away from giving real responsibility to others. Along with responsibility comes accountability and the authority to carry out the task that needs to be done. It is very hard with that kind of responsibility and accountability to give substantial tasks to the people in the group. It must be understood right off the bat by a leader-manager that people will fail in his group and not complete tasks or do them improperly. Invariably, someone will go to fix something and unless you are there to supervise it, will end up spending $60 more than they needed to. If the leader sticks to the principle that all expenses must have his approval, he will not get riped off as easily. The problem is that if you had delegated the job to someone else, then you have given that person a vote of confidence in his judgment and there is a tension that comes into play because you can't necessarily go fix something yourself, because you don't have the time, which is one of the reasons you delegated the job in the first place. Yet, if you are ripped off, you will be held accountable. It is very difficult to leave the responsibility to someone else and make those choices. Money is given to the team leader in hie revolving fund and it is up to him if he wants to entrust others on the team to spend some of that money. The group leader must delegate real responsibility. This will produce problems because sometimes your people will be doing things that they are not as familiar with and, thus, they will make mistakes. Do not let mistakes on the part of your people keep you from delegating real authority, real responsibility, and real accountability. People will not grow unless viable work is delegated to them. When delegating work to new people, monitor them carefully, but even when the new people in your group become the experienced people, they will still make mistakes which you will be accountable for. The leader cannot tell the Executive Director that it was the fault of his subordinate. The leader must take responsibility because he delegated the function. Try and supervise without meddling, and stay as much out of the way in their job functions as possible, or they will not feel responsible for the jobs themselves. They will be more concerned with getting your approval on their work. Do not delegate and then not manage. Although you delegate a task, it does not mean that you are absolutely uninvolved in that task. Delegate responsibility, spot check on a person's work, and learn to trust your people.
2. A second guideline which should be taken seriously in supervising administrative procedures in the team is to develop a close working relationship with your administrative assistant. The administrative assistant is the person who will be in charge of daily administrative procedures. He acts in the team leader's stead to supervise and coordinate the work designated 'administrative assistant' in the manual. The team leader should plan and work with the administrative assistant in order to keep the team functioning. If the administrative assistant is used properly, then the team leader will have more opportunity to plan and strategize for the overall work of the team. It is a tendency for the leader-manager to try and keep too many things in his mind; the administrative assistant can help bear the burden of the leader-manager by handling some of the daily details. This would include giving the administrative assistant real authority to plan lots of time..... . Sufficeth to say, the administrative assistant must be given substantial responsibility. Of course, the team leader must be familiar enough himself with the rules of the house so that he can manage the administrative assistant. Anyway, if the administrative assistant is working well, it will centralize much of the tasks. This would be very helpful for the team leader if he can begin to see daily administration as only one part of his manager role, and that being under the administrative assistant.
3. The third guideline for supervising administrative work of a mobile evangelistic team is to know the manual. There is no substitute for knowing the particulars of each job. The team leader should be familiar with each of the functions. It is impossible to manage without being familiar with the job responsibilities. Remember, managing means that the team leader will see to it that procedures are maintained and not altered, and also that they are carried out. But in order to do this, he must be familiar with them. It will be crucial that the team leader does not rely on the administrative assistant as a crutch, but is familiar enough with the procedures to check up on the administrative assistant.
4. The fourth guideline for supervising the administrative procedures of the Liberated Wailing Wall is to deploy the best people for the job. Some principles on how to deploy :
a. The person cares about the specific task on the Liberated Wailing Wall. For example, if someone is a fanatic about neatness, he will tend to care about costumes and you might want to give him that task.
b. The person who almost or actually does like his job. I would also expand this to be the person who finds fulfillment, gratification, etc. in his job. A person who likes his job will do it well. Someone might be challenged by the itinerary job and you might want to deploy a person to a job that he feels challenged by.
c. A person's temperament suits him to a particular job. For example, you would not want to put an introverted person on the team in charge of itinerary coordination. This is a job that takes chutzpah and some public relations sense. Someone who is neat and careful would be better for finances than someone who is sloppy and doesn't take great care with detail.
d. A person takes initiative in an area. The person who picks up the ball in a certain area and feels like the responsibility is something he found that needed to get done, is a great person to have in that job. The person who say's,"Boy, I'd love to keep a journal", and you find he's been keeping his own journal, is the person you'd want on the journal job! The person who starts developing better systems of keeping supplies, etc. is the person you'll want to put in charge of the supply drawers. When you find someone who's taking initiative in an area, capitalize on that energy and assign them to the task if all other things seem right.
e. Try different jobs with different people and see where they fit best. There's nothing like having people try on different jobs for size to see how they will best fit on a functional role.
5. The fifth area for supervising the administrative work of the team is to develop procedures to spot-check work. The leader-manager of a mobile evangelistic team cannot be in touch with every last detail of a person's job. It is best to spot-check all the different jobs. This will be a help to the administrative assistant in making sure that they are taking care of their responsibilities. Some principles on a spot-check:
a. Pick an area of control, one that is done constantly. For example, the financial person's log book or the checkbook. These are things that they should constantly be attending to and if you know what to look for, it is fairly easy to find what is out of order. For instance, it is very easy to notice that the financial information has not been logged properly. It is also easy to tell that the checks if balanced properly were not written for what they were supposed to have been written for, and possibly even some were written for more or less money, then you'll find out that your financial person is robbing you blind. Pick an area that is controllable, one that is done constantly. It is difficult to spot-check a short-term project, especially if it is a new and creative venture. Don't give short-term creative projects to people who have not proved themselves in regular projects.
b. Without notice, monitor the control area. For example, take the financial log book and sit down with it. Add the columns up yourself. Ask the financial person for the checkbook and the check stubs and go through it. Go to the mail bag and take out the stamp book and see what kind of shape the stamps are in. If they're bent and depleted, then you know that the stamp person doesn't care. Then you should supervise that person more carefully. There are many different ways to spot-check, but this should be an important part of the team leaders function. It is a tool for supervision and management.
c. Check the results of projects every once and a while. You must carefully determine how much of any resource a project should take. For example, time, money, or personnel. If you note that the project is taking more, then you must call the person who is in charge of the project into question. Find out why they're taking more of the resources than what was decided upon. It is your responsibility as a team leader to guard the resources of the team and make sure that they are spent wisely.

It is very important for the team leader to meet deadlines!! Such items that need to be turned into home office, the weekly report, materials orders, check requests, church reports, housing evaluations, reimbursements, etc., must be done on time. The weekly report should be sent in no later than Thursday of a given week. A reimbursement should be allowed three weeks from when you mail it until when you get the check put into your account. A materials order sent to production should be given five weeks from when you mail it out until you should expect to receive it. Church reports should be in no later than 48 hours. Housing/rating forms should be sent in at the end of every month.
There are other items that are internal to the team leader that should have deadlines.
A thank-you note to pastors should ideally go out to churches within two weeks from when you were at the church. The checkbook should be balanced every month. The Liberated Wailing Wall manual must be scrutinized and the team leader should have a list of what administrative tasks should be done when. It is up to the administrative assistant under the guidance of the team leader to fulfill the task at the given deadline, but the team leader should know and be aware. And don't forget your witnessing reports, due the 25th of every month. The team leader should receive them from the team on the 15th so that he can mail them out to be on time. Remember, no witnessing reports, no paycheck.

PERSONAL ORGANIZATION OF A TEAM LEADER.
In supervising a team, it is first important for the team leader to be well organized himself.
I. Your briefcase.
Organization is crucial in the leadership of a mobile evangelistic team. For most leaders who handle a considerable amount of details, there are stable places for them to keep files, notes, memoranda and supplies to get their work done. In the case of a leader of a mobile evangelistic team, there is no desk small enough to fit in a van or a bus. The team leader, in a sense, carries his workspace or his desk with him. This is his briefcase. Every leader of a mobile evangelistic team should have a good sized briefcase from which he can work. The following items should be in his briefcase:

A) A dictation machine and tapes.
B) A calender
C) A phone log
D) Postcards.
E) White-out
F) An assortment of pens.
G) A file system..........
The file system should be color coded with the general filing system of the team. For instance, those items that have to do with the Liberated Wailing Wall should be yellow, those that have to do with Jews for Jesus in general should be orange, and those that have to do with personal matters of the leader should be green. This is the present coding system. Some of the files should be labelled as follows: miscellaneous, financial, recruitment, correspondence, a 'to be filed' file, a file on correspondence to go out, and a file filled with supplies. The supplies that should be kept in the briefcase file are 15-20 sheets of Jews for Jesus letterhead, 15-20 sheets of lined paper, 10-15 Jews for Jesus envelopes, 10-15 inter-office envelopes, paper clips, and rubberbands. This should suffice.

In closing, it is important to have your briefcase organized so that your work can be carried on anyplace from a van to a church to your host's home, and that you can be well organized in your briefcase as you would be if you were at your desk.

II. The daily schedule of a team leader.
The team leader should try to bring his life into a routine. It is good for him to get up at the same time, to have a set routine in the morning. It is good to have the same time for postcards and the same time for devotions. It is important for the leader to get some of his correspondence, planning and organization done in the morning. As much time as a leader can 'steal' during the day to do his own personal organization and planning is good, but the bulk of his planning, organization and personal correspondence will need to get done while travelling and in the early morning or late at night. This is one of the reasons the leader gets paid more money.

THE LEADER OF THE Liberated Wailing Wall IS AN EMMISSERY OF JESUS CHRIST AND OF THE JEWS FOR JESUS MINISTRY:
One of the goals of the leader of the Liberated Wailing Wall is to deputize those that he contacts. It is important that the leader sees himself as a representative to influence those around him to the cause of the Gospel and Jews for Jesus. Traditionally the leader of the mobile evangelistic team has done much to influence and gain the support of the forces that influence.
The following is a list of those forces of influence that the leader of a mobile evangelistic team should seek to influence in any given tour setting:
a) Pastors.. preferably of large churches, or influential churches.
b) Influential Christian leaders in the area.
c) Christian media.
d) Christians who are involved with evangelism.
e) Christians who are involved with the arts.
f) Donors in a given area.
g) Other Jewish mission groups and Jewish-Christian leaders.
h) Authorities at Christian schools.
i) Possible Jews for Jesus personnel.
j) Secular media.

How should a leader go about deputizing these various forces of influence?
a) A phone call establishes communication and lets the person know that he is important to Jews for Jesus.
b) A visit, however brief, is a very important tool in gaining the sympathies of a person. Oftentimes a leader of a mobile evangelistic team will want to visit the different people in the area.
c) Gifts of Jews for Jesus materials. These gifts given to the individuals listed above are good.
d) Seek to do a favor for one of these individuals. There are many different types of favors that can be done, and we should be eager to offer our services. This is not a matter of manipulation, but rather a way of letting these forces of influence know that a situation of mutual help and relationship is important enough to us that we will make the first move.
e) Get them on the prayer letter.
f) Invite them to meetings.

What are we looking for by reaching out and deputizing those in influential positions?
a) A mutuality of relationship with Jews for Jesus.
b) Respect for the Jews for Jesus organization.
c) An ear to be influenced for the cause of Jewish evangelism.
d) Financial help.
e) Resource help in a given area; whether it be housing, logistical arrangements for a banquet or seminar, etc.... We need the help of Christians in various areas.
f) New opportunities for the mobile team leader to minister. Oftentimes these influential Christians are able to set us up with great opportunities to reach out to others in the name of Christ.

4. He is to monitor and govern expenditures.
FINANCES
A. There are a number of different ways that the leader can keep in touch with the amount of money being spent.
1. Financial Person. He is first of all to understand the role and job of his financial person. His financial person will keep a log of daily expenses. In this way the team leader can monitor expenses.
2. Monthly Breakdown Of Expenses. The leader is given a monthly breakdown of expenses and income by the home office. This is a white 8 1/2 x 11 sheet which shows what monies are being spent by the team and what monies are coming out of the fund. The team leader needs to understand all the various fees that are taken out. There include a percentage surcharge top Hineni Corp., and the teams medical and dental insurance, life insurance, and retirement insurance (for those over 30). When the team leader receives his white sheet at the end of the month, he should carefully compare it to the daily expense log that his financial person has been recording. He should also check it over to make sure that there are no vast discrepancies between what he thought he was spending and what the white sheet says he was spending.
3. Salaries. The team leader should be aware of how much his team members receive in salary. He should know because this helps him gauge where he stands financially. In a previous Liberated Wailing Wall, salaries exceeded $6000 per month, only half of Mitch and Zahava's salaries came from the team account. This must be taken into account when expenses are checked.
4. Monthly Balance Sheet. The monthly balance sheet shows how much money came in for the month and how much was spent. The leader can compare the Liberated Wailing Wall or the team he's leading with the other branches and the overall work of Jews for Jesus. Just a reminder: the finances for all records and other materials sales go into the general fund. The balance sheet should be read very carefully each month and then filed. It will give the team leader a good sense of how his overall spending and income compare to the rest of the organization.

B. Expenditures. In the normal day-to-day running of the team, the leader deals with expenditures in a number of different ways. There can be :
1. Cash expenditures
2. Credit Card expenditures
3. Check expenditures
The financial person should be keeping a log of how much is spent through credit cards. IF the tam leader loses a soft copy of a credit card slip, then he is to pay for it himself. As a matter of fact, the team leader is responsible for the entire revolving fund, and if any money is lost, he is responsible to pay it out of his own pocket.

C. Revolving Fund.
The revolving fund of the Liberated Wailing Wall is the main source of income for the mobile evangelistic team. The revolving fund can be thought of as a cash loan. The organization will issue a check out of the fund of the team. The team will then set up a separate bank account at the Bank Of America in San Francisco, which would be a Liberated Wailing Wall account. This account is different from the general fund account of Jews for Jesus. The financial person will make up a reimbursement which is thoroughly checked (even the addition must be spot checked) by the team leader. The mail person will send a signed reimbursement in, and after a few weeks the organization will issue a check, a Jews for Jesus check, to the Liberated Wailing Wall. The person in DOME who deposits checks will then deposit this check into the Liberated Wailing Wall checking account at the Bank Of America. This is the way the revolving fund keeps replenishing itself and, thus, revolving. There should be notification by phone that the amount has been deposited into the Liberated Wailing Wall checking account. This way, the financial person can be aware of how much money the team leader has to work with. It is good to get a sheet of paper which gives the daily status of finances. This will include receipts on hand, reimbursements pending, cash on hand, cash out, etc.

D. Oversight Of Financial Person's Job
The team leader should be very familiar with the sheet in the Liberated Wailing Wall Manual on how to handle the Liberated Wailing Wall financial job. The leader should check up on the financial person constantly. This means that he should look through the financial log book to make sure that it's neat and up-to-date. Home office will also send sheets indicating monies received from church meetings and these should be carefully examined. The group leader should make sure that the financial person is recording these things, and should ensure that there is no disparity between the monies that Home office is receiving and the money that the financial person is recording.

E. Cash Flow
In the ministry wallet, which is kept by the financial person, should be enough money in the cash flow to keep the team for a week. You never know when a church will just give a church check for the offering, and thus cause you to be short on cash. It is good to keep $300 - $500 in cash at all times. Remember, if any of the cash is lost, however, it is the responsibility of the team leader to pay it back.

F. Balancing The Checkbook
The team leader should balance the checkbook with the financial person every other month. This involves taking the bank statements and cancelled checks and going through the checkbook meticulously. This will encourage the financial person to be neat, if he tends to be sloppy. If you find out that he tends to be sloppy, you'd better get him out of the job immediately, if there is no change.

Guide Lines For Spending Money :
A. The major expenses of a mobile evangelistic team are food and fuel. The team leader should try to use credit cards whenever possible. The team leader must be reasonable in his setting of limits for meals. The limit should be determined by what a person would normally eat for a meal. The limit can change from city to city and also from restaurant to restaurant. It's important that the people eat well, and being chincy with the limit is not good. The present limits are $3.50 for breakfast, $5.50 for lunch, and $6.50 for dinner. When people are staying in homes it should be encouraged that the meals should come mostly from the homes; the dinner meals should come mostly from the churches. This has made a considerable cut in the expenses of the Liberated Wailing Wall. There's not a whole lot you can do about fuel; it is one of the essentials we must spend money on.
B. Don't buy inexpensive equipment because it will be flimsy and fall apart and end up costing you more money.
C. Team members should not make any expenditures unless cleared first with the team leader.
D. Don't spend money on any major project unless first approved by Moishe. A major financial project is arbitrarily something over $150.
E. Do not spend money as an answer to a problem; seek to find an inexpensive solution to the problems.
F. When making the team group purchases of over $20, there should be at least three estimates gotten before the purchase.
G. Avoid emergency purchases which cause unnecessary expenditures. Do not ship or have things shipped by Air Mail because it is very expensive unless it is absolutely necessary.

5. He is to tie the team into the organization.
Mitch Glaser says: The leader of a mobile evangelistic team must tie into the organizational life. This is a very crucial responsibility because the tendency of a mobile team is to feel free, independent and separate from the organization. This was not so in the early days of Jews for Jesus, but as new people are recruited who do not come from the organization, it is the job of the leader to instill them with a sense of family. The goals, concerns, procedures, attitudes, dreams, heritage, etc., of Jews for Jesus must be inculcated into the new team. In this, the team will gain an identity of being the Liberated Wailing Wall -- a part of Jews for Jesus; rather than the Liberated Wailing Wall -- loosely affiliated with the Jews for Jesus organization. This means that the leader himself must have a good understanding of the organizational structure and identity.
It would be good for the leader to acquire the tapes of Avodah to be heard by all new members of the team. This will produce an organizational tie-in.
Some more sundry ways to tie a mobile evangelistic team into the organizational life:
A. Make sure that the team receives and reads the Staff Report.
B. Make sure that the team members are consistently praying for the overall leadership of Jews for Jesus.
C. Make sure that the members have a good workings understanding of the covenant and of the organizational structure of Jews for Jesus. This would include everything from the Board of Directors to their own position as members of a mobile evangelistic team. He must understand the function of the Council, what it means to be on administrative staff, vocational staff and appointed staff, etc.
D. The team should be constantly informed of what God is doing among the other branch works of Jews for Jesus. This information can be disseminated in team meetings with the leader. The team leader should attempt to build organizational loyalty rather than team or personal loyalty. Organizational loyalty should not be to the exclusion of personal or team loyalty, but should definitely supersede it. The group should develop an identity of being part of Jews for Jesus. When the team is home and working in a branch situation, the leader should make a particular point of making himself submitted to the branch authorities, and thus setting an unspoken example of organizational strength.
E. An attitude towards the home office must be inculcated into the group, which does not make them a far-off institution which regularly sends their paychecks, but rather part of the family. An understanding should be inculcated as to the home office staff of support and mutual fellowship. Postcards should be sent to the home office so that the people at home office and the people on the team realize that theirs is a mutual relationship.
F. Administrative procedures which issue from the home office should not be viewed as authoritarian restrictions, but rather helpful procedures to get the work done. Only love, affection, and good things should issue forth from the team leader in reference to the home office personnel. This is particularly true in the case of Moishe. The Executive Director should be presented to the new team members in a favorable light. Complaining on the part of the team leader about the Executive Director to team members is inexcusable.
It should be the goal of the team leader to insure that the team members identify themselves and the Jews for Jesus organization, rather than thinking of the Jews for Jesus organization as something separate from them. This will take a lot of work and orientation, but as long as the team leader's attitude is right and sets an appropriate example, these attitudes can also be inculcated. Foster an attitude among your people which says, to echo Kennedy, "It's not what the organization can do for you, but what you can do as part of the organization." The administration must never be alienated from the missionary.

