The adventure continues at Culleoka...

Just a few years ago when we moved to Princeton I was finishing an 18-month interim at The Oaks in Grand Prairie.  Through a neighbor I learned of an older struggling rural church just around the corner from our new home; Culleoka Baptist Church (CBC).  I agreed to preach for them for a few weeks as they sought to secure a pastor, but a few weeks turned into a few months and a few months turned into a few years…and oh what an adventure!  We have made some wonderful friends and seen God work in some amazing ways.  When we started I could not have ever imagined what was in store for us at this country congregation.  I have learned so much about depending on God and waiting on Him to provide for His Church...and now when I say "His Church" I really mean "HIS Church."

Upon beginning at CBC I discovered that they had been through a bad split and had not had a long-term pastor for quite sometime.  The first Sunday I preached there were about 15 adults, with the median age being around 65.  Without getting into too many details, there were some major trust issues, conflicting power struggles and serious financial woes.   The treasurer at that time estimated that they would have had to shut the doors and sell the building within a month or two if things did not turn around.

Considering my work demands, the pursuit of my DMin, and the time restraints of being a husband and father of four, the very idea of attempting to lead a fellowship through a turbulent time was unthinkable.  I suspect that is why things unfolded in the manner that they did.  Never did I sit down and decide, “I think I’m going to lead this church through this difficult time.”  I do not believe I would have ever taken that step because it would have been too much of a demand on my family.  However, I could commit to preach for the church when I was available.  So, that is all I agreed to do…and that is what I continue to do.

So, what about leading?!  Who is in charge?  Has anyone committed to “pastoring” the church and leading through this time?  Not really, no.  At least no one has officially stepped forward and said, “I will lead this church!”  Yet, the church has grown by 40%, renovated its dilapidated building, started a children’s and youth ministry, hired four part time ministers, a building manager and a nursery worker, started several ministries to reach the surrounding community, and there’s still money in the bank to do more ministry.  So, who did all that if there is no established leader?  God did.  He is the HEAD of this church and that is not just something we SAY, it is something we’ve SEEN.

He found us a great youth minister.  He found us a great children’s worker.  He sent us money. He gave us, not one but two, digital signs (free of charge).  He found us a nursery worker. He sent us great worship leaders.  He sent us workers with the vision for reaching our community.  He has done it all.  I know it wasn’t me.  I was too busy working at the BGCT, getting a doctorate and raising four kids.  Like everyone else at this church, I had to depend on God and what do you know!?  He is a better at leading His church than any of us!  Go figure!

Had I been confronted with the decision to help lead this church through a turn around I would have run the other way and God knew it.  He had to take whatever weak gifts I could bring to the table and teach me to trust Him with HIS Church.  What a journey.  I am really looking forward to seeing what else He has in store for this sweet and growing fellowship of believers in Culleoka Texas!

Model of Leadership: Interesting Article

If you're a member of a megachurch, chances are you are a part of something that's more business than ministry, according to former pastor and author Glenn Newman in his latest book, Pastors Move Over: Make Room for the Rest of Us.

Newman, who founded the Convenant Life Fellowship and Heartland Bible Institute in Texas, argues through scripture and other evidence that the current structure of church government with a single pastor at the helm is unbiblical and robs church members of the right pastoral care.

"Ephesians 4:11, 1 Corinthians 12-14 shows a clear system of all believers ministering to one another and worshiping house to house. The elders were the leadership of that day and servant leaders at that. But they also recognize each other's personal gift of ministry," said Newman in a statement Friday. "In the New Testament church there were no 'CEO' type leaders and in fact there were multiple pastors within the flock, ministering and nurturing those that needed it," he added.

Newman's book, according to a media release, attributes the origins of the senior pastor model to the Constantinian era in the fourth century and notes that it was later adopted as a part of the Roman Catholic tradition. The Protestant movement simply retained the model as their method of church government.

"Therefore we have been conducting our church services incorrectly since the fourth century. In fact with the single pastor model, you have one man doing all the ministering and everyone else is a mere spectator," said Newman.

"This has created a passive, uninvolved congregation that in many respects are spiritually immature due to this dependency on the professional clergy to do what they should be doing themselves," added Newman.

