The huts had steps

Auschwitz is a place synonymous with evil and the worst of humanity. Rightly it is a focus of reminding us of the evils of antisemitism, as well as the Nazi persecution of Roma and Sinti people, political dissenters and LGBT+ folk. Dehumanisation of people in this camp of death was key to how the whole system worked. For most of the population of Germany during WW2, Auschwitz-Birkenau and other camps were out of sight, out of mind. What mattered under Nazi culture was the removal from society of people who didn’t fit within a narrow vision of who belonged in the 1000 Year Reich. Those who did not belong were cast as less than human, a pestilence to be eradicated. Industrial, systematic factories of death, such as Auschwitz-Birkenau were the result.

I am a Gen X Brit who grew up only a scant few decades after WW2, and Auschwitz and its horrors were certainly part of the tale of recent history which I grew up with. As a student of German O and A levels, it certainly came up through class discussions around some of the literature we studied, and the focus was very much on the Jewish holocaust. That aspect remains ingrained in me, alongside a strong instinct towards antisemitism, though I have become more aware of the wider picture of genocides and the many other ways humans dehumanize and oppress other humans in the years since.

The entrance to Auschwitz-Birkenau.
Photo credit: Nick Morgan, 3rd May 2026

So having just visited the site for the first time, one aspect struck me: the huts at Auschwitz-Birkenau had steps. This probably sounds insignificant amid many, more obvious, horrors there. But yes: those steps were what stayed with me, because nobody with a disability or even the slightest sniff of physical impairment even made it as far as those huts. 

As soon as anyone disabled got off the train, they were sent, not to the huts in the labour camp, but to the gas chambers and crematorium. Among the disabled arriving on the trains were veterans of the Great War, those who lost limbs or were left with life-changing injuries. Despite their service in the armed forces of their nation, they had no place in the vision of the new, Nazi nation. They were murdered alongside all the others who were ‘less than’.  In the museum there is a room full of prosthetic limbs, back supports, walking aids, trusses, adapted footwear and other assistive items stripped from disabled arrivals before their murder. It is a huge pile of items, and even this represents only a fraction of the horror: these items were merely what was found onsite at the end of the war.

The process of dehumanization was not extended to embrace disabled people: it was there right from the start of the Nazi project, way before Auschwitz was built, and indeed the denigration of disabled people is often one of the early indicators of a society going down a dark, evil and oppressive path. This was certainly the case with the Nazis. From the early 1930s, the regime frequently described disabled people as “useless eaters”, framing them as a drain on the taxes of non-disabled people in a time of economic strain. Depressingly similar attitudes and language is used in the UK these days around the issue of social security for disabled people, where further punitive restrictions and demeaning and exhausting processes are often announced by governments keen to reassure the able-bodied that their taxes are not being wasted on less economically-viable people. This is framed as preventing fraud, but the outcome is a culture in which all disabled people are made to feel they constantly have to justify themselves and prove they are deserving of even the slightest accommodation or adjustment which enables their participation in society.

The Nazis took this much further and much more quickly, but that is not to say it could not happen here. Having used a national poster campaign in the early 1930s to encourage people only to have children who were likely to be good, healthy stock (framing it as a patriotic duty to avoid having children if there were any hereditary conditions in either bloodline), the Nazis brought forward a ‘Law for the Prevention of Offspring with Hereditary Diseases’, which made the sterilisation of disabled people compulsory. This was met with depressingly little opposition when it was enacted in 1933 as the cultural dehumanisation had softened society up very effectively.  The evil of the Jewish holocaust at industrial levels only fully came into effect at Auschwitz-Birkenau around a decade later, but the evil mindset which made this genocide possible began with the attack on disabled people as the cheapest and easiest win.

Vigilance is needed in our own age about any attempts to diminish, marginalize and dehumanize any groups of people on any grounds, whether race, gender, religion, sexuality, appearance, ability, impairment, capability, intellectual beliefs or disability.  Disability is part of the diversity of human life and always has been. We need not look to paralympians or idealized, sentimentalized or heroic disabled individuals to justify the place of disabled people in our society. We are each of us capable of becoming disabled ourselves in an instant, as the result of an accident, or as our bodies unexpectedly turn on us with hidden conditions, or even just as a side effect of getting older. A core belief of Christians is that we are all made in the image of God, and that everyone is precious in God’s sight. Disability is not an aberration which excludes us from the Divine, or diminishes our worth or worthiness. When Jesus ascended into heaven, his resurrected body still bore the disabling wounds of the cross: his pierced hands, feet and side; the marks of the flogging and crown of thorns. It is not only the physically unwounded and unimpaired who are welcome to follow Christ into the perfection and glory of heaven.