6. He is to carefully utilize the personnel.
David Brickner says: Individuals join Jews for Jesus mobile evangelistic teams for various reasons. Not all of these reasons are necessarily lofty and spiritual, but it is important to find out those reasons and motivations to help meet certain expectations that individuals might have for their time. It is also important for the team leader to find out the areas of giftedness for each of his team members, so that he might help the team member utilize his God-given abilities and gifts. It is also important to find out basic weaknesses, organizational and otherwise, that a team member has, and thus to give him responsibility that, while not avoiding these areas, would seek to major on those things where he is strongest, and upgrade those areas where the team member is weakest.
Most people come onto the team because they want an opportunity to serve God, and the leader must give them this opportunity. Others might join the team because they see it as an opportunity to grow emotionally and spiritually, and the team leader must see to it that they have this opportunity for growth. Some people join the team because they want to use various abilities, particularly their music ability. Again, it is the obligation and duty of the team leader to see that this takes place.
There is a vast difference between a secular management position and a management position in Jews for Jesus. In a secular management position, the main goal is to see to it that the work is done. The manager can thus become utilitarian in his personnel management. This is not the case with the leader of the Liberated Wailing Wall. In Jews for Jesus, a team leader must not be wholly utilitarian in his approach to the work. The work will get done, but part of what God want to do in a mobile evangelistic team is to develop his people in their capacities and abilities to serve. The team leader has a tremendous responsibility to utilize the time of his team members, not only for the tasks to be done but also for their own development. This takes ingenuity, creativity, sensitivity, and dedication on the part of the leader, to see to it that by receiving opportunities to serve, people also receive opportunities to develop and grow in the service of God.
In managing your personnel, you must always try to make sure that the work load is fairly distributed. Note this may not necessarily be an even distribution in order to be fair. Some individuals have a greater capacity for accomplishing various types of procedures. These people should be utilized to their fullest extent. Others who have difficulty in some type of work must be utilized in other areas which might be their forte. People need and want to be able to do things that they can do well. You must find these areas and encourage your team members in them. Try to be encouraging when it come to your people doing the work. Expect that the work will be accomplished in a neat and thorough manner, but do not neglect to encourage your team members, especially when they've done an over and above job. You need to communicate to your team members that you are committed to their personal, spiritual, emotional growth. If they know this, then they can begin to trust you in the areas of responsibility that you've given to them. You will also find that there is a certain amount of loyalty that you'll want to develop on the part of your team members. While all of us recognize that our work is done for the Lord, it is part of human nature to seek and to enjoy the approval of those whom the Lord places over us. Do not neglect this truth.
You must, as leader, have a grasp on what it takes for your team members to complete the tasks assigned to them. For example, the person who prepares the weekly report must have guidelines set for how long it should take. If you don't know how long it should take and how the work should be accomplished, then you can't very well supervise this person in his job. While building loyalty on the part of your team members for doing the work and bestowing praise, it is your responsibility to continue to remind the people that they must do their very best for the sake of our Father in heaven. This is the ultimate motive which you seek to develop on the part of your team members.
Proper utilization of your team members takes a good deal of forethought and planning. The administrative work sheets should always be kept up to date, and you should be checking them on a regular basis. to make sure that you know what your team members need to do, and that they are accomplishing those tasks with regularity. You must plan a week in advance the time that your team members will be spending doing presentation, rehearsal, evangelism, and administration. Evangelism, rehearsal and presentation are fairly easy to monitor. It is administration that can become a difficult area. It is during these blocks of time you must take special care to utilize your team members properly. Know what needs to be done administratively. Find out what are the jobs that have to be done, and who is doing them. Make sure that your team members are reporting to you once they've accomplished their tasks assigned. There can be nothing more disconcerting than finding team members sluffing off because they don't have proper tasks assigned to them. It is usually in this block of administrative time that most of the problems of utilization arise. There is the tremendous problem of what to do with slack time. What do you do during travel time, or when you're in an area where there's no evangelism to be done, no errands to run? It's always a good time, when you're not traveling, to spend extra time rehearsing. When you are traveling, it is important, very important that you keep a list of possible creative projects to do for times such as these. Then, you can help your team members to branch out into some of these more creative areas. The problem is that you must see to it that your team member does not just squander his time;. You also must see to it that you are equitable, and that everybody has an opportunity to do creative tasks. Again, let me say that there is no substitute for proper scheduling. Proper scheduling must take place at least a week in advance. It is good to have a person serving as an Administrative Assistant to help you in this area.
In these administrative blocks of time, once again, it is important for your people to understand that they have a time frame within which they are working. You must set a reasonable time schedule for them to complete their task. You must also help them to see that they must maintain a reasonable quality in their work. this is important because it is part of their development and growth. Your team members keep time logs, and it is important for you to go through these time logs occasionally, to check how people are using their time. It is good for you not to give people busywork when regular administrative duties run out. Do not give people excess time to do personal postcards.

You can basically divide to work of the Liberated Wailing Wall into a number of areas where people are utilized; (1) Administration (2) Evangelism (3) Maintenance (4) Presentation (5) Rehearsal. You want to deal with an equal hand so that no one spends all his time in administration, and does not get any opportunities for evangelism. You also want to make sure that people have varying experiences during the week so as not to get in too much of a rut. Sometimes, it is best to divide a 4 hour task into two days so that the person can have some variation in his activity and be able to do their evangelism or any aspect of rehearsal ( voice lesson, instrument practise, etc..).

There is a tremendous problem of what to do with slack time. What do you do when you're in a place where there is no evangelism to be done on a campus or downtown area, the person has no administrative tasks, and there are no errands to run. What do you do with people? It is good to have people devise their own projects upon team leader approval for these slack times. It could be learning a new instrument, or writing a street parable, or even writing a skit. It could be some type of creative development. It could be learning Hebrew or Yiddish... just anything that would enhance an individuals effectiveness and, thus, enhance the overall ministry. The problem is that you must see to it that the person just does not squander his time, but uses it creatively and productively. You also must see to it that you are equitable in that everybody has an opportunity.
There is no substitute for proper scheduling. Proper scheduling must take place the week before. Planning must be done with the administrative assistant so that when it comes to Tue. morning, the week's activities can be explicitly laid out to everyone on the team. They can, thus, know what to count on and what to plan for.

SOME PRINCIPLES ON A TRAVEL DAY:
1. Treat a travel day as a work day.
2. Divide the administrative work into shifts. For instance, if you are driving one and a half hour shifts, then divide the administrative time along those lines.
3. Spend time a week before you leave on a trip thinking through how much time you will have and what the team can accomplish on the trip. Travel time can be wasted time if not properly thought through. It can be extremely productive if the time is planned- It is better for peoples morale, as it gets tedious just driving, and it makes the trip go faster.
4. It is important to take into consideration your travel time during the week previous to the trip because you might have tasks that need to be done that could be done while travelling.

It is important for the missionary-manager to build certain attitudes into his team about work. Here is a list of some attitudes that are important........
1. Administrative work is not less important than evangelism.
2. Efficient administration means more evangelism.
3. An attitude or personal responsibility for the quality of the work. We are servants of the Lord and, thus, our quality must be excellent.
4. A desire to be efficient. This means that you must give people a vision for what it means to be efficient, and what lies on the other side of efficiency. In other words, if they can complete a task quickly and well, it will mean that they have more time to do _____________. If people have good creative projects that they are really involved with, it will be a good motivation for them to do their work efficiently so that they can get to some evangelism or rehearsal or their creative project.
5. There is no job or task that is more or less important than another job or task. It might be important to share with your people from 1 Cor:12, so that they realize that there are different gifts and different functions, and they are all important, and that they are all part of the Lord's work.
6. They do not have to enjoy all of their jobs. Some will be tedious.
7. Do not grow jealous of a person who has the job that you would prefer having.

7. He is to plan and accomplish evangelistic strategy in the various tour cities.
A. Why should he plan the evangelism in a given city ?
1. When there is no planning, there is usually no results.
2. When there is no planning, it is almost impossible to schedule rallies and specialty programs. When specialty programs are used in this section, they refer to hospitals, prisons, old-age homes, children's homes, etc..
3. When advanced planning is done, then there is the possibility of getting the best opportunities for evangelism rather than merely good opportunities.
4. Advance planning gives the team something to look forward to. This is good for morale and will also stimulate creativity on the team.
5. Advance planning is important so that events planned can be properly publicized. This goes for a rally downtown to a campus rally to something in an old-age home. Sometimes it takes awhile to develop the publicity, get it into the person's hands and get it up for people to view.
B. When to plan.
The planning of evangelistic strategy in different cities is best done in stages.
1. Begin planning two or three months in advance. This is necessary for estimating the amount and type of broadsides that you need to order and also for the scheduling of special events. It takes time to schedule special events such as campus rallies, media, and special team ministries. It is, thus, crucial to plan two or three months in advance, because home office will need this time to plan with you events and itinerary in our various tour cities. Although most of your itinerary will already have been scheduled, it is important that they know what you would like to do in a city so that you can help. You wouldn't want to schedule a rally when they were trying to schedule a bible college chapel. You must work in coordination with DOME, and if this is done properly then the first stage of planning must take place two or three weeks in advance. It is good to refer back to the section on itinerary for further information on long-range planning.
2. Plan one week before you enter a city.
a) This would involve confirmation of events. At that time you can nail down specifics such as how long it will take to get to a particular hospital, campus, prison, and so on. You can plan your week with specific information and since you will not want to confirm more than a week or two before, it is important to nail down your specifics a week ahead so that you can formulate your schedule in the city with specific information.
b) One week before you enter a city you will have a more specific knowledge of the itinerary because you will have done your one-week confirmations and received directions, etc... Also, you will have a better idea of what your administrative and rehearsal needs will be by that time. You might find out that due to the administrative and rehearsal schedule, you will only have time to do the rallies that you've planned and not have time to broadside. This will not normally be the case, but the only way that you will be able to make that determination is if you take time and plan a week before you enter the city.
3. The third stage of planning is when you arrive. You should present the team with a schedule on the first working day in the city. This is when you will nail down all your final details and present to the team a formalized and very specific schedule for the week's evangelistic activity.
C. How to plan the evangelistic strategy in a given city.
1. Try and decide how much time there will be for rallies and specialty programs in the light of your itinerary. This type of planning must take place two or three months in advance. You will want to avoid planning a campus rally when you have a chapel in a bible college. You will not want to plan an afternoon prison concert when you have a 4:30 ETA for church. All these types of conflicts can be avoided if you pay careful attention to your itinerary, check with your itinerary coordinator in DOME, and then simply figure the amount of time you will have in a given city for rallies and specialty programs.
2. Work with the itinerary coordinator at home office to schedule these events and specialty programs. Remember, she must have two to three weeks notice. At the present time, DOME is willing to schedule campus rallies and specialty events for the Liberated Wailing Wall. Good communication will make for good scheduling. You can't speak about these matters too early to the itinerary coordinator in DOME.
3. Try and decide what broadsides and how many to distribute in a given city. This type of planning again takes two to three months in advance. You will want to have tracts available to you that will be meaningful to the city. If your going to Boston you might want to try having a very Jewish tract, but if you know you will be in Iowa, than you might want to have something more universal. This is 'heads-up' planning and it can only take place two to three months in advance so you do have time to order tracts.
4. Study the city files in advance for information and ideas. It would be ludicrous to duplicate the efforts of former team leaders by not paying attention to what they have to say about the city, it's campuses, downtown areas, sortie cites, and opportunities.
5. Contact friends and evangelistic-minded pastors for information as to the types of evangelism that could be done in a given city. This can be done through your itinerary coordinator in DOME, or directly by you in advance by mail or telephone. Sometimes you will get wonderful suggestions about things to do and events that are forthcoming in a given city. This is alot easier than writing the Chamber of Commerce and asking for information. It's alot easier to contact friends and those who are knowledgeable about evangelistic opportunities in a given city. It's possible that some of these people would also be willing to set you up in a given city. For example, when Joe and Molly Dean were living in San Antonio, TX, they knew of a spot on the river where you could have concerts and where there were thousands of tourists on a given evening. The Liberated Wailing Wall took their suggestion, and thus, Joe and Molly were able to schedule a rally for the Liberated Wailing Wall on the river. It was a fruitful rally, and many of these types of things will come to pass if the team leader contacts friends and those who know what's happening in the area in terms of evangelism. Not only will they be willing to give information but oftentimes they'll be willing to help you do some legwork.
6. Remember your rehearsal and administrative needs and do not over schedule the team. Remember the team must also have it's rest.
7. Nail down your sorties and events in a schedule to be given to the team on the first working day in a city. Don't forget to check with the administrative assistant to make sure personnel are left to fulfill the administrative duties that are outstanding. Coordinate with him and your schedule will be smooth, and all of your work will be accomplished.
D. What to plan.
Remember your limitations are oftentimes your resources. Your personnel, the itinerary, the time you have, the money in your fund are all resources and limitations. You must take all of these things into consideration in your planning.
1. Broadsiding.... The team leader will want to plan broadsiding in every given city. This is still one of the best ways for Jews for Jesus to make a high profile. You don't have to broadside everyday, but in any given city broadsiding should be the mainstay of the evangelistic activity.
2. Evangelistic rallies at campuses... This is a very fruitful ministry and, if properly publicized, can be very effective.
3. Concerts... By specialty concerts, I mean old-age homes, hospitals, prisons, children's homes, and even in the living rooms of unsaved Jewish family and friends. These are types of places that we are looking to sing our music.
4. arks and Beaches... It is simple enough to just pull up the bus, start the generator and set up the equipment and sing at the park. For those who do not have the bus, there are other ways to minister in a park. You can get permits or even just walk around with a guitar, or even try street parables on a nice sunny day. Beaches are much the same, and literature distribution on a beach can be very effective.
5. Parabolic preaching... Even though the Liberated Wailing Wall is not a dramatic team and, although the team must be careful with their voices, parabolic preaching is still a very effective way of communicating the Gospel. This can be done at a park, beach, campus, in downtown areas, etc.....
6. Visits... It is good to visit the unsaved Jewish people that are met at our meetings. Visits can take place in the evenings when there are no meetings, at lunch time and, quite often, on Saturdays. It will be difficult for those who have the bus to go and visit, but I'm sure the people in local congregations would be perfectly willing to provide transportation for an evangelistic visit.
7. Processions... Jews for Jesus should not lose it's ability to raise a banner in a creative way. A musical procession, as long as it is legal, can be a very effective tool. Try processions in various cities. Make colorful placards and get out the tambourines and snaredrums! March down the streets of a city and either have a rally or do some street preaching and street parables.
8. A Messianic worship service... It is a good idea on a free Friday night to publicize a Messianic worship service. This can be done, either at a local church or a hall that, hopefully, someone would donate, or some place cheap that can be rented. It's possible to even do it on a college campus. A messianic worship service which is properly organized could be a very effective tool in reaching out to the community. Publicity can be put out, and, if it is broadcasted over Christian radio and made known generally through other means. This could be a great place for Christians to bring their unsaved friends.
9. Postering... Although this might be illegal in some cities, it is still a good idea to put up posters. This is one way of inundating a city with the Jews for Jesus message. Posters again give us very high visibility. These can be ordered from production quite easily.
10. Campus lectures... This can be everything from a Jewish evangelism seminar to a study on Messianic prophecy. It can be given to a Christian group and they can invite unsaved Jewish friends. Be creative in your choice of topics and work carefully with Christian campus groups to publicize the lectures. This can be an effective means of ministry.
11. Holiday celebrations... You might want to find some way to celebrate the holidays in various cities. They make wonderful occasions for evangelism and you can invite Christians to invite their Jewish friends. There are some cities in the country which have some Jewish people, and yet minimal Jewish mission work, that would respond quite well to a holiday celebration that is scheduled in a church, or some type of neutral territory. This can be publicized before you ever get to town, if it's coordinated properly with DOME.
12. Contact local pastors and offer to follow up and visit Jewish people. You might want to put the word out during your confirmations that your people will be available for visiting Jewish people. You can ask pastors of various churches in the area if they know of any Jewish people that you can visit. Oftentimes they will meet with other pastors in the area and one never knows when you will be in a city where a pastor has been witnessing to a Jewish person. And there will be quite an open door for your visit. It might be wise to make this a regular matter of concern in your confirmation.
13. Evangelistic letters and postcards... You can get out a phone book and invite the unsaved Jewish people in the community to your meetings, This can be quite effective and, even if they don't come, at least they can receive a Gospel testimony.
14. Follow up the Issues U.J. list... If you can get a copy of the Issues list, it might be a good idea to go out and visit 'cold-turkey' unsaved Jewish people who have been receiving Issues. This can be very helpful.
15. Contact local Hebrew-Christians and look to get together with them. Sometimes an evening or afternoon lunch with local Jewish believers can be a tremendous encouragement to them. Why not try and contact them and visit them in their homes? They might have unsaved Jewish people that they might like to invite to spend an informal time with you.
16. Be innovative and take suggestions from your teammates. Allow them to participate in the planning and strategizing.
17. Don't get locked in... The Liberated Wailing Wall can oftentimes get locked in to doing either church presentations, campus rallies or broadsiding. These are fine and they are staples, but the good team leader should be innovative and creative and allow his mind to dream up other ways of reaching out to a community for the Lord Jesus Christ.
18. Synagogue evangelism... This is when a team goes to a local synagogue in dress blacks and dresses. Although there should not be any evangelism done in the synagogue, it will be known that you are outsiders and people will ask you questions, probably at the Kiddish. Then it is proper to give a light witness, but you will want to inform them that you would like to met with them outside of the synagogue grounds.
19. Gastronomic evangelism... This is when you go into a local delicatessen with Jews for Jesus t-shirts and make a scene. Try it, you'll like it !
E. A summary of sundry suggestions.......
1. Be flexible and open to the Holy Spirit.
2. Be open and encourage the suggestions of other team members.
3. Do not over-schedule.
4. Leave some time free in your planning for the unexpected.
5. Invite pastors out to campus or simply to evangelize with you.
6. Make sure that schools are open before you go.
7. Assess the legality of what you will do... campus rallies, downtown concerts, park concerts, etc. Know what permits are needed and when you should get the permits. For example, once in Rapid City, South Dakota, the team Israelight was broadsiding by Mt. Rushmore. It was a very effective time until we found out that a permit was needed two weeks in advance, and that there was only one given every two weeks. Hari Krishna's had the permit for the entire summer because no one ever tried to get a permit, and they just kept renewing theirs. Be aware of permits and know how long it takes to get them. This information can be gotten from local pastors and friends.
8. Don't get stuck in a rut. Be creative !
ADDITIONAL NOTE>>> Jews for Jesus has not tried to crack local high schools and public schools. The group to go to is Youth For Christ. It is possible that the team will be able to sing in auditoriums, and this avenue of evangelism should be explored.

