Organizational Culture of VBM

For context, here is an excerpt from "Bradley's" 8-page letter addressed to the PAC and future Board of Directors:

My involvement in the situation

For those who may not know, I have been with Vision Baptist Missions since the end of 2013 heading to North Africa. I officially became a full-time missions mobilizer in November 2019. In addition to my primary role as a missions mobilizer, Bro Gardner [previous president of VBM] and Jeff Bush [previous general director of VBM] asked me to help as Director of Deputation shortly after, as well as assist with Event Coordinating and Promotions. I was also asked by Jeff to help with colleges and schools.

Not too long after transitioning to become a full-time missions mobilizer, the acting president Bro Gardner had personally asked me to help him build the Baptist Center for World Evangelism [BCWE] and help find, train, and fund the different future heads of departments in areas such as Planned Giving, Fundraising, Event Coordinating, Promotions/Marketing, Media, Writing, PR/HR, etc. Throughout 2020/2021, I continued with my primary role as missions mobilizer and also assisted with coordinating multiple projects to mobilize more missionaries and help build the BCWE. During this time, I reported directly to Bro Gardner helping him implement the vision he had for the BCWE.

Since the beginning of 2021, I was listed as the Director of Deputation and Mobilization with the other regional Field Directors. I also was one of the nine directors on the Board of Directors (including Bro Gardner) which was established and listed under the Executive Summary in the VBM Policies and Procedures distributed to VBM missionaries at VBM orientation in April 2021 in preparation for the continuity and longevity of VBM in the inevitable event of Bro Gardner's absence. [see document attached “General Policies as of 4/3/21”]

Prior to our first Field Directors Orientation (March 30-April 1, 2021), I was one of the first people who had suggested the board of directors be created to insure VBM’s future organizational and operational success before it was officially discussed with and finalized with the Field Directors. I was a part of the Field Directors Orientation and helped in the decision-making process regarding updating VBM Policies and Procedures.

To the best of my recollection, during the Field Directors Orientation, I asked how the board of directors would operate regarding making future decisions and if everyone had one vote and whether it would be by unanimous or majority vote. It was clarified that in the event of Bro Gardner's absence the 8 of us were to operate by unanimous vote with every board member getting 1 vote. To the best of my knowledge, this is how we operated from August 3, 2021 until September 29, 2021. [see “Board of Directors Meeting Minutes 2021-8-12” and “Directors Meeting Minutes 2021-10-07”]

I was also in the Field Directors iMessage group and Slack workspace since the Spring of 2021. Since around the end of 2019/beginning of 2020, I had been added to the inner circle of Bro Gardner’s staff in an iMessage group called "King Makers" which had Bro Gardner, Jeff Bush, Trent Cornwell, Robert Canfield, and Jimmy Soncco.

The Board of Directors as described in the April 2021 edition of the VBM Policies and Procedures document that was given to all VBM missionaries became the “Special Committee” at the end of September 2021 and then turned into the “Executive Board of Directors” around the same time once Pastor Trent Cornwell, Robert Canfield, and myself were removed. (Trent and Robert had both previously expressed their desire to not remain on the board of directors.) It was not until later that the VBM General Policies document was properly and officially reflected in paperwork with the local state government.

Since the beginning of October 2021, I was removed from the Board of Directors/Special Committee and no longer in channels/groups with the Executive Board of Directors. I am no longer Director of Deputation, Director of Mobilization, Event Coordinator, etc. I am currently serving as a missions mobilizer helping to recruit more missions students for the Our Generation Training Center [OGTC] and more missionaries for VBM.

Here is the document below:

VBM’s Organizational Culture

After 6 months of seriously evaluating, considering, and analyzing our organization - I have identified, in my opinion, 7 items for the Pastoral Advisory Committee and the future Board of Directors’ consideration.

Since 2013 until present, on top of the many positive aspects of organizational culture, I have observed and become increasingly more aware of these unhealthy aspects and general tendencies that may lead to organizational failure or severely stunt its growth and development:

1. Unconditional loyalty versus unconditional love
2. Unclear distinction regarding VBM being a “family” as to how the organization should feel versus how it should function (How is it a “family”? Why are the Christian brothers/sisters who leave “the family” treated the way they are? How is VBM as an organization supposed to be and function like a “family”?)
3. Training men leaders vs training humble servant-leaders (both men and women)
4. Unhealthy view of women’s role, value, and potential
5. Silencing criticism - Unwilling to listen to people who disagree or who claim to observe negative things that need to be addressed, acknowledged, and changed. (e.g. shunning or making outcasts)
6. Ad hominem* arguments being used against people’s character to purposely invalidate legitimate claims, observations, and concerns regarding serious shortcomings.
7. Manipulative tactics

ad ho·mi·nem | ˌæd ˈhɑmənəm |

adjective

(of an argument or reaction) directed against a person rather than the position they are maintaining: vicious ad hominem attacks.