Tuesday, April 6, 2010

A Leader’s Guide for Missional Communities

A Leader’s Guide for Missional Communities

"Missional living" is a Christian term that describes a missionary lifestyle; adopting the posture, thinking, behaviors, and practices of a missionary in order to engage others with the gospel message. To be missional does not mean that one has to leave the culture in which he/she resides but rather seeing that culture through the eyes of a missionary in that culture.

The following guide has been prepared to help you facilitate a missional community. It will be helpful to review this guide often to assess the health of your group, and to remind you of your group’s Gospel purpose, characteristics, and goals.

Sections:I. What is a missional community?
II. Group Dynamics and Structure
III. How We Gospel One Another – Helping Others Look Like Jesus
IV. Group Leader Checklist
V. Appendix 1: Gospel Promises
VI. Appendix 2: Identifying Your Idols


I. What is a Missional Community?

A missional community by nature is intended to be more than a typical bible study. First, let’s be reminded what characteristics we should expect to see in your community group. What should you expect as part of a missional community?

1. A welcoming atmosphere for strugglers and real sinners (Christ is for real sinners!) “I have not come to call the righteous, but sinners.” Mt. 9:13; “If anybody does sin, we have one who speaks to the Father in our defense-Jesus Christ, the Righteous One.” I Jn. 2:1

2. A family learning to live out of the Gospel “As you have received Christ Jesus, so live in Him…" (Col.2:6). “I pray that you, being rooted and established in love, may have power, together with all the saints, to grasp how wide and long and high and deep is the love of Christ, and to know this love that surpasses knowledge…” (Eph. 3:17-19). “Let us love one another, for love comes from God…He sent His one and only Son” (1 John 4:7,9).

3. A safe place to share your struggles, confess your sins, and expect to be pointed to Jesus. “There is now no condemnation for those who are in Christ Jesus...” (Romans 8:1); “Confess your sins to one another…” (James 5:16).

4. A family learning to celebrate grace! “Rejoice with those who rejoice…” (Romans12:15).

5. A place to be quick to listen and sympathize with another’s struggles, and respond with compassion and prayer, and if you can, practical help to meet the need. Avoid superficial, pat answers that don’t address and encourage the heart. “Be devoted to one another…” (Romans 12:10); “Everybody should be quick to listen, slow to speak, and slow to become angry…” (James 1:19); “Pray for each other…” (James 5:16); “Honor one another above yourselves…" Romans 12:10b; “mourn with those who mourn…” (Romans12:15)

6. A place to worship God by enjoying one another and God’s good gifts (new people, friendship, food, art, etc.) “Bring the best robe and put it on him. Put a ring on his finger and sandals on his feet. Bring the fattened calf and kill it. Let’s have a feast and celebrate…” (Luke 15).

As you can see, the Gospel is never static, but moves us into grateful action. As we hear and believe the Gospel again and again, the love of Christ working within our hearts energizes us to practical works of love. We begin to ask, “What does loving my neighbor really look like?” This means that we will also want to avoid anything in our community group that does not have this goal of Gospel motivation and love:

What should you not expect in a missional community?

* A lengthy teaching monologue or lecture by one person.
* An overly- academic group of theological debaters who don’t address matters/struggles of the heart, and how the Gospel applies to them (see I Cor.13:1)
* An affinity group to make you happy (…although sweet fellowship in Christ should occur and will bring joy.)
* A place to have your every need met (…although as we serve one another in love, many of your true needs will be met, prayed for, and clarified.)

II. Group Dynamics and Structure

As Tim Keller has suggested, “The Primary Goal for the fellowship group is to develop a Christian community where Jesus Christ is experienced in His presence and power.”

This means that as the leader (or co-leader) of your missional community, your primary responsibility is to facilitate “Gospel conversations” and practical works of love among the group members. A key characteristic that will grow from this is Gospel transformation in the lives of the group members, and hopefully, those outside of the group who will be ministered to as a result.

While your group will differ in exact structure from another community group, all groups should contain at least the following four essential characteristics:

1. Worship: God has designed us to respond to His great worth and beauty, be awed by His glory, and celebrate His goodness. Keller notes that the worship of the true God “brings health to our souls and substance and weight to our lives.” It is the very purpose for which we were made. Eugene Peterson notes that without the worship of God, we fail to see Him at the center of our lives and live “manipulated and manipulating lives.” While our whole lives are meant to be an act of worship, setting aside special time in the community meeting to praise and celebrate God (and how He meets us through Christ) will bring joy to God and refresh His people. The use of well known hymns and songs which exalt Christ, reading Psalms responsively, responding in prayer, meditations shared by group members (including poetry and written prayers), instrumental music, the use of candles, etc. may all be used to help the community respond in worship.

2. Christ-Centered, Gospel-focused Bible Study: Hearing the Gospel story from all parts of Scripture builds our faith. Our goal in studying a particular part of Scripture in our community groups is not to focus on the details, but to arrive at the broader, general meaning of the text and to understand how it fits in the greater Gospel narrative. Remember, the goal is not to merely fill our heads with knowledge, but to have the Gospel move our hearts to worship and transform our lives! This vital time of hearing God speak to us can often be interwoven with the sharing time for maximum application.

(As noted, the temptation is strong for the Bible study portion to become a lecture which will take up most or all of the group’s time. However, a good rule of thumb in our community groups is to limit teaching time to approximately ¼ of the overall meeting time to leave time for valuable relational sharing and ministry. For ex., a 90 min. group will have approx. 20 -25 mins. of Bible study)

3. Sharing, or “One Anothering”: Effective sharing, as Keller notes, is prompted by the following question: “What work of power and grace does Christ wish to do in our hearts right now?” This includes two facets of fellowship: a.) sharing what God is doing in our own hearts (convicting, encouraging, creating repentance and faith); and b.) pursuing others in a love agenda. (We’ll cover this in more detail in the next section, How to Gospel one another.) Notice too that the “one-another” commands of scripture paint a rich, organic portrait of activity: “Serve one another, carry one another’s burdens, be devoted to one another, submit to one another, accept one another, honor one another up, greet one another, be of the same mind with one another…”

4. Kingdom-Centered Prayer and Missional Focus: Prayer, as John Piper has said, is our “walkie-talkie from the battlefield.” In prayer we actually participate in God’s redemptive plan to save the world. As we speak to our great God and Father in adoring praise, confession of sin, thankfulness, and supplications, He is pleased, as another writer says, to “gather our cries and our praises, our petitions and intercessions, and use them.” (Note: Sometimes the activity of talking about prayer requests can use up the time of actually praying for them. Encourage the group members from time to time to be aware of this, and to share their hearts in the share time. Also, you may choose to break into smaller sub-groups to pray, or remain a single group.)

Finally, make it a priority to leave time in the meeting to discuss the group’s particular missional focus and activity. As Keller puts it, you want to ask “How does Christ want me (or us, as a group) to touch the hurts in the world this week?” Commit this to prayer, and follow through with actual steps to carry out the vision. (Be sure to delegate and involve group members as much as possible in each facet of planning and follow-through. Remember the “body” metaphor of Scripture!)

In the next section, we want to provide a practical overview and summary of how we “Gospel” one another, which is in essence how we help others change so that they look more and more like Jesus.

III. How We “Gospel” One Another – Helping Others Look Like Jesus

As a community group leader you will want to facilitate and aim for effective “Gospeling” of one another in your group. This means, (as noted above under group characteristics) that you will want to create a certain “atmosphere” in the group where the Gospel can thrive and people are effectively entering one another’s hearts and lives. As also noted above, this will not happen most effectively if the primary group dynamic is a teacher-student relationship where information is dispensed in a classroom-type atmosphere. (Note, this does not mean that good teaching won’t take place, but again, in weekly missional home groups we wish to capitalize on the relational opportunities for Gospel fellowship that often cannot take place during a Sunday morning worship service.)