David Brickner states: it is the duty of the team leader to involve the team in as much evangelism as is possible within the spectrum of the team's schedule. There should never be less than one sortie in any given week, and preferable three sorties in any given week. Because of the schedule of the team, this takes careful planning. The team finds itself in a different city each day of the week, and oftentimes, without careful planning, you can be spending the most productive time in travel. This should never be the case. Always, in your planning, look to be spending the daytime in the cities where the most profitable evangelism may take place. For example, if on one day you are scheduled to be in Scranton, Pennsylvania, and the following day you are scheduled to be in Pittsburgh, then it makes sense that following your meeting in Scranton you will travel that night to Pittsburgh, in order to be there for evangelism the following day. This is imperative: that you plan your schedule with that kind of forethought. Oftentimes it is also possible that if you are going from one small city to another, that there are large cities in between that might afford good evangelistic opportunity. You might consider driving from your meeting to a supporting church or truck stop located in a city where there is a large population for evangelistic opportunity, and parking there, carrying out the evangelistic activity the following day, and then moving on to the next city, after you complete your evangelism. Always remember the bus helps, rather than hinders, your evangelistic activity. You must plan your time, utilizing the bus to get you to places where you need to be, with the team rested and ready to go.
College campus evangelism is perhaps one of the most effective uses of the team's time, even more than doing evangelism in a downtown area. We make a good impact on college campuses. It should be remembered that it is the ministry's policy right now not to go to any campus or university under the sponsorship of any other Christian group. We have learned from the past that these groups are not willing or able to take the heat that we generate, in response from Jewish student groups. It is best for us to attempt to do the evangelism ourselves, although we should hasten to add that any of those in the campus groups that wish to cooperate with us are welcome to.
Musical presentations for the purpose of evangelism are to be encouraged. The use of the walk-on is much preferred to that of the campus rally. It has been discovered that the commitment of equipment and manpower in set-up and tear-down is not usually worth the impact that such an endeavor makes. There is much to be gained through a well-prepared and executed walk-on, and very little to be lost if the crowd is not gathered by such an effort. On the other hand, the commitment of organization, set up, tear down in a rally with equipment cannot be compensated for if there is not a good attendance.
The development of street theatre and parabolic preaching is always beneficial to a walk on. The team should rehearse their walk-ons. There should be a walk-on formation which gives a sense of preparedness, visually.
You can consult the city file for various sortie sites and college campuses that are profitable. But don't be afraid to try new sites, as long as you've done the research. Airports are also a good place to do evangelism as long as it's a major metropolitan airport. Check out the legality of any given spot before you send the team to do a sortie.
Other evangelistic activities involve using the Issues list, which should be requested from Communications before each tour the team goes out on. Issues lists may be used either for the purpose of sending advance postcards inviting people to meetings, or for phoning for Issues surveys which have been developed for use by the team. This has proven to be a profitable endeavor, though it should be well-planned and executed. Postage for Issues projects is expensive, and if you commit yourself to doing an Issues survey project, you should limit it to those homes which you can reasonably contact by phone, given the time available in the proposed city.
Other evangelistic activities are possible and are only limited by the imagination of the team leader. If you lack information about a given city, it is good to get in touch with those friends and pastors who may know of evangelistic opportunities in their cities. This may also give you the opportunity to involve others in your endeavors. Make an effort to involve Jewish believers of a given city in your work. This has not only served to encourage Jewish believers, but the team as well. It might also give you an opportunity to recruit new members for a future team, or for the ministry in general.
Evangelistic concerts in prisons or retirement homes are also sometimes profitable. Beach and park ministry can be effective as well. There are many different means to utilize the team in evangelistic outreach, however, remember that you should major on what you know is successful and time-proven. Do not do something merely because it's different. Our time is precious, and our evangelistic strategy must maximize the team's potential in each given area.
Evangelism is not only a good thing to do, it's a priority. It is a major aspect of fulfilling God's calling for the team. It builds the morale of the team members, it enhances the ministry of the team, and it builds the kingdom of God.

8. He is to pursue recruitment and training of new members.

9. He is to maintain with care the material resources of the team.
It is the responsibility of the team leader to maintain the sound equipment that is an integral part of the presentation. At present, our sound equipment is in various stages of repair and use. The sound equipment is worth about $25,000. It is important to maintain the sound equipment in good working order, and this takes a good bit of work. There must always be extra wires because wires tend to be the first thing to cause problems with the sound system. The team leader should always be checking to see how the care of the equipment is being carried out by his team members. Oftentimes, sloppy packing and unpacking can greatly deteriorate the quality of the sound system. Make sure your people care for your equipment. You also need to be assessing future needs for the team. Equipment is something that no one likes to deal with, but it's always necessary. Always be sure that if there is a need, that you understand the ramifications of that need before you present the matter to Moishe. Purchasing new equipment is always on the basis of need. Do not propose a purchase by telephone when you can present your reasons and research in writing.

GENERAL PRINCIPLES ON THE SUPERVISION OF EQUIPMENT MAINTENANCE:
1. To instill a sense of caring and personal responsibility to the person who is assigned to care for a particular piece of equipment.
2. To set an example of careful and caring relationships to the material resources of the team. Your people will follow your example.
3. Plan time for the maintenance of you resources. The maintenance will take a considerable amount of time during your work week. This will make up 25 % of your administrative work.
4. Rules must be established for the use of the materials and resources, and followed through.
5. All vehicle maintenance checklists must be carefully scrutinized each week by the team leader to make sure that all procedures for vehicles are being followed through.
6. All material resources must be encased neatly and carefully. The team leader should carefully check to make sure that casing is proper.

PRINCIPLES ON WHEN TO REPLACE A MATERIAL RESOURCE.......
1. When the cost of fixing the resource is more than replacing the item.
2. When replacing the item will increase safety.
3. When your fund is strong and another part of the ministry could use the resource you can give to them.
4. When the physical appearance of the item becomes a poor testimony, it must be replaced, even though it might still be serving its function.

10. He is to care for his people.
It is difficult to set down a list of priorities for the leader of a mobile evangelistic team. Obviously the most important priority is God. I will be assuming that this is the leader's first and primary commitment and that he views hie leadership of the team as a part of his stewardship. The leader must take the Lordship of Jesus Christ very seriously. He must be Lord over attitudes, times, functions, relationships, and so on. If I had to set down a priority list for the leader of the team, I would say that the most important priority is hie people. A mobile evangelistic team should not have more than six or seven people in the team for it to function at maximum. One of the reasons for this is that the team leader must be able to give himself to the team. In many ways, the team leader is the pastor of a small flock. He can be pictured as the chief of a small tribe. The team leader, of course, not only provides resources but he's a motivator. He must keep the vision of the team looking towards Christ and His work. Jews for Jesus has committed itself to a lifestyle and workstyle that are demanding. The team leader must provide in a way that the cares of this world are not the cares of the team.

Let me outline two practical ways a team leader can care, or put his team first.
First, the team leader should make sure that the housing and food are adequate for his team members. This might involve some uncomfortable situations with hosts. The team leader might have to choose the worst housing for himself (and his wife) so that the other team members may benefit. The team leader must be very concerned about the arrangements for housing and food and itinerary that are made through DOME. He must also be very attentive to the confirmation calls that are made on the road by the team member who does the confirming. The team members should have a balanced diet and eat at reasonable hours. There is nothing worse than late lunches and dinners after a meeting to make team members fat and cranky because they get home late and lose sleep. If at all possible, meals should be provided through the various churches and attention should be given to the type of food that is prepared. Those on diets should have food that suits there request, and the same for those not on diets. Team leaders should always set a reasonable limit, not overly generous, but not poor. If the team eats poorly then the team will not have the strength to do the work.
The same goes for sleep. It is difficult to provide a mobile evangelistic team with rest time. There is a shortage of vehicles to pick up and drop off people during the afternoon rest beak, but nonetheless, the principle should be: if the team is working eight hours, they should have four hours off. You should divide the day into morning, afternoon, and night; and if both the morning and the night are work times, then the afternoon should be free. The team not only needs that rest time for rest, but also for personal space. People need time to be themselves and to be by themselves. If this is not provided, then it's possible you can be producing resentment in team members toward other team members who they would like to get away from for a while. This is perfectly natural. The solution for providing an adequate rest time lies in adequate weekly planning. A schedule should be given at the beginning of the week to the team to let them know what their schedule will be. This lets people plan doctor's appointments, dates, times to go shopping, and even going to the movies. This is very important for morale. The team should have a full day off each week. NOTHING should be demanded of them on the day off; but there should be an understanding that if there were an emergency, they could be called upon. WOE TO THE TEAM LEADER who calls upon his people too often on their day off. They will resent him for the rest of the week and for his poor planning.
The team leader should simply make it clear to his people that they come first. Jesus told us to lay down our lives for our friends, and we have so often the example of the Apostle Paul doing without so that the people he is ministering to can have. The team leader must lay down his life for his people. He is chiefly a servant. In many cases he must see himself as ministering through the team.
The leader can be called a manager-leader. He must be an administrator and manager as well as a leader. This will bring conflict to his people and to the leader. It is difficult at one moment to care for a team member in a pastoral manner and in the next minute have to call the person on an administrative detail that they failed to do correctly or on time. The leader cannot dump work on people because it is not right and they will resent it.

Secondly, the leader must be attentive to the emotional, spiritual, and psychological needs of his team members. The leader has to be a sensitive person. He must be able to pick up on the signals his people are giving out. He must always be on the lookout for team members that need to be encouraged, exhorted, or comforted. He must be willing to take of his own time to minister to the needs of his people. In many ways the team leader's time is his people's time, because he is hie people's. One of the best ways to find out if one of your team members is having difficulty is to make it a regular habit to speak to your people. It is very important to constantly be pulling people over to the side and be taking an inventory. Their problems might be lack of sleep or they may have no problems at all. It is very important that the leader learns to stay away from galvanizing people in their depression or complaints of unhappiness or problems. You will find that there will be some people in your group who are like old ladies and if you ask them how they are or how they feel they will always let you know what's wrong. It's a good idea to let the squeaky wheel go without oil. Sometimes we pay attention to the one who is very obvious about their discontent or unhappiness and we let the joyful, uplifting person in the group have little attention because they're not complaining about anything. This sets a bad standard for the group and will cause poor morale.

The team leader should watch for signs of overwork and genuine stress from his people. Important details that are missed, an overall sense of frustration and fluster on the part of hie team are signs of possible overwork and problems. The team leader should learn how to put out brush fires before they become forest fires. It's always easier to nip a problem at the bud than to have to correct the damage it does after it matures. It's quite possible at times that the team leader will be expecting too much from his team and will have given them too much work or too many problems. For example, one team member of the Liberated Wailing Wall was assigned to be the assistant van-packer after a meeting. He was consistently late for his job. He would always seem to be the last one out instead of the first ones out to help. It was discovered upon investigation that he simply had too many jobs, and because his work pace was slow and steady, he was not able to take care of his packing responsibilities. It was unfair of the team leader to have those expectations. Jobs can mount up and work can mount up in such a way that the team leader is unaware of the fact that he has assigned too many duties to his team members. The only way to find out is to investigate why jobs are not getting done and thus he may find that indeed he has put too much on his people to do. In otherwords, don't always assume that the problem is laziness or lack of competence. The team leader must be sensitive to his people.

11. He is to provide opportunities for spiritual growth.
David Brickner states: It is impossible for you as a team leader to care for your people without in some sense viewing yourself in a pastoral position. As a pastor to your people, it is necessary for you to maintain your own walk with God. You will be surprised to find how closely related the spiritual status of your team will be to your own. If you backslide, and do not provide spiritual leadership for your team, it is very likely that your team members will backslide as well. This is a tremendous responsibility, and not to be taken lightly. Make sure that you have a warm heart toward the things of the Lord. Just by your example, your team members will be encouraged to walk closely with him as well.
In caring for the spiritual needs of your team, you must realize that this is done on both the group level and the individual level. Keep a close watch on how the team relates to one another in set up, tear down, in life on the bus, in evangelistic activity, and see if there are not topical Bible studies which you might give, directly related to the spiritual needs of the team. You must maintain a regular schedule of Bible study, prayer, and singing together. This is extremely important not only to the spiritual well being of the team, but to the cohesiveness and direction of the team as well.
It is easy to neglect prayer, but you must not do so. the team members must feel comfortable praying with each other, sharing each other's burdens, and waiting on the Lord for the needs of the team. You must pray on a regular basis that people will be saved through the ministry of the team. The Lord hears and answers those kinds of prayers. Be aware that as team leader, you are not responsible for the spiritual growth of each of your personnel. Each person stands before God for his own growth, however, you must be careful to provide the opportunities for spiritual growth and be prepared to aid and assist in whatever way possible.
Because we are in full-time ministry, we are always "feeding," and not often being fed. You must continually remind the people of the necessity of their own spiritual feeding. We have also found that, because we are on the front lines of evangelism, that Satan will often attack in a more intense way. Don't be surprised if your team members express problems with depression, or if they fall into lewd forms of sin. In these cases, it is important to minister on an individual basis. Try to be sensitive to the individual needs of the team as well as the group needs. It's a good idea to talk privately with each member of the team on a regular basis. This can be time consuming, and you have to make sure that you don't waste your time with those members who would just like to sit down and rap, but it is important that you allow private consultation with your team members. Discuss with them during these times how their spiritual life is going. Ask them what they've been reading in the Bible. Ask them what their prayer needs are. Ask them if there are things they'd like to see happen in their life that perhaps you could help them with. Also, if you recognize a spiritual problem with an individual team member, do not hesitate to spend the time to prepare a Bible Study for that member.
Practical suggestions for maintaining the spiritual development of the team are 1) have
Bible Studies three times a week, 2) daily prayer, 3) make available good Christian books and teaching tapes to your team members, 4) set an example in your own life and ministry, 5) at various times it will be possible for you to request of certain pastors with whom you have had a certain rapport or who have had a commitment to the ministry of Jews for Jesus in the past, to give Bible studies. Usually a host pastor is willing to teach a Bible study or to lead in prayer if you work it out with him, 6) remember that time must be allowed for team members to be with the Lord. This should not be legislated, but for example, if the team was out late the night before, it is wise to schedule a later meeting time in order to allow for proper sleep and then time with the Lord. Be sure to alert your team members as to the reasons why you are giving extra time. That will encourage them to spend it wisely.

12. He is to generally oversee the creative development of the team.
The team leader is the overall initiator of development within a mobile evangelistic team. It is his responsibility to create an atmosphere which is conducive to suggestions from other team members, but ultimately, he will be the initiator of any development. It is the duty of the leader of a mobile evangelistic team to keep forward motion rolling within the team. The team must not, I repeat, must not remain stagnant during hie leadership. This is why it is preferable to have leaders serve two terms. Oftentimes the first term is a time of adjustment and 'grapping hold of the reins'. It is the second term oftentimes that the greatest development can take place.
I have broken up the areas of creative development into two areas. I am sure that there are more and that they can be organized in numerous ways, but this seems to be the most efficient at the present time. Now the two divisions:
A. Presentation.
1. Music
2. Drama
3. Testimonies
4. Campus work
5. Individual growth
6. Old-age homes
7. Prisons
8. Children's work

I. Musical Development
This is an area where most team leaders need alot of help. The team leader is oftentimes not the musical director of the team, and oftentimes is not even the most knowledgeable when it comes to music. It is desirable that the team leader not be the musical director because it is hard to wear both hats at one time. Oftentimes the team leader does not know how to express what he sees as musical development. He must rely upon his team members who are more knowledgeable in music to make suggestions he wants for the different of ministry he has in mind. For example, although he may not know the type of arrangement or even the song that he wants for a rally program, he does know that he needs something upbeat and lively that will attract attention. At that point, he must turn over the development of hie thinking to his people. It is the team leaders role, though, to motivate and allow time for the development of the music. A previous team leader of the Liberated Wailing Wall knew that Christmas was just a few months away. In his opinion, there was a need for a medley of Christmas songs to be done in churches telling the story of Christmas from the Jewish-Christian point of view. Now that the idea has been initiated, it is the leaders responsibility to turn the development of the idea over to those on the team who are more knowledgeable when it comes to music. Oftentimes a team leader will have the best understanding of what is tasteful for a certain type of outreach ministry of church ministry. The development of Ein Fests Burg and My Jesus resulted from a strategic understanding of the Liberated Wailing Wall and not a musical understanding. The hymns were developed to be placed in the program as a point of relating to a church. To show the church that we identify as one with them. Although the team leader was not capable of arranging the hymn and implementing the hymn into a program, he was able to motivate and provide the time and materials for other team members to get the job done.
The development and theme of new albums is within the jurisdiction of the team leader. He has the responsibility to work out the timing and theme of albums with the Executive Director. Although the team leader may not even be able to read music, he must be concerned about producing an excellent album, and it has been customary to produce one album per every 18-month term. Albums must be coordinated 8 or 9 months in advance.

2. Drama
Again, the team leader will probably not be the best person to develop the drama within the team. He must allow others to develop what he envisions. It is, again, the responsibility of the team leader to remain open to suggestions, encourage suggestions, to initiate good suggestions and to provide time for the development of these suggestions. If the team leader feels that dramatically the team is growing stale, and no suggestions are coming from the team, he might want to go outside of the team to the dramatic director within Jews for Jesus, or to the Executive Director himself. The team leader must be a creative watchdog over his team, making sure that the team stays relevant, keeps developing and arising to new opportunities, and that the team does not become stagnant in it's dramatic development. This would include all skits, blocking, etc.

3. Testimonies
The development of different types of testimonies should be encouraged. Parabolic street testimonies as well as the type of parabolic testimony that can be told in a church should be encouraged. The team leader should see to it that his team does not become stale in its speaking parts. It is important, though, that such scripts are set and followed. It is also important for the team leader to know and receive the input of his team and to receive the input of others within the Jews for Jesus ministry as strengths in this area.

