Leadership – Page 5

Growth Groups

Growth Groups by Col Marshall has been around now for a couple of decades. For many of us, it’s been the ‘go to’ book on small group ministry. As I’m currently reviewing how we support and equip our growth group leaders, I thought I should read over it again. My immediate thought was it could do with an aesthetic refresh. The number-dot-number section headings makes it look out of date and rather academic. However, the content is as relevant and helpful now as it was back in ’95. If you were to get one book on leading Christian small groups, this would probably be the one to get. It gets you into the Bible, but it also explores the other aspects relevant to leading groups – such as group dynamics, prayer, personal ministry, evangelism, training leaders, and the like.

The real strength of Growth Groups is how it places small group ministry within the wider context of gospel ministry in church. God’s agenda for transforming lives shapes the agenda for these groups. The training course at the back of the book involves studying Paul’s letter to the Colossians and this anchors the earlier material in God’s Word. Colossians takes us from the grand themes of Christ’s lordship and salvation to their practical outworking in the Christian life. For this reason the best way to read Growth Groups is in conjunction with the training course.

If you’re not able to participate in a training course, the book still provides an excellent resource for leaders. It’s full of biblical and experiential wisdom on ministry in small groups. The following chapter headings show the breadth of material covered:

The strategy of growth groups

Growth group basics

Pitfalls of growth groups

Preparing a Bible study

Leading a Bible study

Answers about questions

The games people play

Praying in growth groups

Gospel growth through growth groups

Leading for growth

Growing the individuals

The healthy growth group

Starting a growth group

Selecting, training and shepherding leaders

Developing the growth group program

It’s most logical to work through the chapters in the order they appear, but you can dip back into them any way you like. I’ve found that over the years I’ve written all sorts of notes, supplementary ideas, questions and links to other resources in the margins of my copy. It’s covered in underlining and highlighting, with various scraps of paper lodged inside. In other words its a tool – a workbook that I keep coming back to on the job.

Having read this book again in close proximity to reading Spice It Up, I can see the overlapping ideas between the two. The latter builds on the chapters about preparing and leading Bible studies and it helps us to engage well with the text and with the people in our groups. Col’s book presents the foundational issues very clearly, and I believe its an indispensable ‘Small Groups 101′ manual. It offers a philosophy of small groups ministry, that’s anchored in Scripture, and from which our practise should flow. The best example of this is the opening chapter that draws us deeply into Colossians and expounds on receiving Christ as Lord and living with Christ as Lord (Colossians 2:6-7).

Chapter 3, on the pitfalls of groups, offered some helpful warnings. With the ubiquity of small groups in churches today, and the variety of purposes they seem designed to fulfil, this book warns how they can easily lose their way. Community, experience, and mission can all become divorced from their biblical significance and growth groups can become much like many non-Christian groups in our world. We’re encouraged to keep God’s agenda front and centre. Sometimes groups can take on an independent life of their own, reacting against the church, the minister, or the preaching. Our purpose is not to create isolated, independent mini-churches, but rather to help the whole church to build itself in truth and love by meeting regularly in smaller gatherings.

Chapter 9, on gospel growth, reminds us not to let groups become introspective cliques. God’s agenda of bringing people into his family through the gospel is to shape the purpose of growth groups. This might not mean regularly inviting and welcoming non-believers into our groups (though some groups could have this purpose), but it will mean keeping the gospel on our agenda. Growth groups are an excellent context to support one another in reaching out to others and to pray for friends’ friends to become followers of Jesus.

Growth Groups is intentional in developing leaders – it’s a training book, after all! But it calls leaders to be committed to expanding the numbers of groups by raising up and training new leaders. Apprenticing leaders is the preferred model, to be supplemented with the material in this book. The course itself involves guided reading of this book, plus a 10 week practical Bible study and training program. Our church is following a similar strategy by encouraging our leaders to have core members in their groups whom they are mentoring into leadership. We will also be offering specific targeted training courses later in the year for these apprentices and others.

If you’re a leader and you haven’t come across Growth Groups, then I recommend you get hold of a copy, read it and scribble what you learn all over it! If you’re looking for a training program for leaders in your church then this is a great place to turn, especially as it’s so comprehensive. If you’re feeling rather stale in your leadership, and you want to up-skill a bit, then why not read a few of the chapters of this book with a friend and discuss them together? If you’ve been reading The Trellis and the Vine then you will find that these books are singing from the same song sheet. And that’s a good thing because it’s about churches, small groups and individual Christians being shaped by the gospel.

Spice it up

Spice It Up, by Mike Hanlon and James Leitch, is not a Spanish cookbook, nor a guide to better sex! It’s a course to equip leaders to lead more engaging Bible studies. If Bible studies are your thing, then I hope you haven’t had the experience of being bored to death (especially if you’ve been in a group with me!) Far too many studies end up being mundane and pedestrian. Sometimes we plough through the passage, asking basic comprehension questions, and fail to understand what it really means or what we should do in response. This course aims to overcome these problems. Bible study should be stimulating and life-changing.

Spice It Up is an 8 week course aimed at giving confidence to leaders in handling the Bible in a small group environment. The beauty of this course is that it’s compact and simple, while integrating wisdom from other books and resources. It acknowledges dependence on ideas and material from Growth Groups by Col Marshall and Leading Better Bible Studies by Rod and Karen Morris. This is a great start for new leaders, but it’s also an excellent refresher for those who have previously received training in leading Bible studies. It covers the following topics:

Week 1 Why Bible Study Groups
Week 2 Basic Bible Study
Week 3 Making Bible Study Come Alive
Week 4 Group Dynamics
Week 5 Understanding and Integration
Week 6 Learning Cycle – Application
Week 7 Preparation
Week 8 Practice Sessions

A real strength of this material is how it pushes the leaders to be more interesting AND to go deeper into the Bible. It’s a big mistake to think that the Bible and fun are at opposite ends of the spectrum. Instead of superficial pedestrian yes/no type questions, we’re urged to use creative strategies that connect people to the text and highlight it’s relevance. For example, instead of asking…

What does it say?

What does it mean?

What does it mean to us?

we’re encouraged to explore with the group…

What is surprising?

What is thought provoking?

How does it inspire and challenge us?

This course helps us to use questions well. We should consider the likely responses to any question we ask, but avoid questions that are really a quiz, asking people to discover the answer in our heads. We’re encouraged to have prompting questions up our sleeve that keep the discussion going. These might include extending questions (e.g. “Can you explain that a bit more?”), justifying questions (e.g. “How does that fit with what we’ve been talking about?”), and redirecting questions (e.g. “Any other thoughts?”).

People learn in different ways. Some are more auditory, some visual, and others kinaesthetic. Recognising this opens up creative opportunities for engaging the group. The authors are huge fans of engaging people in a common space, especially by the use of a whiteboard. If people speak and get to write things on the board, then all three learning styles are engaged to some extent.

Spice It Up encourages leaders to add a step between meaning and application. This step asks how what we are learning fits with or shapes our overall theology and connects with the rest of the Bible. It helps people to do theology in a practical way. It also demonstrates that our thinking and practice are to be shaped by the Bible, rather than simply filtering the Bible through what we already believe.

The course also pushes us to apply ourselves to application. Too often we overlook this area and then tack on a question like “So how does this apply to us?” if there’s time! If the goal of Bible study is to see people’s lives transformed by the Word of God, then this is simply not good enough. The advice is to use more concrete and specific questions, to probe more deeply, and to introduce scenarios that highlight what the passage will mean in specific situations.

There are so many practical tips in this material. A whole chapter is devoted to how to go about preparing a study. There’s a string of appendices covering issues such as discovering your learning and communication styles, templates for preparing and writing studies, specific issues for studies from the Gospels and parables, factors of group life, relationships between leaders and personal ministry to members of the groups, and memory prompts for quick Bible studies.

Spice It Up describes the groups as Bible Study Groups. In our church context we’ve given small groups a variety of names and the current one is ‘growth groups’. They’re not intended to be simply Bible study groups, but also involve prayer and personal ministry. For this reason, I’d be inclined to speak of Bible Study in Groups instead. Maybe, then, this course could be accompanied by a series of other courses such as Prayer in Groups, Relationships in Groups, Promoting the Gospel in Groups, Personal Ministry and Care in Groups!

However, the strength of the book is in assisting us with leading better Bible studies. It does this with clarity and simplicity. It’s an excellent resource that is backed up by a website that includes training videos, Bible studies and other resources. The course material can be purchased from this site.

Gospel centered leadership

Gospel Centered Leadership by Steve Timmis was a hard book to find – simply because I couldn’t spell centered! Now that’s sorted, and I’ve worked through the book, I’d like to recommend it. If you’ve never read a book on Christian leadership, this is a great place to begin. It’s thoroughly biblical and engages the reader with the arguments and implications of the Bible for leadership. It’s Christ-centred (!) as it describes the principles and distinctives and practicalities of leadership. It’s easy to read, focused and brief, with each chapter raising substantial issues to get your teeth into. It’s a practical workbook offering biblical content, discussion of principles, questions for personal reflection or group discussion, and ideas for action.

Each chapter of this book hooked me in with a brief scenario about leadership issues in church. I could identify with each of them and wanted Timmis to continue the story and reveal what happened! This is an excellent way to start each chapter as it helps us to see its relevance before we read it. We quickly move from these cameo intros to looking at the Scriptures, and then the Scriptures are applied to the relevant leadership matters. The use of the Bible throughout is very good. I’ve grown accustomed to leadership literature using the Bible as a springboard for ideas or a proof text for principles. This book does neither. Instead it grounds our understanding of Christian leadership in a biblical theological framework that centres on Christ. I’ve not read much by Steve Timmis, but as I worked through this book I grew to trust his handling of the Scriptures more and more.

Jesus Christ is demonstrated to be the leader of the church and therefore human leaders are to conform to his servant-hearted, cross-shaped leadership and they’re called to expound God’s word so that people respond to Jesus’ leadership. In the chapter focused upon various leaders from the Old Testament, Timmis challenges the simple ‘copy this leader’ approach of so many Christian leadership books, and instead explores how they point us to Jesus. I found this very refreshing. All human leaders will have their failures. Take these, for example: Noah – drunkard; Abraham – coward; Moses – murderer; David – adulterer; Nehemiah – failure. The Old Testament looks forward to a spectacular fulfilment in Jesus. It is Jesus who shows us what true leadership is to be like. He is the true shepherd of his sheep.

Gospel Centered Leadership explores a number of leadership distinctives. These include character, aptitude, wisdom, service, authority, style and leadership. A godly character is the chief qualification for Christian leadership. Timmis draws especially on the letters to Timothy and Titus to reveal that how we live is absolutely critical to leadership. There is to be no disjunction between life and teaching.

