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Mentoring Emerging Hispanic Leaders
by Samuel Bettencourt (M.Div. 1994)
It does not take much to realize profound change is rapidly occurring in
America. Specifically, I am referring to the growth in the Hispanic population
and its impact on communities throughout the US. Estimates show current
Hispanic population at well over 35 million, by the year 2010 the number will
grow to 44 million, and by 2050 Hispanics will grow to 96.5 million strong.
Meaning, one out of every four U.S. citizen will be of Hispanic descent.[i]
Grasping the reality of these numbers Hispanic leaders (all leaders) should
recognize the critical task at hand; the task of developing principled centered
leaders to lead this community in its progress. The focus of this article is to
explore Hispanic leadership development through the use of mentoring. The
purpose is threefold: 1) to assess the Hispanic community in recognizing the
real need for mentoring emerging leaders for its continued progress; 2) to
identify challenges in the Latin American/Hispanic culture that hinders the
successful mentoring and development of Hispanic leaders; and 3) to profile
successful models that contribute to the long-term development of Hispanic
leaders.
A study conducted for this article examined the use, methods, and
condition of the mentoring process in developing leaders asked the following
questions: Is there a need for mentoring emerging Hispanic leaders? What is
being done to mentor the next generation of Hispanic leaders? What are the
challenges in mentoring Hispanics? And, Are there any successful models
for mentoring Hispanics?[ii]
These questions presented to a number of Hispanic church leaders
revealed in general what has long been suspected, that at best mentoring
emerging Hispanic leaders was a hit and miss practice, and at worse it was
totally non-existent. For this reason it is imperative that the Church looks
ahead to the future and begins the task of mentoring its next generation of
Hispanic leaders.
Recognizing the Need
Aside from the training and education emerging leaders receive in
academia; few have been intentionally developed in a mentoring process of any
traditional model. The leaders we interviewed feared the possibility that
overall Hispanic leaders are not prepared to deal with the enormous task the
Census numbers represent. One leader stated, “Given the poor job we have done
in the past I fear we will drop the ball again.” Further discussion revealed
this statement comes from a denominational representative who sees the
challenge as a threat to the stability and control his denomination enjoys. The
reality is that a great number of independent evangelical movements in seeing
the growth of the community, are developing leaders, and are beginning to
establish churches in areas where denominational churches are either stagnant
or dieing out.[iii] And, as
the Hispanic community becomes Americanized it also become more Protestant,
this translates into a greater need for developing emerging leaders.[iv]
Current Hispanic leaders will do well to mentor with the attitude of teaching a
new generation for leadership. Chip Bell defines mentoring as “the act of
helping another learn.”[v]
Basic to everything a mentor seeks to accomplish for his protégé is to teach.
The style and success of the process all hang on this purpose of teaching a
protégé beyond his/her current development; this furthers the stability of the
whole community.
Identifying the Challenges
Pastors of various backgrounds expressed the longing to see new leaders
developed, yet when pressed in asking their contribution to the process many
embarrassingly admit they are doing little to nothing at all. Martin Garcia,
Director of Hispanic Alliance of Churches for Los Angeles explains why. He
states, “In the Hispanic Church we are struggling with two conflicting
paradigms, the paradigm of the American mindset versus the deeply ingrained
Latin American mindset.” In general, the American approach promotes planning by
establishing a process, selecting a successor, and having a smooth transition
into retirement. In contrast, the Hispanic mind is so deeply ingrain in Latin
American thinking that leaders struggle with issues of trust, change, and
succession.
Jose Gonzales, President of Semilla, an organization developing leaders
in Latin America, gave this insight. “In most Latin American countries
governments are so corrupted and mistrusted it creates an underlining
propensity to be wary of anyone and everyone in leadership, especially those
seeking it out.”[vi] Immigrant
church leaders are not immune to this philosophy—whether they knowingly
subscribe to it or not. As a result, they suspect an emerging leader as a
threat to their position and leadership. Instead of mentoring and nurturing a
protégé they alienate and push away a promising young leader. Most all of the
leaders interviewed had this very experience during their own time of growth.
Everyone struggles with change, however, a Latin American mentality
finds it harder to accept change. In Latin American countries where the few
rule the masses, those in power are not eager to change it. Power in
communities of submissive people is a strong addiction few would admit to
having. This, coupled with mistrust, gives a leader a firm reason for
developing only tightly trusted followers, rather than risk mentoring
individuals possibly seeking to subversively create their own following.
Succession is also a major problem. The Southern Pacific Latin District
of the Assemblies of God (SPLD) stated that 60% of their pastors and leaders
are over 60 years of age;[vii]
this in a community where the medium age is 22 years is unbelievable. In
talking with the newly elected District Superintendent, Dr. Sergio Navarette,
he states the problem is twofold, 1) pastors have no retirement so they preach
until they die, or because of ill health are unable to lead. The church is
their only means of income. 2) For lack of vision or education they have not
developed an exit plan or selected a successor. If they depart the church dies.
For many, the need to mentor emerging leaders is not an option under
consideration, nor is it fully understood, because most have not been mentor
themselves to give it any importance.
Successful Models
Although the Hispanic church is numerous, the sad reality is there are
not many mentoring models to look at. The following are just a few:
· For more than 10
years Rev. Cortez in Philadelphia has successfully mentored and developed
emerging Hispanic leaders for his community ministry. He indicates, “Most of
the key leaders have arisen naturally from within the church ranks. As a church
becomes involved in ministry, it recognizes potential leaders by their interest
and involvement.”[viii] He
strongly believes that you mentor when the need arises, when the protégé is
ready to listen and in need of teaching.
· In Carson, CA. there is Dr. Isaac Canales,
President of the Latin American Bible Institute and a pastor. He has mentored
many emerging Hispanic leaders, but for years it has mostly been by default. As
a pastor, his mentorship style is informal and personal. He believes his
primary focus is to call his protégé to a firm relationship to Christ. This
solidifies the inner being to yield to Christ; the true Mentor.
· Dr. Daniel Tigerino, an immigrant pastor from El
Salvador has developed a dynamic ministry in Downey, CA. His approach is one of
a father giving his children the opportunity to grow by trail and error. He
intentionally allows his protégés to take risk and make mistakes. His constant
assurance of support makes room for emerging leaders to grow.
In conclusion, participants of our research indicated that a sound
mentoring process would help contribute to the current need of developing
emerging leaders and also meet the future challenges facing the Hispanic
community’s need for leaders. The question still remaining is who will champion
the call for developing mentoring models, training current leaders, and
educating emerging leaders so the future of the US Hispanic church develops the
leadership it will need?
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