4. Campus Work
The team leader should seek to be innovative and creative in musical outreach at campuses. Not only does this have to do with the development of the repertoire, but also types of presentations on campuses. The team leader might want to schedule a lecture on Jewish Gospel music on the day of the rally. The team leader might want to be innovative with props, costumes, etc, etc. I have often thought of teaching one of the members how to play the accordion and sitting up on the steps of a campus playing just accordion music, and singing a few different types of songs, and doing some testimonies. In other words, it's the responsibility of the team leader to keep the team moving forward and trying new things, not just for the sake of trying new things, but to be even more effective. Do not grow stagnant in your concept of what can be done through music on a campus.

5. Individual Growth.
It is the responsibility of the team leader to see that individuals are growing in their musical and dramatical abilities. This can coordinate well with the time during the week devoted to personal and creative projects. The team leader should encourage people to take up new instruments, learn new songs, study music theory, and generally grow in their own musicality. The team leader may not be inclined to do this because, as mentioned before, normally the Jews for Jesus team leader is more concerned with the actual evangelism than anything else. Again, I remind any team leader that it is your duty to oversee, generate, initiate, guide, and foster the individual growth of your team members.

6. Specialty Concerts.
I would include in this: old-age homes, prisons, and even childrens work. The team leader is to be concerned with the development of programs that would be relevant to these different areas of specialty ministry. This is also true of other areas of specialty ministries, but there are too many possibilities to be listed. Essentially, the team leader should not be locked into the normal 45-50 minute church program of the Liberated Wailing Wall. Think creatively, be innovative and move your people ahead.

B. Non-presentation.
1. Growth and development of the team concept
2. The development of writing projects
3. The development of evangelistic projects
4. The development of administrative growth and procedures
5. The development of donor relations
6. The development of team fun

1. Growth of the Team Concept.
This is fairly self- explanatory. There are many possibilities of how to view the ministry of the Liberated Wailing Wall. It is possible that the team should also develop the capacity to do programs with two or three people in a team. In other words, the possibility of dividing the team in half to do other types of programs, particularly in smaller churches. There can be a combination of seminar and singing and testimony and many other possibilities if the team leader would simply let his mind go. The team concept of the Liberated Wailing Wall should be defined as how the team views itself. The team concept should stay within the bounds of what a mobile evangelistic team is by nature, but should grow and develop. there are many possibilities for new ideas if the time is allowed to develop them. The team leader should ask himself in the middle of his time as a leader, how will the team be different when I leave? Will the Liberated Wailing Wall be exactly the same thing, doing the same thing, or will there be advancement and growth? This is a very major responsibility of the team leader. See what is needed as you lead and develop the team. The leadership manual that you are reading is something that came out of this type of thinking. New ways of training, new ways of reqruiting- these are all areas that need development, and are part of the growth of the team concept. How will the Liberated Wailing Wall be different when you leave? A good leader is an innovator and should spend serious time thinking of possibilities for the team.

2. Writing Development.
Although the development of written material is the primary responsibility of others in the Jews for Jesus ministry, it is important in the development and growth of mobile evangelistic teams. I am not only speaking about the writing of presentation material, but many other areas. Correspondence, broadsides, evangelistic letters, letters to the editor, to school newspapers, and many more. The team leader should try and discern who on the team has writing capabilities, and they should be encouraged to write. It is the obligation of the team leader to initiate this and show people the possibilities of their work. It is very important, though, that if and when the team leader has something written, that he do all he can to use that written material. This is the greatest encouragement to others, that you use the written material. You can write a position paper and send it to all the Jewish people in a given town. You can also do this with evangelistic postcards, but who is to say that you could not write full letters explaining the Gospel. The development of good written material should be the concern of any team leader of the Liberated Wailing Wall. We are mobile evangelists and we are communicators. The communication not only takes place through the spoken and sung word, but also through the written word. This should be a concern and an area which the leader of the Liberated Wailing Wall seeks to develop. This is a type of matter which will come up and concern the team leader when planning evangelistic strategy for a particular city. One of the things the team leader might want to do is flood the area with written material. This can mean letters to the editor, secular and college, even religious newspapers, or just writing particular broadsides, or mailing letters or postcards to the Jewish people in the town.

3. Evangelistic Projects.
This again is self-explanatory. How can you reach out through the ministry of the Liberated Wailing Wall? How can I better reach the community? What means should I use to reach the community? New types of evangelistic projects in order to be effective should be developed within the Liberated Wailing Wall. How about taking the bus to a park on a beautiful day and setting up either a puppet show or a concert? There is no need to worry about electrical outlets, and much of the rigormorole that goes with having to find electricity. Be innovative. Change methods and strategies with the particular city you are ministering in. It is crucial to receive the input of your fellow workers in the team. The proper execution of new evangelistic projects also depends on how far in advance you can conceive and begin implementing your ideas. Don't stay in the same rut of broadsiding and concerts; be creative, be innovative and look for new areas to communicate the Gospel.

4. Administrative Growth.
There are many ways to be creative and innovative administratively. The development of the administrative manual was an area of growth and forward motion. The leader must think of himself as a missionary administrator and manager. He must accept this role of himself with all seriousness. Administrative matters do not have to be cold, but can be an area of great creativity. Sometimes, the creativity will express itself in new forms or new systems and possibly in other ways. The goal of developing more efficient and all-around better procedures is so that time can be spent in evangelism and musical development. Administration is not a necessary evil; it is an important part of your ministry. It is not something to be looked at as tedious, but as a challenge and it should be an area that is not neglected in terms of creative and innovative development.

5. Donor Relations.
Be innovative in the area of donor relations. A previous team leader was collecting all the pink slips that were being written for two weeks before a trip to Canada. That team then asked their donors to pray for their ministry in Canada. They bought picture postcards while in Canada and wrote the results of their ministry back to the people whose pink slips were kept during that time in Canada. This way, they heard directly of their answered prayers from us. See the section under 'Donor Relations', but between pink slips, letters, and other materials, you can be innovative. It might be good to type up one of the team member's testimonies and send it to some of our donors. There are many ways to be innovative and creative in donor relationships. If you are not, the fund will go down or the fund will stagnate. You must keep the older donors interested and this takes some work !

6. Team Fun.
It is important to keep morale up. Sometimes a way to do that is to schedule team fun. For example, when in the home town of one of the team members, you might want to schedule to have a meal at his families house. There are many ways to have fun together. This builds cohesiveness. You might want to take the team to a resort area for ministry and pleasure. There are many ways to provide team fun., and this should be done especially when to team has been on a very hard schedule. Be creative, be innovative.

Summary-
There has been quite a bit of overlap in this discussion of creative development. The same principles of development apply for all the different areas. Again though, it must be stated clearly that it is the responsibility of the team leader to take initiative in creative development, whether it be in music, or drama, or in the area of donor relations or administrative growth. The Liberated Wailing Wall should be different and advanced after your term as leader. It takes awhile to first understand the team and it's workings, but when that is mastered, the team leaders thoughts should then turn to development and innovation in every facet of the ministry of the Liberated Wailing Wall. There is a tremendous amount of room for creative and dynamic leadership. The Executive Director of Jews for Jesus is very sympathetic to creative development; he encourages it and stimulates it. It is the responsibility of the team leader to get the ball rolling and keep it rolling. One of the most important aspects of creative development is to only develop projects that you know you will be able to put the effort into developing. Don't ever start one that you don't think you'll really be able to finish. It's possible that the project will be a failure, but at least you will be able to fulfill the goals and procedures that you set up for yourself in development. Be bold, be brave, try new things and keep the team moving forward.
It must be remembered that the Liberated Wailing Wall is a mobile evangelistic team that is a musical team. The quality of the presentation is tantamount to the success of the team in its itinerary. A team leader must concern himself with the quality of the team, its maintenance, and development. Some team leaders may be stronger in their evangelistic ability, some team leaders may be stronger in their musical ability, and some in their skills administratively, but each team leader is responsible to set the pace for all three categories of team work. In order to maintain a minimum quality of excellence for the team, you must have six to eight solid hours of rehearsal per week for the team. These rehearsal times must be scheduled in parts of the day when the team is not too tired to give their all. This is a very important aspect of your commitment to the Jews for Jesus ministry. When the Liberated Wailing Wall is scheduled into a church there are expectations which we must meet. Failure to do so reflects, not just on the team, but on the entire ministry of Jews for Jesus. Although the Liberated Wailing Wall is a missionary team and not part of the "Christian Entertainment Network," there are expectations placed on the team which parallel other groups which don't share the same missionary burden. It should be expected that the team leader will understand those expectations, and share a commitment to a quality presentation. The maintenance of the team musically and in blocking in an overall sense are the responsibility of the team leader, but he must delegate those responsibilities to a Music Director and a Blocking Director. It is the responsibility of the team leader to encourage his music and blocking directors to be tough, to be creative, to be demanding, and to be organized. The music director should be in touch with Stuart Dauermann on a regular basis, preferably once every two weeks.

13. He is to build and maintain a cohesive team.
Team effort is really the key to the Jews for Jesus mobile evangelistic ministry. The five, six, or seven-member teams are able to accomplish a lot more. There are a number of advantages to working in a team:
1. The emotional support is strong.
2. The constant contact with other team members generates creativity.
3. The problem of loneliness in the ministry is counteracted.
4. A team can make a greater public presence than a single individual.
5. Music is better done in a team.
6. In a team, you are able to divide up the administrative responsibilities.
7. A team will simply make a greater all-around impact in an area, as opposed to individuals.
The disadvantages of a team are:
1. There are more personnel to manage.
2. Higher salaries.
3. There is more administrative work.
4. There is the need for larger vehicles.
5. The tendency toward disunity, which is natural to man.

Jews for Jesus has committed itself to a team ministry because the advantages far outweigh the disadvantages. The principles for team dynamics are found in the word of God. As leader of a mobile evangelistic team, it is sometimes good to think of your team as "the Church under a microscope." The mobile evangelistic team lives in very close community, both geographically and in emotional proximity. All the problems that are intrinsic to the local churches that Paul wrote to are common to a mobile evangelistic team. It is up to the team leader to stand strong on the Word of God and to note the solutions in the Epistles and the rest of the Bible to apply in solving any problems in the team.
There are a few major stumbling blocks to team unity. This is the goal of the team leader: to see his team working as a unit, almost as one person, functioning and moving ahead for the Lord. This unit will show up not only on the platform, but in the administrative work and in the love and encouragement that flows from member to member. If the advantages of the team are to be appropriated, then there must be unity and cohesiveness in the team. In Ephesians, chapter 3, the apostle Paul speaks to us about being a unit. This is interesting because in other places, like 1 Corinthians 12:13, he tells us that we are one. This is again the problem of positional as opposed to present truth. In Christ we are one, but we still have a sin nature that tends to divide us, and so we are commanded to be one and to maintain our unity. If all of us in a team had our minds and hearts absolutely centered in Jesus, then unity would not be a problem. The reality of the situation is that we still sin and become self-centered, and thus unity is destroyed.
The ways disunity can affect a mobile evangelistic team are:

1. Factionalism. A faction occurs when one or more people in a mobile evangelistic team become discontent with the life style, leadership or another person in the group. They commiserate with one another, and call it sharing. By this, they fan one another's flames and start reacting as a faction against others in the group. The best way to solve this type of problem is to sit down with each of the people individually and try to show them how they're creating a faction, and also by showing them from the word of God how factiousness is wrong and sin. After they see that they are being factious and that they are destroying the unity of the group, and they recognize it as sin, the team leader can then delve in the the apparent conflict which is causing them to become factious. The important thing about solving a problem of factions is to get it early. It's sort of like cancer, and if you don't root it out early, it can embitter the entire group. If the faction has to do with the leader, then it's possible that you would want other team members to help in solving the problem, or it's possible that even another group leader should be consulted. It is very important, though, to be able to stop a faction. Sometimes, two or three of your team members will be spending a lot of time together or going out for coffee after meetings together. This is a good thing because it fosters unity and in some cases of the male and female, it can be the beginning of a relationship. The leader must not be paranoid, but if two or three who are spending the time together are showing signs of embitterment or strife, the it's possible that you do have a faction on your hands.
There is another type of faction that must be considered, and that is a married or dating couple. Married couples should be encouraged to relate to the team members as individuals and not as a couple. They must develop their own relationships with team members. In a small team, it is very difficult if two or four people are constantly relating as pairs. It is not good for the married couples to always sit together at meals or ride next to each other in the bus because these are times when relationships are built with other team members. It will be important for the team leader, if he or she is married, to set the example. If the team leader does notice that a married couple within the team is becoming ingrown, it is his responsibility to sit down and speak with them, either individually or as a couple, and share the need for a more open relationship with the other team members. When a married couple, or married couples, factionalize, it can polarize the other team members. They can feel lonely and forced to spend time with one another, which can be very inhibiting.

2. Lack of common vision. It is difficult to communicate to first-term Jews for Jesus staff the vision for Jewish evangelism and the need for the hard work and creativity that has made our teams what they are. The pace is difficult, and the comforts are few. Reason must be given for the hardness of the life style. When people are looking forward to joining a mobile evangelistic team, you can explain to them how difficult and how intense the life style is, but they still only see the glory and the opportunity. How often Jesus tells us to count the cost, but the cost is rarely known unless a person spends a considerable amount of time with the mobile team. It is difficult for the team leader to give his people the same vision that he has. Our goals drive us, and oftentimes the goals of team members who are new, and sometimes who are old, are self-serving and self-centered. It is the responsibility of the team leader to give his people a reason for our willingness to sacrifice and work hard.

a. Daily devotionals and Bible studies. The people must be constantly faced with the Word of God.

b. Prayer. Daily prayer is very important. We must keep the Lord Jesus at the center of our teams, and our team functions. Each workday should begin with prayer and a devotional, or prayer and Bible reading.

c. Bible reading. The reading of the Word of God produces faith. If your people are kept aware of God's presence and His holiness, then they will be able to be reminded of the need to preach the Gospel.

d. Be an example. Show your people how you orient your life around the goals of the work. Don't be a complainer about discomfort; let your group know you're human, but don't be discontent. Show to them in your life Philippians 4 -- be thankful in all things.

e. Do evangelism. When your team members are losing the vision, it's possible that you've been spending too much time in rehearsal and administrative work. Evangelism keeps the focus of the ministry in the right place.

f. Be innovative and creative. Sometimes the vision gets lost because people grow stale. The work become laborious and tedious and this is the time for a leader to think of a new type of evangelistic method.

g. Encourage individual creativity. Sometimes the individuals are not interacting personally with the goals. Sometimes they feel that they don't have any part in really initiating or accomplishing the work. Give them an opportunity to give very personal input, either by writing or drawing a broadside, or somehow making a personal contribution to the team. Sometimes the wise team leader will follow through on an individual team member's suggestion, not because it's the best suggestion but because it encourages personal involvement in the work. The worst thing that can happen is that a person can simply run on remote control.

3. Unresolved Conflict. At times, team members will have fights and it is the obligation of the team leader to see to it that these fights are quickly dealt with. The team leader must be careful to be fair and get both sides of the story, but intra-group conflicts must be solved immediately. If people develop resentments against each other, the team leader must pick up on them and try to work things through as a mediator. Unresolved conflict within the group between two or more individuals can really be destructive. The solution is to deal with it immediately, fairly, and Bibilically. Open up the word of God to the people and show them how the Lord would have them deal with their conflicts.

4. Overfatigue. This is particularly a problem in a mobile evangelistic team because of the difficult schedule. The life style within the Liberated Wailing Wall is normally more intensive than in other aspects of the Jews for Jesus ministry. Although there are others who work harder, it is by their own choice and not due to the fact that they must meet an itinerary. Because of the itinerary and the main duties of the Liberated Wailing Wall, overfatigue can become a problem. Overfatigue will result in two areas which greatly affect unity. The first is crankiness. This will usually come at the end of the week or sometimes on a Sunday. The crankiness must be dealt with in a number of ways: First of all, you need to ask the person to control himself. The second way to deal with crankiness is to see to it that the person gets some rest. If the team is particularly exhausted and cranky because of a hard schedule, give them an extra half-day or whole day off. This might set the work behind schedule, but unity is important, and crankiness can lead to bitterness. That's a problem. The second thing that overfatigue does is it causes people to resent one another because there's no time for a personal life. We need to have time by ourselves as well as with our husbands or wives. If the team is running very hard and they are overtired, then it is no doubt that there's little time for their own personal time. Within the confines of the Liberated Wailing Wall life style, the lack of personal time and personal space can greatly disrupt the unity of the team. People become very self-conscious about what their rights are, and they will begin to get very touchy with one another. The best thing to do in this case is to try to see to it that the people get some time off. This is usually not the fault of the people, but the schedule can sometimes be heavy, sometimes the leader can be inefficient and the time is being mishandled. There are many reasons why overfatigue happens, but it must be dealt with ore your people will become disunified because they're cranky and because they need time to be themselves. It is good for your people to want to be themselves, but when you're trying to pull them together as a unity and function, they will become more than touchy about their own personal rights, likes, dislikes and identity, because they have been having such little amounts of time to express themselves.

5. The root of bitterness. Hebrews, chapter 12 speaks about the root of bitterness very clearly. The root of bitterness can be either a person or even a policy or a function. If there is a person in the group who is breeding discontent, then he or she must be dealt with in the following ways:

a. Confront them privately and try to deal with what they are discontent about.

b. Do not pull back on a policy or activity that seems perfectly reasonable to you and most of the others because you want this person to stop being a malcontent. That's as good as bribery and it will be thrown back in your face.

c. Determine whether or not the person is a natural malcontent. The team leader should have his people sized up in this way after a few months.

d. Open the Scriptures to the person, showing them the problems that are caused by malcontents. Show in the Epistles where those that stir strife in the church will be disciplined by the Lord.

e. Put some pressure on them if they begin calling your attempts a power trip. Find someone else on the team who will also speak to the person and show them that it's not just the leader.

f. Remind this person of the covenant and of how he has agreed to live in a certain way that promotes unity, and does not stir strife.

g. It is possible that under the person's complaining and striving that he has needs that are very basic that are not being met. He might feel that he is being under-utilized or disrespected, or not affirmed, or he might feel that he is not a part of the team, and thus his malcontentedness is a way to get attention. Try to find out the real root of the malcontent and solve the problem at its deepest level. Oftentimes a person just needs affection and love and that is something the leader should be open to giving himself, as well as encouraging the rest of the team members to give this person.

h. If a malcontent just insists on being a malcontent and is not open to any change, then the person should be suspended from all duties for a week and be given time to work things out. He will probably need to do presentations. This is a very extreme action and should only be taken when things are very, very serious.

i. Spend personal time with the other members of the group to try to show them that the malcontent is wrong and that he or she is having a negative effect on the team. Again, if Scripture is used there will be that much more power in your argument.

j. Deal with the malcontent immediately because the root of bitterness can grow quickly and spread throughout the entire team like cancer.