To facilitate effective, holistic Gospeling in your community, note the following four elements of a loving ministry relationship, as formulated by Paul Tripp:
Four Elements of a Loving Ministry Relationship: Enter, Incarnate, Identify, Accept

1. Enter the other person’s world.

The Gospel tells us that Jesus entered our world, as the “Word became flesh (John 1:14).” Loving another person well means entering their life in order to be an effective instrument in Christ’s hands to bring hope and help to that person. This is impossible to do unless we take the time to know the other person well, and to find out what is going on in the real “control center” of their lives: their heart.* The most effective and gracious way to know someone, whether a believer or unbeliever, is to learn to ask good questions. A sample of such questions would include:

“What are you struggling with right now?”; “What are you feeling?”; “What’s bothering you most about this struggle?”; “How are you connecting with God right now?” ; “What questions do you wish you could ask God?” ; What are you afraid of?”; “Are you feeling angry?”; etc.

Notice that “heart-focused entering” does not stop at merely knowing about a person’s particular circumstances. Rather, it seeks to compassionately understand how the person is responding to their circumstances. Are they doubting God’s promises to them? Harboring anger or bitterness towards others or God? Nursing a demand to have others meet their agenda (even if it appears to be a good and God-honoring desire? Remember, even a good desire, elevated to a craving or demand that must be fulfilled to give a sense of self-worth and meaning, can become an idol. (See appendix 2 for a more in-depth treatment of idolatry). Asking good questions (and we certainly do not want to bombard someone with more than one or two questions at once!) and learning to be an active listener invites a greater depth of sharing among group members. An effective leader will model this heart-focused entering by first being a humble, receptive “chief repenter” of his own idolatry, (demonstrating, as Tripp refers to it, “the humility of approachability”), followed by a qualitative and loving relational commitment to those present in the group.

*Note: The “heart” is used some 960 times in scripture and is a dominant theme. We understand the heart to be the emotional and intellectual center of a person’s life, and the “steering wheel” of their behavior. For example, Proverbs tells us that "it is out of the overflow of the heart that the mouth speaks". Our hearts are always “busy”: continually worshipping God or the creation, assigning value to things, people, God; craving, demanding, , desiring, lusting, being puffed up and hardened in pride or softened in humility. (See Appendix 2).

2. Incarnate the love of Christ

Loving a person well means more than asking good questions. It includes the vital aspect of assuring the person you have heard and that God hears and understands their struggle. Christ became flesh in order to meet us personally. As the physical body of Christ on earth, we are Christ’s ambassadors to bring tangible compassion and practical love to one another, which is how we bring the vertical dimension of our relationship with God to the horizontal dimension of human relationships. All believers share in this priestly aspect of ministering by Christ’s Spirit to one another and the world. More than just words, effective leading means that as we minister Christ in this way, our non-verbal cues also matter, for we are to become “the look on his face, the tone of his voice, and the touch of the Savior’s hands (Tripp).” This also means that how we speak to one another (in patience, gentleness, and kindness) should never take a back seat to what we wish to say. “If I speak in the tongues of men and of angels, but have not love, I am nothing…"(I Corinthians 13:1)”

3. Identify with suffering.

Hebrews 4 tells us that Jesus is able to sympathize with us because in his humanness he was tempted and struggled with the same kinds of things we struggle with: sorrow, suffering and death, hunger, loneliness, being tempted to find his purpose in earthly power and riches (by Satan in the wilderness), etc. “Being Christ” to one another means that we learn the vital ministry of “mourning with those who mourn” (and here we do well to pray for the "gift of tears", not Biblical platitudes), as well as “rejoicing with those who rejoice.” Scripture also gives us the great privilege and calling to “carry one another’s burdens” (Galatians 6:2), even as Christ has borne our disgrace, shame, and burdens for us (Psalms 68:19;Heb.13:13).

4. Accept with a love-agenda for change.

A proper understanding of the Gospel means that we who are trusting in Christ are righteous by virtue of Christ’s perfect law-keeping for us, his sacrificial death on our behalf, and his victorious resurrection for our justification. This acceptance because of Christ also includes His loving commitment to our change, or what we call progressive sanctification. It is His grace that teaches us to say “no to ungodliness” (Titus 2:11), and “yes” to humility and repentance, hope in Christ, thankfulness, rejoicing, and self-less love. Such self-less love and recognition of God’s amazing grace (which comes to us as sinners) reminds us that a critical, impatient, self-righteous spirit toward someone who is struggling in our group is inconsistent with the grace that we have received. He calls us to remove this log from our eye, that we might proceed to effectively and humbly help others to see clearly (See Matt.7:1-5). (Note: Sometimes a particularly “long-winded” group member will tend to monopolize the group’s share time. Be sensitive to the other members of the group if this occurs by offering to listen and speak further with the member after the meeting. Also, be aware when a person’s struggle is being met with an overload of “good advice” or criticism from the group that does not bear in mind the above important principles for offering compassionate, Gospel-centered help. Good morals or behavior is not our ultimate goal. Believing the Gospel is our greatest need, which calls us to even be repenting of our righteousness and ongoing attempts at reforming ourselves!)

IV. Group Leader Checklist

1. Are you regularly praying for the members of your group?

2. Do you have a desire to see the members of your group living out of the Gospel?

3. Are you aware of the gifts of your members, and how they can contribute to the four aspects or goals of the group? (worship, Bible study, sharing, and kingdom-centered prayer/missional focus?)

4. Are you learning to talk less and facilitate/listen more by asking good questions of the group?

5. Are your questions directed to the hearts of your group members (as well as your own heart?)

6. Are you responding with compassion, patience, and the hope of the Gospel (i.e., an ambassador for Christ, and not trying to force change?).

7. Have you set ground rules for agreed upon confidentiality where necessary? Are you gossiping about the sins confessed in your group? (If so seek the group’s forgiveness.

8. Are you encouraging/modeling flexibility and a welcoming attitude in your group towards new attendees?

9. Is there good accountability going on in the group?

10. Are you identifying potential group leaders and how your group might plant other groups if it becomes too large?

Conclusion: Martin Luther said that “the cross is the test of everything in the Christian life.” Long before Luther, the Apostle Paul knew this to be true, and declared “I resolve to know nothing but Christ and Him crucified.” It is the same for us today: we live and progress in the Christian life by believing the Gospel. It is this story that we must learn to tell again and again, in a variety of ways and with numerous examples, for it is the one story that fuels our faith and gives us hope and new strength to love in the realities of everyday life. Your missional group is a wonderful opportunity to see your life story (with all its failures, moments of peace, struggle and victory) as a vital part of the greater Gospel story of Christ – because God has designed change, growth, and ultimately the ushering in of His new Kingdom, to happen in community.

Appendix 1:

Below are a list of “Gospel Promises” to learn and meditate on. Refer to them again and again (perhaps you’ll want to read them daily or commit to learning them with a friend) as you seek to live out of the Gospel, and your new identity in Christ:

John 14:18: “I will not leave you as orphans, I will come to you.”

