HeartQuest 101

I discovered a wealth of information from the leadership seminar notes of the Norfolk Area Baptist Association Minister’s Conference on May 13, 2010. This is pretty intriguing information about the relevance of the church in today’s culture.

The Church in America is in desperate need of a new model for the local church. We currently develop churches based on a model of ministry that was developed several hundred years ago, rejecting the fact that the society for which that model was designed no longer exists.

“The constant cry of the unchurched, ‘The church is irrelevant to the way I live’ cannot be addressed until the model itself is renewed to acknowledge that the times have changed. Our approach to meeting people’s needs with the unchanging truths of the gospel must reflect our sensitivity to that change.” — George Barna

Why don’t you go to church?

1. Churches are always asking for money
2. Services are boring and lifeless
3. Services are predictable and repetitive
4. Sermons are irrelevant to daily life as it’s lived in the real world
5. The pastor makes me feel guilty and ignorant, so I leave church feeling worse than when I came

“There is much to be said for people feeling that they are part of a winning team. Adults these days are too busy and under too much pressure to cheerfully and willingly offer their free time to activities that continually fail.” – George Barna

False Assumptions in Church Leadership

Here is an excerpt from an article by Dave Travis. The article challenges us on several fronts and I think it merits your attention. Travis writes, “These false assumptions lead to misguided ministry, out of touch with those who need to be reached.” He shares the false assumptions and then contrasts them with his view of reality:

Assumption – We live in a church culture.
Reality – There are far more people out there with no connection to the church than we care to admit. Kennon Callahan said it best in his book, Effective Church Leadership, “The day of the churched culture is over. The day of the mission field has come.” Leaders need to do a gut check in order to see the persons in their neighborhoods as persons that we can reach. Leaders should represent the unchurched to the churches’ teams and committees, helping to keep focused on the need to reach them for Christ.

Assumption – People will be committed to a cause or a group.
Reality – In days like these, you can’t count on anything. Too often, the members of church leadership teams don’t show up. Some of our leaders are committed to too many ways of making a difference. When congregations have too many focus points, everything looks diluted. What are the one or two ministries where you can have an impact?

Assumption – People know reality is not what they see on TV or movies.
Reality – The media is defining what is real for many people. Frequent stories of violence and decay distort reality for many. In the movies and on TV we see sin without consequences leading many persons to believe that there should be no consequences in real life. Church leaders need to be able to communicate both sides of reality. No, there is not as much crime as some media portray but yes there are consequences to bad choices.

Assumption – We assume that our culture is word-oriented.
Reality – It is visual. Computers have revived writing as a skill but it is not a pen-and-paper effect. It is actually a visual effect. Bookstores are expanding, but profits are found in readers over 40 who buy for themselves and their children. The emerging generations respond to visual stimulation. We need to consider our communication styles and media within the church and to the larger community.

Assumption – We assumed the solutions to our life situations and problems are passed from an older generation to a younger.
Reality – The present culture is extremely mosaic and eclectic. With the half-life of technical and specialized education now lasting under five years, older generations are learning from younger people, not vice versa. We must be willing as individuals, in our committees and teams, and as a larger organization to seek out solutions from the best providers.

Assumption – We need to bring people into the church to make disciples.
Reality – We need to equip people to go out to make disciples in the world. It’s not what happens inside the four walls, but what happens outside that counts. We must equip leaders to be equippers of others who minister in the marketplace, in the neighborhood, and on the mission field.

Assumption – Eventually we will learn what we need and return to a stable state.
Reality – There is no stable state, and there probably never was one. Everyone, church leaders and church members, must be constantly learning to handle the changes in our culture. Change will only increase in the next decade. We must not build hope for a false utopia. A life lesson for all of us: when you find yourself in white water you’d better learn to row and keep on rowing.

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I’ve just finished the Paul D. Borden book, Direct Hit, and wanted to share many of the quotes from the book. The staff at King’s Grant is reading this together, and our pastor is currently involved with the Great Commission Breakthrough Cluster, and group of local pastors that are a part of this church growth strategy sponsored by the Norfolk Area Baptist Association.

Can We Get Some Help Here?

Many churches want the “results of change but are unwilling to do what it takes to get the results.”

“The consumer expects to have expectations met; if they are not met, the consumer will either go somewhere else or will stop shopping.”

Many people view the church as a weekly refuge from the world rather than as a “mission outpost designed to reach lost people.”