Sometimes a particular policy or an activity can be a root of bitterness. In other words, something that will tend to make the whole team bitter against you. It is important to discover this quickly and to confer with other team leaders and Moishe as to whether or not your policy or activity is unfair. If you find it to be unfair, then change it and let the group know that you're sorry.
If you still think that what you're doing is right, and so do your peers and Moishe, then you must set an example of joyful fulfilling of the policy and the action or the team will follow your example of discontent.
Try to explain to the group, publicly and privately, the necessity for a certain policy. Try to show them that because of their attitude toward a certain policy, they are being self-centered and are looking for their own best needs and not the needs of the work of God. It is difficult to give an illustration of this, but it will most certainly happen.

HOW TO ACHIEVE COHESIVENESS
1. Give it time. Common experience, both good and bad, will draw the team together. It should take a good 6 months for a team to become a unit. Along the way, you will probably have to deal with people who become malcontent and it will be a struggle. Usually there will be one person in every team that tends to disrupt the harmony of the group. And it had been true that most every team has this type of person. Sometimes it is more than one, but it will surely happen. In most cases, the person will come around and see the need for unity. Work with your team, get them through the bad experience, learn to trust one another and work with one another, and soon you'll become a cohesive team, both on and off the platform.

2. Have regular bible study and prayer together. As a team, this will unify them.

3. Encourage and set an example of social involvement with your team members. Don't close your door on your day off, and other times, to your team members. Remember, you are a leader, and because of that there must be an example set. If your people are going to interact socially and become more than teammates, but friends and family to one another, then you must set the example. The best teams have more than a professional commitment to one another. Your team will not be going to church regularly, and the other team members will be the only Christian fellowship they regularly get. This must be taken into consideration and, thus, there must be interaction on every level with team members, beginning with you. There is something to remember, and that is the team leader can never become 'one of the guys'. It is not good to get too overly close to the people that you lead, or you will lose the reins of command. When this tension is lost, it is very difficult to lead. Your team members will not know how to respond to you. They will respond to you as a friend rather than a leader, and this will bring about resentment on their part when you attempt to lead them. Sometimes the best thing for a leader to do is to stay out of the way of his people. There is something, though, like spending time encouraging and setting an example for deep personal relationships among the team members. It is a very difficult balance to come to, but it is important that you learn how to be close and yet remain far enough away to lead. Set an example of unselfishness, and your people will be unselfish in their dealings with one another. Don't grab the best food, housing, or opportunities for yourself. Give them to others on the team, and they will learn from that how to relate to one another. People learn quickly how to interact with one another with carnality. It is easy for people to learn to be self-centered since our sin natures drive us that way, but the leader should set an example of unselfish, open and family living within the mobile team. I can't stress the importance of this enough. Make it one of your goals, to have your team gain a self concept which includes the idea that they are a family within a greater family, the Jews for Jesus family, and even more, the body of Christ.

14. He is to do the general work of planning. This involves administration, evangelism, and itinerary.
David Brickner says: Planning for the itinerary should be done in two parts. First of all is long-term planning.
A. Long Term Planning. Planning of itinerary by tour allows you to start things in motion in terms of evangelistic projects and scheduling meetings, chapels, etc. You should jot down your ideas about evangelism in your red book at this point. Then, as you switch to short-term planning, you will be able to call to mind those things that you have dreamed about, and thought about, and make them a reality. Long term planning is an opportunity for you to let your mind wander and be creative.
B. Short-term planning. The second type of planning of itinerary takes place a couple of weeks in advance. At this point you should begin to make your dreams a reality. It is at this time that you begin to set E.T.A.'s with your Itinerary Coordinator. It's at this time that you want to contact leaders of Messianic Congregations and Jewish believers in various tour cities that you're going to be in. It is at this time that you begin to coordinate evangelistic activities on campuses and telling your itinerary coordinator to map out directions to various sortie sites, etc. All conflicts have been cleared up in earlier planning, all major events have been arranged previously of course, such as rallies and major media.
CORRESPONDENCE
IT IS THE DUTY OF THE LEADER OF THE LIBERATED WAILING WALL TO MAINTAIN CORRESPONDENCE WITH THOSE WHOM HE NEEDS TO CORRESPOND WITH.

To whom do you write and how often ?
A. Home office is written quite frequently. This is always the priority in correspondence. All home office mail should be answered within a week of receipt.
B. Individuals who were particularly helpful in a given city. This is somewhat of a thank-you letter and it is important to thank those who have been helpful to the Liberated Wailing Wall
in a city.
C. Those who write you about Liberated Wailing Wall business. It is important to write them when the need arises. It is always a good principle to open your mail only when you're in a position to answer it. This saves double work.
D. Most of your donor correspondence can be done on a postcard. At times, you will want to write donors a personal letter and this should be dictated.
E. You might want to send out a special batch of letters to announce a specific event that the Liberated Wailing Wall will be involved in.
F. Those who have theological problems. These will primarily be Jewish/Christians and Christian leaders. It is wise to make good use of the stock paragraphs. This will help save alot of time in answering the theological problems that people might have.
G. It is good to send out a word processing letter or merely a typed letter to large donors. Those donors who give over $100 should receive a two-page letter informing them of the Liberated Wailing Wall activities every two or three months.
H. It is very important that you put copies of your correspondence, whether written or dictated that you have in your 'to be filed' file. All letters must be carefully filed, especially home office items.
I. The team leader should keep all memoranda to home office in his briefcase for three weeks. This is very important because you will want to keep track of the memos to make sure that they are answered.

DICTATION
I. Dictation privileges.
There are times when the leader will need to dictate. A deputy commissioner within the Jews for Jesus is allowed ten hours of dictation to the home office through the word-processing department. A senior missionary is not allowed that privilege. However, that does not mean that he cannot have his letters dictated. At times, word processing may be caught up and he may send some tapes to word processing, but he is allowed to have those on his team who can type do some dictation for him. The leader of the Liberated Wailing Wall should not need to do a tremendous amount of dictation. The letters that are sent to pastors and donors are stock letters and can be typed by people on the team or sent to word processing if the space is available. A note on word processing: The team leader should check to see what the work load is like at word processing and how much team correspondence (pastor letters and donor letters) the department can handle.

II. How to dictate.
a) Speak slowly and deliberately.
b) Spell out unfamiliar words.
c) State at the beginning of the tape the date, and at the end of the tape let the person know that the dictation begun on the date at the beginning of the tape is completed.
d) State the name of the person and his address at the beginning of the letter.
e) Indicate at the beginning of the letter before you even give the name and address how many copies of the letter you will need.
f) Keep your correspondence and dictation down to 1 or 2 pages.
g) Always indicate on the tape what you would like enclosed in the letter, whether it be a broadside, a copy of Issues, or something else.
h) See the administrative manual for various types of forms that letters can be dictated on. Particularly in relaying messages to those outside of Jews for Jesus, you'll want to use the proper forms. There are proper business forms, etc., that you must take note of before you dictate a letter.

III. When do you dictate and when do you write things out long-hand?
a) Most of your correspondence could be dictated except those areas that you want to be very personal.
b) Inter-office memos can be written in long-hand concisely, and keep extra work off the person who does the dictation.
c) It is always best to dictate memos to Moishe.

IV. To whom do you write and how often?
a) Home office is written quite frequently. This is always the priority in correspondence. All home office mail should be answered within a week of receipt.
b) Individuals who were particularly helpful in a given city. This is somewhat of a thank-you letter and it is important to thank those who have been helpful to the Liberated Wailing Wall in a given city.
c) Those who write you about Liberated Wailing Wall business. It is important to write them when the need arises. It is always a good principle to open your mail only when you're in a position to answer it. This saves double work.
d) Most of your Liberated Wailing Wall 015-101 correspondence can be done on a postcard. At times, you will want to write donors a personal letter and this should be dictated.
e) You might want to send out a special batch of letters to announce a specific event that the Liberated Wailing Wall will be involved in. A previous team leader sent out a number of letters informing Liberated Wailing Wall constituencies about there upcoming oversees tour. Most of those letters went through the home office. It must be carefully noted in the pink slip form that letters have been sent to these donors or else there can be duplication.
f) Those who have theological problems. These will primarily be Jewish-Christians and Christian leaders. It is wise to make good use of the stock paragraphs in the manual. This will help save alot of time in answering the theological questions that people might have.
g) It is good to send out a word processing letter or merely a typed letter to large donors. Those donors who give over $100 should receive a two-page letter informing them of the Liberated Wailing Wall activities every two or three months.
h) It is very important that you put copies of your correspondence, whether written or dictated that you have in your 'to be filed' file. All letters must be carefully filed according to the administrative manual. It is crucial that your home office and other items are filed properly.
Additional note on what to keep in a group leader's briefcase... There should be a file on memorandum to home office. I would keep all memoranda to home office in my briefcase for three weeks. This is very important because you will want to keep track of the memos you send to home office, and make sure that they are answered.

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The Jews for Jesus Worker's Covenant--Cult Document?

2005-03-03T04:09:00.001-08:00

The Jews for Jesus Worker's Covenant has been viewed by a few Lawyers over the years who have mentioned that it is not legally binding, especially concerning the sections requiring staff to do or not do things after leaving Jews for Jesus. In fact, comments often have mentioned that the document seems overly controling and invasive into people's lives, especially dating and courtship rituals. Not to mention the "absolute monarchy" of control confered upon the Jews for Jesus Executive Director in this document.

Certainly, it is possible that this document has been revised since this version, however, it is important to be able to note this document for public record so that those who know little of the internal workerings of Jews for Jesus can come to their own informed conclusions.

The Jews for Jesus Worker's Covenant that all of their "missionaries" are required to sign:

WORKER'S COVENANT

PREAMBLE. Jews for Jesus is an international Jewish Evangelistic Society and not an organization in the ordinary sense of the word. As a covenant worker, I view my role not only as an employee, but also as a fellow minister. The following is a covenant or agreement of principles between co-ministers based upon the understanding that we are banded together by God for the purpose of serving Y'shua. The purpose of this covenant is to define our mutual commitments in this service. By my signature, I freely agree to abide by the terms of this covenant.

TITLE I. OUR COMMITMENTS

I set my relationship with God above all other relationships (Romans 12:1-2). Therefore I promise to conduct myself in all things as befits a child of God (Titus 2:12). I feel the liberty of the Holy Spirit to enter into this co-laboring relationship with Jews for Jesus, understanding that our purpose is to serve God through the preaching of the Gospel. I do so in obedience to the Lord recognizing that part of my responsibility to God is to do the work of Jews for Jesus. I will perform my duties as one entrusted with the things of God. I will guide my behavior, mindful that it reflects my bond with fellow covenant workers.

TITLE II. OUR DUTIES

SECTION A. Attitude.

Our ministry is necessarily difficult and demanding. Occasional hardship is inherent in the lifestyle and adversity is to be expected in being a witness for Y'shua. I will strive to cultivate an attitude whereby I can accept this as a normal part of my duties. (II Timothy 2:3, Matthew 10:24:25).

SECTION B. Term of Service.

Jews for Jesus operates on a "term" basis. My term of service is renewable by mutual consent according to the following schedule:

1. First three years--annual renewal
2. Years four and following--tri-annual renewal
3. After six years--permanent career status, tri-annual renewal
4. Term of service for a mobile evangelistic team--18 months
5. Covenant renewal is assumed unless notification is given at least 90 days prior to renewal date. Exceptions may be considered on an individual basis.

SECTION C. Work Assignments.

1) AUTHORITY. Authority resides primarily in the Executive Director of Jews for Jesus who is accountable to the Board of Directors. Secondarily, authority resides in those whom he appoints to positions of responsibility.

2) ATTITUDE. I agree to accept, in humility, those duties that are assigned
by the duly appointed leaders of Jews for Jesus (I Peter 5:5-6). I will try to regard all positions and work assignments with equanimity. I will be required to do work that is both humble and routine. At times I may be required to lead. Insofar as is possible, I will avoid coveting positions of leadership and will fulfill all tasks with diligence, realizing that my enthusiasm is important to the ongoing of the ministry. If I am given a role whereby I am asked to lead others, I will always strive to be mindful of their welfare and seek to foster a climate which encourages spiritual growth (Hebrews 13:17, I Timothy 5:17). I will pursue duties diligently and criticize only for the purpose of improving myself and others in their service to God (Hebrews 6:11, I Peter 1:5, Romans 12:10,16, I Thessalonians 5:11,13). I will neither decline to work nor refuse to interact with any other fellow minister. I will whole-heartedly seek to be forgiven when I've done wrong, and when approached by another, whole-heartedly seek to forgive (Ephesians 4:32). I agree to accept whatever assignment is made for each term of service, with the understanding that reassignments and adjustments in assignment may be made at the discretion of the Executive Director of Jews for Jesus (Luke 14:11, James 4:10,
I Peter 3:8-9, I Peter 5:6).

3) NOTIFICATION OF INCAPACITY. In the event that there is any change in ability to perform my duties through emotional, doctrinal or physical incapacity, I will notify my immediate supervisor at once. Thereupon, my fitness for service with the ministry may be reviewed by the Executive Director of Jews for Jesus.

TITLE III. OUR STANDARDS

SECTION A. Doctrinal Statement.

1) We believe that the sixty-six books of the Old and New Testaments are divinely inspired, verbally and completely inerrant in the original writings, and
of supreme and final authority in all matters of faith and life.

2) We believe in one sovereign God, existing in three persons: Father, Son, and Holy Spirit, perfect in holiness, infinite in wisdom, unbounded in power, and measureless in love; and that God is the source of all creation and that, through the immediate exercise of His power, all things came into being.

3) We believe that God the Father is the author of eternal salvation, having loved the world and given His Son for its redemption.

4) We believe that Y'shua the Messiah was eternally pre-existent and is co-equal with God the Father; that He took on Himself the nature of mankind through the virgin birth so that He possesses both divine and human natures. We believe in His sinless life and perfect obedience to the Law; in His atoning death, burial, bodily resurrection, ascension into heaven, high-priestly intercession, and His personal return in power and glory.

5) We believe that the Holy Spirit is co-equal and co-eternal with the Father and the Son; that He was active in the creation of all things and continues to be so in providence; that He convicts the world of sin, righteousness, and judgment; and that He regenerates, sanctifies, baptizes, indwells, seals, illumines, guides, and bestows His gifts upon all believers.

6) We believe that God created man in His image; but that because of the disobedience of our first parents in the Garden of Eden, their innocence was impaired and both they and their descendants, separated from God, suffer physical and spiritual death; and that all human beings, with the exception of Y'shua the Messiah, are sinners by nature and practice.

7) We believe that Y'shua the Messiah died for our sins, according to the Scriptures, as a representative and substitutionary sacrifice; that all who believe in Him are justified, not by any works of righteousness, but by His perfect righteousness and atoning blood; and that there is no other name under heaven by
which we must be saved.

8) We believe that Israel exists as a covenant people through whom God continues to accomplish His purposes; and that the Body of the Messiah (the Church) is an elect people in accordance with the New Covenant, comprising both Jews and Gentiles who acknowledge Y'shua as Messiah and Redeemer.

9) We believe that it is permissible for Jewish Christians to observe Jewish cultural traditions, as long as these are not regarded as binding upon the conscience of any nor inconsistent with the Word of God.

10) We believe that Y'shua the Messiah will return personally and bodily in order to consummate the prophesied purposes concerning His Kingdom.

11) We believe in the bodily resurrection of the just and of the unjust, the everlasting blessedness of the redeemed, and the everlasting conscious punishment of the lost. Therefore, we believe in the necessity of preaching the Gospel to Jews and Gentiles.

SECTION B. Doctrinal Questions.

Since people of different doctrinal distinctives are accepted on staff, I will not attempt to pursuade any co-workers that their congregational distinctives or doctrinal beliefs are wrong. Honest discussion is encouraged, but I will emphasize only those things that encourage unity and will not claim superiority in those areas which lead to division (II Timothy 2:14, Titus 3:8-9).
SECTION C. Relating to Others.

1) THE LOCAL CONGREGATION. As a group, Jews for Jesus is committed to the biblical position that the local congregation is a representation of the universal body of Messiah (I Corinthians 1:2). It is my personal and spiritual duty to be a part of a local congregation for worship, teaching and fellowship (Hebrews 10:25, Acts 2:41-47). I will affiliate with a congregation that does not conflict with the commitments and doctrinal statement of Jews for Jesus and upholds me in my ministry. I will be faithful to my congregation and involved in its ministry as much as is practical, and generous in my giving (Ephesians 4:11-14, I Corinthians 16:1-2, II Corinthians 9:7, 13-14).

2) THE JEWISH COMMUNITY. I will seek to preserve and maintain my cultural and ethnic heritage in accordance with my conscience, biblical principles and the encouragement of the Jews for Jesus staff. Furthermore, I will participate in Jewish community life as much as is practical and will affirm those values held in common which are compatible with the Scriptures.

3) REPUTATION. The good name and reputation of Jews for Jesus is part of our ability to minister to others. I agree to conduct myself honorably so that my personal conduct will not detract from that reputation. I will also seek to uphold and protect that reputation. I will avoid entangling Jews for Jesus with my own social and political views. Neither will I represent myself as a spokesman concerning those issues outside the scope of our doctrinal statement. Since our reputation is reflected in the media, I will consult my supervisor before conducting any interviews. I will not publicly speak against anyone conducting
a similar ministry. Those things learned in confidence will remain in confidence, and if I should leave this ministry, I will continue to uphold its reputation and maintain in confidence those things with which I was entrusted.

SECTION D. Appearance.

I will dress and conduct myself in a demeanor that is honoring to the Lord and in modest good taste. (I Corinthians 10:31-33, Colossians 3:17,23, I Timothy 3:12-13; 4:16, 6:11-12, 14). I will avoid questionable forms of amusement (Romans 12:1-2, 13:14, 14:21, Galatians 5:16-25, Ephesians 4:22-24, Colossians 3:1-10, I Peter 1:14-16,
I John 2:15-17). If I have any doubt as to the propriety of a given activity, I will consult my supervisor.

SECTION E. Finances.

I will be accorded a lifestyle as supplied by the Lord through working with Jews for Jesus (I Corinthians 9:13-14, I Timothy 5:8-18). I will accept no other income for services rendered, or ask gifts because I am in the ministry (Titus 1:11, I Thessalonians 5:22).