(No fear!) Isaiah 43:1: “Fear not for I have redeemed you, I have summoned you by name, and you are mine…”

(Adopted in love!) Ephesians 1:4-8: "For the Father chose us in Christ before the creation of the world to be holy and blameless in His sight. In love God predestined us to be adopted as His sons through Jesus Christ, in accordance with His pleasure and will—to the praise of His glorious grace, which He has freely given us in the One He loves. In Christ we have redemption through His blood, the forgiveness of sins, in accordance with the riches of God’s grace that He lavished on us with all wisdom and understanding".

(Your True Identity) Galatians 4:4-7: “But when the time had fully come, God sent his Son, born of a woman, born under law, to redeem those under law, that we might receive the full rights of sons. Because you are sons, God sent the Spirit of his Son into our hearts, the Spirit who calls out, “Abba, (or “daddy”) Father.” So you are no longer a slave, but a son; and since you are a son, God has made you also an heir.”

(Who I am in Christ) Isaiah 61:10 “I delight greatly in the Lord; my soul rejoices in my God. For He has clothed me with garments of salvation and arrayed me in a robe of righteousness…”

(He does not forget you) Isaiah 49:16: “Zion said…the Lord has forgotten me.” “Can a mother forget the baby at her breast and have no compassion on the child she has borne? Though she may forget, I will not forget you! See I have engraved you on the palms of my hands…”

(Who is Jesus?) Matthew 11:28-30: “Come to me, all you who are weary and burdened, and I will give you rest. Take my yoke upon you and learn from me, for I am gentle and humble in heart, and you will find rest for your souls. For my yoke is easy and my burden is light.”

(A Good Shepherd who brings Hope) Psalm 23: “The Lord is my shepherd, I shall not be in want. He makes me lie down in green pastures, he leads me beside quiet waters, he restores my soul…surely goodness and love will follow me all the days of my life, and I will dwell in the house of the Lord forever.”

(The Gospel! The “great exchange” for sinners, and your new identity in Christ) II Corinthians 5:21:God made him who had no sin to be sin for us, so that in him, we might become the righteousness of God.”
Matthew 7:11: “If you, then, though you are evil, know how to give good gifts to your children, how much more will your Father in heaven give good gifts to those who ask him!”

(A Compassionate Savior) Mark 6:34: “When Jesus landed and saw a large crowd, he had compassion on them, because they were like sheep without a shepherd. So he began teaching them many things.”

(Forever Faithful) Heb. 13:5: “…Never will I leave you, never will I forsake you.”

Psalm 100:1: “Shout for joy to the Lord, all the earth. Worship the Lord with gladness; come before him with joyful songs. Know that the Lord is God. It is he who made us, and we are his; we are his people, the sheep of his pasture…give thanks and praise his name for the Lord is good and His love endures forever; His faithfulness continues through all generations.”

(Parable of the Prodigal family and the Loving Father):(Luke 15:20,22,23,31). “So the son got up and went to his father. But while he was still a long way off, his father saw him and was filled with compassion for him; he ran to his son, threw his arms around him and kissed him. And the father said to his servants, "Quick! Bring the best robe and put it on him. Put a ring on his finger and sandals on his feet. Bring the fattened calf and kill it. Let’s have a feast and celebrate." "My son," the father said, "you are always with me, and everything I have is yours."

Romans 8:15: “For you did not receive a spirit that makes you a slave again to fear, but you received the Spirit of sonship. And by him we cry, “Abba, Father.””

(He gave it all) Romans 8:32: “God who did not spare his own Son, but gave Him up for us all—how will the Father not also, along with Christ, graciously give us all things?”

(Nothing, not even your sin, can separate you) Romans 8:38-39: “For I am convinced that neither death nor life, neither angels nor demons, neither the present nor the future, nor any powers, neither height nor depth, nor anything else in all creation, will be able to separate us from the love of God that is in Christ Jesus our Lord.”

Galatians 3:26: “You are all sons of God through faith in Christ Jesus.”

Micah 7:18: “Who is a God like You, who pardons sin and forgives the transgression of the remnant of his inheritance? You do not stay angry forever, but delight to show mercy. You will again have compassion on us; you will tread our sins underfoot and hurl all our iniquities into the depths of the sea.”

(Unfailing Love!) Isaiah 54:10:Though the mountains be shaken, and the hills be removed, yet my unfailing love for you will not be shaken nor my covenant of peace be removed,” says the LORD, who has compassion on you.”

John 16:27: "Jesus said, "The Father Himself loves you because you have loved me and have believed that I came from God."

Psalm 130:7 “O Israel put your hope in the Lord for with the Lord is unfailing love and with Him is full redemption. He himself will redeem Israel from all their sins.”

Appendix 2:

The worship of the true God or idols is a central theme in Scripture, playing out in a myriad of ways in the life of a Christian. We need not (and should not!) go on a “witch hunt” with ourselves or someone to discover the idols at play. Our behavior in the situations and stresses of life will often reveal what our heart is craving or demanding at a given time. As one writer says, for example, “an outburst of anger could have arisen because you demanded the peace of not being interrupted, because you demanded that things go smoothly, or because you demanded respect, etc.”

The following helpful resource by Tim Keller is provided to help you recognize the typical idols that often grip our hearts. Keep in mind that the idols you may be prone to may be different for others. Also, as idols are revealed, bear in mind this helpful adage by McCheyne: “For every one look at your sin, take ten looks at Christ!”

Our sins will never have the final word. Our hope is always in the finished work of Christ.

IDENTIFYING YOUR IDOLS (By Tim Keller)

A. USING "PROBLEM EMOTIONS" TO IDENTIFY IDOLS

a. If you are angry. Ask, "is there something too important to me? Something I am telling myself I have to have? Is that why I am angry because I am being blocked from having something I think is a necessity when it is not?" Write down what that might be:

b. If you are fearful or badly worried. Ask, “Is there something too important to me? Something I am telling myself I have to have? Is that why I am so scared because something is being threatened which I think is a necessity when it is not?" Write down what that might be:

c. If you are despondent or hating yourself: Ask, “Is there something too important to me? Something I am telling myself I have to have? Is that why I am so 'down' because I have lost or failed at something which I think is a necessity when it is not?" Write down what that might be:

B. USING "MOTIVATIONAL DRIVES" TO IDENTIFY IDOLS

"... that most basic question which God poses to each human heart: "has something or someone besides Jesus the Christ taken title to your heart's functional trust, preoccupation, loyalty, service, fear and delight? Questions... bring some of people's idol systems to the surface. 'To who or what do you look for life sustaining stability, security and acceptance... What do you really want and expect [out of life]? What would [really] make you happy? What would make you an acceptable person? Where do you look for power and success?' These questions or similar ones tease out whether we serve God or idols, whether we look for salvation from Christ or from false saviors. [This bears] on the immediate motivation of my behavior, thoughts, feelings. In the Bible's conceptualization, the motivation question is the lordship question: who or what "rules my behavior, the Lord or an idol?" (David Powlison, "Idols of the Heart and Vanity Fair")

We often don't go deep enough to analyze our idol structures. For example, "money" is of course an idol, yet in another sense; money can be sought in order to satisfy very different, more foundational idols. For example, some people want lots of money in order to control their world and life (such people usually don't spend their money, but save it) while others want lots of money for access to social circles and for making themselves beautiful and attractive (such people do spend their money on themselves!) The same goes for sex. Some people use sex in order to get power over others, others in order to feel approved and loved and others just for pleasure/comfort. The following outline can be helpful in letting people consider different foundational "idol structures". Dick Keyes calls them "far idols" as opposed to "near idols". Remember, these are all alternative ways to make ourselves "righteous/worthy":

Answer these diagnostic questions:

a. What is my greatest nightmare? What do I worry about most?

b. What, if I failed or lost it, would cause me to feel that I did not even want to live? What keeps me going?

c. What do I rely on or comfort self with when things go bad or get difficult?

d. What do I think most easily about? What does my mind go to when I am free? What pre occupies me?

e. What prayer, unanswered, would make me seriously think about turning away from God?

f. What makes me feel the most self worth? What am I the proudest of?

g. What do I really want and expect out of life? What would really make me happy?