“The best medicine for those facing hurt is to become involved in effective ministry… hurt is often healed when we are no longer focusing on our own pain but on the needs of others.”

“Many competent pastors live under condemnation because of the incompetent pastors who came before them.” Others cannot lead systemic change because God has not given them the gifts to do so.

Churches need consultation, “it is more a matter of helping the leaders become better at what they are doing, and, in some cases, helping them find more leaders or staff who will compliment those already there.”

“An intervention is different from a consultation in that an interventionist knows that from the start that the job is to lead systemic change, helping to set aside the current system and replace it with one that is mission and vision driven. It often means devising strategies to remove the currect congregational bosses.”

There is a “line in the sand” weekend, then a year-long relationship with an outsider, to gain insights into the congregation’s five biggest strengths, five weaknesses and five prescriptions that require implementation.

“If we determine that [the pastor or staff] is the primary reason that the congregation is not growing, I ask whether the pastor is willing to resign… if the pastor is not willing to risk, then the congregation cannot be asked to risk.” Many will likely need to resign since it is under their watch the congregation has declined.

“Most unhealthy congregations are in a cycle of decline because of incompetent and/or untrained pastors and laity who want to control the congregation out of their need for significance rather than to focus outward… These pastors often build their empire under the guise of deep spirituality.” Abusive pastors cannot handle turning over control to the people.

It’s Time to Really Move

It is time to look at everything the congregation has in print, to focus on the message, vision and purpose of the congregation. There needs to be a ministry audit, to eliminate anything that does not live up to the mission and vision of the congregation. There is also a need to establish new leadership.

“Structure never changes first. If the primary focus is on structure, all changes will be like lightning rods that attract chaos from those wanting to stop change.” Therefore the congregation must implement a new vision and new mission… congregational structures reflect how the three basic values (power, turf and money) are handled.”

People need to “step down from their positions if they do not meet their goals on a consistent basis.” All staff members must accept three goals…

1. the number of new disciples brought to Jesus under their ministry,
2. the number of new people that each staff member will train to be involved in his or her ministry this year,
3. specific numbers or percentages by which that staff member’s ministry will grow during the year.

The pastor’s new role centers on leadership rather than chaplaincy, caring for the congregation. He is seen as the spiritual leader, but “moves toward being the leader of a well-organized organism called the congregation.” He is the “keeper of the mission and caster of the vision.” He is to create a new urgency for the mission.  He is also the developer of new leaders, who turns much of the ministry over to the laity. The pastor becomes “an expert on media and the use of media in sermons.” Methods and content of preaching must change when moving from pastor as chaplain to pastor as leader.

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I’ve been wondering and asking a few questions about life… you ever do that? Since we, as Christians, talk about our hope being in Christ, (1 Corinthians 15:9, Ephesians 1:12, 2:12, Philippians 1:20, Colossians 1:27, 1 Thessalonians 1:3, 1 Timothy 1:1, Titus 2:13, Hebrews 3:6, 1 Peter 1:3, 13, 3:15), what do I really hope for? Take a look at what I found in 2 Corinthians 5:

I hope that I long for heaven (2 Corinthians 5:1, 2-3, 4-5). Do I look forward to the time when the Father calls me home and I can dwell in the place that Christ has prepared for me (John 14:3)? Am I doing all that I can to help others make it into heaven? Do I allow the Holy Spirit to remind me every day of my mission and purpose on this earth?

I hope that I have the courage to walk by faith and not by sight (2 Corinthians 5:6-7). Do I see that there’s more to this life than just living or existing? Do I see God at work around me and through me and my church? Am I confident and willing to takes steps of faith even when I cannot see? Will I still believe even when the burden of life gets so heavy that I doubt and question the reality of Christ and what He’s done for the world and for me?

I hope that my goal is to always please Him (2 Corinthians 5:9). Do I think about Christ when I’m making decisions? Do I really ask the question “What Would Jesus Do?” and mean it? When sin tempts me to follow after it, am I reminded of the sacrifice of Christ for my soul, and that He set me free from the slavery of sin? Do I act in order to receive applause from Jesus or applause from men?

I hope that my actions on earth will reap a reward rather than condemnation (2 Corinthians 5:10). Do I act upon thoughts of compassion for others, or keep it to myself? Do I believe that I am the answer to someone’s cry for help or do I expect someone else to step up? Do I really believe that the Great Commission (Matthew 28:19-20) and the Great Commandment (Matthew 22:37-40) are the mission and purpose of God?