1) GIFTS. I will not encourage personal gifts, gifts of merchandise or equip-ment which would benefit my ministry (II Corinthians 8:20-21, I Thessalonians 5:22). All gifts given to members of my household resulting from relationships established in the course of my ministry will also be turned over to the ministry. Exceptions must be in writing by the executive director for a specific occasion and amount. I will keep record of any individual gift for a period of three years due to government regulations. This requirement does not pertain to ordinary gifts from family and friends where some reciprocity exists, or to modest occasion gifts totaling less than $500 in value per event (e.g. marriage, birth, graduation or new assignment). I may also receive gifts from supporting churches designated "Personal" at Christmas time totaling no more than one half of one month's salary. It is inappropriate to solicit such gifts. Notification must be given to my supervisor.

2) SUPPLEMENTAL EARNINGS. No staff member may work on any creative project for publication or sale without prior approval. I will turn over all royalties, honoraria, talent fees and earnings received from work done during my involve-ment with Jews For Jesus. These amounts will then go into my accounts. Royalties and residuals for employment undertaken before I joined the ministry, and earnings made from investments do not need to be turned over. In order for the ministry to build the best total benefit package for me, it is suggested that family supplemental earnings be reported.

3) DONOR RELATIONSHIPS. It is my responsibility to build and maintain donor relationships. This provides a base of support for my ministry with Jews for Jesus. I am obligated to build donor relationships for Jews for Jesus rather than for myself. I will encourage donors to give to approved projects and person
s. A designated gift for some project which has not been approved cannot be honored and will be returned to the donor. It would be unethical for me, if I were
to leave the ministry and join or form another ministry, to proceed to win donor or church income away from Jews for Jesus. Therefore, if I do leave this ministry, I will not initiate contact in any way with those individuals, pastors or churches from whom I gained support while with Jews for Jesus. Jews for Jesus will supply my name and address to any donor who desires to contact me.

4) STANDARD OF LIVING. While it is the intention and desire of Jews for Jesus to provide for the needs of the staff, the beginning level of support presumes modest financial obligations on the part of the staff worker. Therefore, those having substantial financial obligations (i.e. extensive family obligations, loans, etc.) will have to do with less and in some instances may have to use supplemental sources (e.g. savings) to augment initial living allowances (II Timothy 2:3). I will conduct myself in the spirit of Christian sharing, and I can expect my brothers and sisters to share with me (II Corinthians 9:10-11, I Peter 4,9). I will be careful to consider the utilizing of outside resources, so as not to elevate my lifestyle too far above that of my co-workers.

5) DEBTS. I should not incur debt in excess of what I can reasonably pay out of current income. I am required to notify my supervisor, in writing, of debts incurred in amounts greater than two month's living allowance, including mortgages. I am encouraged to discuss finances before incurring such debts. I am not allowed to borrow money from, or loan money to, another co-worker in excess of two day's salary.

SECTION F. Courtship, Marriage and Family Life.

1) MARITAL STATUS. Jews for Jesus will seek to affirm both those who choose to remain single and those who desire to marry, recognizing that both are godly and valid ways to serve Y’shua. We acknowledge that those who choose to remain single are, in a real sense, a family of one and should be shielded from undue pressure to marry. (1 Corinthians 7:26-27)

2) SELECTION OF MATE. Since it is the nature of the ministry to pervade one's entire life, those who are single and seeking marriage should seek a mate who is, by temperament and spirituality suited to a ministry lifestyle. (Seeing Dating Guidelines, Appendix I) Unmarried staff members and approved students are permitted to contemplate marriage only with believers. Hence, any dating or relationships which might lead to courtship or marriage with non-believers will not be tolerated (II Corinthians 6:14-16). Staff are not to date someone who has been divorced since becoming a believer. It should not be presumed that courtship and marriage are only personal affairs inasmuch as they greatly affect the course and the conduct of the ministry. Courtship commences when two people choose to explore the possibility of marriage with one another. Therefore, those planning to stay with the ministry must seek counsel and secure consent of their courtship from those in authority (Hebrews 13:17, I Peter 5:5). Those singles who do pursue dating relationships will do so in a responsible manner in accordance with appropriate dating guidelines (Appendix I) The timing of the marriage should be coordinated with the immediate supervisor so that such staff as are needed will be available to be involved in the wedding.

3) DEFINITION OF COURTSHIP. A mutual agreement where a man and woman relate to one another with a view toward marriage.

4) THE NATURE OF COURTSHIP. Jews for Jesus requires a period of courtship for those contemplating marriage. The courtship may be ended by either party without reason at any time. All staff members must notify the ministry of the dissolution of the courtship immediately. Courting couples are special to one another. Therefore, when courting, it is improper to enter into other dating relationships or to allow oneself to contemplate courting another.

5) ASSIGNMENT OF MARRIED PERSONNEL. Assignments will be made on the basis of the skills and qualifications of each individual in a marriage when both persons are involved in the ministry and subject to the Worker's Covenant. However, the talents, abilities and calling of the husband will be given priority consideration when both are under the covenant.

6) PREGNANCY. In the event that a married woman in the ministry becomes pregnant, she will offer her resignation as soon as she finds out. Her children
are to be considered her first and foremost ministry (Titus 2:4-5). Her status
during her pregnancy will be reviewed on a month-to-month basis. Further opportunities for service may be made available at a later date.

7) NON-EMPLOYED SPOUSES. The non-employed spouses of Jews For Jesus staff workers are expected to uphold their mates in an unconventional life style. The ministry will seek to uphold the non-employed spouses and look for opportunities to involve them in ministry.

8) MARITAL DIFFICULTIES AND DIVORCE. In the event that a married couple should encounter extended marriage difficulties of such a nature that the proper performance of the ministry might possibly be effected, it is the obligation of the head of the family to notify the immediate supervisor at once (I Timothy 3:4
-5,11, I Peter 3:7). In the event that either marriage partner should seek dissolution through unscriptural divorce, the covenant worker must offer his resignation.

9) FAMILY RESPONSIBILITIES. Those members of Jews for Jesus who are single and desire marriage should be given consideration on appointments to place them in positions where they can meet appropriate mates and enter into courtship (Genesis 2:18). Those in a courtship are recognized as requiring consideration in the cultivation of their relationship. Those who are married are entitled to be given assignments which provide for the growth and development of family life(I Corinthians 7:5, Ephesians 5:33). Appointments should be made on the basis of individual merit according to Scripture without respect to gender or marital status (Romans 2:11). It is the duty of the supervisor to encourage good home life. However, there will be times when, for the sake of the ministry, husbands and wives will have to be away from each other. Hopefully, we will not call for extended separation of more than a month at a time unless absolutely necessary for the ongoing of the work of the ministry (I Corinthians 7:3-5).

10) RESPECTFUL BEHAVIOR. Staff members should be respectful of elderly parents or other family members who reside with ministry staff. Covenant Workers are responsible for the conduct of the elderly parent (in their care) at ministry functions. It is the duty of staff workers to teach their children to abide by rules of conduct which reflect a Christ-like manner. It is the responsibility of the parent to see that the child recognizes the authority of ministry personnel in keeping order at ministry functions. The children of staff workers should be hospitable toward guests in their home.

11) THE STAFF AS A MINISTRY FAMILY. Staff families and single staff members are encouraged to recognize the benefit of relating to each other as extended family. We will be careful not to limit our friendships amongst the staff to those who share our age, marital and professional status. Those who have gone before should seek to assist and teach those coming up (e.g., older women should teach the younger women (Titus 2:4-5). Likewise, the staff is encouraged to view the ministry children as “our” children.

12) SPECIAL NEEDS AND CIRCUMSTANCES. For some missionaries, as parents grow older, honoring them may call for greater involvement in providing financially for their needs and participating in their care. In those instances where a staff member has a special need (e.g., change in status of health of family member), they may bring their stated need to the Council (and then to the Board of Directors) to determine whether the ministry can assist them in any way. Should there be chronic and debilitating illness, Covenant Workers are encouraged to uphold each other and, if necessary, where possible, trade tasks to help the co-worker continue with routine daily ministry chores.

God expects us to live in such a way that we reflect a healthy balance between our family and ministry responsibilities. We recognize that there may be occasions when a staff member will have to give precedence to a family member’s special need. The person’s supervisor should be consulted in a timely manner in such instances so that a determination can be made as to whether another staff worker can be employed to fulfill that obligation. It is also recognized that at various times our ministry responsibilities will necessarily take precedence over our family’s desires.

SECTION G. Educational Requirements.

I have read the requirements and have met (or will meet) those requirements.

SECTION H. Discipline.

When discipline is required, it is for the furtherance of my ministry (Hebrews 5:8). I will receive it humbly as it is administered through the duly appointed leadership of Jews for Jesus.

SECTION I. Stewardship.

When entrusted with equipment or vehicles owned by Jews for Jesus, I will keep them in good condition. Negligence on my part may incur liability. If negligence reflected in my driving record, increases the insurance premiums, I may be asked to pay the difference.

SECTION J. Seniors

Those who have retired are encouraged to continue to avail themselves of opportunities to serve with our ministry. The ministry recognizes the senior missionary’s value in experience and service and, where possible, will seek to offer opportunities for continuing service.

TITLE IV. OUR RIGHTS

SECTION A. The Dignity of the Individual.

1) I bear the image of God, and as such deserve to be recognized and treated with respect (Galatians 3:26-28). Accordingly, I have the responsibility to treat others with the same dignity I expect to receive as an equal in Messiah (Matthew 7:12). Every CO-minister deserves the full support I can give him or her.

2) I have the right to be given meaningful assignments which are challenging and which utilize my talents and abilities, as well as enable me to develop into a stronger minister. (Ephesians 4:l2-l3) I also have the right to be consulted with regard to proposed deployment.

SECTION B. Workers' Benefits

1) GENERAL BENEFITS. I am entitled to certain employee benefits which will be determined by the Board of Directors. These include life insurance, dental and hospital insurance, provision for retirement, stated vacation time, sick leave, education and travel benefits, and others as may be appointed. Concerning
retirement, benefit packages may differ with terms of service.

2) TRANSFER. In the case of required transfer, the least amount of family and financial disruption will be sought. If the ministry has approved the purchase of a home, then it requires a transfer within two years of that purchase and if after reasonable attempt to sell the property, a loss is incurred, Jews for Jesus will endeavor to make up that loss less reasonable rental rate.

3) EDUCATION. I am entitled as part of my service to gain additional educa-tion in an approved course of study to better myself for service. However, such education must not interfere with the ability to do routine duties (II Peter l:2, 3:l8).

4) CHILDREN. The ministry, in partnership with me, will take an interest
in providing a proper spiritual education for my children.

a) In certain instances, my children may receive scholarships to aid and encourage that education provided the school does meet ministry standards. (See
Appendix II)

b) Staff workers' children who are attending Christian college or seminary for the purpose of preparing for Christian service may be granted a scholarship whether or not they plan to work with Jews For Jesus.

4) SENIORITY & MERITORIOUS SERVICE. I am entitled to seniority considerations and meritorious service commendation review in the making of future deployments. If I am one who has given much to the Jews for Jesus organization, I should be entitled to more consideration and benefits and deployments than newcomers (Hebrews 6:l0). Since benefits are commensurate with responsibility borne, benefits may change with changes in responsibility.

SECTION C. Conflict Arbitration

1) ACCESS TO PERSONAL FILES. While in service with Jews for Jesus, I am entitled to know all matters held in file which might affect my career or service
with the ministry, whether there be reports of merit or complaint. If an accusa-tion is brought against me, I am entitled to face my accuser. Anonymous accusations will not be received. (Luke 3:l4, I Timothy 5:l9, I Peter 3:l6)

2) RIGHTS OF REDRESS.

a) I have the right to receive clear communication of what is expected of me. However, every relationship or assignment can proceed smoothly only on the basis of clearly stated directives, goals, information, etc. If I am confused about my relationship or assignment, or discover that misunderstanding exists I am responsible to ask for clarification. Written communication of assignments is encouraged so as reduce misunderstanding and to aid in the process of reconciliation or adjudication.

b) In the event that I feel that I have been dealt with unjustly, I have the right to seek redress. First , I must have exhausted every possible means of redemptively dealing with my supervisor with whom I have the grievance. I will
not make common cause of my problem among fellow workers. If I have a grievance with a co-worker or my supervisor, I should not discuss that grievance with anyone outside the ministry except my family, pastor or professional counselor (Ephesians 4:29-32, Colossians 3:9-l0, l3-l4). Any action of mine which spreads a spirit of dissension or which seeks to align sympathy for me against another will have the affect of weakening my case when it is reviewed. Further, my case should not be taken above my supervisor without his or her knowledge except in the case of moral turpitude.

c) My appeal for redress must be made after giving notice of intent with a bill of particulars to my supervisor. If I have exhausted every possible means of dealing redemptively with my supervisor my appeal is then to the next step up on the chain of authority (Matthew l8:l5-l6). The next step would be either a Branch Leader or the Executive Director, depending on who supervises my leader. If my appeal goes beyond the mediation of the Executive Director it will then be presented to the Jews for Jesus Council for arbitration. The final step in the chain of command is the President of the Board of Directors who may then appoint two board members who are not employees of Jews for Jesus. One shall be designated Chairman and shall be responsible to arrange a meeting between the two board members and all parties involved in the complaint as soon as possible. The board representatives shall be responsible to ascertain the full nature of the problem to the best of their ability, to make recommendations for the resolution of the problem directly to the parties involved, to report proceedings in full to the Board, and to make any recommendations to the Board which they consider necessary (Galatians 6:l-2). In that the Board of Directors is the highest level of appeal, I agree to accept the decision of the Board as final.

d) I understand that in the event of an accident or a grievance I will not insti-tute a lawsuit against any staff worker or the ministry, but will seek Christian arbitration through a mutually agreeable third party (l Corinthians 6:1-8).

SECTION D. Leaving the Ministry

1) RESIGNATION. Since I am not an employee in the ordinary sense of the word with Jews for Jesus, it is inherent in the covenant to facilitate leaving the ministry of Jews for Jesus should I no longer feel the liberty of the Holy Spirit to renew my covenant relationship. To make this transition as orderly as possible I will give at least 90 days notice of my intent not to renew my covenant prior to any renewal date. Should I re-apply in the future, my abilities, capabilities and longevity will be considered in the re-establishment of my benefits package. I might not return to the same position I held when I left. If I leave before my term is finished without the expressed prior consent of the Jews for Jesus Council, I cannot expect to receive a positive reference of letter of recommendation from Jews for Jesus. Any reference they do give on my behalf will always include the phrase that I did not fulfill the terms of my agreement.

2) LEAVE OF ABSENCE. Should a leave of absence be necessary, it will be reviewed in quarterly segments up to one full year. If I do not return to Jews for Jesus after one year I will be considered as having resigned. Certain benefits may be extended to me during my leave of absence as reviewed by the Executive Director of Jews for Jesus.

3) SUSPENSION. If it is determined that I am not fulfilling my duty, I may be suspended from those duties. This will be reviewed by the Executive Director of Jews for Jesus and should I not find other employment during my suspension, certain benefits may be extended to me including salary from the funds which
I have raised or health benefits.

4) DISMISSAL. In the event that I am dismissed from my post of service for any reason except dishonesty or moral turpitude, I may have the equivalent of
my living allowance until the end of the term from funds which I have raised and provided there is no other employment or occupation.

TITLE V. AMENDING THIS COVENANT

No change can be made to this covenant without a three-fourths majority vote of the Board of Directors of Jews for Jesus.

__________________________ ________________________
Executive Director Covenant Worker

_________________________ ________________________
Date Date

APPENDIX I
Dating Guidelines

The following is a list of guidelines for single staff workers who choose to enter into a dating relationship.

1. Staff workers do not need permission to date.

2. Staff workers should not date people who are a part of their "case-load."

3. Dating or courting couples should not entertain one another alone in their respective places of residence.

4. A dating couple should not go on vacation together or take weekends away together unless the event is structured and chaperoned (e.g. a singles weekend). Thus, traveling together unaccompanied is not a good thing to do. Going to motels together, even if you are staying in separate rooms, should not occur.

5. No staff worker should pursue an extended relationship or courtship with more than one person at a time.

6. No staff worker should date a non-believer.

7. Staff workers should not date someone who is separated or in the process of
divorce.

8. Staff workers who have a ministry career mind-set should try to seek a mate
who is like-minded.

9. Before dating a non-staff person, a vocational worker should seriously consider the possible consequences of that relationship:

a. It is possible that the non-staff person will not understand the lifestyle inherent with a ministry commitment and thus make unreasonable demands of the worker's time and energy.

b. The staff worker might become distracted from his ministry duties and readjust his priorities inappropriately.

c. If the dating relationship were to end in an unfriendly way, the non-staff person might cease attending ministry functions.

10. In courtship one must remember that families are involved. Couples seeking
engagement should plan to meet and spend time with each others' respective parents while the other person is not present. This will enable the individual to get to know the parents in a way that would not be possible if the couple were together.

APPENDIX II
School Standards

1. Orthodoxy: The school should have a doctrinal statement available which agrees in principle with that of the Jews for Jesus ministry. Where none is offered, the Headmaster and the main teacher must state their written agreement with the doctrinal statement of Jews for Jesus.

In general, the school must be recognized in the local Christian community as up
holding the evangelical position.

2. Tuition Benefit: The actual amount of the benefit is to be determined by the Executive Director of Jews for Jesus. It will be a significant portion of the
tuition and registration fees (where applied).

3. Quality: The school must be accredited by the State in which it is located
or by recognized, standard accrediting agencies.

The school may not practice racial segregation and should represent various socio-economic classes. It should be operated as a non-profit organization and must show intent to teach the Christian faith to all children enrolled.

The Jews for Jesus work schedule

2005-03-03T03:39:00.000-08:00

The Jews for Jesus work schedule is forced up on every missionary no matter their actual skills, interests and faults.

In Jews for Jesus there is only one kind of missionary allowed. Even if they say there are more than one kind, in the end, those who start out different end up being forced in to the same missionary structure as everyone else.

We were required to work "12 half days each week." But, you were required to be at two or three 8:00 AM meetings a week, plus Sunday preaching in Churches and often other branch related events like Bible Studies and Chapel services AND NOT ONE OF THOSE "Other" events (except for the early morning staff meetings) counted on your TIME LOG, at least in my day, under my branch leader.

So your 48+ hour schedule was actually usually 8-12 hours more at a minimum each week.In that week you did have to do 12 visits with people, two of whom could be Jewish Believers in Jesus.That was two 1/2 days. Not including the travel time, which you couldn't put on your log, which was a minumum of 1/2 hour in each direction to each visit with someone, thus it usually averaged to at least one more 1/2 day if not two. SO, let's take the larger number which was often the case = 4 half days of work.

