The Hiring Dilemma

Would You Have Hired Any of Jesus’ Disciples?

This is a great question which leads us to hiring in the church. Well, that seems obvious to me because we are in the process of hiring a director of children’s ministries. There is the age-old debate on hiring for education and experience, but on the other hand we can hire for experience, character, and competence.

Listen to Craig Groeschel on the topic… it’s only about 5 minutes…

Hiring Principles of Jesus:

  1. Jesus chose people others overlooked. We may find hidden or not so obvious talents and abilities.
  2. Jesus passed on those trained by the traditional system. No religious leaders were a part of his inner circle. Maybe he could train them better than the tradition route. Spiritually minded business people might be better qualified than a seminary graduate. It depends on your culture and context. Jesus saw qualities in the disciples that others undervalued. Jesus knew they could advance the mission. 
  3. Jesus had a very intentional onboarding and training process. He invested in his team and the details of their lives. 
  4. Jesus delegated full authority for them to carry on his vision and mission. After training, now he sent them out… He told them WHAT to do, WHERE to do it, but not HOW to do it, he empowered them to get it done. 

DiscipleShift

Jim Putman’s book called DiscipleShift is filled with great information. Here are a few quotes from my reading…

What we need in our churches today are fewer “Christians,” at least in today’s popular definition of the word. Now, I don’t want fewer saved people. Far from it. I want as many to be saved as possible. But the point is that fewer than we think are actually saved. What I want are full-fledged followers of Jesus Christ, and to produce that in our churches today, we need a radical shift. We need more of the engine that Jesus used to change the world, the engine he instructs us to use. This engine will not create perfect churches, but it will create effective churches. It’s relational discipleship.

The solution to our ineffectiveness as churches is to train people to be spiritually mature, fully devoted followers of Christ, and then in turn to have those disciples make more disciples.

  1. The first is focus. Think of a church’s focus as the primary emphasis that it commits its time and resources to achieve. It’s the engine that drives everything else in that church.
  2. The second component is methodology. This is the way a church sets itself up systematically to accomplish its purpose, or the manner in which it tries to achieve its focus.

When looking at the different kinds of churches, leaders disagree over how many categories of churches exist today. Some hold that there are only two main categories — attractional and missional. Others add a third — organic (sometimes called “house”). Others add a fourth — educational.

  1. Educational A pastoral-educational focus with a classroom methodology.
  2. Attractional An attractional focus with an entertainment methodology.
  3. Missional A missional focus with a service-opportunity methodology.
  4. Organic or “Home” A fellowship focus with an organic methodology.

In the organic category, the emphasis is biblical relationships, or fellowship. These churches focus on Bible verses that talk about how people need to be devoted to each other in brotherly love and close fellowship.

 

Something is Missing:

DISCIPLESHIP, NOT EVANGELISM – A solution emerges when a church shifts its focus to biblical discipleship using the methodology of relational environments.

Focus = Biblical Discipleship Methodology = Relational Environments

We believe that discipleship should be the core focus for the church. And we believe that the relational model Jesus utilized is the timeless and best methodology for discipleship. The “relational discipleship model” embraces all aspects of the main four categories, yet it espouses something different as the one driving focus.

Disciples are not merely converts but also doers, learners, students, Christ followers, or better yet, “apprentices of Jesus.”

Parents were to equip their children to love and obey God. The method was relationship (“when you sit in your house,” “when you walk by the way,” and “when you lie down”). And the whole process was discipleship, or in today’s language, apprenticeship.

The apostle Paul and others also used this same method. Consider 2 Timothy 3:10–14, where Paul describes his relationship with Timothy.

Paul didn’t simply lead a Sunday school class once a week or preach a sermon to a large crowd and end there. He focused on doing life with people he discipled. In the Bible, relationships are the context and environment for discipleship.

Jesus’ method is the best one for the church moving forward. It can be called “intentional relational discipleship.”

Simply put, a church exists to make disciples who make disciples. And the primary methodology is Christlike love expressed in life-on-life relationship. But how? What are the specific shifts that need to happen?

 

Unified Method to Accomplish the Goal:

It’s essential for the leadership of a church to have a unified understanding of their goal and purpose as a church. And it’s equally important that they have a unified methodology to accomplish that goal.

Think of the definition as a map on the wall. It’s visible, accessible, and easy to comprehend.

1. “Follow Me” The first two words of Jesus are a simple invitation. This invitation indicates our acceptance of Jesus — his authority and his truth — at the head level. In Jesus’ definition, a disciple is someone who knows him (who he is and what he is like) and follows him. Though we used to be self-ruled, now we are Christ-ruled.

2. “And I Will Make You” The next five words in this verse speak of a process of transformation. This tells us that discipleship involves Jesus molding our hearts to become more like his. This second attribute of a disciple is primarily a spiritual response to the Holy Spirit. It speaks to people at the heart level, as they assimilate the Word of Christ and allow the Holy Spirit to transform their inner being (Ephesians 3:14–18).

3. “Fishers of Men” The final three words in this verse indicate a response of action, something that affects what we live for and do. If our acceptance of Jesus begins in the head and extends to the heart, it leads to a change in what we do with our hands. In other words, a disciple of Jesus is saved for a purpose. Being on a mission means that we acknowledge that we’re saved for God’s kingdom purposes. Our mission is not simply to come to church each Sunday, to be nice to other people, or to cram a lot of biblical facts inside our heads. It’s not even to give money to the church so that the pastors can carry out the mission of Jesus. It’s for every disciple to join in God’s mission in this world, to participate with God’s purposes in the world. Ephesians 2:10 tells us that we have important work to do which God had planned before time began.

Putting all three attributes together, we see that a disciple is a person who

1. is following Christ (head).
2. is being changed by Christ (heart).
3. is committed to the mission of Christ (hands).

When a church has a commonly understood definition of discipleship, they have begun to make the first shift toward a renewed emphasis on discipling people.

 

Steps in the Discipleshift Process:

Level 1: Spiritually Dead We begin at the top of the circle (in the twelve to one o’clock position). Ephesians 2:1–5 describes those who are “dead in [their] transgressions and sins.” People in this stage have not yet accepted Christ as Lord and Savior.

I believe we need to set our expectations for spiritually dead people accordingly.

You can think of the “phrase from the stage” as a set of typical statements or questions that a spiritually dead person might say to you, such as:

  • I don’t believe there’s a God.
  • The Bible is just a bunch of myths.
  • Religion is a crutch for the weak.
  • Christians are just intolerant and homophobic people.
  • There are many ways a person can get to God.
  • I don’t believe in hell. People just make their own hell.
  • I’ve been a good person, so when I die, everything will be okay. I’ll take my chances with the big man upstairs.
  • There is no absolute right or wrong. If something’s right for you, it might not be right for me, and vice versa.
  • I’m spiritual, but I don’t connect with any one religion.

Again, we teach our people to recognize these phrases so that they can know where a person is — not to judge them or condemn them but to help our people better know how to pray and respond, to understand what part Jesus wants to play in their lives right now.

Level 2: Infant Looking again at the diagram of spiritual stages, we see the next category in the two to three o’clock position on the wheel — the infant stage. First Peter 2:2–3 describes people who are like newborn babies, craving spiritual milk so they can grow in their salvation.

As you talk to a person in this stage, you may hear one or more of these phrases:

  • I need to go to church regularly? I’ve never heard that before.
  • I need to pray regularly and read the Bible regularly? I’ve never heard that before. How would I do that?
  • I didn’t know the Bible said that.
  • Tithing? What’s that?
  • I’ve always connected with God through nature. Being outdoors is my church.
  • I don’t need anyone else. It’s just me and Jesus.
  • I need someone to regularly care for me.
  • I know Jesus is God, but isn’t karma real too?
  • Trinity? Huh? Now you’ve got me confused.
  • My wife and I just got baptized, and on the way home from church we got into a big fight. What’s up with all that? I thought Jesus was supposed to take care of all our problems.

As you can tell, there are usually lots of questions. The key concept is that infants don’t know much. They don’t understand yet what it means to follow Jesus.

Level 3: Child The next stage of spiritual development is the child stage, found at the three to six o’clock position on the diagram. The apostle John often referred to the early Christians he pastored as his children (1 John 2:12).

The “phrase from the stage” for spiritual children often involves one or more of the following statements:

  • I don’t know if this church is meeting my needs anymore. Maybe I should go to a different church that does better.
  • Don’t branch my small group into two. We won’t get to be with our friends.
  • Who are all these new people coming into our church? The church is getting too big. It’s too hard to get a parking spot anymore.
  • Why do we have to learn new songs? I like the old hymns better.
  • I didn’t like the music today. They should play more contemporary stuff.
  • No one ever says hi to me at church. No one ever calls me to see how I’m doing. No one spends time with me. The pastors don’t care about me. Today in the lobby, a pastor looked right at me and didn’t even say hello.
  • My small group is not taking care of my needs like they should.
  • I wasn’t fed at all by that sermon today.
  • Why don’t they have a ministry to singles at this church? This church must not care about singles.
  • No Christian should ever listen to hip-hop or rock. That kind of music is just unchristian.
  • Well, I’d join the worship team, but no one’s ever asked me.
  • I was helping in children’s ministry, but they didn’t appreciate what I was doing, so I quit.

