The Twelve (Mark 3:13-19)
In addition to the accounts of the calling of specific disciples, there is also the account of the appointing of the apostles. There is an important point to be noted in Mark 3:13-14, namely, that the Twelve constitute a special group within the broader community of disciples. The uniqueness of their apostolic office is important. They are called to a distinctive form of service, one that may depart significantly from the experience most of us will have. If we are to draw lessons from the experience and roles of the disciples, then it must be through recognition of how their actions and convictions relate to the kingdom, not merely the fact that they left their jobs to follow Jesus.
The qualifications listed for Simon, James, John, and Judas in Mark 3:16-19 are relevant here. Simon’s name is, of course, supplemented with the new name given to him by Jesus, “Peter,” which closely resembles the Greek word for “rock” (petros). One cannot help but wonder if there is both a certain irony and a certain promise in the name. Simon, as fickle and unstable as he will prove to be, is named The Rock, and one day he will live up to that name. Like him, our service to God in our workplaces, just as elsewhere in our lives, will not be a matter of instantaneous perfection, but rather one of failure and growth. This is a helpful thought at times when we feel we have failed and brought the kingdom into disrepute in the process.
Just as Simon is given a new name, so too are the sons of Zebedee, referred to as the “Sons of Thunder” (Mark 3:17). It is a quirky nickname, and seems humorous, but it also quite likely picks up on the character or personality of these two men. It is an interesting point that personality and personality types are not effaced by inclusion in the kingdom. This cuts both ways. On one hand, our personalities continue to be part of our identity in the kingdom, and our embodiment of the kingdom in our place of work continues to be mediated through that personality. The temptation to find our identity in some stereotype, even a Christian one, is challenged by this. Yet, at the same time, our personalities may be marked by elements that themselves ought to be challenged by the gospel. There is a hint of this in the title given to Zebedee’s sons, since it suggests a short temper or a tendency toward conflict and, even though the name is given with fondness, it may not be a nickname to be proud of.
The issue of personality makes a significant contribution to our understanding of applying the Christian faith to our work. Most of us would probably say that our experiences of work, both good and bad, have been greatly affected by the personalities of those around us. Often the very character qualities that make someone an inspiring and energizing colleague can make that person a difficult one. A motivated and excited worker might be easily distracted by new projects, or might be prone to quickly formed (and quickly expressed) opinions. Our own personality plays a huge role too. We may find others easy to work with or difficult, based as much on our personalities as theirs. Likewise, others may find us easy or difficult to work with.
But it is more than a matter of getting along with others easily. Our distinctive personalities shape our abilities to contribute to our organization’s work — and through it to the work of God’s kingdom —for better or worse. Personality gives us both strengths and weaknesses. To a certain degree, following Christ means allowing him to curb the excesses of our personality, as when he rebuked the Sons of Thunder for their misguided ambition to sit at his right and left hands (Mark 10:35-45). At the same time, Christians often err by setting up particular personality traits as a universal model. Some Christian communities have privileged traits such as extraversion, mildness, reticence to use power, or — more darkly — abusiveness, intolerance, and gullibility. Some Christians find that the traits that make them good at their jobs — decisiveness, skepticism about dogma, or ambition, for example — make them feel guilty or marginalized in church. Trying to be something we are not, in the sense of trying to fit a stereotype of what a Christian in the workplace ought to be like, can be highly problematic and can leave others feeling that we are inauthentic. We may be called to imitate Christ (Philippians 2:5) and our leaders (Hebrews 13:7), but this is a matter of emulating virtue, not personality. Jesus, in any case, chose people with a variety of personalities as his friends and workers. Many tools are available to help individuals and organizations make better use of the variety of personality characteristics with respect to decision making, career choice, group performance, conflict resolution, leadership, relationships at work, and other factors.
While on one level this needs to be related to a theology of wealth or property, on another level it needs to be related to the point at which the theologies of church and work meet. It is always tempting, and in fact can seem like an obligation, to maintain a network of Christians within the working environment and to seek to support one another. While laudable, there needs to be a certain reality injected into this. Some of those who present themselves as followers of Jesus may, in fact, have misplaced hearts, and this may affect the opinions they advocate. At such times, our responsibility as Christians is to be prepared to challenge one another in love, to hold one another to account as to whether we are truly operating according to the standards of the kingdom.
Robert. A. Guelich, Mark 1-8:26 (Dallas: Word, 1989), 162.