The bottom line is this: as leaders we are called to be examples. Being an example is the primary way we lead. We are called to be intentional in how we live so that we can commend our attitude and lifestyle to others. (p37)

These verses from the New Testament back this up:

⁷In everything set them an example by doing what is good. In your teaching show integrity, seriousness ⁸and soundness of speech that cannot be condemned, so that those who oppose you may be ashamed because they have nothing bad to say about us. (Titus 2:7-8 emphasis added)

To the elders among you, I appeal as a fellow elder and a witness of Christ’s sufferings who also will share in the glory to be revealed: ²Be shepherds of God’s flock that is under your care, watching over them—not because you must, but because you are willing, as God wants you to be; not pursuing dishonest gain, but eager to serve; ³not lording it over those entrusted to you, but being examples to the flock.
(1 Peter 5:1-3 emphasis added)

The explanation of a leader’s aptitude to teach is most helpful. It cannot simply be an ability to craft or deliver words. Rather it’s more the fundamental ability to bring the truths of God’s word to bear with relevance into people’s lives. (p43) This can happen in a sermon, a Bible study, a seminar, a personal conversation. The medium is not the most important thing. It’s how the content of God’s word is handled that counts most.

Other aptitudes mentioned in the book are: taking responsibility, influencing others, working hard, making a priority of people, and self-awareness. Each of these areas contain the potential for building and for breaking great leadership. They can become virtues or vices. For example, hard work for the gospel can demonstrate credibility, integrity and commitment. But it can also be mere activism, or an excuse for neglecting family and other priorities. Laziness, on the other hand, in not fitting for the Christian leader and it can sometimes be well hidden behind a facade of ineffective busyness.

Wisdom is essential to good leadership and gospel centered leadership will embrace wisdom by keeping God at the centre of all things. The Scriptures teach that the fear of the Lord is the beginning of wisdom. This means much more than trembling in the presence of God. It’s the intention to honour God in all that we do. The alternatives can quickly damage good leadership. The fear of men and women, worrying about what people will think of us, peer pressures, seeking to make a name for ourselves, will all compete with God’s agenda for leadership.

Jesus demonstrates ever so clearly that leaders are to be servants. This isn’t a leadership strategy or an aspect of leadership. Rather it’s the very essence of leadership. It’s what the Christian leader is called to do. Forget self-promotion, parading of titles or degrees, the wearing of special clothing that separates us from the people. When Jesus washed his disciples feet, in the light of his impending death upon the cross, he demonstrated the cost of sacrificial servant leadership. But the willingness of the leader to do anything for his people doesn’t mean that he should do everything. God doesn’t expect us to be omnicompetent. Rather, as we teach the word of God so we are called to equip and empower others to lead by serving also.

Servant leadership is not an oxymoron. Leaders are to lead, but they lead in serving the needs of others. The leader sets the direction for people to follow and they do this by teaching the Scriptures with an awareness of the cultural context of the people. The leader sets a direction to develop a new culture in the Christian community, differentiated from the culture at large. This will affect relationships, priorities and expectations. It will be created through prayer, Bible teaching, example and influence. (p88) Leaders will take initiative to lead, and failure to take initiative may be an important indicator of one’s unsuitability for leadership.

The final section of the book deals with putting leadership into practice. Timmis admits that his chapter on decision making might be controversial. He calls for a consensus approach to decision making, claiming that this is the best way to care for all people and their issues. He encourages us to take the time to hear people’s concerns and to take on board their ideas. A consensus approach still requires the leaders to lead. They need to convey their vision and seek to persuade people of where the church should be headed and why. Leadership is about guiding people in God’s way, not getting our own way, and this takes time, patience, and good two-way communication. The principles in this chapter are excellent and I can see them working in in obvious ways in a small church. However, they raise many complicated issues for a large church with multiple staff, congregations, ministry departments and so on. More thought is needed here and such issues are teased out in other places (including some helpful work by Tim Keller on changes to decision making with the growth of a church).

Very helpfully, there is a chapter on what to do when leaders fail. And they will! In a fallen world, many Christian leaders will fall into temptation. We only need to read our New Testaments to see how quickly this can happen. Timmis gives good guidance in such situations encouraging other leaders in the church to not despair, nor simply to echo the woes of others, nor to assassinate the leader. No leader can or should ever replace Jesus. At such times we need to be reminded explicitly that Jesus is our only Saviour and he cares for his flock. Being reminded that this is God’s church frees us from many burdens.

Gospel Centered Leadership is a brief but important book. I’d recommend it to church leaders to read through and discuss together. Do the homework, read the Scriptures, answer the questions, raise your own issues, and work on building a common understanding of Christian leadership in your context and culture. I’ll be recommending this book to our Growth Group leaders, youth leaders, children’s leaders and others. You can, of course, read this on your own to great profit, but I’d recommend grabbing a few others and getting them to read it with you. If you’re a leader this will help you to develop other leaders. And if you’re not it will help you evaluate whether you could or should be seeking to serve others in this way.

Building Leaders

Now that my brief is building leaders, I figured that I should read a few new books in the area. Building Leaders, by Malphurs and Mancini, seemed on topic and came highly recommended. I must confess that I wasn’t looking forward to reading this book. I worry when people have written lots of books on the same topic that they’ll be stretching out material for the sake of more royalties. But I hadn’t actually read any of their books on leadership, so I shouldn’t have been too quick to judge. It took a while, but it was a helpful read. Much in the book was familiar, but it helped to have things organised and spelled out with detail and clarity. I’ve already begun putting into practice a number of its lessons.

The authors have identified a lack of churches committed to training leaders. Most would claim to be, but closer analysis shows that it isn’t really happening. It’s not that ministry isn’t happening, but that these ministries aren’t developing leaders who will continue and grow the ministry. People aren’t taking the time to train others to lead. Sometimes we don’t feel the effects of this until people move on and there’s no one to replace them or until the ministry becomes too big for the current leader to lead. When we compare the attitude of the military who make this an ongoing priority, or when we look at the model of a teaching hospital, we can see how much churches can take leadership development for granted. Unless we plan to grow leaders we won’t.

Malphurs and Mancini offer a definition of a Christian leader:

A servant who uses his or her credibility and capabilities to influence people in a particular context to pursue their God-given direction. (p20)

They define leadership development as:

The intentional process of helping established and emerging leaders at every level of ministry to assess and develop their Christian character and to acquire, reinforce, and refine their ministry knowledge and skills. (p23)

It’s important to recognise that this is intentional. We have a responsibility to make it happen, not simply to hope that it is. Notice also the emphasis on character, together with knowledge and skill. Christian character is essential for Christian ministry leaders, for this is what God is seeking (and producing) in his followers. You can’t follow what you don’t see in the leader, so all these things matter.

They also discuss the importance of empowering leaders to lead, describing empowerment as:

The intentional transfer of authority to an emerging leader within specified boundaries from an established leader who maintains responsibility for the ministry. (40)

This contrasts with directing, abdicating and disabling. For leadership to develop it must be applied. You can’t simply learn to drive a car by reading a book or sitting in a classroom. People need to get into the driver’s seat and give it a go. Likewise leaders learn to lead by leading. Good tuition, support, ongoing guidance, feedback, and praise will all be helpful, but ultimately the emerging leader needs the opportunity to give it a go.

Malphurs and Mancini seek to ground their understanding of Christian leadership in the Bible. I don’t think this is the strength of their work. They are careful to avoid teaching that the model of Jesus or the apostles gives us principles of leadership to follow, but they highlight the practices they see for us to learn from. This boils down to a model of recruitment – selection – training – deployment. These chapters feel a bit like things are read into rather than out of the text, but they offer wise processes to follow nonetheless.

The book is divided into 4 parts and it’s the 3rd part, The Process for Developing Leaders, that takes us to the nuts and bolts for making it happen. The strength of these chapters are how things are broken down into identifiable strategies. I realised that we have implemented many of these ideas and suggestions, without always thinking through why or how things fit together.

It’s been particularly helpful reading this book in close proximity to The Trellis and the Vine. There’s much overlap between the two, with this book being a lot more prescriptive, descriptive and highly structured. One interesting point of comparison relates to what to we are seeking to develop in a Christian leader. The Trellis and the Vine highlights conviction, character, and competency, whereas Building Leaders identifies character, knowledge, skills and emotions. Or, to put it another way: being, knowing, doing and feeling. The extra emphasis on emotional intelligence is helpful, because it’s a good indicator of someone’s capacity for healthy relationships in an intensely people focused area (ie. ministry leadership).

Malphurs and Mancini identify four types of training:

Learner-driven training
Content-driven training
Mentor-driven training
Experience-driven training

This breakdown is very helpful in helping us to think about how we train and why. Some methods of training overlap or integrate the different approaches, and they each have different strengths and weakness.

Learner-driven training

The up-coming leaders effectively take responsibility for their own training. It focuses on what they can do on their own. Listening to talks, watching DVDs, interviewing other leaders, attending classes or seminars are among the possibilities on offer.

Content-driven training

This focuses on the transfer of knowledge. It often flows from a pre-determined curriculum and tends to be one-way communication where important content is delivered. This is often the ‘go to’ strategy because we want to make sure people have the right information before they are let loose. However, it is rarely sufficient to equip people to lead.

Mentor-driven training

The distinguishing feature of this training is the trainer. This approach combines relationship with information, and modelling with teaching. Such mentoring will normally involve a loop of instruction, modelling, observation and evaluation.

Experience-driven training

The emphasis here is hands on – actually doing ministry. It’s on the job training. Experience prevents us becoming theoreticians, knowing lots about leading without actually being able to do it.

Recognising these different approaches to training opens up new opportunities and contexts in which to train prospective Christian leaders. Building Leaders identifies 16 different ‘venues’ – what I’d prefer to call ‘contexts’ – for training leaders, and it demonstrates some of the strengths and weaknesses of each. For example, a classroom is good for content-driven training, but weak on showing how things actually happen. Apprenticing is ideal for relationally-based training, but it’s harder to stick to a syllabus.

Some training will deliberately utilise a number of strategies and contexts together. For example, we are reshaping how we equip and support our growth group leaders and there are a number of aspects to the training. People will meet with a mentor at least once a term for a personal catch up and feedback. They will be part of a vision meeting with all the leaders once a term to prepare for the new program ahead. Leaders will be encouraged to find one or two core members of their group to apprentice as leaders for the coming year. These apprentices will be offered a small group leaders course later in the year which will impart important information on our expectations of leaders. By breaking down our thinking about training and what we are seeking to achieve, be can be far more effective in preparing our leaders.

There are some excellent, if not overwhelming, ideas in these chapters on developing leaders. If you are a leader of leaders, then I’d recommend you spend some time in this book. You could use it help you audit what you are doing in training, how you’re doing it, and why. This book could help you to add to your armoury of training strategies, to be more focused, and to rekindle your excitement for training. The authors urge us to build evaluation into our leadership development strategy. For me, this is the place to begin, but once we make changes and try new things we’ll need to keep on evaluating. Most churches had good strategies and programs once. We just forgot to evaluate them and many of them stopped working. Time to lift our game again.

