Several years ago, my experiences as an owner of a medium-sized for-profit business led me to explore the concept of “moral companionship” as a model for how we Anabaptists can relate to the world around us. My four years at Goshen College provided much of the foundation for this model of how my Anabaptist values could influence my interaction with my community. The idea of being a moral companion has become an organizing thought for me. It helps me understand the role I can play given the reality that my values are often at odds with society’s prevailing view.
A companion is somebody who accompanies another person. Moral companionship, however, suggests the dimension of a mentoring companion who assists others. The Greeks were the first to suggest that a companion might enhance another’s self-knowledge, encouraging that other to use the acquired virtues for the betterment of their community. A moral companion’s interaction is to help bring about in the participant metanoia, or a “transformation of mind,” that regenerates the person and ultimately his or her community.
Paul played this companion role as he interacted with early Christian communities. Consider the church at Colassae. They knew that their actions, embodied in their faith together in community, challenged all that Roman society held dear. Proclaiming Jesus as the true image of God (Col. 1:15), Paul later calls on the Colossian to bear the image of Jesus in shaping an alternative to the empire. He urges them to teach “everyone in all wisdom, so that we may present everyone mature in Christ” (Col. 1:28). And later: “I want their hearts to be encouraged and united in love, so that they may have all the riches of assured understanding and have the knowledge of God’s mystery, that is, Christ himself, in whom are hidden all the treasures of wisdom and knowledge” (Col. 2:22). This is strikingly similar to the Greek idea of metanoia.
So how might we go about being moral companions in our daily lives? How might we work at creating this shift of mind in our communities? Here are two stories from my experience.
Several days after the 9/11 tragedy my business-partner brother and I discovered flags flying at several of our properties and our marquees proclaimed “God bless America.” We respect the flag as a symbol of democracy, freedom, common identity, and a constitution and government under the rule of law. But, in keeping with our Anabaptist convictions of peace and reconciliation, we have never flown the flag. For us, the flag also symbolizes preparation for military action and the resulting death and destruction.
My immediate thought was that the flags must come down. Without consulting our management team, we drafted a memo to our employees outlining our reason for removing the flags. The response to this note was swift. Copies made their way around the community. The memo was posted on websites and emailed to people in multiple states. Regular customers announced they would boycott our businesses. Long-time employees did not want to talk to me and suggested that they might not be able to work for us anymore. Phone calls arrived from around the state and region that included threats to me personally and our company. A stroke of our pen had managed to offend many, seemingly to the core of their being. Overnight we became a lightning rod for a community racked with fear.
We were stunned. Fortunately, we realized that we needed to listen, to understand how lifelong friends could suddenly not want to talk with us. I arranged to meet with various groups of employees. For twelve hours I listened. Nothing could have prepared me for the depth, intensity, and passion that we had invoked.
At the end of the day, John and I got together with our PR firm to draft a response to our employees. Our question was “How can we maintain the integrity of our convictions without destroying the company and culture that we have worked so hard to build?” With me just having completed my Ph.D. dissertation on self-direction in the workplace, our PR consultant responded by calling me a hypocrite: “You talk of empowerment and participation, but you just made a decision without input from anyone. Why don’t you empower your employees to come up with an appropriate response that takes into account your convictions but also their interest?”
It was an epiphany. We would remain unapologetic about our convictions, but since this workplace community is emotionally owned by all, we would invite our property managers to pull together representative groups of employees to decide on an appropriate workplace response to this tragedy. Our personal convictions could be subservient to the intense desires of 450 other people with whom we share our daily workplace. Our employees appreciated and respected this response, viewing it with the authenticity that it was meant.
A second story is about my leadership in the local community. Several years ago I was asked to serve as chair of the Lancaster Chamber of Commerce, a 3,000 member business organization. My first inclination was to say no, continuing to invest my time in working directly for the church. But from two different mentors I heard the same questions: “What difference might an Anabaptist make in this role? How might someone with this different set of values be able to influence this important community organization?” Intrigued, I went back to the nominating committee, expressed my interest but making clear that I might function somewhat differently. I told them that as a pacifist, I could not lead, as do most chairs, in the pledge of allegiance or perform other patriotic rituals. They still wanted me to do the job.
We began an interesting year by reworking the Chamber’s mission and vision. Our new mission broadened from the traditional narrow focus on business success to talk about prosperity for all. Recognizing that the business community can only be as strong as the “least of these” among us, our vision became to work at prosperity for all. I chose Muhammed Yunus, the 2006 Nobel Peace prize winner as speaker for the annual dinner and its audience of nearly 3,000 business leaders. Founder of the Gramean Bank in Bangladesh, Yunus initiated micro-credit loans that to date have brought nearly 8 million women and their families out of poverty. His speech spurred many conversations about how we can apply his concepts to bringing prosperity to those less fortunate in the Lancaster community.
Following such experiences, Goshen College’s decision to play the anthem seems to me to be a real disconnect of values and practice. Although I graduated during what President Jim Brenneman has described as the era of “the school of dissent,” I believe I and many other alumni are already succeeding in the active civic engagement that he is promoting as his vision for future graduates. The college has been foundational for me in developing a philosophy of active civic engagement within the context of our Anabaptist values. These values have not precluded me from engaging in the civic discussion. On the contrary, they set me apart in ways that bring new perspective and added value to the public debate.
What are some of the lessons I have learned from the intersection of these values of dissent and civic engagement?
First, I do not have to have all of the answers. As a companion, I am walking alongside others in an ongoing conversation. Even when I falter there are opportunities. How I respond to those mistakes such as I made following 9/11 offers an opportunity for others to see how someone committed to being a Christ-like presence acts under pressure.
Second, I understand that while we live in and are full members of our culture, we are different. As Paul says in Romans, “we are set apart.” If I do not occasionally feel like I am on the outside of our culture looking in I am probably not being true to my Anabaptist values. Rather than being perplexed at the response of my community to my values, I welcome this as a moral companion’s teaching moment.
Third, our communities need the divergent thoughts and values of Anabaptists. Part of our role is to perturb, to ask different questions and introduce new thinking into the lives of our communities. Paul might say something like this to past and future graduates of Goshen College: “Friends, because we are not subservient to the empire but subjects of the kingdom of God, we have the audacity to say to the darkness, ‘We beg to differ!’ We will not be a pawn to the Prince of Darkness any longer. And by God’s grace, through our redemption and forgiveness, our imaginations have been set free.” (1) And what a gift minds set free can be to our communities.
Fourth, I am not bothered by what some call the post-Christian era in our society. Our role has not changed. Anabaptists were never at home in the Christendom era. It is precisely this knowledge and understanding of being on the outside looking in that allows us to assist in bringing about metanoia, in transforming the minds of those in our communities. Systemic change rarely comes from inside the system. Most often it comes from the margins. The world desperately needs moral companions who bring an Anabaptist perspective.
Finally, in the words of Paul in Colossians: “It is he whom we proclaim, warning everyone and teaching everyone in all wisdom, so that we may present everyone mature in Christ. For this I toil and struggle with all the energy that he powerfully inspires within me.” Not flying the flag or playing the anthem is one way I can witness to a different set of values, providing moral companionship for a broken world.
Jim Smucker
Bird-in-Hand, PA. GC grad, 1984