I hope that my understanding of God will continue to grow (2 Corinthians 5:11 NLT). Do I have a high view of who God is? Do my theological convictions match my actions and words? Do I always look for God within a situation, even when it has been hurtful? Do I realize that I cannot conduct my ministry without His guidance and direction? Do I lean of God as I seek to persuade others about Christ?

I hope that my ministry is all about Him and not about me (2 Corinthians 5:12). Do I give God the credit due Him for the things I do in His name? Do I recognize that nothing good dwells in me (Romans 7:18) and that I am strong only when I am weak (2 Corinthians 12:10, 1 Corinthians 1:27)? Do I remember that it is through my weakness that the power of God is unleashed (2 Corinthians 12:9, 1 Corinthians 15:43, Hebrew 11:34)?

I hope that I will never be considered normal (2 Corinthians 5:13). Do those in the world think I am crazy about Jesus? Do they think that I am just crazy? Do I stand firm that it is logical and rational to believe there is a God who created the universe and that Christ was raised from the dead? Can I give all men a reason for the hope that is in me (1 Peter 3:15)? Do I demonstrate my dependence in an age of radical independence?

I hope the love of Christ controls me (2 Corinthians 5:14-15). Do I always seek the most loving thing to do, or say? Do I remember that it is because of the love of Christ that He died and that I was also crucified with Him (Galatians 2:20)? Do I have the needs of a lost world on my heart, so that love compels me to be a positive witness for Christ? Do I live for myself or do I live for others or for Christ? Do I make Jesus a part of my life or do I make Him my life?

I hope I see other people as God sees them (2 Corinthians 5:16). Do I have a God perspective on the lostness of the world? Do I see hurting people all around me and respond as an ambassador for Christ? Am I helping believers around me to see people as God sees them, and act on behalf of the “least of these” (Matthew 25:40)?

I hope that my life and those in my congregation have experienced real life change (2 Corinthians 5:17). Transformation of life is what this earthly life is all about, so am I a changed person? Am I encouraging or helping others to change in ways that pleases God and brings Him honor and glory?

I hope that the mission of God is caught by all those at King’s Grant (2 Corinthians 5:18-19). Do I understand that I am in the business of reconciliation? How can I get across to others the mission of God and cast a vision for what His mission is on the world?

I hope that I never get tired of the same old story of salvation (2 Corinthians 5:21). Do I ever just read over some passages because I know the story? Do I read the Bible to connect with God or just to prepare for another lesson? Am I open to the leadership of the Spirit as I read His Word, and allow Him to guide my thoughts, beliefs and actions? Do I hear the voice of God speaking through the written words on the page?

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Mentoring requires people to be in communication, to be connected, in order for it to work. Perhaps an obvious fact, but I suppose many people feel that they can be mentored by remote control. It is true that we can be mentored through reading books, because there is a lot of information that we can learn from authors that we respect or have been in business for a long time, or model the type of spirituality or theology that we want to become more like them. But if we want real life transformation, we need to become accountable to another person that will keep us focused on our goals, and get in our face when we fall short.

I imagine that most Christians have no argument about being accountable to God. After all, He is our heavenly Father, He is perfect and He has the right to check up on us to see if we are on course. But these same people think being accountable to someone on earth is, to say the least, a touchy matter.

When you think about it, calling someone to account is an act of love. Forcing a protégé to open his life to a confidant who has earned the right to be heard can save marriages from divorce, churches from division, organizations from financial distress, and careers from ruin.

Mentors are also accountable to themselves. It requires that they become vulnerable, not hesitate to show weakness, admit when they are wrong, respond quickly to reproof, and even set an example to those on the outside who are watching.

What about accountability in the Bible? Take a look…

• Joseph was accountable to Potiphar.
• King Saul was accountable to Samuel the prophet.
• King David was accountable to Nathan the prophet.
• Daniel was accountable to God before his accountability to the king.
• Nehemiah was accountable to Artaxerxes the king.
• Jesus was accountable to the Father, and demonstrated it by submitting to the Father’s will.
• The Twelve were accountable to Jesus and also to each other.
• Paul and Silas were accountable to the church at Antioch.