Christians need to get ahead of this slippery slope by reframing our theology around disability (which needs a whole, separate blog post with links to disabled theologians!) and auditing not only our church buildings for accessibility, but the way we organise our services, events, communications and procedures. One of my churches undertook an accessibility audit and discovered (simply by asking people about things which made it harder for them to participate in services and the wider life of the church) how much we were unwittingly excluding people and preventing them flourishing. By addressing these barriers, we began to embed a theology of the equal value and vocation of everyone. But this was only a first step. We needed to change our mindset on inclusion, so that people with a lived experience of disability were around the table as leaders, not just as consultees, reflecting our equality as children of God and challenging our assumptions about calling and vocation.

We also need to amplify the voices of disabled theologians and actively listen to disabled Christians, trusting them to shape our understanding and inform our actions and activism in the fields of inclusion and disability rights.

The alternative to getting our collective acts together is an unequal vision of human worth, a blasphemy against the image of God within each of us. That easily becomes a vision which leads to our complicity in darkening political paths: roads and tracks which can end with the mundane yet evil reality of steps into huts.

Motivation: three aspects

What motivates me in my leadership role? This was asked of me recently, and as I reflected, it seemed to me that there are three different aspects to how I would frame things.

Character

At the core of leadership, some integrity of character is needed. People need to know where they are with you, and it is no use rolling out a vision or goals which are at odds with what people see expressed in you. So there is something about who I am which motivates me, drives me to live out and express a vision deriving from my own character and how my faith has grown. This kind of authenticity is important in leadership, so in one sense, being myself (and seeking to become a more Christlike version of myself as I grow in faith) underpins my motivation.

Vocation

A sense of vocation not only in myself, but my belief that everyone has a vocation is another key driver. Ultimately, all humans have a vocation to flourish (and the Christian faith has a lot to say about that!). But more specifically, all followers of Jesus have a vocation to become disciples of Christ, to love God and love their neighbour, to share the Good News of God’s Kingdom and to live and work to God’s praise and glory. This is something done in community, not a solo pursuit, and so helping people navigate their own calling as a Christian as part of the church community is a key part of the leadership role of a parish priest, or indeed anyone, lay or ordained in a ministry role. I am motivated by the joy of seeing someone come to faith, grow in faith, or discover new talents and passions for areas of ministry they might never have considered, but which a vision-led church community can enable.

Vision

There has to be vision in leadership, but if the vision is only that of one person who has not engaged in creative dialogue with the church community and the wider culture in which that community operates, as a key part of forming the vision, the chances are that this is a vanity project, not something led by the Holy Spirit. The Church is an expression of the ministry of the Spirit, something communal in which everyone has value, everyone matters, and where everyone is called to play their part. A leader is one part of that community, but cannot lead in a vacuum because we are all baptised in the one Spirit, and it is only by being attentive to how the Spirit is at work throughout the whole church community that a coherent, Spirit-inspired vision can emerge. Yes, it also must be rooted in Scripture, and consistent with the wider vision of the Church, but vision emerging from how God is already at work and equipping his Church is what a leader needs to discern. Then communicating that vision, inspiring everyone to engage with it and pray about what part they might play in it, embedding it into the whole life of the church community, and ensuring the leader is affirming how the vision plays out by remaining connected to how the vision grows is all part of ensuring, as leader, that the vision is kept in sight as everyone lives it out. The idea of playing my part in leading a church into that process is a huge motivator for me as a church leader.

  • Are the three aspects I chose the same as what you might choose?
  • What might you add that I have not included?

Keeping the long-term vision fresh

How do you keep your long-term plans refreshed? I ask this as someone keen to learn from others in leadership positions in different fields to my own (i.e. church ministry).

Identifying which voices to engage with is a key skill.

A key aspect of this for me is active listening to the people who are already involved and invested, or whom I have “talent spotted” as people with potential to be nurtured as key people. But when many of these folk are volunteers with busy lives and differing capacities of available time and energy, it can be hard to get a clear picture quickly without mainly engaging with the most available (or loudest) voices. The advent of AI has made this challenge harder as one can find oneself reading a massive screed from a stakeholder in a project which at first glance looks well-developed but has not had the hard graft of a human thinking things through before you are presented with it, so it soon proves inadequate as a starting point for taking things forward without you as leader having to unpick it all and do the actual mental work! Finding strategies to engage with less available but equally valuable voices is important, as is how to engage with the over-thinkers in a way which is neither exhausting to you, nor comes across as dismissive and evasive to them!

