By Jerrie Barber
Elders have many responsibilities: teaching, shepherding, overseeing, refuting false doctrine, guarding the flock, and always setting a proper example of faith.
However, elders are also men who have the need to be taught. Each elder needs someone to be concerned about his spiritual health. It is encouraging to have someone to rejoice with the victories. There can be feelings of inadequacy. Most elders, at some time, deal with emotional and spiritual pains such as grief, discouragement, depression, hopelessness, despair, frustration, exhaustion, and criticism.
In workshops, I often ask elders, “Who are your shepherds?” The usual answer, “We are the elders of this congregation.”
My reply, “I understand that members bring their problems and hurts to you. But, as a shepherd of this congregation, where do you go to share your concerns, hurts, and problems?” The way the Lord intended it to work is found in Acts 20:28 when Paul says, “Therefore take heed to yourselves and to all the flock, among which the Holy Spirit has made you overseers, to shepherd the church of God which He purchased with His own blood.” Notice he said to the elders: “Take heed to yourselves” before he told them to take heed to the flock.
I believe that when shepherds shepherd 
shepherds, shepherds will better shepherd the sheep. 
However, if shepherds don’t shepherd
shepherds, they probably won’t shepherd the
 sheep. The way I have seen this
done effectively is when shepherding themselves is an item on the
agenda and addressed on a regular basis (once a month in the congregation where I saw it practiced for years). There was a time in each leadership (elders, ministers) meeting that was called “Leadership Relationships.” The meeting leader would start around the room with each person telling how it had really been at his house the previous month. We told the good, the bad, and the ugly. It is my observation that all this will come out in every meeting. We can talk it out or we will act it out. When things are going well, I am usually lighthearted, cooperative, open, and receptive to suggestions for growth and improvement. When I have had a difficult time with financial, physical, or family problems, I am reserved, distracted, and more easily upset.
I found it helpful in that congregation to know that before the night was over, each man on the leadership team would share his victories and/or concerns. We would discuss each person’s situation and pray for each other. In this context of brothers who know and love each other, it is easier to practice Galatians 6:2, “Bear one another’s burdens, and so fulfill the law of Christ.” As we show love and concern for each other, we are improving our ability to care for others in and out of the congregation.
If the leaders of the congregation don’t know, love, and trust each other to do that with fellow leaders, why would we think that other members and non-members would come to us with help with their hurts? I highly recommend that leaders practice Galatians 6:2 intentionally. When shepherds shepherd shepherds, shepherds will better shepherd the sheep. However, if shepherds don’t shepherd shepherds, they probably won’t shepherd the sheep.
The wolf-watching commanded by Paul was to begin within the eldership. “For I know this, that after my departure savage wolves will come in among you, not sparing the flock. Also from among yourselves men will rise up, speaking perverse things, to draw away the disciples after themselves” (Acts 20:29, 30). It is my observation that many problems in the church are reflections of problems in the leadership. When the leadership corrects problems in the leadership, they are making their leadership work easier. The followers will track their example.
The elders need to oversee—not overwork. One of the most commons topics to address during a leadership workshop is elders doing the work of deacons. I think this happens for two reasons: 1) Elders are frequently deacons before they become elders. They are probably doing a good job as a deacon. Even though the ministry may be assigned to another deacon after the original deacon becomes an elder, it will be easy for the elder to continue to dominate that ministry or micromanage the new deacon in the ministry. 2) Elders often have little or no training in dealing with people and their problems and opportunities for growth. Working with people and their problems is difficult, scary, and intimidating. There may be a conscious or unconscious reluctance to get involved with these challenging and painful issues. Therefore, if an elder wears himself out and consumes his time doing the work of a deacon, he can salve his conscience because he is doing the Lord’s work. However, he is not doing the Lord’s work for which he has been appointed—being a shepherd of the sheep.
When the Hellenists Christians complained about their widows being ignored, the apostles said they would not feed the neglected women. They said, “It is not reason” (KJV), “It is not desirable” (NKJV, NASV), “It is not fit” (ASV), “It is not right” (RSV),  “It is wrong” (The Simple English Bible) to leave the Word of God and serve tables (Acts 6:2). When good elders understand that it is not right (it is wrong) for them to continue to do the work of a deacon and neglect the work God has appointed them to do as elders, they get the training they need and ask God for the wisdom and strength they need to do the work of shepherding and overseeing they have been charged to do.
One of the biggest mistakes that good leaders make is over-functioning—doing more than they should do. When I do that as a leader, I keep the one who should be doing that ministry from being fulfilled and growing. I may increase my frustration. I neglect what I need to be doing.
How can that be improved? I suggest that when a deacon is appointed as an elder, a three-month period of transition be planned for the former deacon (now elder) to transfer his deacon work to someone else and he be fully engaged in the orientation and execution of his new work as a shepherd. It is easy to secure an agreement, but it can be difficult to complete. It can be hard to oversee and not overwork when you see the importance of the task, when you believe you can do it better than others, and when it is an area where you have a particular interest. The eldership is responsible to see that each shepherd is functioning in his task assigned to him by the Holy Spirit when appointed to that work. When one or more elders continue to function as deacons, it is because the entire eldership likes it that way better than what it would take to change it. If elders fail to function as directed by the job description in the Bible, we should not be surprised that other members will not be working and growing in their gifted roles.
What principles can be helpful in encouraging this focus on the true roles of elders?

  • Stay with the Word (Acts 20:32). What does the Bible say? What did God say we should be and be doing?
  • Remember Jesus’ words, “It is more blessed to give than to receive” (Acts 20:35).
  • Stay connected with the leadership team through prayer (Acts 20:36), freely expressing emotions as well as facts (Acts 20:37), and walking with fellow leaders through life’s changes (Acts 20:38).

This is one of the most powerful leadership principles I have studied and seen put into practice: When overseers oversee overseers, overseers will better oversee the church; but when overseers don’t oversee overseers, overseers probably will not oversee the congregation.
If you are an elder, as you would that members should treat elders, treat your fellow elders the same.