When I think about accountability, I believe that we all need (at times) someone close enough to get in our faces and tell us what we need to hear. It may not be what we want to hear, but we need it to get back on track. Sometimes the truth hurts, but the truth in love is what we are called to do (Ephesians 4:15). A mentor’s wounds are those of a faithful friend. Not everyone has the right to climb into your life and offer rebuke; it is for those who have built this love relationship ahead of time.

I believe that people who are accountable to a mentor are serious about changing their behavior. I read about a study showing that employees who know they are being observed demonstrate a higher quality and quantity of work, knowing they will be held to account.

It’s not easy, mentors need wisdom in dealing with a variety of issues and problems. Remember that you don’t mentor alone. A mentor who sees his protégé stumble must invade that person’s private world.

• One to guide and encourage.
• One to also get in your face when you mess up.
• One who loves you too much to let you play with fire.
• Wisdom from the Proverbs 13:10, 13:14, 13:18, 13:20, 15:31

[ Here's more on mentoring ]

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I’ve just finished the Paul D. Borden book, Direct Hit, and wanted to share many of the quotes from the book. The staff at King’s Grant is reading this together, and our pastor is currently involved with the Great Commission Breakthrough Cluster, and group of local pastors that are a part of this church growth strategy sponsored by the Norfolk Area Baptist Association.

No One Does it Alone

“Healthy, growing, reproducing congregations, which reflect a very small minority of congregations in wealthy nations, and average, normal, dysfunctional congregations , which are the majority, are two very different cultures that cannot and will not exist together.”

“Healthy congregations are defined by sacrifice. They exist more for those who are currently not a part of the group… They are missional in nature… outwardly focused in orientation…” They organize themselves to accomplish the mission and are willing to change whatever organizational structure that inhibits the accomplishment of that mission.

“Dysfunctional congregations, on the other hand, despite all their rhetoric about sacrifice exist more for those who already rule the congregation than for those who are on the outside.” They are more inwardly focused, more institutional than missional, organized to conserve the status quo, and make only peripheral changes to adapt to new environments.

When recruiting new pastors, congregations often hide who they really are, believing that the congregation desires to reach out at all cost, and are seeking a pastor to lead in that change.

“Most pastoral tenures are short because new pastors quickly become old pastors when they realize that the recruitment rhetoric that appointed and lured them to the congregation was not much more than propaganda.”

Pastors desiring to lead real change in an established congregation “must realize they are signing up to lead not just a few battles but all-out war.” They fail in this war because “they have too few officers and are usually outsmarted by better generals who are fighting on their home turf.”

Every congregation has a structure. “The formal structure states how things should be done, and the informal structure determines how most things get accomplished.”

“Many will talk of the need for change while doing everything in their power to inhibit it… When they realize that changes means loss of influence, they quickly turn and become the pastor’s adversary.”

Various teams need to be in place. The prayer team commits to pray regularly for changes that lead to health, growth and reproduction.” The pastor must find people “whose hearts are broken over the condition of the congregation and the needs of the community.” Praying corporately and not for individuals. They pray for great vision and motivation to do great things. They do prayer walks, map the community, and create lists of economic, social, political, educational needs of the community.

Team two develops ideas, full of people dissatisfied with the status quo, and is never more than ten members. They think creatively about ideas to reach the community. Often idea people are not the people to implement those ideas.

Team three develops personnel, making the team as large as possible, full of people who lead the change. The team must grow; growth is a sign of health. “Growth in any congregation comes in proportion to the number of groups that are started and the number of new leaders that are recruited and trained.”

The pastor shares his vision for the congregation and “must try to connect this person’s personal vision to what God wants to accomplish through the congregation.” People must be willing to give up personal goals and join God’s agenda, to fulfill the Great Commission.

Servant leadership “produces new disciples who in turn will join God’s mission.”

A missional audit determines how a “congregation’s ministries can be brought into alignment with the mission. If a ministry cannot be brought into alignment, it should be discarded.”

The pastor then trains others in the vision, and has to deal with structure and authority. Staff-led means someone has been provided with responsibility and given appropriate authority, and held accountable for the results.

When one tries to bring about systemic change, the real values of the congregation will surface: generally power, turf and money. The goal is to focus on the primary customers of the church, those who are not yet a part of the congregation.

Critical Mass is Critical

“Never take a knife to a gunfight.” The leader must spend time in creating urgency and casting vision. Then go into battle with a big enough army and the required number of officers. If there are not enough leaders, systemic change will fail.