I am sure that even now you are remembering one of these statements being made to you by a Christian who had been in the church for years.

Level 4: Young Adult Young adults are found at the six to nine o’clock position on the diagram. First John 2:13–14 describes people who are spiritually young adults.

As you speak with a spiritually young adult, you may hear one of these “phrase from the stage” statements:

  • In my devotions, I came across something I have a question about.
  • I really want to go to Uganda on a mission trip this summer. I know I’m ready for it. I know God has big plans for my life.
  • I just love being a worship leader. I think it’s something God has gifted me in, and I love to see an entire congregation lifting their hands in worship when I’m leading.
  • I have three friends I’ve been witnessing to, and our small group would be too big for them, so can we branch so they can come?
  • Brandon and Tiffany missed our group, so I called them to see if they’re okay. Their kids have the flu, so maybe our group can make meals for them. I’ll start.
  • Look at how many are at church today — it’s awesome! The closest parking spot I could find was two blocks away!

The key concept with spiritual adults is they are orienting their lives around God and his perspective.

Level 5: Parent The spiritual parent stage is found at the nine to twelve o’clock position on the diagram. Theologically, we believe that God is the one who births people spiritually. So strictly speaking, none of us are spiritual parents in this way. But this term is helpful in reminding us that those who grow and mature will usually do so under the guidance of spiritual parents; this is God’s plan.

  • People who are involved in raising up others to join God’s kingdom mission can be identified by one or several of the following “phrase from the stage” statements:
  • I wonder if God is leading me to invest in Bill and help him mature in his faith.
  • I want to help this guy at work. He asked me to explain the Bible to him. Pray for me as I spend time in the Word with him.
  • We get to baptize someone from our small group tonight. When is the next foundations class?
  • Getting him plugged into ministry is essential for his growth.
  • Our small group is going on a mission trip. I am praying for God’s wisdom as I give each person a different responsibility to help them grow.
  • The most important discipleship is with my children. Will you hold me accountable to lead devotionals with my kids on a daily basis? I get so busy that I am not consistent with them.
  • I want to be conscious of the influence of my words and actions when I go to the game with Bill and Betty. I easily get upset at the referees. As new Christians, Bill and Betty are hungry for guidance, and I want to set an example for them.
  • I have a spiritual child in my small group who is causing conflicts; pray that I will have patience as
  • I lead them through this difficult stage.
  • I have a young adult who is ready to be an apprentice in our group; it won’t be long until we are ready to branch our small group.

The key concept for the spiritual parent is a mindfulness of the needs of the less mature disciples.

A person needs to be only one step ahead of someone else to lead him. Many people are leading although they don’t know a whole lot. But at least they know enough to do what they can to follow Christ.

The path of growth is described in a linear fashion to help you grasp the basic concept, but it is often cyclical. We often go back to earlier stages and find areas of our lives where we are uneducated or self-centered.

 

Spheres of Relationships:

After studying the Scriptures, we identified what we call “the four spheres.” This model is now the what in the midst of the how in our church. It outlines how a disciple grows in four main spheres of life:

1. In his relationship to God – Sphere 1: The Centrality of a Relationship with God As a leadership team, we didn’t just pull the four spheres out of our own minds or experience. We believe that Paul is a great example of discipleship and that he reveals his thoughts on the matter in the book of Ephesians. Here we see the central importance of the first sphere: our relationship with God.

2. In his relationship with God’s family, the church – Sphere 2: Relationships within the Family of God, the Church As we read further in Ephesians, we see that in chapter 4 Paul shifts his focus from the central importance of our personal relationship with Christ and begins to discuss the effect that a relationship with Christ should have in our relationships with other believers. If the first sphere of relationship is our relationship with Jesus, it should naturally lead us to living with and loving others in the second sphere, our relationships within the family of God.

3. In his home life – Sphere 3: Relationships at Home A third sphere of relationships that Paul addresses, in Ephesians 5 and 6, is the family. Paul discusses what the home should look like for a believer, how a husband should lead his wife and love her, and how a wife should respect her husband. He understood that we cannot compartmentalize our relationships, that the Holy Spirit wants to influence every sphere of a believer’s life, and that the best place to make disciples is in our own families.

4. In his relationship to the world – Sphere 4: Relationships with the World Finally, as Paul moves through Ephesians 6, he addresses a final sphere of relationships, what we might refer to as the world. Paul speaks of what it means to be a slave and a slaveholder. We must never forget that the disciple-making process happens in the storm of spiritual warfare. Making disciples is not something we do in safe, neutral territory. There is always a battle to fight. When people become followers of Christ, it’s important that we explain how they’ve entered into a lifelong relationship with him. I find it beneficial to explain the discipleship process to them early on, as well as the stages of spiritual development they will go through.

The solution involves a fundamental shift in our thinking — from informing people to equipping them. You may think, That’s what I’m doing already. I don’t want to give people more information; I want to see transformation! But take an honest look. Is that really the focus of your ministry? I want to suggest that there are two issues involved in this shift. The first has to do with a leader’s personal life, and the second has to do with his professional life. The first issue relates to who he is, and the second issue relates to what he does.

 

Leaders Must Be Genuine, Not Perfect:

Leaders need to model for their churches what it means to stumble (James 3:2) and yet remain faithful to the path. When we fall down (and we all do), we get right back up on the road with Jesus’ help. We model for the church that we do not “claim to be without sin” and that we do not “deceive ourselves” (1 John 1:5–10). Instead we confess sin (appropriately) and point people to the forgiveness and faithful path in the ways of Jesus.

The first part of this shift — from informing people to equipping them — begins with the character of the leader, not with what he does. We have an adage for this point: “you can’t lead where you don’t go, and you can’t teach what you don’t know” (see 1 Corinthians 4:6).

I’ve found that disciple-making churches often produce an environment that is more akin to a twelve-step program than to the educational or entertainment culture that currently defines many churches.

A pastor needs to be genuine at all levels of relationship, but not all kinds of relationships require the same amount of disclosure. A pastor can be open and honest at every level of ministry, but he does not need to be equally vulnerable at every level of relationship.

 

Four Relational Environments:

1. Intimate Discipling Relationships (one leader interacting with two or three people). Jesus was relationally closest to three disciples — Peter, James, and John — and he invested his highest-quality time in them.

2. Personal Discipling Relationships (one leader interacting with ten to twelve people). The second category of relational discipleship involves a larger group of ten to twelve people whom you personally disciple. Jesus had personal relationships with his twelve disciples. Not all of them were intimately close to him, but they still received quality relationship and spent regular time with him.

3. Social Discipling Relationships (one lea der interacting with up to 120 people). In this category of relational discipleship, we see a leader interacting with a larger group of people. Jesus had significant social relationships with people like Mary, Martha, and Lazarus. He also had a relationship with a group referred to as “the seventy-two” (Luke 10:17).

4. Public Discipling Relationships (one leader interacting with larger crowds of people). In this fourth category of relational discipleship, a leader interacts with a larger crowd of people in a public relationship. This is the level at which Jesus discipled people publicly, speaking to various sizes of crowds and sharing teaching like the Sermon on the Mount.

These four categories of relational environments are interrelated to one another in churches that are making disciples. Although the smaller-size groups are more effective at equipping disciples, all four discipling relationships are important components of a disciple-making church.

 

The Place to Start:

Here is the simplest way to start being more authentic: begin at the most intimate levels. This doesn’t start in the pulpit. Begin with your close friends, with an accountability partner. If you don’t have one, then this is a problem that needs to be dealt with first.

This is where the shift from informing people to equipping them begins. It starts with honest, humble leaders who are living out in their personal relationships what they want other people to live out in theirs. So begin there, in your closest relationships.

A key verse for pastors and church planters is Ephesians 4:11–13:

But leading in the church is more like being a really good coach. A leader’s job is to guide and equip the saints so that the entire church becomes a mature community in which disciples flourish.

Yet a pastor’s primary job is to shepherd the sheep. This means to lead them in the way of truth. You lead them by example, not just by imparting knowledge.

What kind of spiritual leader are you?

As a professional athlete, you have all eyes on you, watching you perform. You entertain. You inspire. The pressure is on you.

As a coach, you empower other people to work together as a team. Your role is to equip, nurture, exhort, and train. You release and deploy other people to do the boots-on-the-ground work of disciple making.

 

Results of the Attractional Model:

The attractional model is designed to lead people to an emotional response — to make a decision — so if this is always the goal, those who come, over time, will often believe that Christianity is about emotion rather than sometimes being an act of obedience, whether you feel like it or not.