Saving Eutychus

I should declare my hand on this book. I’ve only met the Irish author, Gary Millar, on one occasion as he and his family sat in front of me at Chappo’s memorial service. I’ve known the Aussie one for over 30 years. Phil and I met at uni, studied theology together, and have partnered together in ministry often over many years. Phil sent me an advanced copy of this book (pdf only – I’m waiting for my published copy!) and invited a review. Here’s a quote from Phil’s email …

If you like it, we’d love a review on macarisms. If you don’t like it, it would be good to just forget you ever saw it 😉

This might sound like a ‘suck up’, but I really did enjoy reading this book! It’s full of wisdom, tried and tested, Biblical, theological and practical. I don’t preach as much these days, but I’m pleased to have been given this book just prior to my next gig. As I prepare this week and next to preach on Matthew 9 and 10, I plan to filter my preparation through the advice of this book.

Saving Eutychus, by Gary Millar and Phil Campbell, grabs it’s title from a popular eclectic blog written by Nathan Campbell. Eutychus was the bloke in Acts 20 who fell asleep, toppled out of the window, and died during a very long sermon by the Apostle Paul. Without criticising Paul, this book is an OH & S workbook to keep sermon listeners alive.

Saving Eutychus doesn’t just mean keeping him awake. It also means doing our best to keep him fresh and alert so he can hear the truth and be saved. (p15)

The chapter I most needed to read was the opening on prayer. I easily identified with Gary’s temptations to get up and get busy. No time for prayer – there’s too many urgent things to do… like check Facebook, twitter, read the sports results etc. Sad, I know! And I need constant reminding that talking to God about stuff is the most useful thing I could be doing. This chapter encourages us to pray for our preachers. It also encourages preachers to pray that God will work through our words to transform and change people. Even having been struck with cancer, I still have a temptation to self-reliance. I need continual reminding that I might sow, plant, water and weed, but only God gives the growth. These words spoke to my heart:

God doesn’t use people because they are gifted. He uses people (even preachers) because he is gracious. Do we actually believe that? If we do believe it, then we will pray – we will pray before we speak, and we will pray for others before they speak. It’s that simple. (p21)

The authors want to help us preach faithfully without being boring. This means people being profoundly impacted by what they hear. We should expect to be changed as we hear God’s word preached. In recent times, I’ve heard two words too often when it comes to describing preaching – encouraged and challenged. Now, there’s nothing wrong with these two responses to preaching, but God’s word promises to do so much more. Gary writes: I want to be challenged, humbled, corrected, excited, moved, strengthened, overawed, corrected, shaped, stretched and propelled out into the world a different person. (p27) In short, we want preaching that changes people.

The key to heart-changing preaching is not about tricks of emotional manipulation. It’s about letting God’s message come clearly through the sermon. The Bible is the life-giving, transforming, re-creating word from God. So the preacher can do no better than to let God speak. It’s not up to us to come up with a message. We simply need to put in the hard work to grasp God’s message and then let him speak. Don’t get in the way of what God has to say. This is what expository preaching is all about.

Phil has been banging a drum for a long time now. Clarity, clarity, clarity! It’s so important. If there’s a bushfire approaching your home, then you want the warning to be clear. If you’re taking potent drugs for a serious illness, then you want the labelling to be clear. If you have a message of life for all eternity, then you want the preaching to be clear. It matters! Saving Eutychus gives us a top ten list for making our preaching clearer and it’s good stuff.

The more you say, the less people will remember

Make the ‘big idea’ shape everything you say

Choose the shortest, most ordinary words you can

Use shorter sentences

Forget everything your English teacher taught you

Am I repeating myself?

Translate narratives into present tense

The six-million-dollar secret of illustrating

People love to hear about people

Work towards your key text

Not all these headings are self-explanatory, but together they offer great tips on making things clearer. Many good communicators tend to do these things instinctively. They’re the building blocks of clarity, especially with the spoken word. If you’re starting out as a preacher, or if you suspect that you’re not keeping people’s attention during your talks, then take the time to work through each of these points.

I’d say the big idea of this book is discovering the big idea of the Bible passage. If you don’t understand what the passage is saying, then you’ll simply pass on your confusion and ignorance. Hard work is required. Interrogate the Bible text until you’re clear on the big idea. What does it mean? What’s it saying? What does this have to do with me? If we can’t answer these questions, then we have no right preaching… yet. There’s more work to be done.

Phil is a high-tech computer geek, but when it comes to working out the big idea, he goes old school. Strictly pen and paper. Write out the text, work out the logic, create a visual map of the argument, note repetitions, connections, links, and jot down questions to be explored. This takes time, but its rewards are great. You get it in your head to mull over and over during the week. Visual learners are able to see what’s happening. This exercise goes a long way to uncovering the big idea. And once you’ve got that idea, then you can start working out how it applies in the light of the gospel. Application is the goal, but you need to get there via the text, and that takes time.

Both authors are concerned that we produce gospel-shaped sermons. Gary writes: Just about the worst thing that can happen when we finish preaching is that someone will walk out the door of the church buoyed by their own resolve to try harder. (p77) The preacher’s role is to be faithful to the Bible in pointing people to Jesus. This means reading backwards and forwards. Things happened to others in the past that have been recorded for us in the present. I read the Bible as a Gentile not a Jew. This has big implications for how I relate to the Old Testament. I’m also a human being (yes!) and that puts me on common ground with Adam and everyone after him. It’s all about reading the Scriptures with wisdom and care, seeing how things progress towards and climax in Jesus. This book offers some good advice on preaching in a way that is shaped by the big idea of the Bible.

Saving Eutychus also includes practical tips for delivery. Varying pace, volume and pitch helps keep the listeners awake and engaged. How do you know where to put the emphases? Again, the answer is the same. It needs to be shaped by the big idea. If you’re clear on what you want to communicate, then you’re much more likely to communicate clearly!

In the last couple of chapters and the appendix we get to read a couple of sermons by the authors. These are run of the mill Sunday sermons. Phil shares the what and the why of his preparation and we get to see him putting his ideas into practice. Gary and Phil both critique each other, offering helpful insights and feedback at different points. It’s useful to see this modelled and to be offered a framework for providing feedback. They provide a sermon feedback form that can be used to invite feedback on our sermons, or to train others in preaching. When it comes to feedback, I agree with the authors that feedforward is preferable. It’s better to be able to improve the talk before you go live, than to wish you’d changed it afterwards.

So… I want a real copy of this book! I’ll be recommending it to the preachers in our church and networks. I’ll be encouraging those training to give Bible talks to work carefully through this book. I’ll be suggesting they listen to some recordings of the authors to see how they model what they teach. I’ll be critiquing my own preparation and talks in the light of the wisdom here.

But just one question… in a book that says to choose the shortest, most ordinary words you can… what’s with the “illocutionary effect”? Really!!

The trellis and the vine

For some reason I’ve kept putting off reading The Trellis and the Vine by Colin Marshall and Tony Payne. It might be the familiarity breeds… thing. After all, I did a ministry apprenticeship with Col nearly 30 years ago, and I overlapped with Tony doing the same thing a year behind me. It could be that I thought I’d heard it all before. And I pretty much had! But it’s for this reason, and the passion and commitment of the authors, and the quality of the book, that I’m now keen to recommend it to others. I intend to provide an overview of the material, highlighting what I see as some key issues, share some ideas of how we are seeking to grapple with these things, and make some suggestions.

The two images of the trellis and the vine are used to describe two aspects of Christian ministry.

The basic work of any Christian ministry is to preach the gospel of Jesus Christ in the power of God’s Spirit, and to see people converted, changed and grow to maturity in that gospel. That’s the work of planting, watering, fertilizing and tending the vine.

However, just as some sort of framework is needed to help the vine grow, so Christian ministries also need some structure and support. It might not be much, but at very least we need somewhere to meet, some Bibles to read from, and some basic structures of leadership within our group. (p8)

The observation of the authors is that so often in our churches the trellis work takes over from the vine work. We get caught up in committees, structures, activities, fund raising, keeping the machinery ticking over, such that we lose site of the reason for the trellises – that is, to support the vine. Drawing on the great commission in Matthew 28, this book argues for vine-growing as disciple-making which should be the normal agenda and priority of every church and every Christian disciple (p13).

As churches move away from erecting and maintaining structures to growing disciple-making disciples, a radical mind-shift is required. These changes of outlook will include…

Building people rather than running programs
Training people rather than running events
Growing people rather than using them
Training new workers rather than filling gaps
Helping people make progress rather than solving problems
Developing teams rather than focusing all on ordained ministry
Forging ministry partnerships rather than focusing on church polity
Establishing local training rather than relying only on training institutions
Looking at the long term picture rather than being constrained by immediate pressures
Engaging in ministry with people rather than being consumed by management
Prioritising gospel growth over specific church growth

Col and Tony ground their claim to the priority of the vine over the trellis in the Scriptures. They examine what God’s plan is for his world, what he has been doing, and what he is doing now after the finished work of Christ. God is saving souls through the Spirit-backed proclamation of the gospel and this has big implications. Our small ambitions need to be laid aside for the cause of Christ and his gospel. God is calling people to be born anew in Christ and to grow into maturity. And this growth happens by the power of God’s Spirit as he applies the word to people’s hearts. It’s evident that this has little to do with structures and organisations and much more to do with prayerful word ministry.

The Trellis and the Vine aims to show that every Christian is called to be a part of this vine work. Not everyone is gifted in the same way, but we are all called to the task of being and making disciples. The beauty of the body of Christ is we can support one another in this work. The common clergy-laity divide is broken down as leaders and congregations begin to work off the same game plan. Modelling and teaching from pastors, elders, teachers, group leaders and others is focused on God’s agenda of proclaiming Christ and calling people to follow him. We read, discuss, and prayerfully apply the Scriptures together at church, in groups, one-on-one, in formal and informal contexts, with the same aim of growing into maturity as followers of Jesus.

I especially appreciated the careful defining of ‘training’ in this book. They contrast our popular understanding of training as a focus on skills development and show from the New Testament that it should be more focused on Christian thinking and living.

Have nothing to do with irreverent, silly myths. Rather train yourself for godliness. (1 Timothy 4:7)

All Scripture is breathed out by God and profitable for teaching, for reproof, for correction, and for training in righteousness, that the man of God may be complete, equipped for every good work. (2 Timothy 3:16-17)

Though training is not simply the imparting of information, the faithful passing on of sound teaching is essential.

And the things you have heard me say in the presence of many witnesses entrust to reliable people who will also be qualified to teach others. (2 Timothy 2:2)

Training is also modelling a way of life. It is caught as well as taught and we are called to set one another an example. The ultimate example is that of Jesus Christ himself.

Do not cause anyone to stumble, whether Jews, Greeks or the church of God — even as I try to please everyone in every way. For I am not seeking my own good but the good of many, so that they may be saved. Follow my example, as I follow the example of Christ. (1 Corinthians 10:32-11:1)

Not that trainers will be perfect, but they are called to watch their lives and teaching carefully. They will impact others profoundly as their progress is seen.

Practice these things, immerse yourself in them, so that all may see your progress. Keep a close watch on yourself and on the teaching. Persist in this, for by so doing you will save both yourself and your hearers. (1 Timothy 4:15-16)

This understanding from the Bible has led the authors to summarise the nature and goal of training by three Cs.