Circle the thoughts that are lodged in your heart:

Power idolatry: "Life only has meaning when I only have worth if I have power and influence over others (who).

Approval idolatry: "Life only has meaning when I only have worth if I am loved and respected by...(name them)

Comfort idolatry: "Life only has meaning when I only have worth if I have this kind of pleasure experience, a particular quality of life" (what is it?)

Image idolatry: "Life only has meaning when I only have worth if I have a particular kind of look or body image".

Control idolatry: "Life only has meaning when I only have worth if I am able to get mastery over my life in the area of..." (name it)

Helping idolatry: “Life only has meaning when I only have worth if people are dependent on me and need me."

Dependence idolatry: "Life only has meaning when I only have worth if someone is there to protect me and keep me safe."

Independence idolatry: "Life only has meaning when I only have worth if I am completely free from obligations or responsibilities to take care of someone."

Work idolatry: "Life only has meaning when I only have worth if I am highly productive getting a lot done."

Achievement idolatry: "Life only has meaning when I only have worth if I am being recognized for my accomplishments, if I am excelling in my career."

Materialism idolatry: "Life only has meaning when I only have worth if I have a certain level of wealth, financial freedom, and very nice possessions.

Religion idolatry: "Life only has meaning when I only have worth if I am adhering to my religion's moral codes and accomplished in it activities."

Individual person idolatry: "Life only has meaning when I only have worth if this one person is in my life and happy there and/or happy with me."

Irreligious idolatry: "Life only has meaning when I only have worth if I feel I am totally independent of organized religion and with a self made morality.

Racial/cultural idolatry: "Life only has meaning when I only have worth if my race and culture is ascendant and recognized as superior."

Inner ring idolatry: "Life only has meaning when I only have worth if a particular social grouping or professional grouping or other group lets me in"

Family idolatry: "Life only has meaning when I only have worth if my children and/OR my parents are happy and happy with me."

Relationship idolatry: "Life only has meaning when I only have worth if Mr. or Ms. 'Right' is in love with me."

Suffering idolatry: "Life only has meaning when I only have worth if I am hurting, in a problem only then do I feel noble or worthy of love or am able to deal with guilt."

Ideology idolatry: "Life only has meaning when I only have worth if my political or social cause or party is making progress and ascending in influence or power.

Understanding idolatry: “Life only has meaning when I only have worth if I understand why I am the way I am and understand my idols!”

Safety idolatry: “Life only has meaning when I only have worth if – I am pursuing the safest course of action and not taking risks emotionally or physically”

Authenticity idolatry: “Life only has meaning when I only have worth if – I am not pretending and being honest [shameless] about who I really am”

This Guide was written by Stephen Trout, Counselor at Kaleo Church. It includes material from “The Fellowship Group Handbook – A Manual for Leaders and Coordinators,” Version 2.0, by Redeemer Presbyterian Church, 1997, and also “Helping Others Change,” a resource of the Christian Counseling and Educational Foundation by Paul Tripp and Tim Lane, 2000.

Friday, April 2, 2010

Insights From "On Becoming A Leader" by Warren Bennis


From: “On Becoming a leader” by Warren Bennis
Published by Random Century

Core Leadership Ingredients:
•A guiding vision
•Passion
•Integrity
•Trust
•Curiosity and daring

When asked what he had learned from the presidents he had worked with, Henry Kissinger replied...“Presidents don’t do great things by dwelling on their limitations, but by focusing on their possibilities.”

Bennis: “I tend to think of the differences between leaders and managers as the differences between those who master the context and those who surrender to it. There are other differences, as well, and they are enormous and crucial”.
•The manager administers, the leader innovates.
•The manager copies, the leader is an original.
•The manager maintains, the leader develops.
•The manager focuses on systems and structure, the leader focuses on people.
•The manager relies on control, the leader inspires trust.
•The manager has a short range view, the leader has a long range perspective.
•The manager asks how and when, the leader asks what and why.
•The manager has eyes always on the bottom line, the leader’s eyes are on the horizon.
•The manager imitates, the leader originates.
•The manager accepts the status quo, the leader challenges it.
•The manager is the classic good soldier, leaders are their own people.
•The manager does things right, the leader does the right thing

“No-one can teach you to become yourself”

The 4 Lessons Of Self Knowledge:
1. You are your own best teacher.
2. Accept responsibility: blame no-one.
3. You can learn anything you want to learn.
4. True understanding comes from reflecting on your experience.

Akin’s Modes Of Learning
:
•Emulation \
•Role taking
•Practical accomplishment
•Validation
•Anticipation
•Personal growth
•Scientific growth

Jean Piaget
: “Every time we teach a child something we stop him from inventing it for himself”.

Botkin, Elmandjra And Malitza’s Three Types Of Learning:
1. Shock
2. Maintenance
3. Innovative

Bennis: There is nothing you can do about your early life except to understand it”.

Anne Bryant: “Friends are vital, because they tell you the truth”.

Sydney Pollack, film director, on the value of mistakes: “A really good actor has got to be capable of making an enormous fool of himself, otherwise no original work gets done”.

John Sculley, Chief Executive of Apple computers:
“One of the biggest mistakes a person can make is to put a team together that reflects only him”.
•“The real role of the leader is to figure out how to make diverse people and elements work together”
.

Bennis: “Most of us are shaped more by negative experiences than by positive ones. A thousand things happen in a week to each of us, but most of us remember the few lapses rather than our triumphs, because we don’t reflect”.

“When you’re going along, and everything is working well, you don’t sit down and reflect. Which is exactly the moment you should do it. If you wait for a great mistake before you reflect, two things happen, one, since you’re down, you don’t get the most out of it, and two, you tend only to see the mistake, instead of all the moments in which you’ve been correct”.

Brooke Knapp: “The greatest opportunity for growth lies in overcoming the things you’re afraid of”.

Gloria Anderson: “You can’t make being a leader your principal goal, any more than you can make being happy your goal. In both cases it has to be the result not the cause”.

Jim Burke, Chief Executive of Johnson and Johnson on becoming a leader: “The process should be exciting and fun. The person who is not having fun is doing something wrong. Either his environment is stifling or he’s off base”.

Bennis
: “A leader is, by definition an innovator. He does things other people haven’t done or don’t do. He does things in advance of other people. He makes new things and makes old things new”

Kurt Lewin: “If you really want to understand something, try to change it”.

Bennis: “Unless the leader continues to evolve, to adapt and adjust to external change the organisation will sooner or later stall”.

“A leader learns early on to be comfortable with ambiguity.”

Anne Bryant: “If you’re strong, you can learn from bad bosses, but if you’re not strong it’s tough”.

Don Ritchley: “A real essential for effective leadership is that you can force people to do very much”.

Bennis On The 4 Ingredients Leaders Have That Generate And Sustain Trust:
1. Constancy
2. Congruity
3. Reliability
4. Integrity

Bennis: “Only a handful of organizations have even begun to tap into their primary resource, their people, much less given them the means to do what they are capable of doing. Indeed, many have taken the opposite tack, eschewing loyalty to workers, pruning rather than nurturing, and focusing almost exclusively on the bottom line”.