“Only God brings life out of death, but God does not bring transformation until God’s people are praying, acting and behaving wisely, and willing to endure major suffering.”

Pastors get no credit for doing the obvious; visitation, preaching, etc, that’s what he’s paid to do. “They do not gain influence by doing what is expected.” To lead change, it is helpful to bring in a mentor or coach who has been through the same struggles.

“Building resources while preparing for systemic change is more like saving than investing. Developing leaders is a critical investment that will take time before a payoff. So the pastor and key leaders must now focus on building up their savings account, putting in small deposits at a time.” The leader must be seen as a trainer who makes disciples. The leaders must recognize workers, which pays great dividends and retains loyal workers.

“One way to deliver training is to e-mail materials or internet links that provide insight into specific areas of ministry.”

The pastor must model that which he desires to produce in the congregation, being willing to get out of his comfort zone to join God’s mission. Effective leaders do not ask followers to go somewhere that they have not gone, and would not go as leaders.

“People vote with their feet and their wallet.” If the money does not come in, they believe they will discourage the pastor and he will “lose support for the new changes he is seeking to implement.” That is why the pastor has been gathering financial resources over several years for the change effort.

“As the pastors gains more and more influence and more new people come, the congregational bosses realize that they will soon be outnumbered and outvoted, thus losing control.” This leads to passive-aggressive or even aggressive behaviors. The pastor must be gentle as a dove but wise as a serpent (Matthew 10:16).

“If you can’t stand the heat, don’t redo the kitchen.” The evil in our culture will rear its ugly head when the kingdom breaks out in new ways. Don’t be shocked when suffering occurs. Perhaps now we finally have the right enemies.

Jesus’ “followers must expect conflict when directing the church to act like the missionary culture that Jesus requires… remember that Peter lost his life by feeding sheep.”

“Ministry is accomplished in community.”

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I’ve just finished the Paul D. Borden book, Direct Hit, and wanted to share many of the quotes from the book. The staff at King’s Grant is reading this together, and our pastor is currently involved with the Great Commission Breakthrough Cluster, and group of local pastors that are a part of this church growth strategy sponsored by the Norfolk Area Baptist Association.

I See a Better Tomorrow

“Vision is derived from the passion of a leader who has a prophetic burning within the soul to accomplish something significant for God.”

“The biblical mission of mission of the church is 180 degrees opposite to the mission or purpose of most congregations [in affluent countries].”

In the development of vision: the first time period is from one to five years prior to systemic change (preparation). There is a lot of prayer at this point. The second phase works within one year, but no more than two. This involves seeing the community for what it really is, a complex social unit (discovering the values, interests, desires and aspirations of the community.

The “pastor creates a preaching calendar for the vision… how he will communicate the vision over the next one to five years.” It is cast by telling compelling stories and metaphors.

“The pastor is also looking for those within the congregation who are responding to the sermons, training, and comments on vision.”

Going along with the status quo creates job security but demands few if any risks.

When is Somebody Going to do Something?

“Vision is God’s major tool to provide hope for people.”

“New visions require risk, which entails leaving that which is known and comfortable for that which is unknown.”

Presentation of the vision must “always be accompanied with a presentation of urgency for that vision. Without the constant presentation of urgency, people vote with their behavior for the status quo. A good leader must make the status quo so unacceptable that people are willing to embrace a new vision.” Or people will not change.

Theological urgency: people are lost and on their way to hell. There is a spiritual need to act. Many times we talk about urgency but our behavior does not demonstrate any urgency.

Clergy and lay leaders must “lead the congregation to confess the sin of complacency (no urgency).” We simply do not believe that the majority of people around us are lost.

Practical urgency: people must see where they are headed if they refuse to change. Help the congregation to see the community in which the congregation exists for what it really is. Help the congregation to feel the loss of people because they have left; therefore they are no longer a healthy, vibrant and growing congregation. We must also describe what is happening to the culture of our nation (morality of the congregation is not much different from those outside the congregation).

“If one creates urgency from a prophetic perspective so that everyone feels guilty about all that could be happening but is not, there will be no change. Prophets create guilt, and guilt is designed to produce repentance, which is a type of change.“ Change in congregation may start with repentance, but must be led by leaders and not prophets. “Shame and blame do produce change.” But this must be paired with casting vision.