Through personal relationship, prayer, teaching, modelling and practical instruction, we want to see people grow in:

conviction – their knowledge of God and understanding of the Bible

character – the godly character and life that accords with sound doctrine

competency – the ability to prayerfully speak God’s word to others in a variety of ways. (p78)

Following the lead and language of the Book of Acts, the authors describe training as more concerned with gospel growth than particular church growth. This happens in the lives of people, not structures. It means we should be generous and willing to send off many whom we train for the sake of God’s church elsewhere. It requires us to see people as people, and not just cogs in the wheel for our own projects. As more and more people are trained in godliness and a good understanding of the truth, then we will find churches as they should be – growing in numbers and maturity, with people serving one another, encouraging and setting an example to each other. In other words, a long way from the ‘professional minister with all of his clients approach’, which does little more than stifle gospel growth.

For churches to adopt this radical mindset, it requires pastors and leaders to grasp the essential importance of training. It’s not sufficient to be the preacher, clergyman, CEO, or business manager. Leaders need to encourage their churches to become centres of training where disciple-making disciples are nurtured, equipped, and encouraged. In this way the opportunities for outreach, teaching, modelling, service and care are shared among the body of the church. Churches can grow in health as well as numbers and more and more people are mobilised. We would do well to conduct an honest audit of our congregational programs, structures and and activities and see how we measure up against this picture.

Recruiting co-workers is key to promoting gospel growth, but there are mistakes to be avoided. Here are a few:

Don’t compromise on core beliefs and values.
Don’t be impressed by enthusiasm over substance.
Don’t ignore their track record.
Don’t choose people who aren’t good at relating to people.
Don’t recruit in desperation.
Don’t select unteachable co-workers.
Don’t simply choose ‘yes’ people.
Don’t just advertise for volunteers.

The best way to recruit co-workers according to convictions, character, and competence is to train them. Keep on the look out for people who might be suitable to share the load with you. Always be thinking about whom you could be training. Consider if there are one, two or more people that you could especially invest in. Make it happen. Share in their lives, work through the Scriptures together, pray with one another, open your heart to them, delight in their progress, be honest and speak the truth in love, as you encourage them to grow as a disciple-making disciple.

A chapter is devoted in this book to the Ministry Training Strategy. This isn’t surprising given that Col was one of the founders of this ministry and Tony was one of the early trainees. They have shaped and refined this ministry over three decades, and commend it as an excellent strategy for preparing new Christian leaders. It’s basically a two-year apprenticeship that gives people real opportunity to grow in gospel ministry, by doing ministry under the supervision and guidance of a suitable trainer. It’s often a precursor to more formal theological training and has the benefit of enabling a good assessment of a person’s suitability for ministry leadership before investing everything in 3 or 4 years at college. A good outcome is a wise and godly decision at the end of the apprenticeship. I’m an advocate for this training experience before formal theological training. I benefitted greatly from receiving it myself and have subsequently led more than 60 apprentices through a similar program.

So what have I learned from this book?

The big thing has been the reminder to see training as part of the DNA of a healthy church. Not simply skills development, but the making of disciple-making disciples in response to the commission of Jesus. As churches grow it is easy to be consumed by organisation, structure, vision setting, strategic planning, and the like. We can lose sight of the people. It’s been a good reminder that God is seeking people with him for eternity, not clever programs!

The Trellis and Vine has also encouraged me to be more purposeful in training workers for ministry throughout our church. Training is not simply for the ‘professionals’. It’s about being transformed into the likeness of Jesus, and that’s for all. We need to audit our Sunday meetings, growth groups, children’s and youth ministries, and ask the hard questions. Are we occupied with a gospel work that will make a difference for eternity? Are people genuinely seeking to follow Jesus? Are we making disciples of one another, or are we sitting back assuming it will just happen automatically somehow?

My current pastoral focus is particularly on ministry training and leadership development. I’ve begun to assess how we are travelling with equipping and supporting our growth group leaders. A quick analysis shows there are a number who would really appreciate some training. This book is a helpful resource as I seek to encourage the leaders to make growing disciple-making disciple a priority in their groups.

A couple of suggestions

Given that this book is called The Trellis and the Vine there is very little about trellises. The author’s main point is to get us focused on vine growing and not distracted by erecting and maintaining trellises. However, I would appreciate more on how to create helpful trellises for vine growing. A lack of trellis or the wrong type of trellis can become a serious impediment to vine growth. Disorganised strategies and structures can certainly prevent gospel growth in our churches, but the inverse can also be true. It seems to me that we need to find the right trellis that enables the vine to grow. More could be said on this.

However, and I’m not sure if this point is made explicitly in the book, The Trellis and the Vine is itself a helpful trellis! Here is a strategy with organisational advice to increase the disciple-making outcome in our churches. Chaos is affirmed in the book as an expected outcome when the focus is on vine growing, but sometimes the chaos is an indicator that some trellis work needs to be done to keep the vine growing healthily.

I also had a concern in the section on ‘people worth watching’. The call is to become ‘talent scouts’, looking for people with extraordinary gifts in leadership, communication and management; people with vision, energy, intelligence and entrepreneurial spirit; people who are good with people, and who can understand and articulate ideas persuasively. If these are also godly servants of Christ who long for his kingdom, then why not headhunt them for a life of ‘recognised gospel ministry’? (p140) My concern here is the order and emphasis. It’s too easy look on the surface, see the gifts and talents, and fail to look deeply at the life and character of the person. In a book that has highlighted this issue, it would have been more helpful to illustrate the things that might give evidence of godly character.

A similar concern is the limited mention of ‘love’ as a defining characteristic of the disciple and his or her life and ministry. Interestingly, the first FAQ in the appendix illustrates what makes a great sales person. The answer is love for the product and care for the people. When it comes to the gospel and Jesus and other people, this is so important. I think it’s a point that could have been much stronger and more up front in the book. 1 Corinthians 12-14 would have been an excellent starting point for a chapter on the importance of love in building the church and making disciples. I worry sometimes that our catch-cry of looking for FAT people (faithful, available, teachable) people is not enough. I used to add an S (self-starting or sacrificial), to make FAST people! Maybe we should add an L (loving) to make FLAT people instead!

Overall

This is a very helpful book. I commend it to pastors, ministry leaders, small group leaders and any Christian who is keen to make their life count for eternity.

Getting ready for Easter

The department stores and supermarkets are always ready for Easter. I think once the Christmas stuff comes down, the Easter stuff goes up. There’s over-priced, over-packaged, hollow chocolate as far as the eye can see. I usually wait for the post-Easter sales and reductions on the broken eggs and rabbits. Churches don’t really need to advertise Easter because the shops do it for them!

But it does worry me that our shops are so focused on Easter, while many of our churches don’t seem to give it a lot of thought. We know it’s coming but we still seem to be ill-prepared and caught off guard when it arrives. The fact of the matter is that Easter is one of two occasions on the calendar when many people will visit church. I’m pleased that many take this step because I want them to hear and grasp why the Easter events are so absolutely crucial for all who follow Jesus.

Easter is a time where we remember a Galilean man of the first century who was executed by crucifixion under the Roman regime. It’s strange to celebrate this event two millennia later and stranger still to call it Good Friday. But this is the event that mends the broken relationship between God and us. That’s a whole lot better than good. And Easter Sunday demonstrates that this man is no longer dead. The empty tomb and the appearances of Jesus bear testimony to the efficacy of his sacrifice on the cross for us, and the fulfilment of his promises to die and rise again. Jesus is the risen Son of God, and we’re called to value him, turn to him, trust in him, honour him, and live for him. Resurrection beyond death is the hope of those who follow Jesus. Jesus’ death and resurrection has made this possible.

These are events of history that I’m keen for people to notice. There’s a fairly good chance they’ll get mentioned in churches over Easter (though no guarantee in some churches with little regard for the Bible) so I’d love my neighbours, workmates, teammates, relatives, occasional church-going mates, and anyone else to come along.

And if they’re going to be guests at our churches, then I want our churches to be ready. In the same way we prepare for guests at home – light up the barbie, organise food and drinks, welcome people, and seek to provide a good time – I want to prepare at church. I want people to feel especially welcome. I’d like them to feel comfortable with what’s going on. I’d love them to find us friendly, helpful and generous. I want the message of Easter to be so clear it can be repeated afterwards by one and all. I’m keen for people to get a window into how important it is, how much it means to people (like me) today. I’d like them to understand how they could find out more about Jesus, if they wanted to. And I’d love them to be pleasantly surprised about church, and want to come again… soon.

All this assumes people know it’s on, what’s happening, when and where to go. It requires advertising of some sort and people inviting others to join us. It would help if we could overcome a perception of ‘same old same old’ and ‘why would I bother coming cos I know what they’re going to do and say?’ Families would probably appreciate knowing what happens for kids and youth at church. We might want to check whether church is easy to find, whether their are clear signs directing the way. I reckon we should be offering top class refreshments to make it worth sticking around afterwards. And why not think about a gift that people could take home with them?

If you follow Jesus, let me ask have you and your church worked out what you’re doing at Easter yet? Now would be a good time to start if you haven’t already. Some churches have a season before Easter called Lent, so they’re probably ahead of the game. Our church doesn’t make much of lent, so we need to learn from the shops and get our act together.

If you don’t follow Jesus, but if you’re open-minded about Christianity and talking about God, then let me encourage you to check things out this Easter. If you know a Christian and you’re thinking of visiting their church, then I recommend you letting them know you want to get to the heart of message and not be distracted by religious fluff. Just saying!

And by the way, you probably shouldn’t buy me any Easter eggs. I’m supposed to be losing weight, lowering my blood-sugar levels, and reducing my blood pressure. Not fair!

Mistakes leaders make

Dave Kraft has had plenty of time to make mistakes and to observe others doing the same. He’s been in Christian leadership for more than 43 years serving with Navigators and a variety of churches. In his recent book, Mistakes Leaders Make, he offers ten warnings of what not to do as a leader. This is an easy book to read. It took me less than a day, but I’d recommend taking it more slowly and working through the issues and questions he raises more carefully. It’s readability is increased by the style of writing. He follows the pattern of Lencioni in telling a story about a church and its various staff. While the church is fictional, the characters and issues are very real. Each chapter introduces a new character, and their mistakes, before teasing out some principles and practices.

Kraft recommends letting Psalm 139:23-24 be your prayer as you work through each chapter.

²³Search me, O God, and know my heart!
Try me and know my thoughts!
²⁴And see if there be any grievous way in me,
and lead me in the way everlasting!

The list of mistakes is very sobering. I have experienced temptation and failure in a number of these areas. Each one is worth considering carefully.

1. Allowing ministry to replace Jesus

The first mistake is very subtle and easy to deny. How could you possibly replace Jesus with ministry when ministry is about serving Jesus? You can and I have! It’s easy to be so caught up with the responsibilities of ministry that we neglect our relationship with our Lord. I don’t have time to talk to God because I’m too busy doing things for him. Successful ministry can become more important that honouring the one we serve. I think this area is a big trap for senior pastors and it has an awful ripple effect. Families, staff teams, and churches all suffer as this happens. The key to this mistake – indeed the solution to each of the mistakes in this book – is to keep Jesus at the centre of our lives and all we do.