Newman highlighted in an interview with The Christian Post on Tuesday that the CEO-type approach to church government was of particular concern in megachurches where church members can easily be forgotten.

"The pastor in that church (megachurch) isn't really pastoring anybody. What the people are doing is they are watching a show on the stage. When there is no service, behind the scenes the pastor is running the church like a business and his assistant pastors are like middle managers," said Newman. "I believe that the elders should be leading the church. Not people who sit on a church board but spiritual leaders and we have forgotten that the elders are the spiritual leaders," he added.

Newman noted that scriptural evidence shows that in each local church all Christians had gifts for ministry regardless of seminary training. "For many centuries the church has been run either like a monarchy or in the modern Protestant churches like a business," he notes.

He hopes that people will gain more insights on true church government in his book. 

Read more at http://www.christianpost.com/news/megachurch-pastors-running-churches-like-ceos-unbiblical-says-former-pastor-90374/#c4gzwRYTrs37xYZA.99 

Christian Leadership Essentials: Managing Christian Organizations (Book Review)

Dockery, David S. Christian Leadership Essentials: A Handbook for Managing Christian Organizations. Broadman and Holman, 2011.

Content Analysis of Chapter 4

Written by Robert Andringa, President Emeritus of the Council for Christian Colleges and Universities, chapter 4 takes on the in importance of “Relations” (the chapter’s title) in nonprofit organizations.  Specifically, Andringa addresses the role of the board in relation to the organization’s CEO as the most vital aspect of the organization’s overall well-being and success. Nine practical principles, each with several sub-points, are presented in a well organized format to assist the reader in their effort to implement change.

The importance of developing a strong leadership team cannot be over emphasized in regard to the overall success of any organization.  Poor leadership results in a poor organization and the board is the foundation of any ministry organization's leadership structure.   If those leaders do not have a meaningful and effective role in the overall direction and vision of the organization it cannot begin to develop a culture for success.

The structure of this article hinges upon the author’s presentation of nine practical principles related to organizational leadership. These principles and thus their inherent value is summarized below: 

(1) Boards and their CEOs must work as one agent. (2) Boards must take ownership of their policies in electing, placement, and mutual accountability. (3) Boards must evaluate its own size, structure and procedures. (4) Board meetings must be effective.  (5) Roles must be clear and mutually agreed upon by the board and staff alike. (6) Boards must be driven by their mission.  (7) Boards must organize information to govern well.  (8) Boards must evaluate themselves and their CEO annually.  (9) Both the board and staff must contribute to leading the organization to honor God and fulfill its overall mission.

Insights from Chapter 4

Andringa greatest take away was his challenge to change the culture to become more “unified, forward looking, driven toward excellence, welcoming diverse views, nurturing of staff, and engaged.”  Just as they say that the three keys to real-estate are "location, location, location;" the three keys to changing a culture is leadership, leadership, leadership.  This chapter is a practical guide to leadership methods that change the culture of any non-profit organization.

To change the culture of an organization the values of that organization must be well defined and take priority in the minds of all who hold a place of influence. There must be accountability to bring glory to God in every endeavor with integrity and honor.  If this is lost the very purpose of the organization ceases to matter and there is no longer any reason to pour effort into restoring it.

Once the values are established, then the placement or hiring of staff and board members can be focused upon those who reflect those values.  The importance of appointing mature, committed, competent leaders cannot be over emphasized. Finding the right chemistry in leadership is paramount to the overall success of the organization.  Too often non-profits will settle for whoever is willing to serve, but this can be detrimental.  Filling a role with someone who is not going to adequately accomplish that role is far more harmful than leaving the role vacant for a time.

Once the roles are filled with the most qualified and competent individuals, then invest in making them even more qualified and competent through education.  Finding workshops, retreats and training opportunities for leaders to attend may cost time and money, but the value of having new ideas, renewed leaders, and a fresh vision cannot be overstated.  Learning should be rewarded and evaluation regular.

Make no mistake, it is difficult to change culture, but good leaders will confront the problems with love for the sake of the organization.  Good leaders will admit their mistakes, seek forgiveness, apply grace, direct people to the Word, and cover all things in prayer, according to Andringa.