Attractional models will not take into account that people need spiritual parenting, and because they don’t, it doesn’t often happen. The more mature believers will not be satisfied with just milk every week and will eventually funnel out.

In this case, you are left with immature people who are on fire for a while, but eventually will get bored with even the best shows.

This means shifting how we think about our job, our calling as a pastor or leader. It means that being an effective church leader involves:

  • Discovering what the right goal is: making disciples, not just converts
  • Correctly defining what a disciple is: someone who follows Jesus, is transformed by Jesus, and joins Jesus on his mission
  • Using the right methodology: intentional, biblical, relational environments
  • Producing the intended results: disciples who are spiritually and relationally healthy and are continually making more disciples

The bottom line is that a leader is not following Jesus’ example if he’s not personally involved in the work of making disciples in every aspect.

 

Main Roles of a Disciple Making Pastor:

If you want to make the shift from informing to equipping and be a disciple-making pastor, your ministry needs to revolve around the following four main roles.

1. An Authentic Disciple We’ve already talked about this in the previous chapter, so I’ll just summarize by reminding you that biblical leadership begins with who we are and our walk with God. There is an old saying: “Who you are thunders so loud that it drowns out your words.” Pastors must learn to walk with God daily.

2. A Discipleship-System Builder A church leader, especially one involved in church planting or pastoring, is not just a disciple or even just a disciple maker. A disciple is a person who follows Jesus, is transformed by Jesus, and joins Jesus on his mission; that’s the job of every believer. A disciple maker makes disciples. Every Christian has that job. A pastor is more than that. He has been given the task of leading a church in which he is to create a system in which people are taught how to be disciples. In other words, he and his team are called to lead in the development of a church-wide system that will make disciples who make disciples. As a church leader, your job is to create the community-wide system in which people can be involved in relational environments for the purpose of discipleship. You are an overseer of a disciple-making community.

3. A Developer of Leaders The third main role of a church planter or pastor in a disciple-making church is that of a developer of leaders. Everyone is a disciple and should grow into an effective disciple maker, but not everyone is gifted as a leader. A church planter or pastoral leadership team should identify emerging, gifted leaders and help them grow.

So we really face three problems.

First, most leaders are too busy trying to do the work in the church themselves, and they don’t have time to see and develop the leaders God has sent them.

The second problem is that church leaders are looking for already-developed leaders. They don’t see the potential in their midst because it’s not yet visible. A college coach goes all over the country looking for developed and talented players, and then he offers them scholarships to come and play for him. But a high school coach needs to get his players from within his own school district. Every once in a while, a talented kid will move in, but that seldom happens. If you want to win at the high school level, you must create a program that develops an athlete from the kids program to the junior high level and finally to the high school level.

Third, pastors tend to look for a person who can do everything — an all-star player, if you will — rather than a person who can play a specific position on a great team. I don’t believe there is anyone who can do it all. That’s why we need the whole body of Christ.

This leadership apprentice model can be replicated in every ministry in a church, from hospital visitation to children’s ministry to the role of a senior pastor (training an associate or church planter). I do. You watch. We talk. I do. You help. We talk. You do. I help. We talk. You do. I watch. We talk. You do. Someone else watches. Jesus modeled something similar to this when he was working with the disciples, and a careful review of Paul’s writings will show that he did something like this with Timothy and Titus.

4. A Vision Caster A church leader must also be able to cast the vision that creates the disciple-making culture of the church. He not only makes it clear that everyone is to be involved in making disciples; he constantly points people to the method — relational environments — for doing this. That means sharing the vision from the pulpit and at every opportunity he has with the other leaders and the people in the church.

 

Relational Environments:

The third shift that churches need to make is to foster a culture of personalized discipleship. It’s a change from program-based, informational environments to hands-on training in relational environments. It’s a shift from program to purpose, and it begins by asking the question, What is the true role of the church?

We recognize that in our culture today, it’s a challenge to be relational the way Jesus was with the people of his day. Most people today lead busy lives in which they are physically separated from other people. Some work in cubicles and rarely see their coworkers. Times have changed from the day when most people worked in a town with a central location where they would meet their neighbors or see them on a daily basis.

But a small group designed specifically to promote discipleship has a clear purpose. We define this purpose by saying that a small group must display the following characteristics. It should be

  • Bible-centered
  • intentionally directing people to the goal of spiritual maturity
  • a place where people can honestly talk about their lives and work out what it means to follow Jesus.

This is about more than a seven o’clock to nine o’clock commitment each Wednesday night.

CASTING A VISION FOR RELATIONAL ENVIRONMENTS – At this point, you might agree that there is definitely a need for biblical relationships, but you also see a problem: your congregation has always done things differently. How do you change the way things have been done?

We are not in biblical relationship with one another if all we do is sit next to each other on Sunday morning.

Two key Scriptures point to the give-and-take nature of biblical relationships within the context of the church.

1. The first Scripture speaks to church leaders. First Peter 5:2 says, “Be shepherds of God’s flock that is under your care.” This verse points to the pastor’s responsibility to see that the people are being cared for spiritually.

2. The second Scripture refers to the people of God. As a leader, I am often reminded of my responsibility to care for and serve God’s people. But it is also true that every Christian has a responsibility as well — to obey and submit to the leadership of the church.

 

The Master Plan of Evangelism:

Dr. Robert Coleman, a coauthor of this book, presented a similar pattern fifty years ago in his book The Master Plan of Evangelism. Dr. Coleman uses nine words to describe these same stages. We’ve taken his nine-word description of this process and overlaid it onto our four-word strategy. Why? Because we believe that seeing how these grids fit together offers a fuller, more complete picture of what we are talking about in the disciple-making process.

1. Share In the first stage, we incarnate Christ’s life in a lost world and then invite people to respond to Christ. Incarnation means that, like Jesus, we enter into a lost world as ministers. Loving relationships are the bridge to communicate the gospel and begin the discipleship process. The Engel Scale is a popular model that can be used to help people better understand the idea that conversion is a process, not a one-time event. As the scale indicates, a conversion to Christ is not the first moment in this process.

2. Connect In the second stage, we help new Christians associate with other disciples and consecrate themselves to God. Association means that, like Jesus, we establish ongoing relational connections with those who respond to him. Jesus stayed with people whom God had raised up and who were responsive to his call. Consecration means that, like Jesus, we help people to obey God’s teachings. Obedience is a word few people like to hear today, but obedience to Christ is the means by which we grow to be like Jesus.

3. Train to Minister In the third stage, we demonstrate service to others, delegate service opportunities, and supervise the progress. Demonstration means that Jesus showed his disciples how to minister. Jesus connected with his disciples and let them see his priorities and values lived out in everyday life. Delegation simply means that Jesus gave his disciples something to do. You delegate when you assign someone a task. Jesus gave his disciples specific ministry tasks to accomplish. Delegation means we not only encourage people to do ministry in Jesus’ name but also supply opportunities and places for them to do ministry. Supervision means that Jesus made his disciples accountable. Supervision (sometimes called coaching) is tremendously important to the discipleship process.

4. Release to Be a Disciple Maker In the final stage, we expect mature disciples to learn to reproduce other disciples, and we trust the Holy Spirit’s impartation in their lives to guide them. It is difficult for me to say that someone is truly mature in Christ if he or she does not personally obey Jesus’ teaching to make disciples, as stated in the Great Commission (Matthew 28:19–20). Can we truly be like Christ, who personally made disciples, and not personally make disciples ourselves? Reproduction means that Jesus anticipated fruitfulness. Jesus instilled a vision for multiplication in his disciples. Impartation means that Jesus gave his followers his Spirit. Jesus doesn’t send us anywhere. He goes with us wherever we are.

 

The Necessity of Alignment:

Within this shift, we are advocating the principle of alignment, in which every program and ministry of a church exists in harmony with the overall goal of making disciples.

They are not silos functioning as competitors for resources and leaders. If a program is to exist (and clearly some should), it must move people to venues where spiritual growth can occur. Everything the church does relates in some way to the primary mission of discipleship.

The reality is that many ministries within a church exist without any clear, overall sense of purpose. They operate in isolation and don’t end up reproducing people who are committed to the Lord and know how to make disciples.

Ask yourself, What happens in a church if a program functions without any tie to discipleship? If we dig down deep, we find that the program exists only for itself.

Having a lot of unconnected programs in a church not only raises the question of effectiveness; it also creates a quality problem. The more programs you have and the more they are disconnected from a common purpose, the harder it is to lead, organize, and do things that really matter.

To summarize, the principle of alignment means that

  • every program must be evaluated to see if it is really producing what Jesus values
  • every program that has the potential to make disciples, but isn’t doing so, must align itself with the overall goal of biblical relational discipleship
  • we do fewer things in the church, and we do them well.