2. Allowing comparing to replace contentment

Comparison versus contentment is another perennial fight for Christian leaders. Every denominational gathering, leadership conference, or ministry fraternal offers the temptation to pride or envy. How many on your team? Have you planted a new church this year? What’s your budget? How many people come each week? It’s a fools game. The solution is to be content with who you are, where you are, what you are doing, and what God is doing through you. (p33) Just remember you are God’s person, entrusted with God’s people, and God’s ministry. If you must compare, then ask yourself the question whether you are being all that you could be for God.

3. Allowing pride to replace humility

Kraft argues that pride is the root cause for the undoing and fall of most leaders. It’s so easy for the ministry to become all about us. He quotes Gary Thomas in his book, Thirsting for God:

Proud women and men relate everything back to themselves. They are all but incapable of seeing any situation except for how it affects them. Empathy is something they may read about but will never truly experience. (p44)

Pride can be a particular issue for young, gifted leaders who experience success early in their ministry. It’s easy to be swept up in the praise, to believe we are the cause of our own success, and to lose sight of the contribution of others. Most significantly we can take our eyes of the Lord of the harvest altogether. I believe that this was a struggle of me at times. The solution is to refocus regularly on the cross of Jesus Christ and the extraordinary grace that we’ve been given from God.

4. Allowing pleasing people to replace pleasing God

People pleasing is a trap. If we spend our time worrying about what everyone else will think of what we do, then we will be torn this way and that and never lead effectively. Ultimately we play to an audience of one – God himself. He will judge our motives, words and actions. As Proverbs 29:25 says, The fear of man lays a snare, but whoever trusts in the Lord is safe.

5. Allowing busyness to replace visioning

Busyness is a great enemy of Christian leadership. Too few leaders spend time thinking, praying, dreaming, looking ahead, and planning. The urgent gets our attention and we fail to set clear vision for the future. This mistake leads to ineffective and overly busy ministries, burnout of people, and disillusionment with what we’re doing. Leaders must look to the future. We need to be concerned with what could be not simply with what is. This is a hard lesson to learn because we are so often tyrannised by the urgent. Let’s make time in our calendars to think, pray, reflect, dream, plan – both on our own and with our teams.

6. Allowing financial frugality to replace fearless faith

The temptation is to think that this mistake is one that only church boards and parish councils make! This is not true. We began our ministry on a shoestring. We had to clear a substantial debt in the beginning and for a number of years I was paid 6-8 weeks late. Everything was done on the cheap, money was kept and saved rather than spent, and I became overly concerned with getting a bargain. We need to be financially wise, but also filled with faith. We should remember that God is our provider and he calls us to use his resources for the advancement of his work.

7. Allowing artificial harmony to replace difficult conflict

We are not to be so loving that we don’t speak the truth, or so truthful that we don’t speak with love; there is a fine balance between the two that is essential to all human relationships, especially among church staff and in a leadership role. (p79)

Avoiding conflict can be a big problem among Christian leaders. I’ve been in staff meetings where it’s obvious people aren’t on board, but they remain compliant or passively aggressive. It’s awful! We’re tempted to work around people rather than confront them. Sometimes people are unable to do their job and we’d rather compensate for them at great cost to the organisation, than confront them or move them on. Conflict can be very healthy for teams. And healthy conflict depends on trust and relationships. I recommend reading Patrick Lencioni for more on this.

8. Allowing perennially hurting people to replace potential hungry leaders

There are always hurting people in our midst and the compassionate leader can find him or herself overwhelmed with trying to care for them. Eventually the leader is unable to keep it up and goes on stress leave or resigns. The problem is we try and do it all ourselves. Leadership is about building teams of people to share the load. We need to take the time to get the right people onto the team bus with us and them help them to find the right seats according to their gifts, abilities and passions. Grow the team and we grow the capacity to care. Leaders must be team builders.

9. Allowing information to replace transformation

It’s not what you know, but what you do, in dependence on the Holy Spirit, with what you know that makes all the difference. (p99)

It’s easy to be so consumed with preparing, teaching, and passing on information, that we lose sight of the purpose of seeing people transformed by God. If we are teaching and learning, but never changing, then we have a massive problem. As leaders we should be on our knees asking God to transform us and the people we lead.

10. Allowing control to replace trust

Stressed and busy leaders are high risk to be controlling rather than trusting. We might fear things going wrong or getting out of control. We might worry that someone else will stuff things up or not do them properly. We might be jealous of others and try to guard our reputation. Good leadership is about helping others to have a go, to grow, and contribute, and be the people God made them to be. After all, this is God’s church and God’s ministry, so let’s lighten up and trust God!

This is an insightful and practical book. It cuts deeply. I recommend it especially to young blokes coming out of theological college who are planning to conquer the world! It’s also a must read for senior pastors who know deep down that they keep running in the red zone on empty!

Mixed up macarisms

Looking back over the months, this blog has fulfilled a number of different purposes. I’ve been able to share what’s been going on with my cancer and treatment, and my physical, emotional, relational and spiritual responses to these things. I’ve reviewed a range of books – mainly Christian ministry and leadership material. I’ve shared my life as a Christian and invited others to seriously consider trusting in Jesus. I’ve written a few posts on leadership and I’ve even dabbled in a bit of poetry. It’s been pretty eclectic and nobody knows what I’ll write about next – not even me!

This has led to thoughts of starting another blog. Macarisms could remain the blog where I post on cancer and personal matters, and I could start another for leadership and ministry resources. In fact, these thoughts turned into action and I began a separate blog and started dividing the materials, creating new links, and so forth. But, I didn’t go live with the changes and I’ve since begun to think differently. I intend keeping the diversity on the one blog and I have, what I believe are, important reasons for doing so.

The internet is crowded with resources. Christian materials, blogs on leadership, people reviewing books, many selling their wares. We can view the resources, and maybe know the name of the author, but mostly we know absolutely nothing about the life of the people behind the words and ideas. Just lifeless, faceless men and women sprouting their wisdom via computers and phones.

I’m keen for macarisms to be different. I will write academic posts from time to time, but they will be placed alongside testimony and experience. I want people to understand how I do life as well as how I do theology. I hope to encourage, equip and inspire people from the Bible as I seek to live it out myself. In other words, I want to be someone who walks the talk.

The Bible teaches and models how important this is for Christian leaders…

Watch your life and doctrine closely. (1 Timothy 4:16)

¹You know, brothers and sisters, that our visit to you was not without results. ²We had previously suffered and been treated outrageously in Philippi, as you know, but with the help of our God we dared to tell you his gospel in the face of strong opposition. ³For the appeal we make does not spring from error or impure motives, nor are we trying to trick you. ⁴On the contrary, we speak as those approved by God to be entrusted with the gospel. We are not trying to please people but God, who tests our hearts. ⁵You know we never used flattery, nor did we put on a mask to cover up greed—God is our witness. ⁶We were not looking for praise from people, not from you or anyone else, even though as apostles of Christ we could have asserted our authority. ⁷Instead, we were like young children among you. Just as a nursing mother cares for her children, ⁸so we cared for you. Because we loved you so much, we were delighted to share with you not only the gospel of God but our lives as well. ⁹Surely you remember, brothers and sisters, our toil and hardship; we worked night and day in order not to be a burden to anyonewhile we preached the gospel of God to you.
¹⁰You are witnesses, and so is God, of how holy, righteous and blameless we were among you who believed. ¹¹For you know that we dealt with each of you as a father deals with his own children, ¹²encouraging, comforting and urging you to live lives worthy of God, who calls you into his kingdom and glory. (1 Thessalonians 2:1-12)

Integrity is priceless and absolutely essential for teachers. My aim is to live with integrity and so to speak and write with integrity also. For this reason I will offer a window or two into my life as I comment, teach and explore a range of different topics. I hope this works for you!

Leadersense

I’ve just taken on the role of developing leadership within the church I serve as a pastor. It’s a wide role and open-ended. What type of leaders – do you mean pastors and ministry apprentices? Will it include members of the congregation? Is this about growth group leaders? What about children’s and youth leaders? Aren’t they someone else’s responsibility? Will this involve women as well as men? Shouldn’t each area of ministry be doing this anyway? Will you be creating new opportunities for leadership? And these are just some of my questions! I’m sure you can think of dozens of others. The role is really about making sure we’re recruiting, training, equipping, supporting, and multiplying our leaders across the church. The answer to every question above is ‘yes’!

It’s easy for us to be very monochrome when it comes to thinking about leadership. We might limit our focus to paid staff for example and say that they’re our leaders. We could think of the governing body of the church as the leaders. Or we might limit our thinking to all the people who have the title of ‘leader’, such as our growth group leaders, kingdom kids (Sunday School) leaders, youth leaders, service leaders, and so on. If we think role as well as title, then we have leaders (or at least we need leaders) in all kinds of places. Every ministry team needs a leader. The growth of a church requires a corresponding growth in the numbers and calibre of leaders. Leaders need to understand God’s agenda for church, the church’s vision for ministry, the needs of the people they lead, and the importance of continually replacing and reproducing themselves.

This may seem like common sense – and it is! But, as someone once said, good sense isn’t that common! It’s easy to assume that leadership will arise naturally, that people will automatically understand what’s expected of them, that they’ll step up to the plate, do a great job, and all will go well. In the real world, leadership needs to be taught and caught. It needs to be encouraged, supported, resourced, and held accountable. We have to develop pathways to move the right people into leadership, and equip them so that they’ll lead people in the right way.

The Scriptures are the foundation for understanding leadership. God made people. He knows us inside out. He knows how we tick psychologically and engage relationally. Jesus, Paul, Peter, Moses, Joshua, David, and others, show us and teach us God’s purposes for leading his people – why to lead them, where to lead them, how to lead them, who should lead them. My plan is to draw on the riches of God’s word to build and inspire leaders in our midst. And, more importantly, for each of our leaders and yet-to-be leaders to dig deeply into the Bible, to shape and equip their leadership.

And yet, I don’t subscribe to the view that says “If you can’t find it in the Bible then it’s not worth knowing.” The Book of Proverbs shows how much can be learned by astute observation of this world we live in. God has created sharp minds who have much to teach us in many areas including ‘leadership’. We can learn from great leaders throughout history. We will be warned to avoid the mistakes of the past and inspired to reproduce the wisdom that worked. Bookshops abound in leadership books and, while many aren’t worth the paper they’re printed on, there are some real gems out there. Leadership happens in all areas of life and organisation and we can draw on our experiences in other contexts and the experiences of others in similar situations. All this must be firmly bracketed by the understanding that leadership in church should be fundamentally about leading people in their relationship with God, through Jesus Christ, in the strength of God’s Spirit. No Harvard Business Review best-seller will take you there.

I’ve been in this leadership game for years and years, but I’ve still got so much to learn and apply. My hope is that this old dog can learn a few new ‘tricks’! My goal and prayer when it comes to leadership is to develop God-informed and worldly-wise, practical and principled, organisational and personal, uncommon and common sense.