The pastor must constantly preach on themes that talk about why it is important to be a disciple of Christ, the need to be reconciled and the need for forgiveness. He uses charts and graphs to see what has happened to the declining congregation. Use interviews of people in the community who deal with the issues around the congregation. Use interviews of non-church people who see the church as irrelevant or boring.

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I’ve just finished the Paul D. Borden book, Direct Hit, and wanted to share many of the quotes from the book. The staff at King’s Grant is reading this together, and our pastor is currently involved with the Great Commission Breakthrough Cluster, and group of local pastors that are a part of this church growth strategy sponsored by the Norfolk Area Baptist Association.

It’s More Than Just Talk

“We usually expect that for one to lead well in a congregation, he or she must have the ability to communicate reasonably well in some form so that people are motivated to follow.”

Churches need to have a communication strategy that includes “before or after the formal presentation to make comments to the audience.” The pastor takes every advantage to communicate the mission and vision of the organization.

Pastors of the church “develop relationships, model discipleship and train leaders who may be open to following when change is being implemented.”

“Good leaders are constantly raising up new leaders.”

“The ability for any organization to effectively accomplish it’s purpose is ultimately determined by leaders who are effective because they communicate well.”

“Few pastors are willing to assume the role of a leader who takes responsibility for mobilizing the congregation to accept the mission of obeying our Lord’s Great Commission: to make disciples for Jesus. Instead, many pastors and other church staff presume that their job is to call individuals to personal discipleship.”

The church is often an “environment where faithful endeavor is honored, but fruitful results are not expected or demanded… The church shies away from accountability perhaps better than any other organization in the world.”

When people gain positions of leadership by default, that “leadership deteriorates to one of conserving the status quo.” They fear losing people, and have a theology that the church is for them, rather than for those who are not yet a part of the congregation. Change, and an influx of new people, would mean “a loss of control” and therefore a decline in personal status.

“Change always starts with mission and vision. No new mission or vision will take hold and last over time if the structure is not changed to allow both to flourish.”

“Congregations are created by God to be God’s primary tool for making individual disciples and for changing entire congregations.” The pastor’s leadership is directed “more to the congregation as an entity than it is to the individuals who comprise the congregation.”

“Your purpose as a church leader is to lead a congregation to find those strategies and tactics that will enable followers to effectively reach lost and dying people with the good news.”

Will the Real Leaders Please Stand Up?

Many times leaders will speak “against [other] leaders complaining about issues of power and authority. In effect, we have now developed a theology of smallness.”

“According to Leith Anderson, leadership involves a person seeing a need and taking the responsibility to see that the need is met.” The leader then influences and mobilized others.”

“Leadership refers to the employment of disciplines that people can develop regardless of their talents or mix of spiritual gifts.” There is an art and a science to leadership.

“At the heart of all effective leadership is passion,” which “begins with a prophetic burden”  and “arises when we are focused on God and are able to see the needs that people have because of the great chasm between them and God.”

“We can tell if people are truly called by whether they possess a passion for God and for reaching the lost… passion comes as we, in our own ways, take God seriously.”

“A leader’s first task is to be clear about the mission. A leader must then ask if this mission is one that God wants him or her to lead and if it is worth dying for.”

“Primary customers [of the church] are ones who are not yet part of the congregation [basically lost people]… secondary customers are the disciples who are already involved in the congregation. Secondary customers are developed to reproduce more primary customers.”

We must have “movement from an inward focus to an outward focus” which “demands a major shift in who controls the organization”… it takes “courageous leaders who are willing to risk all for the sake of the Great Commission.”

“In today’s culture, “people vote with their feet and their pocketbook”… “Congregations going through major changes find that there are often more people leaving than new people coming.” It may even cost a few long-time relationships. The Great Commission must be obeyed above personal interests.

“What worked yesterday in one congregation produces little change today… More congregations die than are started each week in North America… If leaders cannot handle flexibility, they will find it difficult to let go of old behaviors and lead new initiatives, and long-term systemic change will probably not occur.”

“The very nature and essence of the church is to be involved in a passionate, missional effort of turning lost people into fully devoted followers of Jesus Christ.”

“Most of [the church’s] ministries are designed to provide service and fulfillment to those who are already related to [Christ]… The most effective pastors are missionaries at heart.”

“Missional leaders are open to accountability” because effectiveness is measured by loses and new recruits into the kingdom.

“Followers are motivated when leaders proclaim a clear vision, which is the answer to a great urgency.”