Value from Chapter 4

The greatest value of this article is the author’s willingness to boldly confront inactive, title seeking, ineffective leaders who simply hold a position on a board.  Inactive board members who view their role as more of an honorary position rather than a vital, productive member of the leadership team is all too common in average or struggling nonprofit ministries. 

This chapter challenges the status quo by challenging Christians, modeling their lives after biblical principles, to be better at governance than what the world has to offer.  Christ-followers who are seeking to fulfill a Godly mission should be all the more extraordinary in their oversight and management abilities.  The false concept that Christian organizations can afford to be sloppy in their oversight and leadership is attacked head on by Andringa, and rightly so.  Christians should be held to a higher standard, not a lower one, when it comes to leadership and the fulfillment of our God given mission.

Electing quality members to the board is of primary importance considering all that is at stake, according to Andringa.  This requires clear expectations and orientation from the outset in developing an effective board.  Members must understand their roles and their established expectations prior to being elected to the board.  Meetings must be productive, engaging and creative to tap into the board’s full potential.  The author does well to give very practical examples of how to make meetings better and more productive.  These steps alone would go a long way in establishing a new culture of accountability and excellence in ministry.

Once the board is established, regular training, evaluation and accountability are essential to maintain a board’s effectiveness.  Procedures and policies have an important role, but this chapter does well to remind its reader that the driving force is the mission of the organization. That mission is best carried out in a culture of clearly defined roles, policies and procedures.  This chapter details the ins and outs of such principles answering much-needed questions and outlining their processes.

Content Analysis of Chapter 5

“Managing the Organization” is the title of fifth chapter written by R. Judson Carlberg, the President of Gordon College. Beginning with a personal narrative of his own life lesson in management, Carlberg begins by drawing three “basic rules of administration-board relationships.”  Those rules are summarized below:

First, pay enough attention to the details to be fully aware of any red flags early enough in the process to address them in an effective manner.  Leaders who are well informed lead well.  No one leads well in the midst of stressful surprises and unexpected shortfalls.  Leaders, according to Carlberg, must develop the skill and wisdom to recognize what is essential and what is peripheral. With the many voices vying for their attention, it is essential for great leaders to focus on the things that matter most.  Prioritizing can make or break a leader and the organization as a whole.

Secondly, it is the job of the leader to be informed enough about the organizational structure and daily happenings to address concerns as they arise rather than to react after the fact.  It is much more preferable to address a minor issue before it turns into a crisis. 

Thirdly, staying on top of minor problems will keep the leader from having to be put in the awkward and potentially career ending position of surprising the board with unexpected shortfalls or major unaddressed problems.  Trust is lost when minor issues turn into a crisis.  This leads to overanalyzing, bureaucracy, and management redundancy.  This loss of confidence affects the entire organization, as everyone questions the ability of the leader to handle issues that arise in an effective manner.  When there is a lack of trust in any organization everything slows down and becomes cumbersome.

Trust can be restored as those involved become convinced of the leader’s character and competence.  People must believe in their leaders.  They must believe their motives are pure, and their integrity solid.  Moreover, they must believe in their capabilities and skill to handle the job at hand.  Any crisis can cause doubt and distrust within the organization and must be treated with the utmost care.  Inspiring trust is what enables one to move from being a mere manager to becoming a true leader.

Insights from Chapter 5

There are three key insights this reader took from this chapter, as outlined below:

First, the author’s willingness to be vulnerable with his failures by reaching out for insight and participation speaks volumes.  “Leaders serve best when they are transparent,” according to Carlberg.  Such actions build the needed loyalty and trust in the organization that invokes the kind of buy-in necessary to make a non-profit ministry run.  Ministry leaders and organizations that are not transparent are setting themselves up for a hard fall.

Carlberg teaches that leaders must “encourage respect by listening first.”  He goes on to say, “Leaders have little chance of succeeding if they ignore those who are following.” Christlike leaders are reasonable, approachable people who value the opinion and input from those around them.  Again, this is all about invoking buy-in and trust, without which a ministry cannot survive.