I’m keen to grow in my ‘leadersense’.

Leadership and followership

For the past 20 years I’ve been the leader: Director of the FOCUS ministry on campus; Senior Pastor of Crossroads Church; making the decisions; setting the vision; recruiting the staff; leading the team; critiquing, evaluating, shaping and encouraging. It’s been my responsibility.

Now things have changed. I’m entering new territory this year. The Senior Pastor has now become the Associate Pastor! Now I report to Marcus – the same Marcus whom I recruited, mentored and employed. To be honest, I like the idea. It’s exciting to be able to change positions. It’s a privilege to have the opportunity to serve in this way.

I don’t have the same authority or responsibility that I had in the past. And that’s probably a good thing. I’ll need to be more flexible, less time-constrained, and more careful about what I do and don’t do. Some days I might be highly productive and other days I might be stuck in bed. Things that need to happen every day, week, or month – without fail – probably won’t be the best fit for me. My prayer is that there will be less adrenaline, stress, late nights, and compromised days off in the new regime!

My new job description will take a while to bed down, but we’ve got the big things worked out. I’ll be focusing on ministry training and leadership development across the church, as well as contributing to the preaching program. I’m also planning to write. God-willing, I hope to produce some resources for ministry training, that can be used at Crossroads and more widely. There are also a couple of books I’m keen to have a crack at! But one step at a time!

I’ve begun to work on material and ideas for leadership development. Currently, I’m reading through Malphurs and Mancini’s book, Building Leaders. They remind us that in order to be good leaders, we must first be good followers. In fact, I would say if we can’t follow, then we must not lead. Good leadership is not about getting our own way or the wielding of power over others. It’s about service and giving our lives for the benefit of others.

In response to a power struggle among his followers, Jesus taught these things to them:

⁴²Jesus called them together and said, “You know that those who are regarded as rulers of the Gentiles lord it over them, and their high officials exercise authority over them. ⁴³Not so with you. Instead, whoever wants to become great among you must be your servant, ⁴⁴and whoever wants to be first must be slave of all. ⁴⁵For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many.” (Mark 10:42-45)

Christian leadership is primarily about influencing people to follow Jesus, and to do this in every area of their lives. Leaders should teach these things, but they also need to model them. This means that leaders must first be followers. It goes with the job description.

The challenge to me as I enter a new form of leadership this year, is to keep working on my ‘followership’. Firstly, as a follower of Jesus Christ, and secondly as a newly positioned member of the pastoral team following the leadership of my Senior Pastor.

Custom make your own conference

This time last year I was enjoying the Geneva Push In the Chute conference in Melbourne. I gathered with others from all over Australia, young and old, from a range of denominations, to encourage each other in the work of planting new churches. In some ways, I was the middle-aged pinup boy, heading to the Top End to begin all over. It was exhilarating to feel the energy, especially from those who were moving to new places to reach out with the message of Jesus. I had the privilege of teaching on why we need to keep planting new churches, how to build ministry teams, as well as sharing our specific dreams and plans for outreach in the Darwin area.

This year, I’m unable to attend. I’d truly love to be at the conference, listening to Don Carson teach, finding out how some of the new churches are travelling, and generally being encouraged to keep on with the work of ministry. However, health, other commitments, and distance are keeping me away this time round.

Depending on our networks, some of us could spend an awful lot of time at conference after conference. In my case, I get drawn towards church conferences, FIEC conferences, men’s conventions, CMS summer schools, Geneva Push conferences, MTS conferences, AFES conferences, FOCUS camps and conferences, RUPA conferences, Easter conventions, Arrow Alumni conferences, AFES staff and regional directors conferences, speaking at other camps and conferences, and the list could go on! Sometimes it’s simply too much and not all of them are always that relevant. I understand that I’m there for what I can give as well as what I might get, but there are times when I just crave to focus on some particulars and we just don’t go there.

I thought I’d share a do-it-yourself idea that I came up with a couple of years back. I customised my own mini-conference that just involved 3 or 4 people. Our church was going through a few strategic and structural changes and I was keen to gain wisdom from others in thinking through these issues. I made contact with a couple of other senior pastors, whose churches were at a similar size and stage, and we organised to set aside two half days to talk things through together. I took a colleague with me, and we flew to Brisbane to catch up with the other guys.

In order to maximise our time together, I wrote up a couple of pages of topics and issues that I was keen for us to discuss. This helped us to think ahead and to stay on topic in the limited time we had together. Each of us had been reading one or two of the same books that had been shaping our thinking about ministry, and so we were able to interact with these ideas also.

I confess to driving the agenda because there were things that I was keen to nut out. We were able to explore how each of us approached different ministry issues, what our churches were doing in a range of areas, how we planned and organised, and more. Talking together afterwards revealed that each of us had benefited in different ways through our time together.

Some of my peers do a similar thing from time to time, so as to focus on their preaching. They meet together for a couple of days, share ideas for a series of talks, preach and critique each others sermons, discuss their exegesis or illustrations or applications, and show how they’ve integrated the preaching with a series of Bible studies.

The advantage of these do-it-yourself mini conferences is that they are tailor-made. You meet for a clear purpose, you contribute to that purpose, and you get out of it what you put into it. It can be organised around your timetables and calendars. You can do it in-house if you have a large staff team, or you can coordinate with others in other places if you’re more isolated. This strategy will work to connect people in similar types of ministries also. Children’s workers can get together with other children’s workers … so can youth workers, women’s workers, executive pastors, small group coordinators, evangelists, school chaplains, and so on.

If you want to make the most of your time, then I recommend you consider the following:

agree on the main purpose of your conference

put together an agenda or list of issues to be discussed and allow time for people to prepare in advance

consider a book or two, or other resources, that are related to your issues, and get people reading these in advance so as to inform your discussion

clear your diaries of other commitments and meet in a comfortable place that is free of distractions

pray for each other throughout your time together

take notes of ideas and have someone distribute a follow up summary of discussion and ideas

contact each other a few weeks after your conference to see how things have progressed.

As iron sharpens iron, so one person sharpens another. (Proverbs 27:17)

Beyond the first visit

Welcoming is a gospel issue. Our God is a welcoming God. Jesus died so as to welcome people into relationship with God and with each other. He calls his followers to show hospitality to others as an expression of God’s love and grace. So how can we make this a vital feature of our congregations? One way is to be genuinely friendly when people come to our church. Next is to take the initiative in welcoming, follow-up, hospitality, and inviting people to join with us in what we are doing. Nearly every church assumes it is friendly and welcoming, but it’s not what the insiders think that really matters. We need to learn to see things from the outside in. How do we come across to visitors and guests? This book invites us to take a look.

Beyond the First Visit: The Complete Guide to Connecting Guests to your Church by Gary McIntosh is a book worth reading. I’d advise following the author’s suggestion:

To get the most out of this book, as you read each chapter, make notes in the margin of the book, scribbling your thoughts and ideas. Then make a list of action steps that you want your church to take during the next year to get ready for company. (p14)

McIntosh begins by suggesting we review our terminology – stop speaking about visitors and think of guests instead. We don’t always want visitors, but guests are expected. Visitors are expected to leave, but we plan for guests to stay and we make arrangements so they can. A guest mindset is what we need in our churches. This book encourages people in our churches to become great hosts. The following checklist is a good way to assess how and where we can improve:

Invite your guests with a personal invitation.

Arrive early to make sure everything is ready for the guests’ arrival.

Greet the guests warmly at the entrance and escort them to their seats.

Assist guests in understanding what is taking place.

Anticipate and answer as many questions as possible in advance, so guests do not have to ask.

Do something extra to make your guests’ visit special.

Walk guests to the door and invite them back. (p17)

Welcoming guests doesn’t always happen naturally. We need to plan for it to be done well and it’s the responsibility of the church, not the guest. It’s worth thinking about how we’d treat a guest in our home, and applying this to church. We’d invite them in, offer to take their coat, show them where they can put their bag, take them into the appropriate room, invite them to take a seat, offer them a drink, ask them how they’re doing, engage in conversation, invite them to the table for a meal, let them know where the bathroom is, and more… And yet, when it comes to church, so often we expect people to work everything out for themselves. Healthy churches will take the responsibility for welcoming people and helping them to get involved in the life of their church.

People will sometimes make assessments of your church on the basis of a single impression. The long grass surrounding the old stone building makes it look abandoned and unused. The out of date website communicates that nothing much happens anymore. The paint on the sign, making it hard to read the service times, indicates that they don’t want me to come. Whereas the attractive brochure describing the Christmas Carols, with pictures of families, and a warm invitation to come along, makes me think my family could fit in here. It’s worth considering all the first impressions we make as a church. What assessments are people making about what we’re like? If we can’t work it out ourselves, then ask others – those who’ve come and those who haven’t.

Churches who have their own properties are urged to think of the impact their facilities have on others. Are they welcoming or alienating? McIntosh suggests a stroll around, examining everything that people will come into contact with when they check out your church. A mother with a couple of young kids isn’t likely to return if her first experience of the bathroom is a gloomy, smelly, dirty, inadequate facility. If all the parking spaces near the building are reserved for church staff, then you get the message of who’s most important. If things are bright and clean, if directions are clear, if people say ‘Hi’ and smile and offer to help, then second visits become much more likely.

The book contains many ideas on letting people know about church. I nearly gagged at the direct marketing/phoning suggestion! The best idea was simply word of mouth! Spread good rumours! If your church matters to you, if it encourages you, if it’s great for your kids, if you love getting to know God with others, if Sunday is a highlight of your week… then spread the rumour! But be warned. Don’t talk things up too highly. People like their expectations to be exceeded – not let down.

Getting Beyond the First Visit helps churches to examine the pathways for people getting involved and belonging. This can be very simple in a church of 100 or so, but may require much more organisation and communication in larger churches. There is no one size fits all. Some smaller churches may be small because they’re not good at letting others in. The danger for large churches is that people come and go and no one notices or cares. This book helps us not to take it for granted.

At one level this is very light book. It’s not big on theology and there’s not much Bible. It devotes a lot of attention to surface issues and impressions, and a few of the suggestions made me cringe. But overall, it’s full of helpful analysis and practical suggestions that will get us thinking about how we can do better. The central issue is so vitally important. At a time when our churches are becoming more and more marginalised, we need to make every effort to connect with people. People need to know God today, as much as they did in our parents’ generation, and as much as they did in Biblical times. Our churches shouldn’t make it hard for people to get to know God. There’s no excuse for unfriendliness. It’s not up to our guests to ‘make themselves at home’ while we go about our own business. It’s our job to welcome, introduce, connect, and build genuine relationships.

I bought this book last year, so as to examine the issues afresh as we began to plant a new church. If you think about the principles being discussed, rather than simply looking for practices to adopt, then I believe you will find it a useful tool. Church planters should get a copy, but so too should existing pastors and church leaders. How long since we reviewed this area of church life? Have we ever? Maybe things are in need of a tune up, or even a serious rebuild. This book can help you to think it through, without spending $1000s on a consultant – unless, of course, you want me to come! 😉

The Big Idea

The Big Idea: Aligning the Ministries of your Church through Creative Collaboration by Ferguson, Ferguson and Bramlett challenges churches to think hard about the message we communicate and how we go about doing it. Fittingly, the strength of this book is its big idea. Disturbingly, I found some of its weaknesses lie in the details.