“The church in North America has lost is primary sense of mission. We spend far too much time and money engaging disciples in tasks and responsibilities that do not advance the mission.”

Regarding wisdom, “[leaders] never ask more of their sheep than they are willing to do as leaders.”

“Positive leaders are constantly showing disciples what God can do and wants to do… they cast vision and assume the best.”

Good leaders take responsibility for what happens. Most excuses for lack of growth are:

• Environmental – our location, neighborhood, resort area, transitional community – this is a missionary issue, people don’t see the harvest before them.
• Lack of commitment – if my people were more committed, serve more, give more – this is a vision issue, people have not caught the vision.
• Spiritual – God has left, or is judging our city or church – this is an issue of denial, saying God has written off our area.

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Noting that hundreds of church growth principles have been put forth in the last thirty years, Charles Arn responded to a recent question, What are the top five church growth principles? Based on his own study and experience, these are foundational church growth insights that you can take to the bank.’ Whether you’re in a church of 20 or 20,000, these principles will help to invest the talents God has given to your church, so that when the Master returns you can return more than what you were given (Matthew 25:14-30).

Principle 1: Disciple-making is THE priority. As Arn explains it, A church can do many good things. A church should do a few important things. But there is only one essential thing a church must do: go out and train everyone you meet, far and near, in this way of life. (Matthew 28:19, The Message)

Principle 2: Social networks are the vehicle. There is a silver bullet’ that any congregation can use to reach more people. Here it is: Non-Christians come to Christ and the church primarily through relationships with Christians. Again, this may seem elementary,’ but I remain amazed at the number of churches and Christians who believe something other than friends reaching friends will somehow create growth.

Principle 3: Felt needs are the connecting point. Arn notes that most unchurched people aren’t nearly so concerned about their eternal destiny as Christians are. Right or wrong, they have on their mind something of immediate interest: their jobs, friends, health, kids, finances, hobbies. If the gospel of Christ is really relevant to all aspects of our lives, we need to show unreached people how it is relevant to their lives, as well. Don’t start with your agenda, start with theirs.

Principle 4: Relationships are the glue. What’s the primary ingredient that keeps people active in church? Friendships. Put simply, if people have friends at church, they stay. If they don’t have friendships, they won’t. According to one study, new members who stay beyond their first year made an average of seven new friends in the church. Those who dropped out made fewer than two. The implication for churches is clear we need to be intentional about creating friendships, not just acquaintances.

Principle 5: Transitions are windows of opportunity. Arn points out that unchurched persons in our community are not equally receptive to becoming Christians and members of our churches. Significant changes in people’s lifestyle move them toward spiritual receptivity. Such changes may be controlled events (marriage, divorce, relocation, retirement) or uncontrolled ones (death of a spouse, medical crisis, job loss). Churches need to encourage members to be aware of these events in the lives of those in their social network. And, churches can develop specialized ministries in response to these transitions.

From The Top Five Church Growth Principles by Charles Arn, president of Church Growth, Inc. REV, July/Aug 2009.

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Seems there are Ten Commandments for most any organization, which obviously started in the Old Testament, but I found these two lists of the top 10 relating to mentoring. The first is a classic list of “do’s” and “don’ts” for effective mentoring, written by John C Crosby of the Uncommon Individual Foundation.

1. Thou shalt not play God.
2. Thou shalt not play teacher.
3. Thou shalt not play mother or father.
4. Thou shalt not lie with your body.
5. Active listening is the holy time and shalt practice it at every session.
6. Thou shalt not be judgmental.
7. Thou shalt not lose heart because of repeated disappointments.
8. Thou shalt practice empathy, not sympathy.
9. Thou shalt not believe that thou can move mountains.
10. Thou shalt not envy thy neighbor’s protégé, nor they neighbor’s success.

This second list of questions is designed to evaluate the mentoring relationship, written by Paul Stanley and J. Robert Clinton from Christianity Today. Ask the question and rate yourself with: Fully, Partially, or Didn’t.