One good exercise is to have your church’s leadership think through every program in your church, with an eye to discipleship.

However, if we don’t align people, ensuring that each and every ministry is matched and fitted to the purpose of making disciples, the real mission of the church, we will end up with a mismatched, disconnected community of people pursuing their own goals and programs that take on a life of their own. This is why every program in a church must be aligned with the goal of relational discipleship in view.

When church leaders asked if they could help them develop a strategy for discipling people toward spiritual maturity, the parachurch ministry leaders declined. They said they were just overwhelmed with need, and while they believed discipleship was a good idea, all they really needed was volunteers.

This illustrates why alignment is one of the hardest things churches grapple with. To say yes to your calling, you must necessarily say no to a lot of good things, and when you say no to a lot of good things, you say no to a lot of good people who don’t understand why you’re saying no. You’re saying no to something they are emotionally invested in.

For a ministry to be aligned with other ministries around the common mission of making disciples, it must include the following five key components, or it should be a stepping-stone that leads people to another ministry in the church where these components are present.

1. A clear goal of discipleship. A ministry should exist to help people follow Jesus, be transformed by him, and join him on his mission.

2. An intentional leader who makes disciples. A ministry should have an intentional disciple-making leader.

3. A biblically relational environment. As we’ve said before, the key factors that cause spiritual growth are the Word of God, the Spirit of God, and the people of God.

4. A reproducible process. Those who are involved in the ministry should be growing spiritually in such a way that they are producing more disciples.

5. A supporting organization. The church as a whole must undergird and communicate the vision that God has given it.

 

Components of a Small Group:

The relational small group forms the backbone for discipleship.

Shepherding – A small group is a place where shepherding takes place. A leader of a small group is a shepherd. He models shepherding for the group, and he seeks to create an environment in which people shepherd one another.

Teaching – A small group is a place where real teaching takes place, with Q&A, modeling, and with the best curriculum in the world (the Bible), people can really learn to understand Scripture and use it wisely in their lives.

But when people think of Bible studies, they often think of a teacher teaching and everyone else passively listening. This is a problem for several reasons. First, many people do not have the gift of teaching, and a person who cannot teach can make a group really boring — and when it’s boring, no one comes. Second, it’s difficult to recruit leaders, because many will feel that they are unqualified, that they don’t have the theological training or biblical knowledge to lead. Remember that we want to develop a method that enables reproduction.

When I speak of teaching in the small group setting, I mean that there is a leader who shares from God’s Word, but it is much more than that. Biblical small groups are more about facilitating a biblical discussion than about directly lecturing. The leader must help group members interact with the Word and with others so that people are participating.

Authenticity and Accountability – A small group is a place where authenticity and accountability are encouraged and modeled. We must remember that love is the foundation. Only with this foundation can there be healthy accountability.

When real-life issues are shared in a small group, sensitivity and tact are needed in big ways. Too often, group members will immediately want to fix other people’s problems. But we encourage small group leaders to train their people not to be fixers. Be listeners first. Be gentle and empathize, because you yourself know you have your own issues and your own past to deal with. Be people who pray. And be people who point others to God’s Word. Note that a leader must encourage transparency for the right reasons.

 

Philosophy of Church:

The point is that we must champion and reclaim the ministry of all believers.39 If a church hires a pastor to be a paid performer (they would say “paid teacher”) that people want to come and listen to, then the success or failure of a church is all up to him. But if a church hires a pastor to be a coach, then the success or failure of a church is up to the people as well.

Yes, it takes a while for pastors and Christians to start thinking of themselves as equippers and ministers who make disciples, and this is a vision that needs to be presented to congregations and recast more than once.

The person asks this question because he or she thinks it’s the pastor’s responsibility to ensure that a steady stream of baptisms occurs, when really the question needs to be put back to the person who asked it. “Well, do you know anyone who’s lost? Have you shared the gospel with that person and led him to the Lord?” The person who asked the question is just as much a disciple who makes disciples as the pastor is.

The job of a pastor is to lead so that everybody’s on the same page, and that sometimes means some effective pruning. It takes time. Before you make any big transitions, you have to get all your leaders to catch the vision.

I define success in the way a church has accepted God’s mission as its sense of purpose. Every church has, or should have, a mission statement.

 

The Importance of the Playbook:

At Real Life, we use the playbook over and over again. If you want to be a leader at Real Life, each year you return to class, study the playbook again, and re-sign our leadership covenant. We have found that it’s vital to reinforce the ideas again and again and continually develop consensus.

If you don’t constantly remind them of your playbook, you are in for a real headache.

If you’re a church leader and your church has a playbook, then right up front it helps answer a well-meaning person like this who wants the church to go another direction. It helps articulate to that person the specifics of what you do as a church and why you do it.

If I could leave you with one thought, it would be this: God’s church works. Say those words out loud if you need to. They’re beautiful words, and they’re absolutely true. When I say, “God’s church works,” I do not mean that it is pain free or that it works perfectly. What I mean is that people will be saved and discipled, in spite of the fact that we are in a war and at times will lose a battle and even get wounded. However, God has called you to your church for such a time as this.

Discipleshift, by Jim Putman
[print_link] [email_link]

Designed to Lead

Eric Geiger and Kevin Peck have put together one of the best books on leadership (and leadership development) in the church. Practical and applicable. Here are a few of the more thought provoking quotes from the book (this is sort of my online filing cabinet full of clippings). By all means, buy this book, it will change your life and ministry.

Key Quotes:

When ownership of God’s vision and God’s mission is the water our members swim in, there will be a great swell of emerging leaders desperate to be equipped for the task. Without ownership, our leadership development will be subjected to the futility of begging people to “step up” and minimizing the expectations to make sure it “isn’t asking too much of people.”

Dedicated to multiplication. In these last days, God has determined to use His Church as His primary agent in ushering in His Kingdom. This reality is made clear to God’s people throughout Scripture, but pointedly in the Great Commission. Jesus makes His mandate clear; we are to advance His Kingdom by making disciples. That’s it—we want to make much of Jesus through advancing His reign by declaring and demonstrating the gospel and instructing others to join us. The mission of the local church is not up for debate. The mission of the Church is the mission of the One who is the Head of the Church. Namely, His particular mission is “to seek and to save the lost” (Luke 19:10). A church joins in that mission or she is no body of Christ.

Churches must measure leadership reproduction because if leaders are not being made, the church has been unfaithful. As the local church embraces the mission of making disciples, she will be unlocked for her fullest potential in multiplication. The local church must see leadership development as an expression of obedience to the Great Commission. Leaders cannot simply make more followers of Christ; they must be intent on replacing themselves as leaders. The multiplication of disciples and churches is significantly tied to the multiplication of leaders.

These undesirable outcomes and behaviors exist because there is a mission-killing divergence between what we say our church believes and what our church actually believes. When the theological statements and catchy slogans don’t match the theological convictions actually held by the people of the local church, the God-honoring hopes of that church will never become a reality. It is for this reason that many churches who want to engage in leadership development can’t seem to get the church to fall in line.

Often ministry leaders will ask, “What do you do for discipleship?” and then a few moments later ask, “What do you do for leadership development?”—as if the two are mutually exclusive. Jesus did not divorce leadership development from discipleship. As He invested in the Twelve, He continually “discipled” them while simultaneously developing them to be leaders. While it may be helpful to view leadership development as advanced discipleship or as a subset of discipleship, it is detrimental to view leadership development as distinct from discipleship.

The lack of a system reveals the value is not really embedded. Without a system, all you have is wishful thinking.

Succession planning. A pipeline helps with succession in all roles, as leaders are being developed at all levels. When a role is open, whether staff or volunteer, a leadership pipeline helps ensure there are others ready to move into that role. Instead of reactively scrambling to “fill a spot,” a leadership pipeline helps leaders think proactively about the future. If you do not have a leadership pipeline, you are likely approaching leaders from a reactive posture rather than a proactive one.

 

Conviction | Culture | Constructs

We attend conferences and preach sermons imploring the church of God to stand up and take hold of their destiny to advance the Kingdom of God across the globe. Still, our pews and folding chairs stay warm with immobile, uninspired, ill-equipped saints. Our churches, homes, and places of work lack the leadership of Christian men and women. Something has to change.

For leaders to be developed consistently and intentionally, churches must possess conviction, culture, and constructs.

Churches that consistently produce leaders have a strong conviction to develop leaders, a healthy culture for leadership development, and helpful constructs to systematically and intentionally build leaders.

Conviction is a God-initiated passion that fuels a leader and church. Conviction is at the center of the framework because without conviction to develop others, leadership development will not occur. Developing leaders must be a burning passion, a nonnegotiable part of the vision of a local church and her leaders, or it will never become a reality.

Once the church leaders share this conviction, this ambition must become part of the very culture of the church itself. Culture is the shared beliefs and values that drive the behavior of a group of people. The church that believes in and values the development of others collectively holds the conviction for leadership development.