Secondly, leaders must learn to walk the balance between being passive and dictatorial.  They must give a voice to those who may not have one, while at the same time having the wisdom to set aside the voices that are seeking self-interests rather than the betterment of the organization.  Such wisdom may come through experience; however, a young leader who seeks the counsel of the wise has the ability to draw upon the experience of those around who surround him or her. 

Thirdly, a Christian leader may remain compassionate while still holding employees accountable for performance.  Trust demands accountability of all who work for the organization.  Sometimes a trustworthy leader has to make the very difficult decision to terminate an employee.  This action actually accelerates trust in the leader and the organization.  Tolerating poor work ethic and incompetence, on the other hand, undermines trust and value of the organization as a whole.

Involving employees in establishing their own goals assists in the accountability process as it is much easier to hold someone accountable to a goal they set for themselves than one imposed by a boss.  As mentioned in the previous chapter, here the importance of staff placement is elaborated upon further.  A good leader must learn to identify the best individuals for the most important roles in the organization.  Further a good leader must enable their employees to attain their goals, resource and train them to reach their objectives, while requiring regular evaluation of their overall performance. 

Value from Chapter 5

The most valuable information shared by Carlberg is found in his instruction regarding a leader dealing with conflict. Finding the value of conflict as it pertains to meetings is probably one of the most practical suggestions that a leader can implement to affect positive change in a timely manner.  Defining the purpose of the meeting is vital, but Carlberg challenges the reader not to avoid tension or conflict in meetings.  He argues that this is the missing element needed to keep all participants engaged.  Encourage passionate discussion, feedback, and critique to help move the organization to make better decisions.  Conflict is difficult but when managed in the right context, addressed transparently and thoroughly discussed it can become the leaders greatest tool.

That being said, prior to dealing with conflict and strife it is important for the leader to withdraw, reflect, and rejuvenate in order to prepare for the pending challenge.  Christ did this before the cross and good leaders will follow his example.  A leaders work should be a joy not drudgery.  Leaders should have pleasure in their calling and find their identity in Christ, not a title.  This can only happen when a leader takes the necessary time to be filled.  The leader must prepare for the battle and enter it with his eyes wide open, his heart prayed up and his mind focused.  Failure to prepare causes conflict to become crisis rather than an instrument of growth.

Finally, the author reminds his readers that being a good leader has less to do with charisma, and more to do with results.  In other words, it not about being born with a natural gift, but about doing what is necessary to get the task accomplished.  Good leaders encourage diversity of opinions but distain substandard performance.  They bring vision and implementation together while always welcoming critique and new ideas.  They are transparent and willingly to seek counsel.  They admit when they are wrong and do what is necessary to correct the problem so that it does not happen again.  Carlberg’s story of failure and restoration gives his readers hope and practical suggestions for becoming an effective leader and manager.

Content Analysis of Chapter 6

“Financial oversight and budget planning,” is the title of the insightful chapter, written by Jon Wallace, President of Azusa Pacific University and Jim Canning of World Vision International.  The authors take on the lofty challenge of bridging the gap between the reality of a ministry budget and the ideal of accomplishing the organization’s mission. The tension of a big vision and a small bank account is all too common.  This chapter guides leaders to take on this challenge through vision casting, fiscal integrity, regular communication, transparency, and evaluation.

Core stewardship values to be modeled by the ministry organization include a commitment to honor God, establish a budget that supports a strategic vision with measurable outcomes, unifying policies and mission focus.  With laser like focus the vision will not be lost amidst confusing policies and unorganized budgets.  Honoring God includes being committed to excellence in stewardship according to these authors.

The three most common types of budgets are presented as: General, Capital and Special Purpose.  The authors explain each of these in detail and give fair warning about the effects each can have on the other.  Leaders must be aware of these principles and potential effects when making financial plans which are essential for carrying out the mission and vision of the organization.  That mission can “creep” if the leadership is not careful to measure the success and growth of the organization against other similar ministries.

This chapter also seeks to bridge the gap between faith and presumption.  This bridge should be built with prayer and good decision-making.  Dependence on God is not an excuse to ignore the wisdom and guidance He provides to His people.  Leaders must plan contingences, seek counsel and possibly appoint a financial manager to oversee such efforts for the organization.