Getting external help is one tool. In my world, this means Diocesan advisors who have proven invaluable through convening workshops, providing resources, or making presentations to our deanery synod (the deanery being our more local network across a smaller region than a diocese). Another way has been by engaging with materials and processes from bodies such as CPAS or LiCC, or having books to guide us (e.g. Margaret Pritchard Houston’s “Beyond the Children’s Corner” when strategically reviewing our ministry with children).

Engagement and follow-up to external input is important.

Whilst these are great in providing impetus and focus, the real work comes through engagement and follow-up. I take the view that, with limited personal resources as a leader, it is more often a case of meeting energy with energy. By which I mean, when I see energy and engagement from someone, I come alongside, nurture it, encourage it and provide an overseeing eye, or co-lead. Yes, sometimes the initiating and major energy needs to be my own, especially when one is nurturing the growth in faith of someone who might not have put themselves forward as an initiator of a project, but in a setup as complex as a multi-church group spanning different communities, meeting a variety of social and cultural needs, and requiring engagement at several layers all at once, a leader who tries to do all the heavy lifting alone (even with a token bit of delegation) will soon do the spiritual equivalent of putting their back out and be ineffective. It is also a poor model of Church. Developing everyone’s vocation as a follower of Jesus is a key part of the core role of a vicar or church leader.

Many of my volunteers have a wealth of experience from their world of work, or other volunteering activities, and giving space for others to lead where their competence exceeds my own is part of the skill. Triaging shared leadership is a skill in itself, requiring by turns humility, discernment and occasionally having the strength and will to stop someone getting their own way simply because of their strength of character and determination to have their own way when this is not necessarily the direction the whole community needs at that particular time. And navigating that can be a hard call!

My annual retreat to Holy Island in Northumberland is crucial to my leadership.

In terms of keeping my own leadership fresh, my annual retreat to Holy Island is key. That period of stepping away and active reflection in a place of quiet contemplation with a companion to reflect with is absolutely invaluable. This means I return with renewed perspective, ready for conversations, for coming up with a process for revision, planning and longer term consultations with a fresh sense of personal vision as a leader.

There is so much more to say and unpack, but I wonder…

How do you navigate these aspects of strategic leadership in your industry or ministry?

And it’s a happy new year

Cast your mind back to the end of 2016. It had been quite a year: Brexit, the first Trump presidency was underway, the concept of living in a post-truth world was upon us, many well known people from the creative arts had died and there was a sense of living through a pivot point of some kind. On a personal level, I had been ordained priest in the summer, a new phase of ministry, so perhaps the sense of a new era was particularly resonant for me.

Since then, AI has added to the sense of truth being elusive. Certainly over the past 9 years we lived through a series of episodes which show my concerns at the end of 2016 about truth in public life were well founded. We had Mr Johnson in 10 Downing Street, a serial liar, bounder and chancer, whom many were seemingly happy to hold to a very low bar of accoubtability for his mistruths.  The rot of 2016 had borne bitter, fatal fruit.

We have seen our national broadcaster editing footage of Mr Trump in a misleading way (when they could have perhaps made the same editorial point in other valid ways without playing fast and loose with the video editing). This also undermines trust in the truth of what people can learn via mainstream media now, let alone the wild west attitude to truth when it comes to unregaulated online sources.

And we now have AI which is in danger of ruining our ability to think, research and share truthful data online whilst promising a future where the wonder of human creativity can be done away with. I hold out a hope in the latter case that this will lead to a backlash revival in live music and other art forms, and maybe take creativity and the way it works economically offline and back to a more human and social level again, but we’ll see.

Perfect love casts out all fear. That was the punchline of my 2016 musical musing. This was not a bad song, but was not well performed due to ill health. The song tried to set out some of my hopes for 2017, and I wrote this on one of my social media posts where I shared it:

“As we head towards the last weekend of the year, I continue to hope and pray that love not fear grows, that truth trumps the normalization of political lying, that people of love find their voices and encourage one another, and that we cling to hope, come what may.”

So as 2025 ends and 2026 begins, the sentiment still resonates. Have a listen.

A Parochial Benediction

Thank you Lord for the parish ministry you have called me to; for the souls whose cure is my duty, calling and life.

Bless those whose encouragement blesses me, who recognise my weaknesses and limitations and without putting me on a pedestal, see my frailties and gently bear me up.

Bless those who work beside me, who share the yoke of ministry; who assure me that this work is that of the body of Christ, not just my weak, all-too-human self.

Bless those who stay too long or too often, who are self-obsessed, who have little in the way of self-awareness, or who seek to monopolise my time: for their reminder to me that my time is no more valuable than theirs in your sight.