If you go to church regularly it’s a worthwhile exercise to write down how many different little ideas you have to take in each week. If you consider the welcome signs or banners, printed handouts, messages on the screen, various announcements, the MC or leaders comments, intros to songs, the songs themselves, children’s talks, prayers about different topics, video clips, Bible readings, the sermon, various connected or disconnected points within the sermon, more songs, closing comments, conversations over supper or morning tea… you can see the problem. What message do you take home from church? Add to this the family context – if children and youth are looking at unrelated material, learning about different things, and engaged in different activities, then families could have dozens of ‘take home messages’. What gets remembered? What sinks in? What gets put into action? This book argues for alignment, getting our message focused. It’s premised on the observation that more information means less clarity and less action.

We have bombarded our people with too many competing little ideas, and the result is a church with more information and less clarity than ever before. (p19)

The passion behind the big idea is for churches to be communities of transformation, not simply information. This requires genuine relationships and a focus on personal change. Small groups, for example, aren’t to be tutorials or study groups, but rather places where people care and share, challenge and support, confide and confess, learn and grow together. At Community Christian Church, where the authors serve as pastors, they adopted sermon-based studies to align the small groups with the weekly church celebrations around the same big idea. This approach is much the same as that described by Larry Osborne in Sticky Church. Yet, not only do they seek to align small groups with the big idea, but also families, ministries, congregations and other churches in their network. One big idea shapes everything they do.

What does this look like? It begins with planning the preaching program a year ahead. Topics and series are worked out and positioned carefully with regard to the annual calendar. At thirteen weeks out, the teaching team write a short essay that fleshes out the series and each topic within. These are called big idea graphs. The graphs are distributed to the relevant people so that at nine weeks out a creative team meeting can brainstorm how to shape the church service by the big idea. This meeting will include the leaders of teaching, drama, music and other areas needed to determine and shape the service content. At five weeks this gets a reality check. At three weeks the teaching team and the small group curriculum writers collaborate to construct a big idea sermon and discussion guide. At two weeks the big idea teaching manuscript is finished so that preachers in different congregations or churches can take the manuscript and personalise it to their own style and to suit their congregations. This is also passed on to the media team and others who will organise slides, graphics, scriptures references, and other things needed for the particular service. The whole process is very collaborative and teams are the order of the day. Even the sermons are a cooperative exercise. The long lead times opens options for creativity and ensures that things are done well.

There is much to like about this approach, but I will reveal my concerns first. The authors openly admit that topical preaching is their preferred and normal practice. They brainstorm and discuss possible sermon ideas and vote on which ones to pursue in the following year. It seems that much of the creative work in preparing sermons takes place as people share their ideas about the topic. Working out which Bible texts might be relevant to the topic is only done after the topics are nutted out. I don’t believe this is the healthiest approach to determining a preaching plan. It can mean we’re driven by popular ideas and what we think people will find interesting. Many important themes addressed in the Bible will never be heard and certain hobby horses will often get ridden. I’d much prefer to follow a staple diet of expository preaching so that we let God’s word put the topics on our agenda. Look to get a balance from different parts of the Bible and mix it up from time to time with some specific topics and occasional messages. In fact, I’d love to see a book like this written from the starting point of expository preaching.

I’m also worried about what doesn’t really get described in this book. One example is their skeleton for weekly adult services:

Praise choruses (opening of service)

Campus pastor moment (greeting)

Creative element (video, sketch, or song or a combination)

Teaching

Communion

Giving back to God (offering)

Praise choruses (closing of service) (p133)

While admitting that we can replace the nouns we see with whatever describes our own church’s style, system and mode, it concerns me what they’ve left out. Where does prayer feature? Where does Bible reading fit in? What preparation goes into these areas? I have to admit that the heavy emphasis on the creative arts and the silence about prayer and Bible reading in the church service left me concerned. The storyline of this book is about BIG church and is dominated by the ‘performance’ on weekends. This is not to say it’s irrelevant to small churches with single pastors. I think there’s some great wisdom here, but it needs careful transposing.

So what did I find helpful? Let me focus on two strengths of The Big Idea. Firstly, the alignment of message in the church. My experience is that too often we have many little ideas competing for people’s attention and the message we most want people to hear gets seriously diluted. We have so many announcements that we forget most of them and can’t differentiate their importance. Sometimes the songs have no relationship to the message. Or the prayers are completely unrelated to everything else going on. Or the talk seems more like a commentary than a sermon, picking up too many ideas from the Bible passage without highlighting and applying the main one.

I’m not beating up on our church now. I’m very encouraged by the fact that our church has a weekly team meeting to discuss each service, make sure the different parts are connected, link the music to the message, integrate the kids talk, discuss priorities and emphases with the service leader, and more. We’ve also been following the same teaching programs with adults, youth, and children and this has enabled us to pool our resources and help families to focus on the big idea each week.

The second strength of this approach, is the emphasis on preparing well ahead. It worries me when I keep hearing of pastors writing their talks on the Saturday night before church, the kids talk being thrown together without much thought, the Bible reader being organised as we walk into church, the musicians not being given or not learning the songs until just before church. It doesn’t need to be this way. It doesn’t take any more work to be organised weeks ahead, but it does require discipline and organisation.

I’ve always worked to get a draft preaching plan in place a year, or at least a term, ahead. This requires a lot of work, reading the relevant books, working out the preaching units, determining the big idea, conveying this briefly in a sermon title. It may mean setting aside a week or more to achieve it. We’ve mostly published these for the upcoming term so people know where we’re headed and can prepare as needed. In the preceding term I’ve been working on the upcoming book of the Bible, reading commentaries, writing notes and drafting ideas. I put these in a note book and draw on them when I get to preparing the actual sermons. I’ve tended to prepare the actual sermons in the week that I’ll deliver them. However, one year I managed to get about six weeks ahead with my talks. I’d write the rough draft weeks ahead, and tune it up in the final week. I can testify to this delivering a better product and removing a lot of stress. If I had my time again, I’d like to make this normal!

Our youth programs are worked out a term ahead and publicised. This enables the team to share responsibilities among the leaders while keeping to the big idea. Working on the children’s ministry material well ahead helps the creative process and good integration with the adult and youth programs. Other churches manage to prepare Bible study and discussion guides for the upcoming teaching series. (We’ve only managed it once or twice, but we do manage to get them out each week!) These guides connect with the sermons. This means the big idea of all sermons needs to be worked out well ahead, so that the studies are integrated with the teaching. Advance planning assists the music teams to choose songs that connect with the big idea. It ensures we think carefully about what we’re praying about. It opens the door to creative ideas that we could never pull off the night before. And it takes some of the stress out of planning church.

All in all, I’d recommend this book to pastors and leaders as they look to the year ahead. Read it through before you spend a few days with your team planning for 2013. You did plan a planning time, didn’t you? Or perhaps you’re well organised and have already done it!

First things first

One of my favourite preachers is famous for using the line ‘the good is the enemy of the best’. Another is famous for saying ‘the main thing is to keep the main thing the main thing’. These two pithy proverbs are simply different sides to the same issue. There are so many good things demanding our time, attention and resources that we’re often prevented from focusing on what’s truly best. We need to focus, not simply on getting more done, but on the things that are most worth doing. This idea is developed extensively in First Things First by Covey, Merrill & Merrill. It builds on Covey’s earlier important book, The 7 habits of highly effective people.

Traditional time management helps us to become more efficient, but what we really need is to become more effective. There’s no point getting much done, if what we’re doing is unimportant. The approach of the authors is to transcend the typical faster-harder-smarter strategies by examining what it is that we really want to be achieving. They overlay the clock with the compass because where we’re headed is much more significant than how quickly we get there.

This book touches a nerve with many of us by identifying the gap between how we spend our time and what really matters to us. It’s so easy to have our lives ruled by the demands of others and the tyranny of the urgent. In fact, many of us are addicted to urgency, living off the adrenalin rush of handling crisis after crisis. Unfortunately, I know this experience all too well. We feel useful and successful because we’re solving immediate problems. This may be okay when the issues are important, but if we make it a habit, then we find ourselves doing anything urgent just to keep busy. The end result is a pattern of reactivity and often serious burn out.

First Things First illustrates a time management matrix around an urgency-importance axis. The strategy for effectiveness is to maximise the time spent in Quadrant II – the quadrant that includes activities that are ‘important but not urgent’. This puts the emphasis on things like preparation, prevention, values clarification, planning, relationship building, ‘true’ recreation and empowerment. These are the proactivities that enable us to spend our energies on the things that matter most. The more time and effort spent in this quadrant the less we are ruled by the urgent and the more satisfying life becomes.

This is a most helpful book because it takes us deeper than many other management tools. It should strike a chord with those who have strongly held convictions and want to see them lived out. It shows us a means to work from the inside out – to move from our convictions to our actions. It moves from theory to practice, providing simple and practical tools for implementation. My only trap was that once I became sold on the ideas, I fell easy prey to the myriad of other resources designed to make it all happen!

This book helped me to identify many of the factors that had been creating stress in my life. All too often I’d find myself having dropped the bundle in one or more areas of life while I concentrated on others. The main reason was that I was consistently reactive. I hadn’t put in the ground work, thinking ahead and planning without pressure. Unless something was urgent it didn’t always get my immediate attention. The problem was that once something became urgent it was often already a crisis of major proportions. When the areas included my marriage, family and key areas of ministry this became a major struggle. The ideas in this book helped remind me of the need to be proactive in all these important areas. In other words, to keep putting my first priorities first. And it offered tools to help me achieve this.

When I first became a devoted follower of Covey, I must confess to taking on board these ideas hook, line and sinker! I’ve since read over the book a number of times, implemented specific strategies, and adopted ideas for training leaders and running workshops on time management. I introduced this material to our staff and co-workers at church and on campus, and it was required reading for a number of years… until I got busy and distracted by other things!

In my opinion, one of this book’s most obvious weaknesses is the assumptions it makes about people. It has a very optimistic view of human nature that fails to acknowledge or integrate an understanding of selfishness or sin. It offers universal principles on which we can build our lives without any substantiation of their validity. This is not to completely undermine the validity of the points made, but they should be digested carefully. We need to pick out the bones and swallow the meat.

As a Christian reflecting on the thesis of this book, I’m reminded of the words of the Westminster Shorter Catechism, written in the 1640s. It opens with the following question and answer:

Q. What is the chief end of man?
A. Man’s chief end is to glorify God, and to enjoy him forever.

In other words, What are the first things that people should put first? The words of the catechism aim to reflect the message of the Bible. If the follower of Jesus is to put first things first, then they will seek first to honour God and to find their ultimate joy in him. It’s an awesome privilege to be able to glorify God!