Wise leaders implement constructs to help unlock the full potential of a church that seeks to be a center for developing leaders. By constructs, we mean the systems, processes, and programs developed to help develop leaders. Constructs provide necessary implementation and execution to the vision and passion of culture and conviction.

Constructs without Conviction = Apathy.
Constructs without Culture = Exhaustion.
Conviction without Constructs = Frustration.

Conviction, culture, and constructs. If any of the three are missing, leadership development will be stifled.

How do you know if something is a conviction? If you can imagine life or ministry without it, it is not a conviction.

Michael Goheen reminds us that “the Great Commission is not a task assigned to isolated individuals; it is an identity given to a community.”

 

Moses and Joshua:

In observing Moses’ leadership, we can see a holy conviction for investing in others, an emphasis on a culture that develops leaders, and constructs that enables development.

Moses personally selected and invested in leaders. As you read through the Scripture, you see Moses pouring into Joshua.

Through all these critical moments in the life of God’s people, Joshua was there with Moses. Moses served God’s people by pouring into the life of another. And immediately after Moses’ death, Joshua was ready to lead Israel.

After Moses died, immediately God’s people were ready to move to the land the Lord had given them. After Joshua died, a generation rose up who did not even know what the Lord had done for His people. Why the stark contrast?

There is no record of Joshua investing in anyone. We don’t see him intentionally developing leaders. We don’t read of him pouring into others. And the generation after his leadership doesn’t know the Lord. Israel enters a period marked by leadership failure after leadership failure.

Clearly Joshua lacked the conviction to develop others. Even still, as most leaders, he likely would never have admitted that. He would have claimed developing leaders was a priority, something that was important to him, but his life over the long haul revealed it wasn’t.

Clearly most church leaders do not hold the conviction of developing leaders, so they find ways to continue in ministry without it. They have learned to lead churches without developing leaders. They have learned to offer programs, conduct worship services, and manage budgets all without developing leaders. Like Joshua, they are able to execute tasks and make decisions without any conviction to develop leaders. It is to our shame that we have learned to lead ministries without developing other ministers.

The responsibilities that Jethro encourages Moses to retain are culture-forming responsibilities. Instruct them about the statutes and laws; provide clarity about their identity. Teach them the way to live; provide focus of mission. Select the leaders; provide leaders for the people. In a healthy culture, the people know who they are, what they are to do, and leaders are being developed and deployed. In a healthy culture there is strong sense of identity, clarity of mission, and credible leaders with integrity.

 

Paul and Timothy: 2 Timothy 2:2

With Jethro-like intensity, when the apostle Paul challenged Timothy to expand the ministry and reproduce himself in others, he emphasized trustworthiness. He didn’t diminish competence, but he started with integrity and faithfulness.

Notice the order of the language of this often-quoted verse. The verse does not read, “Entrust to able men who will be faithful.” Paul is not saying: “Go find some great leaders and try to make them faithful. Make a list of high-capacity leaders and work to turn them into faithful followers. Find the best, most talented people and put them through a character boot camp.”

Biblical leadership development is to “find the faithful who will be able. Not the able that might be faithful.”

Without faithful men and women, a ministry culture loses credibility. The ministry may produce great programs, be well-managed, and meet budget, but if the leaders lack character, the ministry lacks the moral authority and credibility to call others to come and die, to challenge men and women to become leaders.

 

Leadership Pipeline:

A leadership construct provides a framework for leadership development, a pipeline for future leaders, and a path for people to walk in their own leadership development.

So we say it again: your church, the one you worship with every Sunday, is divinely designed to develop leaders who will bless and serve their families, churches, communities, and the world. But conviction, culture, and constructs are all required. Without them your church may offer programs, fill calendars, exist with an array of activity, and may even fill all your volunteer spots, but you won’t develop leaders the way God intended.

Leaders, when embracing the enormity of the responsibility, keep an eye on the future. They develop others, not just for the comfort of life in the church, but also for life as a whole. They equip God’s people to serve, not feverishly attempting to do all the ministry themselves. Both parenting and pastoring must focus on equipping.

Many churches are not healthy. A plethora of symptoms are lamented, from a lack of generosity to low ministry engagement to the scarcity of God’s people living on mission. Symptoms are often addressed, but the symptoms point to an overarching sickness.

Quite simply, a failure to equip people for ministry results in an unhealthy church. A lack of conviction for equipping results in an immature body of believers.

There is a holy cause and effect in ministry. If we will make the training of the saints our holy cause, the effect is a healthy church. A healthy church is not a perfect church, but she is a church that is being collectively formed more and more into the image of Christ.

“You had one job” is a popular and sarcastic online catchphrase usually associated with blunders people have made while performing their jobs. God has given pastors to His Church, and their overarching job is “to equip the saints [God’s people] for the work of the ministry” (Ephesians 4:12). Equipping encompasses preaching/teaching (1 Timothy 3:2) and leading/governing (1 Timothy 3:4–5), as the goal in all of healthy ministry is to prepare or train God’s people.

Another thing stands out: many churches do not even list, on their very long list of pastoral profiles, equipping or training the people for ministry. And of the few churches that do, most have the responsibility so buried amongst the plethora of other tasks that it is unlikely to receive much attention. According to pastoral job descriptions and pastor search team profiles, the one job emphasized by Paul in Ephesians 4:11–12 is seldom “a job” and rarely “the job.”

The typical approach also hampers the movement of the church. The effectiveness of a local church is greatly slowed as people are taught that the majority of ministry occurs through the “professionals.” The scope of the ministry, therefore, is limited to the time and abilities of a few people.

Pastors, and churches, with a biblical approach to ministry possess a deep-seated conviction that all believers are gifted for ministry, not just the “professionals.” The Scripture never uses the term “minister” to set aside a special class of people who serve other Christians. All believers are ministers. Thus those selected by the Lord to be pastors are to invite all believers to engage in ministry and view themselves as equippers of all the ministers, all of God’s people, within the Church.

A pipeline in the realm of local church ministry may look something like this: Lead Yourself (be in a group) Lead Others (lead a group or team) Lead Leaders (shepherd or coach a group of leaders) Lead Ministries (direct a ministry area).

Our friend Dave Ferguson, pastor of Community Christian Church, articulates the leadership pipeline at his church this way: Apprentice Leader (leader in training) Leader (of ten people) Coach (leader of up to five leaders) Staff (leader of up to ten coaches) Campus Pastor/Church Planter (leader of staff) Dave’s pipeline focuses heavily on developing campus pastors and church planters because of the multiplying focus of Community Christian.

A pipeline is for the whole organization; a pathway is an individual development plan, within the pipeline. A pipeline focuses on the flock; a pathway focuses on individual sheep.

 

Clergy and Laity:

Clergy. Churches often think it makes sense to hire clergy to do ministry because many believe that “the clergy” are a select group of people—a group able to offer spiritual counsel and insights that mere mortals could never; a group able to care for others in ways regular, everyday Christians could not.

Laypeople. “Oh, but I am not a pastor. I am just a layperson.” We have heard that statement countless times when speaking to committed Christians at conferences or other events. Often the statement comes from someone who wants to serve God more, wants to lead and make an impact, but feels second class and unable to do anything really significant. The person is often searching for a bigger view of life and the mission of God, but the lie that ministry is for the professionals has been reinforced for years.

Clergy and laity have been terms inaccurately used to create an unhealthy, unhelpful, and unbiblical division in the Church. The people of God are split in two, the “holy clergy” and the “laypeople” who tolerate work in unspiritual professions so they can pay the clergy to do the spiritual work. But this must not be; there should be no division in the body of Christ.

There is a massive difference between distinction and division. While there is no division between God’s sons and daughters, there is distinction. For example, Christian unity does not eliminate race, status, and gender. Instead, unity in Christ transcends those distinctions because Christ is so much better, and is what ultimately unifies God’s people. Christian unity does not eliminate our distinctions because God, in His providence and creativity, has made us distinct from one another.

Elton Trueblood stated it well: The ministry is for all who are called to share in Christ’s life, but the pastorate is for those who possess the peculiar gift of being able to help other men and women to practice any ministry to which they are called.

John Stott, writing on the role of pastors, stated, The New Testament concept of the pastor is not of a person who jealously guards all ministry in his own hands, . . . but one who helps and encourages all of God’s people to discover, develop, and exercise their gifts. His teaching and training are directed to this end, to enable the people of God to be a servant people. . . . Thus instead of monopolizing all ministry himself, he actually multiplies ministries.

 

Why Pastors Don’t Equip the Church:

Job security. Just as Ned designed a system where he is necessary, some pastors are hesitant to develop others for ministry because they fear they will become unnecessary to the church.

Insecurity. Just as Ned builds a system that necessitates him, some pastors need to be needed. They love to hear statements like, “I can’t imagine anyone but you praying for me at the hospital,” or “We do not know where our church would be without you.”