“Ruthless management may succeed in holding change at bay for a while, but only visionary leadership will succeed over time”.

Tom Peters’ Blueprint For Organizational Effectiveness:

• A flatter, less hierarchical structure
•More autonomous units
•An orientation toward high-value added goods and services
•Quality controls
•Service controls
•Responsiveness
•Innovative speed
•Flexibility
•Highly trained and skilled workers using their minds as well as their hands
•Leaders at all levels, rather than managers

Tom Peters’ Key Tasks For Leaders In The New Organizations
:
• Defining the organizations mission, so as to frame its activities and inform its workforce.
• Creating a flexible environment in which people are not only valued, but encouraged to develop to their full potential, and treated as equals rather than subordinates.
• Reshaping the corporate culture so that creativity, autonomy, and continuous learning replace conformity, obedience, and rote and long term growth, not short term profit is the goal.
• Transforming the organization from a rigid pyramid to a fluid circle, or an ever evolving network of autonomous units.
• Encouraging innovation, experimentation, and risk taking.
• Anticipating the future by reading the present.
• Making new connections within the organization, and new relationships within the workforce.
• Making new alliances outside the organization.
+ Constantly studying the organization from the outside as well as the inside.
• Identifying weak links in the chain and repairing them.
• Thinking globally, rather than nationally or locally.
• Identifying and responding to new and unprecedented workforce needs.
• Being proactive rather than reactive, comfortable with ambiguity and uncertainty.

Bennis: “The basis for leadership is learning, and principally learning from experience”.

“As virtually every leader I talked with said, there can be no growth without risks, and no progress without mistakes...indeed, if you don’t make mistakes, you aren’t trying hard enough”.

“But as mistakes are necessary, so is a healthy organizational attitude toward them. First, risk taking must be encouraged. Second, mistakes must be seen as an integral part of the process, so that they are regarded as normal, not abnormal. Third, corrective action rather than censure must follow”.


Eric Hoffer
: “In a time of drastic change, it is the learners who inherit the future. The learned find themselves equipped to live in a world that no longer exists”.

Bennis: “There are 10 personal and organizational characteristics for coping with change, forging a new future, and creating learning organizations:

One: Leaders manage the dream.
• “All leaders have the capacity to create a compelling vision, one that takes people to a new place, and then translate that vision into a reality”.
• Managing the dream can be broken into 5 parts:
1. Communicating the vision
2. Recruiting meticulously
3. Rewarding
4. Retraining
5. Reorganizing

Two: Leaders embrace error

Three: Leaders encourage reflective back talk
• “Leaders know the importance of having someone in their life who tells them the truth”.

Four: Leaders encourage dissent.
• “Leaders need people around them who have contrary view, who are devil’s advocates variance sensors - who can tell the difference between what is expected and what is really going on”.
• “One of the tragedies of most organizations is that people will let the leaders make mistakes when they themselves know better”.

Five: Leaders posses the Nobel factor - optimism, faith and hope.

Six: Leaders understand the Pygmalion effect in management.

J Sterling Livingstone suggests leaders use this effect thus:
o What managers expect of their subordinates and the way they treat them largely determine their performance and career progress.
o A unique characteristic of superior managers is the ability to create high performance expectations that subordinates fulfill.
o Less effective managers fail to develop similar expectations, and as a consequence, the productivity of their subordinates suffers.
o Subordinates, more often than not, appear to do what they believe is expected of them”
Bennis: “The leaders’ motto is stretch don’t strain”

Seven: Leaders have a ‘certain touch’
• “Leaders have that sense of where the culture is going to be, and where the organization must be if it is to grow”.

Eight: Leaders see the long view.

Nine: Leaders understand stakeholder symmetry.
•“They know they must balance the competing claims of all the groups with a stake in the organization”.

Ten: Leaders create strategic alliances and partnerships.
• “The shrewd leaders of the future are going to recognize the significance of creating alliances with other organizations whose fates are correlated with their own”.

The Next Generation Of Leaders Will Have Certain Things In Common:
• Broad education
• Boundless curiosity
• Boundless enthusiasm
• Belief in people and teamwork
• Willingness to take risks
• Devotion to long-term growth not short term profit
• Commitment to excellence
• Readiness
• Virtue
• Vision

Wednesday, March 31, 2010

Leadership: Lombardi Style

Vince Lombardi was named the “Coach of the Century” by ESPN. He is remembered by his single-minded determination to win. His voice boomed through the locker room inspiring his men by focusing them on the moment. The voice of this great leader is still booming and inspiring leaders today. Enjoy the quotes and think about how you can use your life and passion to inspire those that you are leading. You may not agree with all that he says but you must admire the man.

“Leadership is based on a spiritual quality; the power to inspire, the power to inspire others to follow.”

“Leaders aren’t born, they are made. And they are made just like anything else, through hard work. And that’s the price we’ll have to pay to achieve that goal, or any goal.”

“Dictionary is the only place that success comes before work. Hard work is the price we must pay for success. I think you can accomplish anything if you’re willing to pay the price.”

“The achievements of an organization are the results of the combined effort of each individual.”

“The measure of who we are is what we do with what we have.”

“The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather in a lack of will.”

“The price of success is hard work, dedication to the job at hand, and the determination that whether we win or lose, we have applied the best of ourselves to the task at hand.”

“Success demands singleness of purpose”

“It is essential to understand that battles are primarily won in the hearts of men. Men respond to leadership in a most remarkable way and once you have won his heart, he will follow you anywhere.”

“We didn’t lose the game; we just ran out of time”

“Once you learn to quit, it becomes a habit.”

“Perfection is not attainable, but if we chase perfection we can catch excellence.”

“If you’ll not settle for anything less than your best, you will be amazed at what you can accomplish in your lives.”

“Some of us will do our jobs well and some will not, but we will be judged by only one thing-the result”

“The harder you work, the harder it is to surrender.”

“It’s not whether you get knocked down, it’s whether you get up.”

“Fatigue makes cowards of us all.”

“If you can accept losing, you can’t win.”

“Coaches who can outline plays on a black board are a dime a dozen. The ones who win get inside their player and motivate.”

“Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.”

“The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor.”

“The greatest accomplishment is not in never falling, but in rising again after you fall.”

“Individual commitment to a group effort — that is what makes a team work, a company work, a society work, a civilization work.”

“The leader can never close the gap between himself and the group. If he does, he is no longer what he must be. He must walk a tightrope between the consent he must win and the control he must exert.”

“It is essential to understand that battles are primarily won in the hearts of men.”

“In great attempts, it is glorious even to fail.”

“They may not love you at the time, but they will later.”

“Leadership rests not only upon ability, not only upon capacity; having the capacity to lead is not enough. The leader must be willing to use it. His leadership is then based on truth and character. There must be truth in the purpose and will power in the character.”

“A leader must identify himself with the group, must back up the group, even at the risk of displeasing superiors. He must believe that the group wants from him a sense of approval. If this feeling prevails, production, discipline, morale will be high, and in return, you can demand the cooperation to promote the goals of the company.”

“If it doesn’t matter who wins or loses, then why do they keep score?”

Tuesday, March 30, 2010

12 Axioms for Christian Organizational Health



1. Never forget your purpose: the clarity issue. Define your purpose quickly and live by it.

2. Collins’ (book, From Good To Great) “bus analogy” is critical -> get the right people on the bus; don't settle for just anyone who comes along or just becuase thy have been there for a while.

3. The “right seat” on the bus is important but secondary. The real question is deciding who is driving the bus. It should be the leader.

4. Understand what internal factors hinder the accomplishment of the purpose: the movement issue. The quicker you can ientify them the quicker you can get the bus moving.