Bless those whose bitterness, hatred or self-righteousness lead them to attack me (or you); may Jesus walk beside me as I walk beside them, and help me be as wise and gracious as him.

Bless those who mourn, for the privilege of becoming part of their story as I help them say their farewells at a funeral or burial; I am but dust and ashes, yet as precious in your sight as they and those they grieve.

Bless those who steal from the foodbank collection, for the story which lies behind this affront to the charity of others; yet give me wisdom to marry love with justice in my response.

Bless those who see through me when I am out of my depth and are kind. Lovingly kick me up the backside, Lord, to get on with it and trust in you. In your strength, not my own, help me swim with good grace.

Bless those for whom I am a seeming irrelevance, who could not care less who their vicar is. Remind me that a vicar is one who acts ‘on behalf of’ – vicariously. May I ever be mindful that I act and am visible in my community on behalf of Jesus, my Saviour and the healer of the souls committed to my cure, and of my soul also.

Amen.

What kind of leadership?

A vicar stands in an alleyway

I’ve been musing on some of the ‘leadership modes’ we inhabit as clergy. I have never bought into the idea that a vicar should have just one, easily-definable ‘leadership style’, nor that we must inhabit a single style based on our alleged ‘personality type’. So the following is by no means exhaustive, and these are not binary choices, more an aid in reflecting on the most apposite mode to adopt in given situations. And at best, these are mere self-check questions, not a system for how to lead! I think we are naturally drawn to one or other of these modes of leading, but a healthy leader should have some kind of self-awareness and be reflective, learning from how one reacts instinctively to enable us to adopt the most apposite response, even if it wouldn’t be what came naturally. This is, of necessity in a short online post, over-simplified, but I hope it gets people pondering.

Perspective: How am I seeing the presenting situation? This can be broad or narrow. Does the situation require vision for the future or pragmatism right now? Which is the more important focus? And how is this to be communicated? Pitfalls: visionary = fantasist; pragmatist = overthinker

Perception: How am I responding to what is going on? Is a focus on depth or clarity paramount? When I lead others, do I need to show mainly confidence or sensitivity so as to take people with me pastorally?
Pitfalls: confidence = self-promoting/pride; sensitivity = self-indulgent/overthinking

Pastoral: Do people most need a shepherd, teacher, prophet, confessor, travelling companion, ‘parent’, or some other archetype of pastoral leader right now? These archetypes overlap significantly or course. Key questions: what aspect of Jesus might people see in me through how I lead on this? How am I helping people discover their vocation as disciples? Do I need to make myself inhabit a role here, or is the mode one I find natural? Pitfalls: being inauthentic by trying to fit a Biblical archetype too narrowly.

Inner / outer focus: Is a more introverted pondering needed, or a more extroverted bit of action needed right now? Kick any sense of your MBTI type ruling your approach into the long grass right now! You need to be able to operate in either modes at different times. If you know you are more prone to introversion / extroversion, just factor that into the mix but never use this as an excuse not to embrace the ‘other’ mode as you will be a poorer leader for it. Pitfalls: introversion = too much ponder/being or seeming withdrawn; extroversion = too little ponder/overbearing

Voice: Do people need to hear words of challenge or comfort? Is my presence paramount, or my words? Do I need to reveal more of myself, or rein that in to give them more space to occupy in the conversation? Is silence (or fewer words) the mode needed? Do they need me first and foremost as Nick or as a priest (less of me: a sacramental presence)?

Prioritizing outcomes: Do I need to focus on relationships, the process and connections (the journey there) or the outcome, a sense of the job being done / completed and off the To Do list? You have to be aware of both, but setting a priority, especially at the outset is helpful, but it is also worth going into every meeting, or new stage of things with this in mind. Pitfalls: journey = lose focus on the outcomes; completion = no pastoral focus.

Choose a framework / mindset: related to the above, do I need to be organised and methodical for this, or is a more flexible, improvised approach going to be the best for the people involved / the task / project? Pitfalls: organised = too rigid, less room for individuals to thrive and grow; too improvised = chaotic.

And finally, Reflections on the way, or on completion:

Where were the opportunities for rejoicing, worship, prayer, sense of God’s presence with us?
What glimpses and insights into people’s journeys of faith did I gain?
What have I learned about myself as a child of God?

Healthy growth?