Idolatry. Releasing ministry to others is impossible for the leader who holds tightly to ministry as his or her reason for being. Ministry can be an attractive idol because it is rarely called out as sinful. It is an idol that others applaud you for. If ministry success is our god, we are likely to take the shortest path to greater and greater “victories,” but preparing and developing people is never on the shortest path. If ministry idolatry plagues us, we are hesitant to relinquish the ministry that fuels and drives us. We want to be the one, the man, the hero. We are only perfectly content to equip others if our hearts are filled with awe and wonder that we belong to Jesus.

Ignorance. This is not to say that churches are filled with ignorant people, but that many churches are filled with people who are ignorant to the biblical approach to ministry. Smart people can display incredible amounts of ignorance. People are often ignorant to the biblical approach to ministry because in many ways it feels so counterintuitive. “So our church hires pastors not to do ministry?” Also, “Let me get this straight. We are going to pay pastors to train us to do their jobs?” But His Kingdom often feels very counterintuitive. Such is life in the upside-down Kingdom of God where the last are first, the weak are strong, and the poor in spirit inherit the Kingdom. It’s easy and comfortable to rely on pastors to “do the ministry,” especially if that has been the culture and practice in the church.

Selfishness. Yes, some resist a culture of equipping because they are selfish. Also lazy and narcissistic. For some, refusing to embrace a biblical approach to ministry is a heart issue, not a head issue—a lack of passion, not a lack of knowledge. They are likely to bemoan that “pastors have easy jobs” and lament “life in the real world.” While many pastors do not emphasize equipping the people in a church for ministry, pastors have often entered church cultures that do not value equipping. In other words, both pastors and churches bear some of the responsibility for the lack of equipping that takes place in many churches. And the effect is that no one wins.

 

Community and Consumerism:

The beauty of unity. A church is a community of gifted people, not merely a community of people with a gifted pastor. When people are discipled and developed, a church is more unified. Instead of watching the professionals row the boat, all people are invited and trained to row the boat together. And there is some truth to the cliché: those who row the boat don’t have time to rock it. In other words, when people are focused on serving one another, unity increases.

Equipping changes a church from a mere consumption center to a gathering of people who serve one another and the world around them. A church focused on developing God’s people to serve is a church that knows why she is on the planet, and the people are likely to sense the urgency and significance of the opportunity.

Growing into maturity. Our maturing is a lifelong process of being formed more and more into the image of God’s Son, and a church with an equipping culture intentionally moves people toward Christlikeness. As people are equipped in the Word, Christ is more fully formed in them.

 

God’s Calling and Leadership:

God’s gift of leadership is not for Adam’s sake and it is not for yours. It’s for God’s sake; it is for His renown. So many times we find ourselves using the platform we have been given to make ourselves more famous, powerful, or wealthy. We use the gifts He gives us to earn more applause, to increase our power, and to gain more wealth. It becomes easy for us to use people to improve our own situation. We use our leadership capacities to get people to do what we want them to do. Many times, the result is more income or more power for us. It is fleshly and natural for us to use our gifts to make much of ourselves. We lead people, and we want people to know we led them. Sadly, many don’t just want to lead greatly, but also want to be known as great leaders. But this isn’t what God intended.

The leadership God has entrusted to mankind can be placed into three primary activities: Leaders are called to reflect God’s glory. God-centered leadership is expressed by leaders who embody the character and nature of God in their own lives as much as a pardoned sinner can. Leaders are called to replicate. God-centered leadership is rightly employed when it aims to fill the whole earth with other renewed image bearers by spreading the gospel and multiplying children of God. Leaders are called to cultivate. A God-centered leader strives to cultivate an environment where others will flourish in light of the glory of God.

God does not need your leadership. Don’t get us wrong; He wants you to lead, and He wants you to lead well. But, do not mistake God’s desire as dependence on His creation. He is not dependent on us.

It is not first the work of our hands that pleases the Lord, but the condition of our hearts. We cannot go on leading or living as if our results are God’s primary concern. Our leadership results alone do not honor God. We cannot hide behind our accomplishments. The ends do not justify the means in God’s Kingdom. We cannot see our leadership as bringing God glory simply by the results our leadership produces. Why and how we lead is much more important than what we lead. As we develop leaders, likewise, we must train them that the why and how of their leadership is critically important.

Through us, God will call others to come to Jesus and be changed. As we lead, God is calling others to be born again and begin the lifelong journey of being conformed to the image of Christ. By His design, we are not called to simply be image bearers, but to replicate other image bearers! We are not called to simply be His disciples, but also to make disciples.

God has designed His people to lead. From the first recordings of history God has made it clear that He has designed creation to be led by His covenant people. More than that, He has determined what His people are to do with the leadership entrusted to them. Whether you are called to lead in the home, the marketplace, the church, or in the city, His people are called to lead others to worship Jesus Christ.

It is not what a man does that determines whether his work is sacred or secular, it is why he does it. — A. W. Tozer. God is intimately concerned with why, how, and to where we lead people.

Not only are church leaders called to be leaders themselves for the Kingdom, but the church must equip others to lead. If members of the body of Christ are to be faithful to this Great Commission, they must be developed to lead. Everyone called to be a disciple of Jesus is also called to make disciples of Jesus. There is no doubt that the Spirit of God can use anyone. He does not require great leaders to make faithful disciples, nor does He need great evangelists to deliver the gospel. Nonetheless, the aim of the church is to enable every member to lead others into the Kingdom, so we must work hard to train them for the task.

Charles Spurgeon put it this way: “Every Christian is either a missionary or an imposter.” The charge to our churches is to prepare the saints to be missionaries to this world, even as God calls some of them to lead in the world.

We can talk ourselves blue in the face about evangelism and mission, but if our churches don’t fundamentally believe that God’s work happens wherever God’s Spirit is present, then our ministry will always come short of leader multiplication. Our passion to send leaders out is inextricably linked to the belief that God’s power goes with them. If churches really believe that the people of God are empowered not only when they meet but also when they live scattered, then a conviction for developing leaders infects the culture of the church.

We love God, so we love His Church. We love His Church, so we want to provide her with the best leadership possible.

A belief in membership is woefully incomplete without a strong belief in the priesthood of all believers.

A necessary theological conviction for the leader-developing church is a people deeply devoted to the glory of God and dedicated to multiplication

 

Actual Beliefs | Articulated Beliefs | Aspirational Beliefs | Artifacts

These layers move from actual beliefs to articulated beliefs, to the expression of those beliefs (called artifacts). All three layers make up the culture in a church.

Actual beliefs are what the group collectively believes, not merely says they believe.

While not everything that is articulated is really believed, what is really believed is always articulated. If something is really valued, it is declared. Language and words help create the culture one lives in.

It is unwise simply to bring a list of “aspirational” values and attempt to reverse-engineer them into the culture. Find what actual beliefs and values are affirmable and affirm, celebrate, and reinforce them. Starve and confront the unhealthy ones, but affirm the healthy actual values and the right beliefs.

The artifacts of church culture are the visible, tangible expressions of a church’s actual and articulated beliefs. Artifacts include common behaviors, informal rules for interaction, and other customs. Artifacts also include the formal behavioral management systems like policies, organizational structures, meeting formats, and required procedures.

Artifacts reveal a church’s worldview and simultaneously shape the church to continue believing it.

 

Change is Hard:

Changing Church Culture Change is extremely difficult. One of the most vivid and striking examples of this painful reality is the inability of heart patients to change even when confronted with grim reality. Roughly six hundred thousand people have a heart bypass each year in the United States. These patients are told they must change. They must change their eating habits, must exercise, and quit smoking and drinking. If they do not, they will die. The case for change is so compelling that they are literally told, “Change or die.” Yet despite the clear instructions and painful reality, 90 percent of the patients do not change. Within two years of hearing such brutal facts, they remain the same. Change is that challenging for people. For the vast majority of patients, death is chosen over change.

1. Establish a sense of urgency. Leaders must create dissatisfaction with an ineffective status quo. They must help others develop a sense of angst over the brokenness around them.

2. Form a guiding coalition. Effectively leading change requires a community of people, a group aligned on mission and values and committed to the future of the organization.

3. Develop a vision and strategy. Vision attracts people and drives action. Without owning and articulating a compelling vision for the future, leaders are not leading.

4. Communicate the vision. Possessing a vision for change is not sufficient; the vision must be communicated effectively. Without great communication, a vision is a mere dream.

5. Empower others to act. Leaders seek to empower others and deploy them for action. They seek to remove obstacles that hamper action that is in line with the vision.

6. Generate short-term wins. Change theorist William Bridges stated, “Quick successes reassure the believers, convince the doubters, and confound the critics.” Leaders are wise to secure early wins to leverage momentum.