You had to three times of standing on a street corner each week.That = 1.5 half days, plus travel, = 2 complete half days of work.Subtotal: this brings us to 6 half days of work.

We were required to spend three staff meetings a week, and we were required to complete our administrative work after meetings, which included writing donor post cards thus this became 3 half days of work. Travel to and from work to wherever you were going or coming from did not count, thus you could realistically add another three hours per day, or roughly another half day thus = 4 half daysSubtotal: 10 half days.

We were required to be in the banch on Monday nights calling unbelieving Jewish people out of the phone book or off the Jews for Jesus database which in my day contained 15,000 names, addresses, phone numbers and emial addresses. This came out to at least 1 half day, plus travel = 1.5 half days.Subtotal = 1.5 half days.

We were required to be at the Jews for Jesus office on Friday nights starting at 3:00 PM to cook a meal and eat it as a staff and invite volunteers that we were trying to "win" into the organization. Dinner was followed by assigned cleaning duties or preparation for Friday night Chapel, then Chapel itself, then cleanup from Chapel. Plus travel is another .5 of a half day.Total for this = 2.5 half days.Subtotal: 14 half days

We were required to preach on Sundays at least in the mornings. We could count travel for going to preach. It was RARE to have less than 2 half days on a Sunday.Subtotal: 2 half days Subtotal: 16 half days

If you had to preach in the evening, which happened at least twice a month you could add 2 more half days.TOTAL: 18 half days.

If 1 half day = 4 hours then you worked an average of 72 hours per week, NOT the 48 hours that Jews for Jesus tells the world its missionaries actually work.

Note: If it also happened to be the time of the year when Jews for Jesus does organized donor events these numbers increase significantly, because it was rare that your regular schedule was adjusted to make up for any extra duties assigned to you.

Note 2: If you were in missionary training you were guaranteed to work a minimum of 60 hours per week, rather than the 48 hours Jews for Jesus tells the world, which most often translated to being between 72-80 hours per week, more if there were special event that you were involved with.

Note 3: During the Jews for Jesus Summer Campaign in New Yirk Cities, these numbers were always on the 70-100 hours per week range, depending on your position in the organizaiton.

This is abuse.

http://www.exjewsforjesus.org/

http://exjewsforjesus.blogspot.com/

Jews for Jesus and Financial Fines of Missionaries

2005-02-24T13:13:00.000-08:00

While in Jews for Jesus Missionary Training, I once was asked to pick up a senior Jews for Jesus staff member at Newark Airport and take them to Pennsylvania for Jews for Jesus' version of a Christian retreat known as an Ingathering.

The only instruction I was given was to meet this person. There were no other specifics given.

In those days, no one was allowed to actually enter the terminal and wait at the gate.

Since no one bothered to give me any specific instructions, I decided the best thing for me to do was wait at the entrance to the terminal, just outside baggage claim.

I never saw the senior staff person I was sent to pick up. I had the person paged a couple dozen times over the course of two hours of waiting.

I finally called my branch leader in Pennsylvania and told them what happened and was told to just head for Pennsylvania.

When I got to Pennsylania the person I was sent to pick up in Newark was already there. This senior staff person was livid, and had taken a taxi from Newark to Pennsylvania. They were demanding my resignation and for me to personally pay out of my pocket for their cab fare.

I wasn't forced to resign, but I was forced to pay.

I was told that ignorance of Jews for Jesus policies and procedures was no excuse for breaking those policies and procedures. The Jews for Jesus policy, I was told I broke, was not to park the Jews for Jesus van at an airport. Jews for Jesus missionaries were requied to pick up the person arriving at the airport by the curb outside the baggage claim. We were also required to carry their bags. Since I'd broken that policy, I was required to make restitution.

It didn't matter that this senior staff person made close to $90k a year. It didn't matter that this senior staff person had an expense account to reimburse travel expenses. What mattered was that I screwed up according to their rules and they had to make an example of me.

I had to pay over $150 for that cab ride.

(this all happened well after Rosen left)

http://www.exjewsforjesus.org/

What Donors Might Want to Know: Jews for Jesus Poor Ethics, Your Trust

2005-02-21T08:33:00.001-08:00

The following is a typical letter sent to Supporters who want to continue giving prayer and financial support to a Missionary who has left Jews for Jesus. It should be noted that Jews for Jesus tells Supporters that it is unethical for a Missionary who has left Jews for Jesus to be in contact with them.

This is NOT true. The vast majority of Mission Agencies consider Supporters as belonging to the Missionary that the Supporter prays for and supports. However, Jews for Jesus doesn't play by normal rules.

For this reason, missionaries who have been with Jews for Jesus for many years often find themselves starting over again when they leave Jews for Jesus. They find themselves cut off from any and all prayer and financial support they SHOULD have.

Jews for Jesus considers Supporters as belonging to Jews for Jesus. That Jews for Jesus concept is completely opposite to that of just about every other Mission Agency in the world.

On top of that, as you will see in this real letter, Jews for Jesus will go out of its way to make you doubt authenticity and character of the Missionary who has left, so that you will not want to continue supporting them.

Jews for Jesus staff who leave the organization are banned from contacting ANYONE they met (including fellow staff) and soliciting support, when they move to a new Mission Agency. Those who do are blacklisted and a letter such as follows is sent to those who prayed for and supported them.

If a Supporter tries to find out where their Missionary went, Jews for Jesus will rarely tell them the truth. The Supporter will usually receive a variation on the following letter in response.

Jews for Jesus doesn't play fair. They don't play by normal rules of Mission Agency behaviour. They try to make the Supporter think that Jews for Jesus' rules are the proper rules that all should follow. You be the judge. As you read the following letter keep in mind the following:

1. It is ethical for Missionaries to remain in contact and retain Supports as they move from one Mission Agency to another.

2. Jews for Jesus uses language that implies, without really saying, that the Missionary has left the ministry for "various reasons." This is a statement that is intentionally left open ended so you, the Christian, will let your imagination speculate on all the reasons a Missionary will leave. In discussions with senior Jews for Jesus leadership this is an intentional tactic used in letter writing, because they know the typical Christian will automatically start thinking about all the pastors who left the ministry because of a moral failing. Jews for Jesus WANTS you to fill in the blank with a negative thought about why the Missionary so that you will write them off and continue supporing Jews for Jesus.

3. Jews for Jesus believe that they "own" you as a Supporter and have no responsibility to connet you with the Missionary you believed have prayed for and financially supported.

"Each of our missionary staff is supported by individuals and churches. Prayer is so important to our ministry and we appreciate your help so much that we strive to communicate our thanks as well as our prayer requests as much as possible. You were evidently assigned to [name withheld] so your donations went into that person's fund. But when that staff member left, we reassigned your support to another missionary.

People leave Jews for Jesus for various reasons.

Ours is a difficult work with many disappointments to bear. We're a highly disciplined group, and the work itself is quite demanding. Some people feel overly burdened to serve in an organization like ours. Others want to serve in a particular place or serve in a particular way that Jews for Jesus can't facilitate. Some people just find it's time for a new phase in their life. All missions see some of their valued staff start a career with their particular ministry only to eventually go elsewhere.

With regard to the person that you mentioned, let me say that that person left Jews for Jesus honorably. However, it is unethical for representatives of any ministry to meet and gain friends and supporters through that ministry and then to leave that ministry and seek to bring those supporters with them. Whenever you see a missionary leaving the agency that sponsors him or her and inviting you to support another agency, you want to be very cautious. The other agency may be worthy of your support. We hope that your decision of whether to support an agency would be based on what you might know and appreciate about its work, and not because a former staff member is looking to bring support from one agency to another.

http://www.exjewsforjesus.org/

What Donors Might Want to Know: Jews for Jesus Poor Ethics, Your Trust

2005-02-21T08:33:00.000-08:00

It is customary in Misson Agencies for the Missionaries to raise support. Support from kind Christians is needed to keep a missionary on the field, doing God's work. The money given is used for everything from health insurance to business cards and coffee.

In the vast majority of Mission Agencies, the individual name and address of someone who financially supports you is considered to belong to the Missionary who brought them into their prayer and financial support portfolio. If the missionary leaves their Mission Agency to work with another Mission Agency, there is nothing wrong with them encouraging the Supporter to follow them and continue supporting them.

Not so in Jews for Jesus. In Jews for Jesus the person who gives money is considered as belonging to Jews for Jesus. If a missionary with Jews for Jesus leaves Jews for Jesus they are not allowed to be in contact with ANYONE they met during their time of service with Jews for Jesus. That includes current Jews for Jesus staff (people who had become friends). If the Missionary askes even those current Jews for Jesus staff to support them in their new mission field, the Missionary is blacklisted and shunned. If the Missionary actually commits what is considered by Jews for Jesus one of the Cardinal Sins, and actually contacts people who Supported them as Missionaries, a letter is sent to all the Missionary's Supporters that is intended to lead the Supporter to believe the Missionary left "badly" and possibly committed some kind of immoral, sexual sin and the Supporter should be very careful of the Missionary.

The letters usually go so far as to say that it is unethical for a former Missionary to contact people who supported them during their time with Jews for Jesus. The truth is that in the Missionary Agency World, "taking your Supporters with you" is NOT UNETHICAL AT ALL.

Jews for Jesus makes up its own rules. They do not play fair and they do not play nice. Missionaries who have left their employ frequently find themselves starting over from scratch as Support-Raise Missionaries. Even those who had been with Jews for Jesus for 20 years or more find themselves in the situation of being financially destitute if they leave.

This is one of the ways that Jews for Jesus UNETHICALLY controls people and keeps them financially bound to an abusive organization.

Your Donor Dollars should go where YOU want them to go. They don't belong to any organization. Why shouldn't you, as a Supporter, continue to support the Missionary you care and love?

If you try to contact Jews for Jesus to find out what happened to your missionary and how you can continue supporting them if they are at a New Mission Agency, Jews for Jesus will NOT give you that information. They will send you one of their stock letters making it look like the Missionary left the ministry for any number of reasons, some good, some not good.

Jews for Jesus' only goal is to keep the Supporter giving to Jews for Jesus, not to the Missionary.

If you, a Supporter, wants to support the kinds of abusive, unrepentant and unethical behavior that Jews for Jesus uses both internally and relates with to the outside world, then you are certainly free to continue doing so!

The following is an example of how Jews for Jesus confuses the Supporter and makes themselves look like they are in the right for keeping you from supporting the Missionary they love, pray for and care about. This is an actual letter sent by Jews for Jesus to a Supporter:

"Each of our missionary staff is supported by individuals and churches. Prayer is so important to our ministry and we appreciate your help so much that we strive to communicate our thanks as well as our prayer requests as much as possible. You were evidently assigned to [name withheld] so your donations went into that person's fund. But when that staff member left, we reassigned your support to another missionary, who began writing to you. People leave Jews for Jesus for various reasons. Ours is a difficult work with many disappointments to bear. We're a highly disciplined group, and the work itself is quite demanding. Some people feel overly burdened to serve in an organization like ours. Others want to serve in a particular place or serve in a particular way that Jews for Jesus can't facilitate. Some people just find it's time for a new phase in their life. All missions see some of their valued staff start a career with their particular ministry only to eventually go elsewhere.

With regard to the person that you mentioned, let me say that that person left Jews for Jesus honorably. However, it is unethical for representatives of any ministry to meet and gain friends and supporters through that ministry and then to leave that ministry and seek to bring those supporters with them. Whenever you see a missionary leaving the agency that sponsors him or her and inviting you to support another agency, you want to be very cautious.* The other agency may be worthy of your support. We hope that your decision of whether to support an agency would be based on what you might know and appreciate about its work, and not because a former staff member is looking to bring support from one agency to another.

*An obvious exception to this would be if you knew the individual before he or she joined the first agency, and you chose to support that agency because of your previous relationship with the person."

http://www.exjewsforjesus.org/

Jews for Jesus in bed with Saul Alinsky's "Rules for Radicals"

2005-02-17T13:15:00.000-08:00

One of the BEST kept secrets of Jews for Jesus is that the foundation of their management structure is not based on the Bible, nor even on management theory. Some have compared the management style of Jews for Jesus to that of a Mafia family, some to just a dysfunctional family in general.

One of the key books noted as required reading by Jews for Jesus missionaries has been “Rules for Radicals” by Saul Alinsky. Alinsky was a social theorist who was interested in action, power and justice for citizens in Chicago. More information on Alinsky can be found at places like http://www.progress.org/alinsky.htm, or by doing a simple Google search.

His methods for helping community action and social change organizations have been known to be used, for example, by organizations like Green Peace.

Moishe Rosen allowed Alinsky’s book to become the driving force for how Jews for Jesus related to outside organizations. Jews for Jesus wasn’t the only Christian or non-Christian organization to find Alinsky’s book useful in reaching their target audiences effectively. Alinsky’s book is used quite frequently as a supplement or even required reading at many colleges and university Political Science classes as a textbook for how to get things done.

However, in Jews for Jesus, the Alinsky book became the foundation of how it not only “got what it wanted” in reaching Jewish people for Christ, it also became the foundation for how they dealt with all perceived threats to the organization’s control structure, including both external threats and internal threats. Internal threats could be as simple as a missionary wanting time off for a family funeral when their boss wanted them to work a little extra on writing a pre-Gospel pamphlet to hand out on street corners. The threat in this case is being a challenge to the authority of the supervisor.

For Christians, the fact that Alinsky’s book and its principles are so prevalent in such a high profile religious organization to which millions of dollars are given every year, should be troubling.

The original version of the book, which was required reading at least through the 2000 missionary training class. In the current edition (and is in the first edition after the dedication page) immediately after the dedication page where it says, “To Irene” there are the following quotations prior to the book’s index page:

“Where there is no man, be thou a man.” –Rabbi Hillel

“Let them call me a rebel and welcome, I feel no concern from it; but I should suffer the misery of devils, were I to make a whore of my soul…” –Thomas Paine

“Lest we forget at least an over-the-shoulder acknowledgement to the very first radical: from all our legends, mythology, and history (and who is to know where mythology leaves off and history begins—or which is which), the fist radical known to man who rebelled against the establishment and did it so effectively that he at least won his own kingdom—Lucifer.” –Saul Alinsky

The following is a quotation from AmericanPatrol.com:
“Saul Alinsky wrote two books outlining his organizational principles and strategies: Reveille for Radicals (1946) and Rules for Radicals (1971).
Rules for Radicals opens with a quote about Lucifer, written by Saul Alinsky: "Lest we forget at least an over-the-shoulder acknowledgment to the very first radical: from all our legends, mythology, and history (and who is to know where mythology leaves off and history begins -- or which is which), the first radical known to man who rebelled against the establishment and did it so effectively that he at least won his own kingdom -- Lucifer."

In Rules for Radicals, Alinsky says: "Here I propose to present an arrangement of certain facts and general concepts of change, a step toward a science of revolution." He builds on the tactical principles of Machiavelli: "The Prince was written by Machiavelli for the Haves on how to hold power. Rules for Radicals is written for the Have-nots on how to take it away."
Rules for Radicals is concerned with the acquisition of power: "my aim here is to suggest how to organize for power: how to get it and how ot use it."

At www.e911.com in their discussion on Understanding Grassroots Tactics at http://www.e911.com/exacts/EA051.html, there is an apropos quotation that exemplifies how former Jews for Jesus staff experience life after Jews for Jesus:

“This sampling of Alinsky's ‘Rules’ illustrates why opposition groups enjoy opposing and why corporations and institutions fail to win.”

In the case of Former Jews for Jesus staff, the opposition is Jews for Jesus itself using the Alinsky Rules and in place of the corporations are the former Jews for Jesus staff. Thus the quote would be re-written:

“This sampling of Alinsky’s ‘Rules’ illustrates why Jews for Jesus enjoys opposing and why former staff and institutions fail to win.”

The website for the Los Angeles Mission (www.losangelesmissin.com) discusses Alinsky, “To begin with, Alinsky…was no Christian. He was a secular Jew; really, an agnostic who, until his death, it seems, was uncertain of an afterlife. This puts in some perspective his nod in Rules for Radicals to Lucifer, "the first radical known to man who rebelled against the establishment and did it so effectively that he at least won his own kingdom." In a 1960 letter to Maritain, Alinsky calls himself a "congenital heretic." In Rules for Radicals, he says the true organizer is a "questioner," for whom "nothing is sacred. He detests dogma, defies any finite definition of morality, rebels against any repression of a free, open search for ideas no matter where they may lead." This is also Alinksy's self image.”

This certainly is also a good expression of the Jews for Jesus internal corporate structure: 1. Nothing is sacred except loyalty.
2. They detest dogma, except that which they put into place.
3. The morality they want you to see is what you want to see. In other words, they know how to let you see the morality they want you to see in order to best win you to their side.
4. They rebel against any expression of free and open search for ideas from their staff, but CLAIM they allow such.

Why would a “Christian” organization like Jews for Jesus subscribe to tactics that are more in line with the kinds of things Christians would understand Lucifer and Lucifer’s kingdom using?
When I left Jews for Jesus we sat down with a pastor, who once was a Jews for Jesus insider. The pastor coached us through the leaving process with Jews for Jesus. He explained how Jews for Jesus senior leadership uses Alinsky’s Rules to harm those who are in the process of leaving. Each time we entered into negotiation with Jews for Jesus, the pastor would sit down, open Alinsky’s “Rules for Radicals,” and would point out what they just did according to Alinsky’s 13 Rules. He would then show us how we responded. He would explain that Jews for Jesus leadership’s next step would be according to the Rules, so rule number ‘x’ would be their response. Our pastor was always right about how Jews for Jesus would respond. He explained further that Jews for Jesus leadership didn’t even need to consult the Rules any longer, because they were ingrained in the leadership principles, policies and procedures of the organization. They had become the “default mode” of Jews for Jesus after 30 years of living and thinking in Alinsky’s world.

When I became a leader in Jews for Jesus, having not read “Rules for Radicals,” the current Executive Director, handed me a copy and told me to read it. He explained that these “principles of leadership” were how Jews for Jesus leaders relate and manage people both inside the organization and outside the organization.

The following are Alinsky’s actual Rules. Be your own judge as to whether these Rules (or as Jews for Jesus calls them: Principles), are Kosher, or acceptable for Christians, or any other morally-minded individual.

THIRTEEN RULES FOR RADICALS
Excerpted from “Rules For Radicals” by Saul Alinksy
RULE 1: "Power is not only what you have, but what the enemy thinks you have." Power is derived from 2 main sources - money and people. "Have-Nots" must build power from flesh and blood. (These are two things of which there is a plentiful supply. Government and corporations always have a difficult time appealing to people, and usually do so almost exclusively with economic arguments.)