Consideration of various perspectives in the organization is also essential when it comes to the budgeting process.  This can reduce tension between leaders as they make the difficult decisions needed to run an organization.  Mutual accountability, full disclosure and complete transparency are always the best policies when it comes to dealing with money.  Surprises kill ministry organizations, so it is the job of the leadership to be sure there are no such surprises when it comes to budgeting.

Insights from Chapter 6

First, leaders must learn to always be about measuring and evaluating needs in light of the mission.  All to often the mission is lost as leaders focus on putting out fires or handling urgent matters.  Leaders must be intentional about keeping the mission of the organization in the forefront so as not to lose direction and purpose.

Second, budgeting is an act of faith, but it must be coupled with judgment and discernment.  Too many mistaken blatant irresponsibility for faith while forgetting that the scriptures teach us to plan, prepare and make wise choices. It is one thing to depend on God, it is another to ignore God’s instructions by venturing off into blind self-deception.

Third, safety is found in a multitude of counselors.  Often leaders fail to seek the counsel of wise advisors out of pride or possibly a fear of what they will be told.  People do not want to be told “no,” so instead of asking they just proceed unchecked.  This is a dangerous path that can cost the organization dearly.  Anything that cannot be done under the scrutiny of wise counselors probably should not be done at all, especially in a ministry organization.

Fourth, regularly show your appreciation of those who serve on the board and in the budgeting process.  Many times those who are gifted in budgeting and finance work tirelessly behind the sense without much recognition.  It is the leaders job to bring such labor into the light and show support for those who keep the organization running smoothly.  Never under estimate the power of the words “thank you.”

Fifth, three principles that support mutual accountability are: (1) Bad news first, (2) Full disclosure and (3) No surprises.  This is virtually one basic overarching principle, which can be summed up with one word: “Communication.”  Leaders must keep their board and others key players informed of what is going on in the organization at all times.  Too often leaders want to keep the negative feedback hidden so as to avoid conflict or negative feelings, but this most often leads to more significant issues down the road.  No one likes surprises when it comes to budgeting and financial shortfalls.

Value from Chapter 6

The authors do well to remind their readers of the scriptures teaching regarding financial stewardship.  Quoting from Proverbs 16:9 this article reminds us to make our plans while depending on God’s guidance.  The most insightful text was from Proverbs 24:3-4 which states that “any enterprise is built by wise planning, becomes strong through common sense, and profits wonderfully by keeping abreast of the facts.”  This passage virtually sums up the entirety of the lessons contained in this chapter.

Wise planning, common sense and communication are the ways to success as set by God Himself.  Ministry organizations that fail to go this way and follow this counsel cannot rightly claim to be under God’s providence.  To be provided for by God presumes one is willing to follow His direction.  If an organization chooses to neglect any of these principles they put the success of their mission at risk.  God should not be the scapegoat for such neglect.

Understanding these valuable truths is essential for any organization as they entertain the budgeting process.  Scripture does not encourage blind irresponsibility when it comes to faith-based organizations.  In fact, just the opposite is taught throughout the text.  God will bless wise choices, good planning, and intelligent creativity, not laziness disguised as “dependence on God.”

The value of this biblical guidance continues in addendum B at the end of the chapter.  Wise planning begins with seeking counsel from many (Prov. 15:22) and counting the cost prior to beginning the process (Luke 14:28-30).  As Proverbs 22:3 states, “A prudent man foresees the difficulties and ahead prepares for them.”  In doing so, one’s faith in trusting God’s ways will be rewarded (John 6:8-9).

Going through this process with a biblical approach will build the faith of all those involved.  God’s ways will be proven successful thus affirming the faith of everyone in the budgeting process.  If the leadership team sees how the Lord provides when they are faithful to follow His precepts they will become a life long witness to God’s path, providence and provision.

Making your teaching effective...

I'm preparing for a seminar I'm leading soon and thought I would share some of the points here:

• Make an Impression:  What is the one thing you want the students to get?  Do everything, from illustrations, object lessons, and visual aids, to reinforce the main thing.  If they leave with one "take away" you have succeeded.  