5. Good leaders surround themselves with superior people. Don't be afraid of getting people who are smarter than yourself around you. It's the smartest thing you can do.

6. Good leaders seek to deflect recognition: Collins’ Level 5. Level five leaders know that it is the people who have gotten you where you are; praise them.

7. Ask the question: Does everything in my organization align with the purpose? If it doesn't, remove it.

8. Understand one of the greatest mistakes of Christian organizations: not focusing on stewardship. It is not just the stewardship of your finances, but of time and most of all your people.

9. Organizational health demands that you regularly stop doing some things: the focus issue. It is easy to add to and difficult to remove...good stewardship demands that you take away those things that are encumbering the mission.

10. Christian organizations must have a clear understanding of their accountability to God. If you succeed in man's eyes but fail in God's eyes, you have wated your life.

11. Christian organizations must have a clear understanding of their accountability to human agencies. We are a living witness to men of the inward reality of our relationship with Christ therefore we must be honroable in all of our dealings.

12. The most successful Christian organizations grasp Philippians 4:4, "Rejoice in the Lord always. I will say it again: Rejoice!"

(Thom S. Rainer initiated the axioms and I the commentary)

Transforming Leadership: New Vision for a Church in Mission


Transforming Leadership: New Vision for a Church in Mission

(Norma Cook Everist and Craig L. Nessan, MN: Augburg Fortress Publisher, 2008)

Here is an outline of the book that may enable pastors and lay leaders in their leadership of God’s people called the church. Each of the chapters concludes with a sections of thoughtful questions for personal reflection, group conversation, spiritual practice, and transforming action. These would be great for a book study.

SECTION ONE: COMMUNITY FORMED


CHAPTER ONE: Living in Trust – Setting the Environment


· Trust is the essential element of all ministry

· Transformational leadership is at the core relational

· Trust-building means intentionally fostering a climate of open communication where people take the time to listen to each other.

· Establishing trust involves creating times and places where interaction is relaxed enough so that time is available to really pay attention to what others are saying.

· Listening deeply and insightfully involves understanding the story of the faith journey of a congregation.

· Only by investing in people can one attain the social capital needed to engage in mutual transformational ministry.

· Trust is maintained over time and most congregations need a pastor’s tenure for 3-5 years minimum to begin to establish trust (but the average pastor says only 4 years).

· We must increase the tenure of those called to serve as called or commissioned leaders.

· Therefore leaders will need to invest in spiritual practices that sustain ministry for the long haul, and be enveloped in a support system beyond the congregation.

Trustworthy Environment

  • Trust will remain on a surface level unless people trust enough to care about one another to risk a new adventure.
  • People bring their own insecurities to meetings, most of which are not immediately observable.
  • On the other hand, people also have the propensity to think more highly of themselves than they ought to think, failing to believe that others, are of great worth in God’s eyes too.
  • An environment that is trustworthy, safe, healthy, and hospitable is not devoid of different opinions, even disagreement.
  • A safe environment is “comfortable” in the sense that it can “comfort others.”
  • Some think a “safe environment” lacks risk. On the contrary, congregations where trust is solid will have the courage to care about and engage in courageous ministry in dangerous places in need of justice and love.
  • A hospitable environment offers generous welcome, even and especially to strangers.
  • A healthy environment provides opportunities for all of the members to grow.
  • Without trust, no specific leadership style will probably matter to the system.
  • When people feel out of control in other areas of their life, it is likely they will exert control in the life of their church, even venting anger and resentment in inappropriate ways to people who do not deserve it.
  • We must work to maintain an environment of trust, learn and use skills of patience, active listening, and clear, honest, and respectful listening…in other words, maintaining a healthy conversation will need to be modeled and taught.
  • As change comes into a congregation system, it becomes essential to check in and re-establish trust between and among generations.
  • Transforming leaders actively look for gifts in people, not just some people, but all.
  • Both the authoritarian leaders and the leader who abdicates leadership display a lack of trust in people.
  • When one person or group is given free reign to shatter the trustworthy environment and, more often than not, to make the leader the scapegoat, the congregation council needs to stop the inappropriate behavior and consistently act to re-establish trust and vitality in the community.
  • Ironically, people who are exhibiting mistrust of their leader still count on the leader to fix what is broken. People’s wounds and distorted attitudes toward authority lead them to make irrational demands of leaders.
  • How we behave under fire is crucial. Other people can take a lot from us, but not our integrity.
  • See the questions at the end of chapter one, page 15.


CHAPTER TWO: Honoring the People – Congregational Realities


Honoring Context: Leadership entails careful attention to learning and honoring the context of one’s ministry

  • Ethnology methodology:
    • Participant observation
    • Semi-structured interviews
    • Material artifacts
    • Documentary evidence

· Ten insights about the partnership between leader and people that maximize team building (#10 - #5 are “honoring the past” and #4 - #1 are Honoring the future).
Key Insight:
Theological truth:
Leadership Virtue:

o #10 - The congregation was there before you were. They have experienced God’s providential care for a people over time. Key component needed: Humility\

    • #9 - There’s a reason why things are the way they are. The ecclesiastical condition, like the human one, is one of brokenness (sin).
      • Key component: Do not judge
    • #8 - It is the congregation’s job not to want to change. The human condition is marked by fear of the future.
      • Key compnenet: Gentleness with God’s people contemplating change
    • #7 - The congregation is divided roughly into thirds: one third will be “inactive,” one third will attend worship as primary or only activity, and one third are active beyond worship. The body of Christ has many members…each has a role and part to play.
      • Graciousness to “sinners” and “pillars” alike.
    • #6 - Your parents will be members of your congregation (rarely actual, but metaphorically always true). The healer is also always wounded.
      • Key component: Always seek greater self-knowledge
    • #5 - Some people will know how to push your buttons. You however as the leader must remember that you are justified by grace through faith and not by the approval of other people.
      • Key component: Self-determination
    • #4 - The congregation and leader will identify other people to blame for their problems. Jesus Christ died as the final scapegoat.
      • Key component: When you are wrong, apologize. Confession is good for the soul of a leader.
    • #3 - Christ is God; you are not. Watch for idolatry; people will want to worship you as leader…it has the opportunity for great sin and many have failed when this has happened.
      • Key component: Surrender – let Christ minister to you and your congregation.
    • #2 - People will tell you what you need to know, if you are ready to listen to them. This people already have a theology. They are not a blank slate.
      • Key component: Silence and awe in the face of a great mystery.
    • #1 - The congregation will abide even after you leave. Remember that the harvest belongs to God and it will continue until the end of time.
      • Key component: Equip the saints for the work of ministry (Eph. 4:12) for generations to come.


CHAPTER THREE: Hearing the Wisdom – Twelve Ecclesial Foundations


1. Location: The church is both local and universal.

2. Nature: The church is both sinner and saint.
3. Redemption: The church needs liberated spiritual leadership.
4. Shape: The transforming church gathers all people around.
5. Ministry: The living saints who are my neighbors.
6. Vocation: The church is set apart to be sent forth.
7. Mission: The Church is something to give away, not to hoard.
8. Confidence: Self-negation blocks real courageous service.
9. Inclusivity: The church as a company of strangers.
10. Strength: The church is a suffering servant.
11. Challenge: A global church will face idolatrous promises.
12. Gift: The church is not a claim but a gift.


CHAPTER FOUR: Leading for Mission – Problems and Practices


Defining leadership: the art of “mobilizing people to make progress on the hardest of problems” (Ronald Heifetz). “Spiritual leadership is moving people on to God’s agenda” (Henry Blackaby).

