A Legacy that Lasts: Leadership, Succession and Stewardship | David Ashcraft Part III
David Ashcraft’s name is synonymous with long-term leadership, church growth, and succession done well. After 32 years as the senior pastor of LCBC Church, a multi-campus ministry that grew from 150 to over 25,000 people, Ashcraft stepped away—not in crisis, but with careful preparation, in humility and faith. What followed was a model worth studying for any leader planning for the future.
Ashcraft and his wife Ruth moved from Texas to Pennsylvania over three decades ago. At the time, their church was small and relatively unknown. But God had different plans. Through strategic vision, a deep commitment to the Gospel, and an unwavering focus on people, LCBC began to grow. Over the years, Ashcraft preached thousands of sermons, led capital campaigns, launched new campuses, and hosted countless First Steps gatherings—formerly Newcomers classes—right in their own home. These intimate settings, where stories of transformation were shared and heard, fueled his passion. “It was never about the size,” he reflected. “It was always the stories.”
Those stories—of salvation, life change, and discipleship—anchored his ministry. Yet Ashcraft’s most enduring legacy may not be the number of campuses or services. It’s what happened when he left.
Inspired by Jim Collins’ concept of Level 5 Leadership, Ashcraft asked himself a hard question: “What if true leadership means the organization is better after I’m gone than when I was there?” That question sparked a 10-year journey of preparing for succession—a process rooted in humility, planning, and the courage to let go.
Ashcraft understood that time is either your best friend or your worst enemy. Most pastors, he believes, wait too long to start succession planning, only to realize there’s not enough time to identify and develop the right person. In his case, when he first recommended his eventual successor, Jason, the Board rejected the idea. Jason lacked certain qualifications. But because Ashcraft started the conversation nearly a decade before his transition, there was time to build the right foundation. Jason earned a master’s degree, gained experience in business leadership, refined his communication, and eventually became the right fit in every way.
“If I had waited until a year out, Jason never would have had a chance,” Ashcraft said. “Most churches probably have the right person, but they just haven’t had time to develop them.”
The result? A seamless leadership transition. LCBC continued to grow. The team remained unified. And perhaps, most importantly, the gospel continued to advance.
But Ashcraft doesn’t pretend it was easy. He candidly admitted that pride was the biggest hurdle. “I was surprised by how much it hit me,” he said. “I’d hear someone say something I used to say, or see them launch a building I helped fund, and no one would mention my name. But it was never supposed to be about me.” That first year post-transition, he spent a lot of time praying: “God, don’t let me say or do anything stupid out of pride.”
Even two and a half years later, he occasionally feels the urge to step back in. “This past Easter, I told Ruth that I felt like I should be up there preaching.” But he resists, because he knows that the measure of true legacy leadership is found in how well things thrive without you.
For Ashcraft, that legacy isn’t about buildings or budgets. It’s about people. It’s about creating a church culture that values integrity, grace, and what he calls “taking the towel, not the title.” It’s about holding fast to the biblical model of servant leadership, where Jesus washed feet rather than demanded praise.
One of LCBC’s unwritten rules under his leadership? “Let’s not do anything stupid to mess up what God is doing.” Whether there were five people on staff or 300, that principle guided every decision. Ashcraft believes that God will keep working in our churches if we don’t get in the way. That means staying humble, guarding relationships, addressing conflict quickly, and never playing too close to the fire.
He also emphasized the importance of spiritual intentionality in leadership development. “We brought people on staff, trained them, and poured into them like they were our kids. And now they’re leading.” For Ashcraft and Ruth, that’s what makes this season so joyful—not just stepping away from something successful, but knowing the people they loved and led are still carrying the mission forward.
At the heart of it all is stewardship—not just of money, but of moments, of influence, of people. Ashcraft stewarded his platform, his vision, and his calling with open hands, trusting that God would sustain what was never his to own.
Now, from a distance, he watches LCBC continue to thrive—not with a sense of loss, but with the quiet joy of someone who built something that didn’t end with him. Because, in the end, legacy is not about being remembered. It’s about leaving something that lasts.
To watch Part 3 of this 3-part series, click here. To catch up on previous episodes, visit Part 1 and Part 2 posts.