RULE 2: "Never go outside the expertise of your people." It results in confusion, fear and retreat. Feeling secure adds to the backbone of anyone. (Organizations under attack wonder why radicals don't address the "real" issues. This is why. They avoid things with which they have no knowledge.)

RULE 3: "Whenever possible, go outside the expertise of the enemy." Look for ways to increase insecurity, anxiety and uncertainty. (This happens all the time. Watch how many organizations under attack are blind-sided by seemingly irrelevant arguments that they are then forced to address.)

RULE 4: "Make the enemy live up to its own book of Rules." If the rule is that every letter gets a reply, send 30,000 letters. You can kill them with this because no one can possibly obey all of their own Rules. (This is a serious rule. The besieged entity's very credibility and reputation is at stake, because if activists catch it lying or not living up to its commitments, they can continue to chip away at the damage.)

RULE 5: "Ridicule is man's most potent weapon." There is no defense. It's irrational. It's infuriating. It also works as a key pressure point to force the enemy into concessions. (Pretty crude, rude and mean, huh? They want to create anger and fear.)

RULE 6: "A good tactic is one your people enjoy." They'll keep doing it without urging and come back to do more. They're doing their thing, and will even suggest better ones. (Radical activists, in this sense, are no different that any other human being. We all avoid "un-fun" activities, and but we revel at and enjoy the ones that work and bring results.)

RULE 7: "A tactic that drags on too long becomes a drag." Don't become old news. (Even radical activists get bored. So to keep them excited and involved, organizers are constantly coming up with new tactics.)

RULE 8: "Keep the pressure on. Never let up." Keep trying new things to keep the opposition off balance. As the opposition masters one approach, hit them from the flank with something new. (Attack, attack, attack from all sides, never giving the reeling organization a chance to rest, regroup, recover and re-strategize.)

RULE 9: "The threat is usually more terrifying than the thing itself." Imagination and ego can dream up many more consequences than any activist. (Perception is reality. Large organizations always prepare a worst-case scenario, something that may be furthest from the activists' minds. The upshot is that the organization will expend enormous time and energy, creating in its own collective mind the direst of conclusions. The possibilities can easily poison the mind and result in demoralization.)

RULE 10: "The major premise for tactics is the development of operations that will maintain a constant pressure upon the opposition." It is this unceasing pressure that results in the reactions from the opposition that are essential for the success of the campaign. It should be remembered not only that the action is in the reaction and of reaction to the reaction, ad infinitum. The pressure produces the reaction, and constant pressure sustains action.
RULE 11: "If you push a negative hard enough, it will push through and become a positive." Violence from the other side can win the public to your side because the public sympathizes with the underdog. (Unions used this tactic. Peaceful [albeit loud] demonstrations during the heyday of unions in the early to mid-20th Century incurred management's wrath, often in the form of violence that eventually brought public sympathy to their side.)

RULE 12: "The price of a successful attack is a constructive alternative." Never let the enemy score points because you're caught without a solution to the problem. (Old saw: If you're not part of the solution, you're part of the problem. Activist organizations have an agenda, and their strategy is to hold a place at the table, to be given a forum to wield their power. So, they have to have a compromise solution.)

RULE 13: Pick the target, freeze it, personalize it, and polarize it." Cut off the support network and isolate the target from sympathy. Go after people and not institutions; people hurt faster than institutions. (This is cruel, but very effective. Direct, personalized criticism and ridicule works.)

JFJ: An Abusive Organization

2005-02-16T14:12:00.001-08:00

In 1992, Ron Enroth wrote a landmark book called Churches that Abuse. In this book he showed how many evangelical Christian organizations (both churches and parachurch groups) were abusive to their members or employees, in the following ways:

The leader has absolute control.

Individuals are manipulated.

A rigid, legalistic lifestyle is required.

Any criticism is viewed as persecution.

Leaving the group is painful, and shunning often occurs when someone leaves.

Sound familar?

Enroth's book can be ordered through Amazon.com or any bookstore. It's an eye-opener.

Also try a Google search for "abusive churches."

http://exjewsforjesus.org

http://exjewsforjesus.blogspot.com

Israeli Messianic Jewish view of JFJ

2005-02-04T06:39:00.000-08:00

When I have chance to mix with Messianics here in Israel,
I have told some that I was once involved with the Jews for Jesus cult.

100% of those I have spoken to seem to agree that JFJ is a cult with no prompting from me...
must be the great face that JFJ cannot put on to all the churches here!

Abusive Organizations and Individual Responsibility

2005-01-30T11:18:00.000-08:00

Some people believe that organizations cannot be abusive, only individuals. But I wonder if they are taking the phrase "abusive organization" too literally. In my mind, abusive organizations are made up of leaders in those organizations who abuse their subordinates, and these subordinates in turn often abuse *their* subordinates, all of this made possible by the corporate culture that allows or even encourages abuse and corruption. In the final analysis, I believe that organizations *can* be abusive since these organizations are made up of individuals.

Taking this to the next level, some people have said that the group of people who have contributed to the ex-jewsforjesus website and blog are themselves an "abusive organization" because their words have the potential to hurt individual employees at Jews for Jesus who might lose their jobs if donations decrease. I would have to say that this is comparing apples and oranges. The power differential that existed in JFJ and that led to abusive practices and policies and broken families and ruined lives cannot be compared to the unlikely possibility of some employee at JFJ having to find work in another company. I just don't think there is a comparison at all.

But getting back to the question of Jews for Jesus being an abusive organization. I think that individual evil and organizational culture are two separate but related issues. To affirm one is not to deny the other. Both can (and do) exist. Yes, it is true that an abusive organization cannot exist without individual evil. And yes, it is true that some of the abused in JFJ eventually became the abusers. And yes, it is true that we all have the capability for doing evil acts. But to acknowledge the abusive nature of the Jews for Jesus organization is not to deny individual responsibility. I don't think that any one of us would say that. It seems to me that an emphasis on individual responsibility to the exclusion of corporate liability is a bit of a straw man. After all, hasn't the U.S. legal system over and over again said that organizations that employ abusive individuals and allow them to continue working in that environment are culpable and liable for damages?

David Brickner says that Jews for Jesus as an organization cannot apologize for or be held accountable for the acts of individuals. Our legal system says otherwise.

Violent Acts

2005-01-25T21:31:00.000-08:00

Ruth Tucker wrote a book several years ago about Jews for Jesus. It was not an "expose" of JFJ; on the contrary, the book was commissioned by Jews for Jesus, and the final edit was done by JFJ staff. One would expect such a book to be a whitewash of the organization and its negative aspects, and for the most part, it is. It glosses over most of the problems that JFJ has had in the past and continues to have in the present. But it is surprisingly frank about how Moishe Rosen would occasionally lose his temper and become violent.

Here is a quote from the book, on pp. 33-34: "He [Moishe] certainly expected the staff to respect his authority as executive director. No one bowed down to him as a cult leader. But there are those -- some who have left and some who are still with the organization -- who say that he has the ability to intimidate and that he used it, more so in the past than today. Through the years, they recall, his displeasure sometimes cut the air like a razor-sharp knife. If he felt people were not listening, he would yell. He would glower. And there was a time or two when, in a very deliberate display of disapproval, he threw something across the room. Though he never aimed at or intended to hurt anyone, these were nonetheless intimidating experiences. This is not top-secret information, disclosed behind closed doors. According to Moishe, he intended such scenes to provide shock value to drive home hispoint. (Perhaps, but sometimes those on the receiving end were too shocked to appreciate the value)."

The following links describe similar kinds of "violent acts" perpetrated by Moishe Rosen:

http://www.exjewsforjesus.org/j4jquestions/phone.html

http://www.exjewsforjesus.org/stories/baruch2.html#control

Why I Post On Ex-Jews For Jesus

2005-01-24T05:22:00.000-08:00

Some of our detractors like to say we are just embittered complainers or people who "can't get past it". This presents the opportunity to explain why I post to this public forum.

I am an Evangelical Christian and support missions groups that proclaim the Gospel of Jesus.

During my time at Jews for Jesus, I personally witnessed behaviors and actions that a person considering working for or being involved with them should know about.

It has been said that Jews for Jesus is a "high demand" ministry. People coming into that environment know this and voluntarily sacrifice personal freedom to do so.

However, this situation, in the hands of sinful Man lends itself to all sorts of abuse.

I have seen a person publicly humiliated by Moishe Rosen at an Ingathering for not adequately preparing for the next year's event.

I watched Moishe Rosen walk down the halls of headquarters stopping at every office and berating everyone in that office for some minor offense (interoffice envelopes stacked too high, for example).

I have heard Moishe Rosen say that a person could essentially be ruined by being "over-affirmed".

I worked with missionaries who paid to be at an Passover banquet but had to sacrificing their meal and work at the event.

I have seen the Publications Director humiliated because the pictures turned out too dark.

This is only a fraction of what I witnessed first-hand. There are many people who've worked longer and deeper into the ministry than I ever had. Their stories are often disturbing and make one wonder if this is, in fact, a CHRISTIAN ministry.

Does it continue? In the last year, two more people that I know of joined the Ex-Jews for Jesus list claiming that it was.

Does Jews For Jesus play dirty? Moishe Rosen was pleased to have a person on the CONFIDENTIAL Ex-Jews for Jesus list who would regularly forward postings.

These posting were used to get a list member in trouble with their current employer.

So, to anyone considering serving for 18 months on the Liberated Wailing Wall or moving to San Francisco to work at their headquarters, I would warn you that, in my opinion, the culture is one where you'll find that the Joy of serving the Lord is reduced to "Suffering for the sake of the Gospel". You may learn that suffering comes at the hands of fellow believers more than it does from the world.

And the shame of it is that it doesn't need to be that way. It is an ingrained culture that sees no reason to change.

Take responsibility!

2005-01-22T21:59:00.000-08:00

David Broder wrote a column in the Washington Post a couple of years ago, which begins thusly:

"Even in this democratic age, some organizations have clung to the hierarchical principle -- and been admired for it....."

"But organizations with clear chains of command risk their reputations when those in charge refuse to accept responsibility for things that go wrong...."

Broder's column is about the Roman Catholic Church, and about how the top level bishops refuse to take responsibility for the actions of those below them. But when I read this today I was reminded of Jews for Jesus. David Brickner, in the JFJ newsletter and in personal correspondence to some ex-staff who have written him complaining of abuses in the organization, has refused to accept blame or responsibility for anything that anyone under him has done. His constant message: "Take up your complaint with the person who offended you. I didn't personally hurt you, so I can't do anything about it."

On one level this is correct. Both the Bible and modern psychology extol the merits of going to the person who offended us instead of "triangling in" others.

But it is, in my opinion, an abdication of responsibility for the "top man" in any organization to say that nothing that was done on his watch is his responsibility if he had nothing personally to do with it.

It is refreshing to see someone like Harry Truman say "The buck stops here." It is refreshing to hear about heads of organizations who take personal responsibility for the actions of those they were in charge of, those who were in their employ or under their supervision.

It would be a big step in the right direction if David Brickner were to say, publicly or privately, that Jews for Jesus unconditionally rejects the abuse of employees and takes responsibility for any abuse that ever occurred in the organization. It would be heartwarming if David Brickner were to try to contact past employees that were shunned or otherwise treated unfairly, whether by individual supervisors or (in the case of shunning) by the entire organization, and if he were to say, "Please forgive us for these wrong actions. What can we do to make it up to you?"

But if David Brickner is continuing to run JFJ in the same way that Moishe Rosen did, then his denial of past abuse and his refusal to take responsibility for the current actions of his branch leaders or team leaders would make perfect sense.

Changing One's Name

2005-01-18T14:45:00.000-08:00

Back in the 1970s and early 1980s, Jews for Jesus had a policy that when a new staff member came on board, he or she had to change his or her name if someone else already had that same first name. So Barry became Baruch (or Binyomin), Susan became Shoshanna, Alan became Avi, etc. The rationale for this was that it would be too confusing if two or more people had the same first name, especially in the "heat of the moment" if there was danger on the streets while handing out pamphlets. But I always thought that forcing a person to change their name was an unwelcome intrusion in people's personal lives. At some point JFJ stopped doing this, but the legacy lives on.

The CEO of the corporation that publishes Encyclopedia Britannica is an Israeli named Ilan Yeshua. It is a good thing that this person never worked for Jews for Jesus. They would have made him change his name to Ilan Y'shua. (see my next post on the Yeshua versus Y'shua debate).

Jewish evangelism and Jews for Jesus

2005-01-18T13:59:00.000-08:00

Some people have said that the cause of Jewish evangelism will be damaged if the Christian community learns about the abuse that took place in Jews for Jesus. But I say, Never should we allow individuals to be abused for the sake of any kind of so-called "ministry"! Itwas and continues to be a red herring to say that we can't "air the dirty laundry" because it ruins the good name of Jewish evangelism (or Messianic Judaism, or whatever the phrase du jour is). In fact, I believe that this argument may have been used by Jews for Jesus in the past to protect itself from exposure. The fact is, sometimes you must "air the dirty laundry" if you are to figure out what needs to be cleaned in hot water, what needs to be cleaned in cold water, and what needs to be discarded. In the end, truth must win out over lies, deceit, and denial.

The stories that I have heard make me sick to my stomach. I can't support an organization that condones horrific behavior such as all of us have either heard about or experienced. I can't support an organization that would cover up this behavior or try to buy the silence of those whose job it is to uproot it. I can't support an organization that would chew up and spit out individuals (especially brand new believers, who are in many ways the most vulnerable) for the sake of individual power and public image. What I can support is the efforts of those who would document these abuses and expose evil to protect future generations of unwary missionaries.

It is true that if the corruption of Jews for Jesus is exposed, some current missionaries might lose their jobs due to lost revenues due to negative publicity. I don't wish unemployment on anyone, but I would suggest that maybe it is better to lose a job than to continue in one where you mustconstantly compromise your integrity, where you are abused by your supervisors, and where you ultimately become abusive yourself. It is true that if the evils of JFJ are exposed, some missionaries might get "the JFJ story"thrown in their faces when they try to witness of their faith to others. I would rather this happen than to see any more people get damaged (emotionally,spiritually, psychologically) by the Jews for Jesus industrial complex.

A Dream

2005-01-18T13:50:00.000-08:00

I wanted to relate a dream that I had a few years ago. I dreamed that Moishe Rosen was pursuing me. I had done something wrong in his eyes, and he wanted to confront me and punish me. By the end of the dream, I realized that he wanted to actually kill me. In my dream, Moishe was as we all know him or remember him, a big, tall, bear of a man, but there was a difference in the dream, in that he could run very, very fast. I discovered this when I tried to outrun him, and was only marginally successful. I was hiding out in a suburban neighborhood, but he found out where I was and tracked me down. Time after time I managed to elude him, but he was always on my track. I could not escape this man, who was voraciously seeking to destroy me. I finally awoke from the nightmare, never having been caught but also never having completely escaped. It was a very frightening dream.

I don't know exactly what it means, but I think that it probably relates to my fear of Moishe and the power he still wields. It is ironic, because today Moishe Rosen is a sickly old man, but for me (and for many others), the bear is still on the loose.

Core Values

2005-01-18T13:12:00.000-08:00

I am a great believer in "core values" and mission statements for organizations. I think they reduce the essence of the organization down to a few key principles and allow staff to focus on applying those principles in everyday work. There is an excellent book called "Managing by Values" that describes how an organization can use core values to encourage and empower its employees.

You can read about the Core Values of Jews for Jesus at http://www.forjewsforjesus.org/about/core_values.html

The JFJ core values are, in my mind, very revealing, in that they do not include any reference (so far as I can see) to respect for individuals, the dignity of human beings, or the importance of families. Given that these values are left out of the JFJ mission statement, the fact that JFJ has had problems in the past with respecting individuals and honoring families doesn't seem inconsistent with their values. What is a little disturbing is that there apparently has been no change in the core values (which we all know were devised by Moishe Rosen) since the ascension of David Brickner several years ago. I have heard rumors that Brickner would be a "kinder, gentler" version of Rosen, but as long as the core values and mission statement remain the same, why should we expect anything different?

Nepotism

2005-01-18T13:06:00.000-08:00

I was listening (during my daily commute) to a tape by management guru Peter Drucker, and something struck me about his discussion of "family" businesses. Drucker posits that many family businesses, even large, successful ones, eventually go under because they continue to practice nepotism (hiring one's relatives regardless of ability) and cronyism (hiring one's friends regardless of ability). Drucker's basic rule of thumb is this: Never hire a relative or friend unless their abilities match or exceed those of other applicants. (Of course, we all know that many companies have explicit rules against nepotism, and this principle is also grounded in the law for most government agencies).

I bring this up because someone once told me that Moishe Rosen used to say on occasion, "I love nepotism." Without knowing the abilities of his relatives who work for the firm, I'm wondering if this was another example of corruption in JFJ? I certainly don't want any discussion that this might engender to turn into personal bashing of Rosen's relatives but I *am* interested in whether or not others perceived nepotism at the firm.

On one level, nepotism is tied to the money issue. If you hire your relatives and pay them well, you have more money in your own family. You can put your kids through college on the firm's bankroll, you can send them to Israel free of charge, you can buy them a house, and you don't have to worry about their financial well-being (since they will always have a job no matter what their competency level). Nepotism also ensures family loyalty, since exposure of family secrets would mean losing one's job. I'm not saying that all or any of these things happened in JFJ. But I would not be surprised if they did, because nepotism is tied up with money, and money is tied up with power, and we all know that Jews for Jesus was (and possibly still is) on a major power trip.

Salaries at Jews for Jesus

2005-01-18T09:42:00.000-08:00

A few years ago, a newspaper published the salary of the head of Campus Crusade for Christ. It was $65,000 per year. This made me think about how much Jews for Jesus missionaries are paid. No one outside the organization knows how much they make, except for the IRS. I wonder if it true that the salaries at J for J are way out of line for the kind of work they do? I'm especially thinking ofthe senior missionaries and the top brass.

A few years ago the director of United Way had to resign when it was learned that he was making $450,000 per year. Everyone was outraged that a non profit organization was using its money this way. But no one blinks twice when Benny Hinn or Jimmy Swaggert or any number of other ministry leaders takes in exhorbitant salaries. Would the little old ladies who are giving their dimes and quarters to J for J be upset if they learned that the executive director is making $300,000 per year? (this is my guess since I have no idea how much he makes).

A few years ago 60 Minutes came to investigate Jews for Jesus. Moishe Rosen made a big deal about the fact (?) that he opened up JFJ's books to 60 minutes, they looked them over, and then went away saying, "there's nothing here for us to report on." Were the JFJ accounts really that boring? My guess is that 60 Minutes is used to rather large salaries in the world of television, so even if Moishe was making $200,000 per year (again, my guess),that probably seemed like nothing to them. (Even though it seems like an awful lot to most of us).