· Leadership is an “art”. Leadership is about a range of relational practices that need to be engaged with flexibility and adaptability in given contexts and situations.

· Leadership is about “mobilizing” or “empowering” people. Leaders engage in transforming practices that empower people to participate in this ministry and mission.

· Leadership seeks to engage the hardest of problems. All congregations perennially face two particular problems.

o Identity: remembering and claiming its true identity as the people of God in Christ,

o Mission: moving outward from that identity as the body of Christ sent in mission.

· Ten Leadership practices for mobilizing congregations to address their two most difficult problems: claiming identity and engaging in mission.

o Form and preserve and environment of trust.

o Draw on the deep values of the people

o Imagine God’s future together.

o Identify the assets of the congregation and build on them.

o Understand systems and the certainty of avoidance behaviors.

o Maintain sufficient differentiation to see the big picture through the development of an adequate support system beyond the congregation.

o Focus on appreciating and developing the leadership of others.

o Recognize that transforming leadership as difficult and challenging work.

o Accompany people over time.

o Remain rooted in the gospel above all things.

· Leadership in Mission: Ministry from the “Great” Metaphors of Scripture.

o Mission

o Justification and Justice

o Witness

o Evangelizing

o Discipleship

o Stewardship


SECTION TWO: IDENTITY CLAIMED


CHAPTER FIVE: Leading with Authority


One of the most challenging aspects of pastoral ministry is to walk the tightrope between claiming too much authority for oneself and claiming too little. Both authoritarian self and the humiliated self are dangerous alternatives. Authority has to do with the responsible exercise of power.

“Power” can be defined concisely as ‘the ability and means to get something done.’NT Greek describes Jesus authority as “exousia” (ex- meaning out of, and ousia- meaning being), i.e. Jesus exercised power “out of his being”.

Celia Allison Hahn defines “authority is the right to exercise leadership in a particular group or institution based upon the combination of qualities, characteristics, or expertise that the leader has or that the followers believe their leader has.”

Transformational leadership is exercised in the interplay between the inward authority possessed by that leader – charisma, skill, wisdom, and knowledge – and the acknowledgement of that authority by those who are led.

People will always related to a pastor in terms of the office they hold…which can be a source of joy or a burden for the leader.

People bring good and bad experiences with other authority figures:

o Dependency, hostility.\

o Transference: it is crucial that a leader not overreact to such emotional transference.

o Those in authority have an initial investment of social capital that is theirs to employ, unless squandered or abused.

· Types of authority:

o Formal – based upon the office one holds.

o Acknowledged – based upon trustworthiness and skill, built upon relationship

o Integrative Authority (Hahn speaks of 4 different types of exercising authority

o Received authority – based on position or office

o Autonomous authority – “I know best”

o Assertive authority – “autonomous authority recognizing a relationship with others”

o Integrative authority – exercising authority contextually, choosing right style given situation


CHAPTER SIX: Transforming Servant Leadership


· Paradox: Abuse of power versus Abdication of power.

o We need to fully claim our authority and responsibilities without veering into authoritarianism.

o Willing to be a servant does not mean we doubt our gifts and sink into abdication of our roles.

· Seven Aspects of (the paradoxical) Servant Leadership

o Power – one who leads understands power and uses it effectively. One who serves empowers others. Abuse of power is authoritarianism. Refusal to claim one’s own power is abdication.

o Presence – The leader is aware of their own physical size and presence and uses them well. The servant sees differently-abled people and meets them where they are.

o Knowledge – The leader is knowledgeable and give clear direction. The servant asks and finds out where people are in their thinking. The authoritarian assumes they know everything and is unwilling to learn for fear of losing face. The abdicator believes they cannot know and therefore is unable to learn from or about others.

o Roles – The leader claims the authority of the office and respects the roles of others with whom the serve. The servant moves freely among people, able to serve in a number of roles without losing identity. The abdicator too easily surrenders authority and role.

o Relationships – The leader is assertive and able to interact with people. The servant considers each person important and listens carefully to each one. The authoritarian ultimately becomes isolated. The abdicator through dependency deprecates themselves.

o Decision-making –The leader manages well and is decisive. The servant consults, links, and facilitates mutual decision-making, using the gifts of all. The authoritarian controls. The abdicator is “humbly proud” of not being able to make decisions.

o Proclamation – The leader proclaims with conviction. The servant proclaims with a listening ear. The authoritarian pontificates. The abdicator speaks hesitantly or not at all.


CHAPTER SEVEN: Leading Theologically

Transforming leadership requires us to see preaching and teaching as core responsibilities of the calling. The church today is adrift in a sea of confusion about its identity and mission. By neglecting the ministry of teaching the Word, in many and various ways all week long (in every context), we are in the process of sacrificing an entire generation to the trends of the times or to literalist legalisms. They lift up the role of the Servant of the Word with the image of the Rabbi. There is an excellent and brief description of the rise of Rabbinic Judaism following the fall of the Temple.
Suggestions for making the core of our work pulled within the gravity of the Word:

· Make the Pastor’s office into the Minister’s Study.

· Engage in Holy Conversations with people

· Expand the use of the Word within the daily life of the congregation.

· Teaching the word in every context (“the whole counsel).

· Meetings and special occasions are opportunities to engage the Word.

· Continuing Education – read a variety of material (Biblicial, ministerial strengthening, leadership, something new and something old, and recreational reading. Form colleague groups.


CHAPTER EIGHT: Transforming Power of Partnership

The Power Cycle

  • The POWERFUL and the POWERLESS
    • Ignore
    • Internalize deprecation
    • “Here I am”
    • Trivialize
    • Diminish self
    • Claiming one’s power of voice
    • Ridicule
    • Bruised and abused self
    • Straightforward, direct action
    • Caucus for support and wisdom
    • Token stage: unnatural and somewhat dangerous
    • Eliminate
    • Dismissal, exclusion, annihilation


SECTION THREE: INTEGRITY TESTED


CHAPTER NINE: Stewardship of Life: Spiritual Practices for Sustainable Ministry

One of the deepest sources of joy is the opportunity to enter into the life-giving relationships with God’s people. Yet, there are times of privileged access are simultaneously the very occasions that require conscientiousness and vigilance on the part of the minister. Therefore a leader must attend to self-care for self, soul, family, community, and church. They discuss the spiritual wellness wheel and the Circle of Support (Mentor, Pastor, Spiritual Director, Colleagues, Companion, Extended support circle, family, confessor, counselor, medical doctor, and exercise partners). Time was also spent in discussion of boundaries (especially in light of all the abuse scandals rocking the church), but also between work events and home events).

CHAPTER TEN: Relational Ethics: Admiration, Affection, and Respect


We are created to be gift and joy to one another, not to treat each other as toys or as pawns in a power play.

  • In our doubts, fears, and obsessions, we distort and betray.
  • As people transformed through the cross, we are called to renewed relationships of responsibility and mutual accountability.
  • The challenge is to figure out how to regard the people in our lives now, how to collaborate in current working relationships, and how to foster life-giving friendships and commitments.
  • Three dimensions of regarding one another: “admiration”, “affection”, and “respect”.What do healthy relationships look like?
  • ADIRMATION - “looking up to, having a high opinion of, perhaps even regarding with awe.”
  • AFFECTION - “to have a fond or tender feeling toward another.” Affection can be one-way or reciprocal. It may involve attraction. It can be exclusive/obsessive. Affection is primarily an emotion, but involves attitudes and can lead to actions or to the refraining from relationships.
  • RESPECT - “to regard with esteem”. Respect is the willingness to show consideration and appreciation for someone. Respect is primarily an action, but it emanates from attitudes and emotions.
  • The authors addressed various combinations of these three or two and the issues, blessings and problems.
  • Boundaries are necessary because when seeking our own self-gratification we will be capable of self-deception.