• Make it Applicable:  How will this change their lives?  What should the student DO with this information?  Help them apply the truth into their everyday lives.  Let them see it modeled in your own life.  If they do one thing as a result of this lesson, you have succeeded.

• Make it Stick: If the first two steps don't seem to be working keep repeating them until you see change. Repetition is often necessary to get a truth to sink in and affect change.  Use new methods, illustrations and techniques as needed but stick to the same key point until it sticks.

• Make it Theirs: Make it their message.  Give them opportunity to teach it, live it and experience it.  Be creative.                                                (adapted in part from "Think Orange" by Joiner pg. 150)

Church Conflict

Below is a paper from a seminar I took a couple of years ago regarding church conflict.  This was a part of my DMin degree but also served to prepare me for the intentional interim pastoral positions.  I'm posting it here so that it may serve to help others: 

DEFINING CHURCH CONFLICT

Churches represent the bride of Christ, thus some might assume that any form of conflict within a church is completely antithetical to her function and purpose. However, that all depends upon how one views the nature of conflict. Church conflict, as taught by some experts, can be seen as a necessary component of any congregation and even healthy to promote growth and spiritual development. Others view conflict through the biblical lens as a result of sin, thus the solution can only be rightly modeled by God’s approach in reconciliation with man. The concept of reconciliation is at the heart of Christianity, thus methods of conflict resolution are foundational in scripture and thus a necessary function of the church. As such, church leaders must equip themselves to deal biblically with this necessary aspect of church growth.

Conflicts are stressful circumstances which arise in human relationships within any given congregation. This is inevitable in any endeavor where humans interact with each other.  Conflict is particularly unavoidable when antagonists are present and must be dealt with quickly and firmly before greater conflict arises. However, the methods and practices of dealing with conflict and those who cause them can be counterproductive if not handled rightly. Any church leader would be well advised to study and prepare on how to deal with such circumstances as they most certainly will arise.

As seen thus far, there are many components of conflict which must be addressed and defined. Dr. Lloyd Elder, professor and director of the Moench Center for Church Leadership at Belmont University in Nashville, Tennessee defines conflict as “a situation in which two or more members or factions struggle aggressively over what is, or appears to be, mutually exclusive beliefs, values, assumed powers or goals." Most often the cause of conflict can be linked to miscommunication, misunderstandings, personality differences, doctrines, values, or finances. Understanding these root causes and all that defines the circumstance surrounding church conflict is invaluable for leaders given the charge to guide a congregation through these difficult and inevitable paths.

PERSONAL EVALUATION AND REFLECTIONS OF GROWTH

Prior to taking this course I mistakenly thought of conflict as being unbecoming and unnecessary for true believers. I certainly would not have ever labeled any kind of church conflict as “healthy.” My tendency was to ignore and avoid conflict at all costs. If pressed, I would stand up to an antagonist, but I would do so as a last resort and with great reluctance. Most would consider me to be very diplomatic in my handling of disagreements among church members, because I do strive to focus the attention on the issues rather than making it personal. However, my reluctance to address conflict early has most likely lead to larger unnecessary issues that eventually come to need my diplomacy.

I have learned that conflict is necessary and can be very healthy. In fact, conflict can be a sign of growth and vibrancy of a congregation. Recognizing the signs for when church conflict begins to become unhealthy is invaluable. Understanding that my goal as a leader must be “to mediate the situation to achieve a reasonably positive outcome and impact” helps as I attempt to avoid a potential harm when the inevitable conflict arises.  Before, my focus was on avoiding the conflict by focusing on more spiritual matters in hope that it would simply go away if the people were just more “Christ-like.” Now, I understand that while conflict may be a result of sin, that does not make it “unchristian” or unworthy of being addressed or even used to bring about a positive and productive end.

This seminar has helped me view conflict more as an opportunity for growth, but it has also given me a reminder of the seriousness of addressing potential hazards earlier in the process. The class discussions and book reviews helped me to categorize disagreements, define problems, and anticipate conflict. I’ve learned that focusing on the “yes” that unites the congregation is far more effective than attempting to criticize or demean the complainers. I admit, in the past I have been guilty of throwing the whiners under the bus rather than keeping the focus on finding the common ground. Reaching resolution early in the process is much more effective as a long-term solution.