1. Establish a strong relationship. The stronger the relationship, the greater the empowerment. As you look for potential protégés, keep compatibility and chemistry in mind.
2. Agree on purpose. A basic rule in planning is “begin with the end in mind.” When mentoring proves disappointing, the problem usually points back to differing or unfulfilled expectations. So at the very beginning, agree on what you’re both hoping to achieve.
3. Determine contact frequency. Intensive mentoring works best with at least once-a-week contact, either face-to-face or by phone.
4. Decide on the type of accountability. Will you use written reports, scheduled phone calls, probing questions during meetings, or a planned evaluation time?
5. Set up communication mechanisms. As mentors, we have always asked our protégés, “If I see or learn of an area of concern, how and when do you want me to communicate it to you?”
6. Clarify the confidentiality level. Make it clear when something you share should be treated as confidential.
7. Set the relationship’s life cycle. It’s best to avoid open-ended mentorships. Better to have short periods, evaluation, and closure points with the possibility of reentry than have a sour relationship for a long time that each fears terminating.
8. Evaluate regularly. See where progress has been made, where there are problems, and what should be done to improve the mentoring. Joint evaluation is always best 
9. Modify expectations as necessary. After a time of mentoring, bring expectations down to what is more likely going to happen—and give thanks for it.
10. Bring closure at the right time. Vertical mentoring that has no clear end in mind will usually dwindle to nothing with uneasy feelings on the part of both people. A happy ending requires that both parties be involved in evaluating and mutually ending the mentoring relationship.

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The Bible challenges us to make every moment count (James 4:14), so taking steps toward becoming more effective are positive ones. If you want to enjoy the mentoring experience, consider these steps:

• Select a mentor or protégé whose philosophy of life you share. The greatest mentors are also our role models. In the church, who is it that you sense has a close walk with God? What qualities does this person possess that makes them a hero in the faith for you?
• Choose a protégé with potential, someone you generally believe in. Then you help that person get to where he wants to go. Sports scouts do this all the time.
• Evaluate the protégé’s progress constantly. Remain objective and correct when necessary or encourage him to stay on course.
• Be committed, serious and available to your protégé. This person desires to learn from your life, not just your information.

Every mentor should also have a mentor. Mentors are not just wise older people passing on a lifetime of knowledge and experience to a younger person. It looks that way on the outside but after a closer look, the mentor also should have his own mentor from whom life, knowledge and experience have come. In the past is one thing, but it is also good to maintain a mentoring relationship of their own, someone to whom they are currently accountable.

Part of the mentoring process is to help your protégé ask the right questions, search in the right places and stay interested in the right answers. Sometimes the protégé has no clue where he needs to go much less how to get there. But you’ve been there and know where they need to go. Ask the right questions and help the protégé ask the right questions to discover their next steps.

Decide on the level of excellence or perfection you expect. Remember the goal of mentoring is improvement, not perfection. How many of us would step into a mentoring relationship if perfection was required!? We would not even seek a mentor since no one is perfect. If we expect perfection in a protégé, we will be very disappointed.

As a protégé, accept a subordinate, learning position and keep your ego in check; don’t let it get in the way of learning. Don’t try to impress the mentor with your knowledge or abilities; you could be setting up a mental barrier against learning new ideas. When we have a proud, know-it-all attitude, we are not teachable. This should not be like a teacher assigning homework that the student doesn’t want to do. In teaching, it is frustrating to assign a task and the student not do it. There are some students who do the assignment for more than just a grade; they do it with an eagerness to learn. It’s like a person voluntarily going back to school after a lifetime in the business world. These people tend to be much better students than those who are there just for the degree. When you know the outcome or benefit, it is much easier to accept a learning position.

A protégé should respect the mentor but should not idolize him. This is a practical issue: respect helps us to accept what the mentor teaches, but idolizing him removes our critical ability to fit their teaching into ourselves. With an idol, we see no faults and are not objective.

Put into effect immediately what you are learning. People don’t remember much of what we say, a little more of what is read, even more of what we hear, read and talk about; but if we want real life change, we need to put learning into practice. Learn, practice and assimilate new ideas and strategies.

Set up a discipline for relating to your mentor; a time schedule, subject matter, homework. It must be more than “we’ll get together sometime” or “we will make time.” There are goals set, calendars are brought out and dates set, assignments are made and the protégé is held accountable and encouraged in them. The protégé will reward the mentor with his own progress, which is the highest reward.

Don’t threaten to give up; you have made a decision for progress and quitting is not in the best interest in the protégé. We cannot mentor only during the good times, but we should hold on to the commitments we make, and guide and direct the protégé through times of difficulty.

Make every effort to make your time on this earth count. Life is a vapor and time is short, then it vanishes away. When we get to the other side, everything but the kingdom will be irrelevant.

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