7. Consolidate improvements and produce more change. Effective change gives leaders freedom and credibility for more change.

8. Anchor new approaches in the culture. Leaders do not create a new culture in order to make changes; instead, they make changes to create a new culture.

 

Consumption Is Not Discipleship:

The Church was birthed in a discipleship paradigm, a culture where rabbis invested in their disciples. As the center of the Church moved from Jerusalem to Rome, the culture surrounding the center of the Church looked very different. With Jerusalem as the Church’s center, the Church was surrounded by a rabbi/disciple model. With Rome as the Church’s center, the Church was surrounded by a culture that valued professors dispensing information to students.

Consumption and discipleship are very, very different. Jesus launched the Church with discipleship, and she drifted to consumption.

Consumption is focused on the masses and for the short-term payoff. Discipleship is focused on the person for the long run, for fruit that will last. Churches will drift without a consistent and constant conviction for discipleship, to disciple people and develop leaders. We must not settle for consumption. Though much more challenging and difficult, we must insist on discipleship.

To view discipleship as distinct from leadership development is to propose that discipleship does not impact all of one’s life. If a church approaches leadership development as distinct from discipleship, the church unintentionally communicates a false dichotomy—that one’s leadership can be divorced from one’s faith.

 

Character Development:

Yet all the pushes for integrity and all the instructions on character development from leadership gurus won’t transform a leader’s heart. Inevitably after these authors reveal their findings that “character matters,” their challenges and their writings quickly degenerate into futile attempts to change our own hearts. We can’t change our own hearts. We can’t pep-talk ourselves into transformation. Only Jesus can transform our character. We must develop leaders who are consistently led and fed by Him before they attempt to lead and feed others.

Knowledge alone will not develop a leader. Knowledge alone results in consumption and produces fat Christians with heads filled with information but hearts hardened and hands never dirty in serving others. If knowledge equated development, our churches would be filled with developed leaders as knowledge is frequently dispensed in many churches every week.

Experiences alone will not develop a leader. Experiences apart from knowledge and coaching can actually produce ineffective and unhealthy leaders who are shaped by poor experiences and unhealthy ministry environments. Without truth applied to hearts, experiences are not wisely evaluated and interpreted.

Coaching alone will not develop a leader. Without knowledge and experiences, the coach or leader has nothing to say, nothing to apply, and no feedback to give. Coaching without knowledge and experiences isn’t really coaching.

 

Coaching:

Jesus shared knowledge with His disciples and invited them to experience life with Him, but He also applied truth to their hearts as questions and situations arose. He asked penetrating questions, responded to theirs, and took full advantage of everyday situations to develop them. His coaching was constant.

Watch (Luke 7–8). At first, Jesus invited His disciples to simply be with Him. His presence was the essence of their development. They saw His focus, His love, and His mercy and compassion toward people for ministry. They saw Jesus receive worship from a sinful woman and defend her before the religious. They observed as He mercifully drew attention to a woman who was healed from her bleeding, so that all would know she was no longer unclean. They saw Him relate to a family in the midst of grief and pain before raising their daughter from the dead.

Go (Luke 9–10). After the disciples watched Jesus serve, Jesus sent them to minister to others and proclaim the Kingdom of God. Twice in Luke 9 and 10, Jesus sent the disciples and others to minister. He gave them specific instructions on how to respond to people who were hospitable, how to respond to those who were not welcoming, and what to take for the journey.

Let’s talk (Luke 9–10). In both instances, when the disciples returned from serving and proclaiming, they shared their experiences with Him. Essentially, they debriefed.

Leadership Development Imperatives – If you and your church are going to develop leaders, you must deliver knowledge, provide experiences, and offer coaching. As people receive truth from godly leaders they trust and respect while they are in a serving posture, development is likely to occur.

 

Head | Heart | Hands

Head: To deliver knowledge to the minds of leaders you are seeking to develop, you must know what you believe they must know. In other words, you must have an established sphere of knowledge that you want to pass on to those you are developing. Some questions to consider are: What do leaders need to know? What competencies do they need to develop?

Heart: As we apply knowledge, we must apply knowledge to the hearts of those we are developing. Heads filled with information without hearts transformed by the grace of God is a horrific combination in the realm of leadership development. As King Saul continued ruling, surely his head was filled with more and more knowledge of how to direct people and administer his kingdom. But his heart wandered more and more from the One who ultimately made him king.

Hands: As leaders are developed in their thinking and in their affections, they must also be equipped with knowledge to serve. They must be taught how to lead, how to serve. Zeal for leading, without knowledge of how to lead is not good (Prov. 19:2). Zeal without knowledge is dangerous because we can be deeply and sincerely passionate and completely misguided.

Implementation:

Put Steel in the Ground. After you have designed the leadership pipeline, you must implement it among your leaders. Actually, you must continually implement. Your leadership pipeline will not serve you well if you roll it out one time and expect people to embrace it as a helpful construct.

Communicate clearly. Understanding always precedes commitment, and people will not be able to understand the leadership pipeline and their opportunities for development unless there is clarity. Placing the pipeline before leadership teams helps them see the overall plan to develop and deploy leaders.

Communicate carefully. The pipeline must be communicated carefully, however, because you don’t want to send the signal that success is progression through the pipeline. The goal of the pipeline is development, not progression.

Mark transition moments. A small group leader who moves to coaching other small group leaders must make a mental transition from shepherding people to recruiting, shepherding, and training leaders. A greeter in your church who moves into training and leading other greeters must change his or her approach. Shaking hands becomes recruiting other leaders to shake hands and ensuring people are properly scheduled.

Don’t leapfrog. Both of us have led churches that have experienced seasons of exponential growth. In those seasons the need for new leaders is so pressing that there is a constant temptation to leapfrog your own pipeline, to take people who have been competent at one level of the pipeline and thrust them into a new place of ministry that is several steps ahead. Leapfrogging your own pipeline is one sure way to ensure you get the wrong people at the table.

You won’t drift into developing leaders, but you will easily drift from developing leaders. Just as we don’t drift into a pursuit of holiness, we won’t drift into developing and deploying leaders.

Tim Keller, David Powlison, and others have thought more deeply and written more eloquently about the idolatry that plagues our hearts. They have identified four common idols beneath the surface, idols that drive sinful and destructive behavior:

  1. Control: a longing to have everything go according to my plan
  2. Approval: a longing to be accepted or desired
  3. Power: a longing for influence or recognition
  4. Comfort: a longing for pleasure These idols will strangle the conviction for leadership development in your life.

Just as Dwight L. Moody famously remarked, “Sin will keep me from the Bible, or the Bible will keep me from sin,” there is a sense that Jesus-driven conviction will keep you from these idols, or these idols will keep you from developing leaders.

 

Geiger, Eric. Designed to Lead: The Church and Leadership Development, B&H Publishing Group. Kindle Edition.

[print_link] [email_link]

9 Things a Leader Must Do

These are my notes from reading Henry Cloud’s book called, “9 Things a Leader Must Do.” Get the book – it is brief, concise, full of illustrations and practical tips on becoming a more effective leader.

Why do some leaders get and accomplish what they want as a matter of routine, while others seem to regularly experience frustration and setbacks? Why do some leaders achieve their goals and reach new heights, while others barely “hang in there” and survive? Based on his groundbreaking psychological study of the ways that successful individuals think and behave, Dr. Henry Cloud presents a simple yet profound road map to help leaders, and those who want to become leaders, arrive at greater levels of personal growth and corporate influence than they previously thought were possible. The good news for all of us is that leadership success is not limited to vague notions of “charisma” nor traditional advantages like graduate degrees and connections, but much more to a pattern of thinking and moving forward that learns from mistakes and stays focused on goals. – Amazon Description