Works Cited:

1 George W. Bullard, Jr., Every Congregation Needs a Little Conflict (St. Louis: Chalice Press, 2008), 64.
! 2 Kenneth C. Newberger, Hope in the Face of Conflict: Making Peace with Others the Way God Makes Peace with Us (Three Sons Publishing, SDM, 2009), 18.
! 3 Peter L. Steinke, Congregational Leadership in Anxious Times: Being Calm and Courageous No Matter What (Herndon, VA: The Alban Institute, 2006), 22.
! 4 Kenneth G. Haugk, Antagonists in the Church – How to Identify and Deal with Destructive Conflict (Minneapolis: Augsburg Publishing House, 1988), 21-22.

5 Loyd Elder, “Managing Ministry Stress: Study Resources,” adapted from SkillTrack Vol. 11 [Accessed on October 26, 2011, from http://www.servantleaderstoday.com/_97.htm]. 

Great Leaders Listen

I stumbled across a leadership article by Mike Myatt, a contributor to Forbes magazine, with the blunt title, "Why Most Leaders Need to Shut Up and Listen." He begins the article with a great point:

"While some may be impressed with how well you speak, the right people will be impressed with how well you listen. Great leaders are great listeners, and therefore my message today is a simple one – talk less and listen more. The best leaders are proactive, strategic, and intuitive listeners. They recognize knowledge and wisdom are not gained by talking, but by listening. Take a moment and reflect back on any great leader who comes to mind…you’ll find they are very adept at reading between the lines. The best leaders possess the uncanny ability to understand what is not said, witnessed, or heard."

I agree whole heartedly and I'd add that it's not just about 'reading between the lines,' but asking the right questions to better understand the intent of the one communicating. Leaders who know how to listen to others are far more influential and impacting than leaders choosing only to draw upon their own ideas, knowledge and understanding. A leader who listens broadens his scope of ideas, his range of knowledge and the vastness of his understanding exponentially.

 So, why don't more leaders listen? I suspect that pride keeps many from wanting to hear and possibly adopt the ideas of others... (We have all seen the movies and sit-coms where the subordinate patronizingly makes the "leader" feel that he came up with the idea so as to get him to adopt it. Such parities are comical because sadly and all too often they are true.) Too many leaders are more concerned with getting the credit than they are in seeing the organization succeed. As many great leaders have said throughout history, "There is no limit to the amount of good that people can accomplish, if they don't care who gets the credit." (Truman, Reagan, and others)

 We can talk all day about the need for a leader to enable his team to contribute to the overall vision and direction of the organization, but unless we discuss how that is done practically it is likely to become one of those 'good principles' that is never actually implemented. Listening is the most PRACTICAL step any leader can take to empower, equip and mobilize their team!

What to address when your church becomes STAGNANT?

I wrote this article for a church growth course a while back and thought it may be helpful for some:

What happens when a church stagnates?  The same thing that happens to water; it becomes polluted.  When thirsting for a drink while hiking in the woods anyone would rather come across a fresh moving stream that is teeming with life than a stagnate putrid pond that smells of death.  The same is true of those seeking a place of worship.  People are looking for vibrancy, freshness, and life.

So what should we do if we find ourselves in a church that is beginning to stagnate?  Here are 8 considerations for any church to address to avoid becoming a S-T-A-G-N-A-N-T church:  

S – STAFF:  The personal spiritual development of every leader is an absolute necessity. We all know that leaders cannot take a congregation to a place where they themselves have not been.  A congregation cannot over emphasize the need for the continued health and development of their ministerial staff.  If the leaders are going to be expected to pour themselves out each week into the lives of others they MUST be getting refilled regularly.  

T – TRADITION:  “We’ve always done it this way,” is not a good reason to keep doing something.  As the saying goes, “If the horse is dead, dismount.”  Likewise, the phrase, “We’ve never done it that way before,” is not a good reason to reject a new idea. Every church program, event or activity must go through an annual evaluation to be reaffirmed, refined, replaced or retired.