CHAPTER 11: Ethical Leadership: Confidentiality, Collegiality, and Finances

Ethical leadership relates deeply to ministerial integrity. Ministerial integrity has three parts:

· Tradition – theological integrity (Faithfulness, coherence, and consistency).

· Experience – Personal integrity (Honoring self and others, Establishing and respecting boundaries, genuineness and sincerity).

· Culture -- Professional integrity (Competence, fairness/equality, confidentiality).

Seven Duties to Guide Ethical Practice (W.D. Ross):

  • Making reparations for wrong doing
  • Keeping promises
  • Duties of gratitude (based on prior act of others)
  • Doing good (beneficence)
  • Avoiding evil (non-malfeasance)
  • Duty of justice or equitable distribution of goods and evil
  • Duty of self-improvement (in virtue and intelligence)
  • They added: Respect for liberty and self-determination of the other (sometimes called the duty of autonomy, sometimes the principle of respect for persons)
  • They added: Truth telling

Code of Ethics for Pastoral Ministry (Ideal characteristics for pastoral ministry (Richard M. Gula):

  • Holiness, love, trustworthiness, altruism, and prudence
  • Professional obligations
  • Theological competence, service of people’s needs for salvation, commitment to the other’s best interest, care of ourselves, and use of power.
  • Sexual conduct
  • Confidentiality

They conclude the chapter on lengthy and good discussion of confidentiality and collegiatiy and finances.


CHAPTER 12: Leaders Under Stress: The Transformation of Time


· Timelock” – when the demands on our time become so overwhelming that it feels impossible to wring one more second out of our crowded schedules.

· Vanishing Pause” – instant communication brings with it the expectation of instant response so there is never a time for an acceptable pause in our lives.

· Multitasking” – erasing the moments of contemplation or relaxation.

· Bondage of Choice” – freedom of choice for many has become a bondage of choice.

· Sabbath – Martin Luther links work and rest: “Any conduct or work done apart from God’s Word is unholy in the sight of God, no matter how splendid and brilliant it may appear.”

Healthy Rhythms Lessen Stress:

  • Alleviate the sense of time urgency
  • Understand the differences in body time
  • Be specific about appointments
  • Respect each person’s time and gifts
  • Refrain from engaging time as a power play (don’t keep people waiting, etc)
  • Realize that each person has specific trouble with time (probe the root of your problem with time)
  • Be able to appreciate ‘Local Time’ (cultural acknowledgements of time differ)


SECTION FOUR: OPPORTUNITIES UNLEASHED


CHAPTER THIRTEEN: Transforming Gifts: Asset-Based Congregations


  • Many churches operate under the perception of “scarcity” and therefore operate by the “logic of scarcity” (e.g. “there is not enough money, volunteers,…etc.).
  • Appreciative Inquiry and Asset-Based Ministry
  • AI operates from the perspective that every congregation has all the gifts that are needed for creative and vital ministry. This changed perspective has a powerful effect upon people and the leadership.
  • Eight Assumptions of AI
    • In every …church something works.
    • What we focus on becomes our reality.
    • Reality is created in the moment, and there are multiple realities.
    • The act of asking questions of a church influences the group in some way.
    • People have more confidence and comfort to journey to the future(unknown) when they carry forward parts of the past (the known).
    • If we carry parts of the past forward, they should be what is best about the past.
    • It is important to value differences.
    • The language we use creates reality. At the heart of AI is the matter of how one frames the discussion.

· Five Basic Types of Assets (Luther Snow)

o Physical (things one can possess)

o Individual (talents and abilities)

o Associational (informal connections or networks)
4. Institutional (formal established structures)

o Economic (financial resources)

· Three elements of Asset-Mapping:

o Recognizing the presence of assets

o Creatively connecting the various assets with one another (patterns emerge, synergy happens).

o Inviting people to employ their assets together in ministry

· Focus on Leadership Development

o Beyond time and talent surveys

o Intentional leadership development

o Training events

o Small groups (with healthy cell division – missing in many small group experiences)

· Transforming Money

o Money is a spiritual matter

o Focus on the need of the giver to give.

o Developing my own and other’s stewardship testimonies


CHAPTER FOURTEEN: Transforming Congregational Systems

The chapter examines the complexities of change in intransient and resistant systems.

· Understanding Congregations as Systems

· Congregations develop over time into configurations based on the sum total of the emotional interactions that constitute their history.

· The primary conviction of system theory is that congregations consist of complex set of emotional processes that determine why things are the why they are.

o WHO – person in relationship

o WHAT – the context for the relationship

· Very often conflict arises less over the substance of what is being considered than over what is at stake emotionally for those who are engaged in the decision making process.

· Triangulation – whenever two persons experience tension between them, one can expect that they will draw into the fray a third person to attempt to address the anxiety.

· The leader can take a strategic stance by seeking to mediate triangles:

o By making reference to God’s mission

o Christ’s cross as the third party

o Prayerfulness asking for both parties to be open to seeking God’s will

o Non-anxious presence based on remaining self-differentiated.

· Self-differentiated – when the leader is able to negotiate two essential leadership moves in tandem with each others

o First, remain connected with the people (Stay with people)

o Remain free to state one’s perspective, not imposing it, but clearly articulating it. (Let them know what you think)

· Games Congregations Play

o 20% of the time groups actually behave according to their purpose, which is called a “working group”.

o 80% of the time, groups function instead according to one of three postures (non-working positions).

§ First, Dependency

§ Second, Fight/Flight

§ Third, Pairings (looking for a solution externally)

· The remainder of the chapter discusses how a leader deals with each of the three non-working groups:

o Dependency - create a climate of thanksgiving

o Fight/Flight – focus on Christ as the source of reconciliation and peace (create a climate of reconciliation)

o Pairing – create a climate of abundance


CHAPTER FIFTEEN: Transforming Opportunities: People on the Edge


· People live on the edge of a church for many reasons:

o Entering

o Leaving

o Knowing (God or faith)

o Speaking (Not knowing what to say to others about Jesus, even if they show it)

o Shopping from the Edge (shopping for churches)

o The Revolving Door: Edging In and Edging Out

o Hide and Seek: An Edgy Game (People hiding from authentic community, self)

o Edgy Because of Conflict

o Fatigue

o On the Edge of Belonging (Lutherans-in-name-only who claim when asked but don’t come)


CHAPTER SIXTEEN: Transformed for Daily Life: Ministry of the Baptized.


· The people of God are gathering in order to be sent back into the world.

· Concepts:

o The Priesthood of All Believers

o Ministry of the Baptized

o All people in Ministry

o Ministry of the Whole People of God

o Ministry in Daily Life

· Life organized around the forgiveness of sins” that is Luther’s idea of the call.

· There is a wonderful wheel or circle on page 206 entitled “An Image of Life Together in Ministry”

· They address the idea of Volition being a missing part of the concept of Volunteer.

· How to transform people:

o Invitation

o Empowerment

o Mutual Accountability

· There is an excellent process on page 211 entitled: “A Method for Discerning Transformative Ministry” (on decision making in the congregation). Here is the skeleton:

o Step One: Pay Attention, Listen, Observe

o Step Two: Explore, seek perspective

o Step Three: Reflect, search

o Step Four: Ministry Options and Opportunities