When we talk about church growth, our first thoughts are often about growth in numbers, in amount of activity, in hours of engagement, and alongside this what we might term growth in discipleship, in depth of understanding, Biblical literacy, and developing habits and behaviours which are in keeping with what we aspire to be as Christians. All those things are good in themselves, but they don’t tell the whole story. Alongside growing, we need to be mindful of our health. As teenagers grow physically, having healthy patterns of life, getting a good, balanced diet, and developing a positive but not narcissistic self-image are of importance in their growth into adulthood. Healthy people grow well, and for someone like me who is in his 50s, the habits I build now and my approach to my health and fitness now is something that 80 year old me may well thank me for in the 2050s! The same principle applies when we consider church growth. Healthy growth is the key, not just growth in numbers and activities. After all, in the human body, growth without health can lead to problems. In my case, I had non-cancerous bone growths in my spine which started to cause me problems in recent years. Growth was not a good thing in that instance, and unchecked could have left me in constant pain, physically weak, and my limbs impaired. The surgeries I received, and the rehab and physiotherapy afterwards put the impact of this unhealthy growth behind me.

Church growth vs Church health

A healthy church should grow. But the health we need to develop in church communities goes beyond talk of numbers, or how many groups we run, how many activities we see. We need to ask questions about the health of our church communities which address relationships, culture and ethos, as well as emotional and spiritual health.

Can we disagree in a loving way? Can we resolve our conflicts in a way which others would look at and say “See how they love one another”?

Is our culture of Safeguarding so deeply embedded that we are a genuinely safe and loving environment where everyone can safely grow and thrive in their faith, and find their place in God’s family?

Is our church culture complacent? Do we challenge ourselves and ask whether we are as welcoming and inclusive as we think we are? Are we open to change, and do we do what we do for God’s glory or to pat ourselves on the back and feel comfortable in our own holiness and self-righteousness?

Are people who are emotionally vulnerable, intellectually challenged, suffering from dementia or living in the aftermath of trauma being properly cared for, nurtured and protected? Are they being affirmed and empowered as well as ministered to? Is our church a place of healing for them where they can gain strength from the love and support they receive, and discover their own vocation as God’s children?

Are people in our church community truly rooted in Christ, being nurtured as his disciples and able to see their church activities and attendance in terms of their “theosis” – i.e. their transformation into the likeness of Christ?

Are our clergy and lay ministers in risk of burnout? An experienced vicar once said to me, a couple of years after my ordination, “Nick, when you talk about your ministry, I hear a lot about how you are pouring yourself out, but not a lot about how you’re turning the taps on to fill the bath back up. Make sure your bath doesn’t run dry.” We need to make sure, as ministers that don’t simply distract ourselves with rubber ducks, but turn on the taps. By this I mean, not just finding hinterland hobbies and occasional distractions from the pressures of ministry, but ensure we have space for genuine refreshment and spiritual nourishment. And if you are a vicar, it is your churchwardens’ duty to make you do this too: your health and wellbeing is part of their remit, so have regular conversations with them about this. Battling alone is not healthy in itself, and vocation and calling is never a wholly solo pursuit. Part of being a healthy church is taking shared responsibility for each others’ wellbeing, and in the case of clergy and other church leaders, an example has to be set from the leadership, and the leadership supported in this.

There are pressures, often of our own making, in ministry: pressure to perform, deliver, produce new things, develop everyone else’s vocations, keep the show on the road, dealing with everyone else’s crises and challenges without considering the cost and weight of all this. Time off, Sabbath time, spiritual refreshment, theological study and refreshing of our passion for Jesus, prayerfulness, retreats, and all the rest are important in terms of self care and spiritual nurturing, but these also should not be yet another pressure we put ourselves under – more things on the To Do List. Clergy and their families can implode under this pressure, and clergy can also pass this pressure on to congregations through their own expectations and demands, or poor delegation and failure to step back and question what is truly important, what is truly the work God is calling our church community to undertake. So part of the health of a church is stepping back from time to time to review the whole ministry of the church community and whether some things have run their course, or cannot realistically continue to be staffed in a way which is healthy for the volunteers and staff involved.

Growth tends to happen gently – though occasionally things take off unexpectedly and quickly. And this is because God nurtures as he calls. When we look at how God calls people in the Bible, there is often a sense of a gentle calling first, which grows. Samuel was quietly helping Eli in small ways as a servant before God called him in the night. And when he hears God’s voice, it is not to call him immediately to be a priest or prophet, but to warn his master Eli that he and his sons are going to be punished for their errant leadership. The calling is firm but nurturing, step by step. This is why, generally speaking, new believers do not immediately step up into leadership or teaching roles in churches, and vocations unfold more gently.

Growing churches is important, but healthy growth is what is needed, growth which nurtures and affirms, and which challenges all members of the church to grow in a way which is healthy, which makes us a visibly safe and more loving community, and which makes us more and more like Jesus.