A – ATTITUDE:  Judgmental attitudes must be dealt with immediately.  It should surprise no one that the lost will act lost even when they visit your church.  Visitors shouldn’t feel they need to ‘clean themselves up’ before they are accepted and loved.  Teach the people to love the sinner and hate the sin, but never confuse the two.

Likewise, conflict among believers must be addressed.  “The Christ in you is never at conflict with the Christ in me,” thus if there is conflict between us then flesh is in the mix and the two must seek Christ’s direction.

G – GROUPS:  Relationships thrive in smaller numbers, so in order to grow numerically a church must put an emphasis on moving people to engage within smaller groups.  Small group leaders must be trained and equipped to recruit and send out new leaders to keep groups at an intimate and manageable size. 

The size of the facilities are important as well.  Studies show that once a room reaches about 70% capacity, something must change to accommodate growth.  Some suggest to get a bigger room, others say to start a new group.  Each congregation must decide what is best for their specific circumstance, but one thing is certain; if you do nothing the the group will stagnate over time.

N – NEGOTIABLES:  Practice Romans 14:1: "Accept him whose faith is weak, without passing judgment on disputable matters.” There is nothing that will flat-line a church faster than inner turmoil and squabbles over frivolous matters.  Do not allow molehills to become mountains.  Know what is worth fighting for and what is better left alone. 

Carpet colors, music styles, room temperatures and other such surface level issues have done more to squelch kingdom growth than all the major in-depth theological disagreements combined.  It seems that many of these conflicts arise when such decisions are brought to the congregation, as if it is ever a good idea to allow large groups to make decisions regarding stylistic details and preferences?  Does anyone actually expect to get a church wide consensus regarding such matters?   I'd be worried if you did, because its probably an indication that either everyone in your church is just alike, or (more likely) that many are scared to say anything because of a dominate and opinionated individual exerting their will on the others...neither of which is healthy.

Save your church a lot of trouble and get qualified professionals to work with one or two appointed members to make those types of decisions and then stand behind those decisions as "completed and not up for dispute." Give an outlet for suggestions and feedback, but do not allow debates over such matters distract the congregation from what is most important.

A – APPEAL:  A church I worked with recently decided to paint the stark white walls a more warm and inviting color.  One of the men in the church protested, “A coat of paint ain’t gonna grow this church.”  He is right, it ain’t; but, it may help those who visit not feel like they just walked into a morgue. 

Men especially have a tendency to overlook the power of appeal.  We are typically more practical creatures who couldn’t care less about how nicely a place is decorated, but let’s just be honest, who is usually the one making the decision about where to attend church?  Right or wrong, the women have the greatest influence on where a family chooses to worship.  How does your church look through a woman’s eyes?  Can she tell your fellowship cares about the place of worship?

The consideration of the church’s appeal is much more than paint colors and decoration.  It is everything from the time a guest arrives in your parking lot to the time they drive away.  Was it difficult to park?  Were they greeted when they arrived?  Did they know where to go?  Were the bathrooms clean?  How do the childcare facilities look?  What about the worship service as a whole?  Was it applicable and relevant?  The worship service is typically the first and most important influence on visitors.  Therefore, the praise and worship should be appealing and the service should flow smoothly with seamless transitions.  The preaching should be engaging, applicable, and relevant.

N - NON-NEGOTIABLES:  Never sacrifice sound biblical doctrine for the sake of growing numerically.  Leaving out the ‘difficult’ doctrines concerning sin, judgment, and hell so as to appeal to the masses may be effective, but you risk making them “twice as much a son of hell as you are” (Matt. 23:15).  The church is not called to tickle their ears (2 Tim. 4:3), but to speak the truth in love (Eph. 4:15).  There is more than one way to pollute the church, so take care not to make a bigger mess while attempting to clean up another.

T – TARGETING:  Accept and love everyone, but understand no single local congregation can please all the people all the time.  Your church will appeal to some demographics and cultural groups more than another.  That is okay.  The message never changes but sometimes the methods do.  Choose whatever style best represents who you are as a congregation and do that with excellence.   Starting a new group or even a new church which is able to better relate and connect with different preferences is more effective than trying to please everyone.  Pray and ask the Father to provide your church creative ways to reach your community and be prepared to do some things outside the box. 

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