  1. Excavate Your Soul – Thing One: Déjà vu leaders explore their deep hearts and invest in their inner desires and drives.
    1. Leadership success is the process of digging up the treasures of the invisible soul in order to bring dreams, desires, and talents into the visible world.
    2. Those who take what they possess, invest it in life, and are diligent and faithful with it over time, grow and build something good. But those who allow fear to keep them from stepping out, not only fail to increase what they have, they actually lose it.
    3. Success and failure alike arise from what is going on inside, and the wise person is the one who pays attention.
    4. Healthy risk is calculated, integrated, and then executed with diligence and thoughtfulness.
  2. Yank the Diseased Tooth – Thing Two: Déjà vu leaders do not allow negative things to take up space in their lives.
    1. If they can’t fix the bad stuff, they get rid of it. Sometimes quickly and sometimes through a process, but if a tooth is infected, they yank it out. They get rid of negative energy.
    2. We need to clear out clutter, dead weight, things we keep around that don’t help us but take up space or drain resources.
    3. Get rid of the things you are not using.
    4. Avoidance is really not helping anything, because you still expend the energy and feel the hurt. If you had simply yanked the bad tooth when it started bothering you, you would be over the pain by now. Avoidance always prolongs pain.
    5. New things that actually have hope for the future cannot appear until you get rid of what was taking up the space that the new thing needs.
    6. The cringe factor: “My rule is this: Anytime I have to cringe or take a big gulp to agree to do anything substantial with anyone, whether to hire him, work with him, or anything significant, I don’t do it. Period.”
  3. Play the Whole Movie – Thing Three: Déjà vu leaders evaluate their decisions in the present based on how they will affect the future.
    1. I’ll be hanged if I’m going to let my daughter marry any man who doesn’t own a watch!”
      Déjà vu leaders evaluate almost everything they do in this way. They see every behavior and decision as links in a larger chain, steps in a direction that has a destination.
    2. So here’s the question: On that day three years from now, do you want to have a law degree, enabling you to do something you love? Or do you want to still hate your life?”
    3. “We’re having a week of what we call war games,” he replied. “We play out future bad scenarios and make sure we’re in a position to handle them.
  4. Put Superman out of a Job – Thing Four: Déjà vu leaders continually ask themselves, “What can I do to make this situation better?”
    1. Why doesn’t somebody else step up and do something to save the day? It’s like everybody else is powerless even to try to intervene. The people seem resigned to the fact that if Superman doesn’t show up, they’re all doomed. So nobody even tries.
    2. Even if someone else is at fault, they take initiative to address the problem and seek a solution. Whatever the answer may be, déjà vu leaders make a move.
  5. Embrace Your Inner Insect – Thing Five: Déjà vu leaders achieve big goals by taking small steps over time.
    1. The lessons from the ant farm – This entire feat was really no more complex than one step at a time, one grain of sand at a time. If an ant could do it, so could I.
    2. The biggest enemy of the small-steps-big-results principle is our craving for having it all. If the ant picks up a grain of sand, the city will be built. But if the ant looks at the grain and says, “That is not a city! What a waste of time!” there will be no city in the end.
    3. Wanting it all keeps you from having any.
  6. Earn a Black Belt in Hate – Thing Six: Déjà vu leaders develop the ability to hate the right things well.
    1. “I don’t mind problems, because business is about solving problems,” he began. “But, I hate surprises. This new information was not disclosed to me in the purchase process. If I had known earlier, it would not have mattered. It is just a problem to be solved.”
    2. What we hate says a lot about who we are, what we value, what we care about. And how we hate says much about how we will succeed in business and life.
    3. When we hate the evil around us, we move to get rid of it as an act of love.
    4. Déjà vu leaders hate in ways that solve problems as opposed to creating problems.
    5. Transform it to the kind of hate that solves problems, protects things that you value, and stands against the things that you do not want in your life and work.
  7. Forget about Playing Fair – Thing Seven: Déjà vu leaders give back better than they are given.
    1. That means that if I make a mistake, I want you to help me, not get back at me.
    2. The fault with fairness is that all it takes for any relationship to go sour is for one person not to perform, and then the other one will do the same. There is an interlocking dependency: The other person must be good so I can be good.
    3. The other’s benefit is their utmost concern. That does not mean they have no interest in their own benefits. It simply means that in their treatment of others, their goal is to do well by them regardless of how they are treated. They don’t play fair; they play right.
  8. Quit Self-Exaggerating – Thing Eight: Déjà vu leaders do not strive to be or to appear more than they really are.
    1. A déjà vu leader is a human being like everyone else, avoiding the need to be more than that.
    2. People who learn from failure are motivated to do better. Self-confidence does not come from seeing oneself as strong, without flaws, or above making mistakes. Self-confidence and belief in yourself come from accepting flaws and mistakes and realizing that you can go forward and grow past them, that you can learn from them.
    3. Closely related to admitting our own mistakes is responding constructively when the news of our imperfections comes from others. The way of the déjà vu leader is to receive correction as a gift, not to be defensive.
    4. Successful leaders fail just like everyone else. But it’s the way they handle their failure and imperfections that sets them apart.
    5. Humility means giving up thinking that we know it all, giving up thinking we can do it all, giving up thinking we have to do it well all the time, giving up thinking that we are better than others when they do not do it well, giving up needing to be seen as right or good all the time, and giving up defensiveness. In all these cases, the way of the déjà vu leader is basically to be real.
  9. Ignore the Popularity Polls – Thing Nine: Déjà vu leaders do not make decisions based on the fear of other people’s reactions.
    1. Successful leaders are sensitive to the reactions of others, but when weighing whether or not a given course is right, whether or not someone else is going to like it is not a factor that carries any weight. Concern, yes; but weight, no. Déjà vu leaders decide to do what is right first and deal with the fallout second.
    2. One of the important distinctions that déjà vu leaders make in these situations is between hurting someone and harming him. Hurt is a normal part of life, harming is optional.
    3. Learn the old saying, I am not doing this to you. I am doing it for me. That is not inflicting harm at all, even if the person on the receiving end acts as if it is.
    4. The responses you get may be along the lines of, “After all I’ve done for you and the company, this is the thanks I get?” or “I’ve done nothing wrong; why am I getting the shaft on this deal?” Stay fixed on your heading to do the right thing and do not allow the guilt messages to blow you off course.
    5. If you let the anger of other people decide your course of action for you, then you have just trained them in how to get what they want out of you. You have set yourself up for the same experience again.
    6. I’m often asked by leaders, “How do you deal with controlling people?” My answer is that you convert them from being controlling to being frustrated. The only way people can be controlling is when we make them that way by doing what they want.
    7. Don’t try to avoid upsetting people; just make sure you are upsetting the right ones. If kind, loving, responsible, and honest people are upset with you, then you had better look at the choices you are making. But if controlling, hot and cold, irresponsible, or manipulative people are upset with you, then take courage—it might be a sign that you are doing the right thing and becoming a déjà vu leader!
    8. On that day I discovered four things that changed my life. They were the same four things that I have heard other people affirm countless times:
      1. God is there to help us if we ask Him.
      2. He not only helps us directly, He gives us others to help us.
      3. He designed life to work according to certain truths and principles.
      4. As we practice those truths and principles, good things are given.

Staff Renewal and Vision

On May 7 the staff got together to discuss the impact of our days of renewal, in hopes of embracing a compelling vision, or at least that we will begin the formation of a vision of “the next” for King’s Grant. Here are a few of my notes and thoughts…

If we are to be an equipping culture, we must decide if we are equipping people for a task/event or equipping them for a ministry (unleashing them for kingdom service).

Let’s remind ourselves of the working diagram for our renewal time:

When we speak of the kingdom, we are meaning the rule and reign of Christ in the lives of our people. This is why we exist, to equip believers for the work of service (Ephesians 4:12). It is as if God has given church leaders “only one job, you have 1 job, so don’t blow it by getting distracted with so many other good and worthwhile things.”

Working Vision Statement:

We exist to extend
    the love of Christ, and
    His kingdom
We exist to expand – His love and kingdom
    in Virginia Beach, and
    to the world
We exist to equip – God’s people; for their mission of…
    mending and restoring relationships
    laying and establishing a foundation
    preparing, training, and sending;the saints for the work of service

After this would come each individual ministry of the church, to do these things, by… (listing several ways that ministry will bring this vision into fruition). In the discipleship ministry we could say we do this by…

  • Providing small group experiences
  • Providing resources for spiritual growth
  • Providing opportunities to serve others
  • Providing equip and train opportunities to become more effective in ministry, in order to work toward the vision

We are called to make disciples, but just how does one measure that? How does one know that the goal has been reached? Perhaps by measuring church attendance, Bible and theological knowledge, prayer life, tithing, memorizing Scripture, zeal for God? Yet these look eerily similar, not to Jesus’s closest men, but to his chief opponents (the Pharisees).

On the other hand, what if we measured the progress of a disciple in less objective terms, like this:

Depending on the Holy Spirit (regeneration and dependence)
Interacting in Christian community (biblical knowledge and interdependence)
Submitting to the lordship of Christ (humility and obedience)
Communing with the Father (spiritual disciplines of prayer, devotion, worship)
Investing HIS resources (stewardship, investing in eternal matters)
Participating in acts of service (ministry to/with others and giving back)
Leading people to Christ (Christian witness in word and deed)
Expanding his kingdom (evangelism and missions)

All this to say, how can we get our people to think on a kingdom level? How do we help our people to find their calling?


On June 6, we got together and added more detail..

Mend and Restore – Gather
    Into the FAITH
    Into the FAMILY

Establish and Lay a Foundation – Grow
    In CONNECTION
    In COMMUNITY

Equip and Send – Go
    By SENDING
    By SERVING


This manifests itself in two ways: Personal and Communal  – in a linear process of movement on this journey through life together…

  1. Personally (Member) — Communally (Connection, with other members)
  2. Personally  (Ministry) — Communally (Community with whom we are connected)
  3. Personally (Mission) — Communally (Changing the world)