¹¹Teach me your way, Lord,
that I may rely on your faithfulness;
give me an undivided heart,
that I may fear your name.
¹²I will praise you, Lord my God, with all my heart;
I will glorify your name forever.
¹³For great is your love toward me;
you have delivered me from the depths,
from the realm of the dead. (Psalm 86:11-13)

So whether you eat or drink or whatever you do, do it all for the glory of God. (1 Corinthians 10:31)

“You are worthy, our Lord and God,
to receive glory and honour and power,
for you created all things,
and by your will they were created
and have their being.” (Revelation 4:11)

And it’s an amazing promise from God that because Jesus has defeated sin and death, therefore we can enjoy him forever.

⁹Therefore my heart is glad and my tongue rejoices;
my body also will rest secure,
¹⁰because you will not abandon me to the realm of the dead,
nor will you let your faithful one see decay.
¹¹You make known to me the path of life;
you will fill me with joy in your presence,
with eternal pleasures at your right hand. (Psalm 16:9-11)

Let me ask you, are you keeping the main thing the main thing? Or is the good becoming the enemy of the best in your life? What are the matters that matter most to you? And are you putting first things first?

If it’s even possible that the message of Christianity could be true, then I reckon it’s worth carefully considering these words of the Apostle Paul:

³For what I received I passed on to you as of first importance: that Christ died for our sins according to the Scriptures, ⁴that he was buried, that he was raised on the third day according to the Scriptures, ⁵and that he appeared to Cephas, and then to the Twelve. ⁶After that, he appeared to more than five hundred of the brothers and sisters at the same time, most of whom are still living…
(1 Corinthians 15:3-6 emphasis mine)

The contrarian’s guide to leadership

Without exaggeration, The Contrarian’s Guide to Leadership is one of the most insightful and compelling books on leadership I’ve read. Steven Sample is an analytical practitioner of the highest calibre. He’s an electrical engineer, musician, outdoorsman, professor, and inventor. For nearly 20 years Sample served as the president of the University of Southern California, leading it to become one of the premier universities in the US. This book is the product of research, reflection, observations and experience, woven together with wisdom and clarity. Many books about leadership are riddled with predictable cliches, whereas The Contrarian’s Guide offers fresh and profound insights in every chapter.

1. Thinking gray, and free

Don’t form an opinion about an important matter, until you’ve heard all the relevant facts and arguments, or until circumstances force you to form an opinion without recourse to all the facts. (p7-8)

Sample explains how we often jump to conclusions, flip-flop between ideas, or believe things which we think are strongly believed by others. Thinking gray, suspending our binary instincts, filing away our first impressions, helps the leader to consider weighty issues more carefully. Free thinking takes ‘thinking outside the box’ and ‘brainstorming’ to the next level. It involves contemplating outrageous ideas without restraints, well-worn ruts, passions and prejudices getting in the way. A creative imagination, or the ability to encourage this in others, is a huge asset for a quality leader.

2. Artful listening

The average person suffers from three delusions: (1) that he is a good driver, (2) that he has a good sense of humor, and (3) that he is a good listener. (p21)

Listening is a vital skill for a leader. It’s better to listen first and talk later. As we listen, so we learn, show respect for others, and gain the capacity to make wise decisions. Artful listening connects the leader to new perspectives that enable her to think independently and creatively. Costly misunderstandings and mistakes are often avoided when time is taken to hear from the right people.

3. Experts: Saviors and Charlatans

Experts can be helpful, but they’re no substitute for your own critical thinking and discernment. (p189)

Sample argues that it’s necessary for an expert to be a ‘deep specialist’ and for a leader to be a ‘deep generalist’. The expert will know more than the leader in a specific field, but the leader needs to be able to integrate the advice of different experts into a coherent course of action. Leaders should never become too dependent on experts, they should maintain their intellectual independence and they should never kid themselves that expertise can be substituted for leadership.

4. You are what you read

In these tempestuous times it often appears that everything is changing, and changing at an increasingly rapid rate. In such an environment a leader can gain a tremendous competitive advantage by being able to discern the few things that are not changing at all, or changing only slowly or slightly. And nothing can help him do that better than developing a close relationship with a few of the supertexts. (p57-58)

Not many books are still read 10 years after they’re published, let alone 50 years, or centuries later. Such enduring texts are significantly influential. Sample believes that such literature includes The Bible, The Qur’an, Plato’s Republic, the plays of Shakespeare, Machiavelli’s The Prince, and a handful of others. He describes them as supertexts due to their endurance and influence.

I expected Sample to be a freak who devours hundreds of books annually, but he focuses on only a few books and maintains a regular diet of truly significant writings. He briefly scans the newspaper, more for entertainment than information, and replaces his reading time with books of substance. He’s far more interested in understanding original ideas than reading another popular book that repackages and regurgitates the same old stuff. Sample recommends the advice of Thoreau: “Read only the best books first, lest there not be time enough to read them all.”

This advice resonates strongly with my experience as a pastor, teacher and leader. Every week more books are published in my fields of interest than I could read in a year – if not a lifetime. I can’t keep up with all the latest fads and ideas. But nor do I need to. What offers the greatest reward is concentrating on the supertext that guides me in every area of life. This book was given to me by my grandparents when I was 6 years old and they highlighted these words inside the front cover…

Thy word is a lamp to my feet and a light to my path.
(Psalm 119:105 Revised Standard Version Bible)

5. Decisions, decisions

The contrarian leader’s approach to decision making can be summed up in two general rules:

1. Never make a decision yourself that can be reasonably be delegated to a lieutenant. (p71)

2. Never make a decision today that can reasonably be put off to tomorrow. (p72)

The key is to work out what’s reasonable, and this requires skill and practice. Sample argues that the leader must maintain responsibility for hiring and firing key staff, and making the decisions that will have the greatest impact on the organisation. He also argues for artful procrastination, allowing time to make better informed and wiser decisions. Of course, leaving things too long will result in missed opportunities or new problems developing.

6. Give the Devil his due

We must accept the fact that human beings and their institutions hardly ever measure up to our noblest ideals, and that to pretend otherwise is to invite ruin. (p102)

Sample is a great fan of Machiavelli’s, The Prince. This chapter is his apologetic for drawing on the wisdom of this controversial writer. One of Machiavelli’s strengths is his honesty about the complexity of the human condition. People have capacity for both atrocity and altruism. The contrarian leader won’t be naive about the people and circumstances he’s dealing with. Many decisions will be very complex and the leader must discern the pitfalls of various options and choose the best on offer, knowing that there is no perfect solution.

7. Know which hill you’re willing to die on

When he turned 16, Sample was given the same advice by his father that my father gave me and that I’ve since passed on to my children:

“If a cat or dog or squirrel (or kangaroo in Australia!) runs in front of your car,” he told me, “just steel yourself and kill it like a man. You have the responsibility not to endanger people in your car or in other cars by swerving in an effort to save the animal.” (p107)

Let me tell you, this is hard to do, and I’ve hit a few kangaroos in my time! But I’ve also seen people wipe out themselves and still hit the kangaroo by attempting to swerve. Some decisions are very tough and some are much tougher than the one above. Moral choices can be incredibly complex. Sample asks us to choose what hill we’re willing to die on. In other words, what moral compass will guide us to work out what we will and won’t do as leaders? The ethical dimensions of leadership are very important and they require us to ask difficult questions of ourselves. Every leader must come to terms with their own moral beliefs and be accountable for the decisions they make based on those beliefs. What you believe or don’t believe about God will play a significant part in this.

8. Work for those who work for you

If a would be leader wants glamour, he should try acting in the movies. However, if he in fact wants to make a consequential impact on a cause or organization, he needs to roll up his sleeves and be prepared to perform a series of grungy chores which are putatively beneath him, and for which he’ll never receive recognition or credit, but by virtue of which his lieutenants will be inspired and enabled to achieve great things. (p122)

I loved this chapter – haven’t always lived it out – but I love what it teaches! There is great wisdom here about who we employ and how we support them once they’re employed. There is sober advice about firing people, and how the leader should always do this in person. There are excellent recommendations for evaluating, assessing and equipping our key staff.

Choosing these people, motivating them, supporting them, helping them grow and achieve, inspiring them, evaluating them and firing them are among the most important things a leader does. (p139)

9. Follow the Leader

Whatever the basis of his authority may be, when an effective leader turns in a new direction his followers turn with him; that’s the test of real leadership. To paraphrase Harry Truman, leadership in involves getting others to move in a new direction in which they’re not naturally inclined to move on their own. (p142)

Sample identifies a number of skills required by effective leaders. Premium among these is communication. Words are their tools. Most highly effective leaders have an excellent command of language, either spoken or written or both. The most powerful form of communication between a leader and his followers is the spoken word. It’s not the email, bulletin or memo that’s going to inspire people – it’s direct, face to face, oral speech.

Leadership is about people; connecting with real people one to one. A leader may not be able to do this with everyone in the organisation, but it’s important that someone can and does. Sample emphasises the power and leverage of people chains, through which the leaders goals, vision and values are communicated orally and personally to every follower. Jesus was amazingly effective at achieving leadership leverage through people chains. A dozen followers grew to 120, then thousands, then thousands more, such that 2000 years later millions of people continue to follow him.

10. Being president versus doing president

The best physician won’t necessarily make a good hospital administrator or medical dean, the best engineer won’t necessarily make a good division president, the best teacher won’t necessarily make a good school principal, and the best athlete won’t necessarily make a good coach. There is no shame, and often much merit, in a person’s simply deciding he’s not cut out to have power and authority over, and responsibility for, a large number of followers. (p161)

To which I would add from the world of my experience, the best people serving others in Christian ministry won’t necessarily make a good leader of a church. Effective leaders need to be well tuned to the people around them and they need to be clear on where they’re taking people and how they will do it. It’s important for would-be leaders to recognise that leadership often removes them from doing what they’re best at and enjoy doing the most. That remains the privilege of those who serve under them. In fact, Sample argues that even the best leaders, under ideal conditions, will spend less than 30% of their time and effort on substantive matters. The rest of the time will be spent reacting to or presiding over trivial, routine, or ephemeral matters. Wanting to be the leader and wanting to do the work of a leader are two very different things!

So…

If you’re a leader or a would-be leader then I’d put this on your short list of recommended reading. If you’re wanting some fresh input on leadership then get hold of this book. There are plenty of pearls to be plucked from its pages. Many of my texts on leadership are built on an explicitly Christian platform, deriving their message from the Bible. This isn’t one of them. Who knows, Steven Sample may be a follower of Jesus. He’s certainly familiar with Christianity’s supertext and much of his wisdom resonates with things I’ve learned from the Bible. Like any other good book, this one needs to be read with discernment and with a view to application.

Let me finish with the following quote:

…before you spend several hours carefully reading a relatively new book, you deserve a thoughtful preview from a person whose passions and prejudices are familiar to you. In many cases you’ll find that this thoughtful preview is all you’ll ever want or need to know about that particular book. (p70)

Kind of justifies this blog, doesn’t it?! 😉

Why churches should stop small groups

Hear me on this one. I believe that home groups, growth groups, prayer and Bible groups, gospel groups, connect groups, cell groups, small groups – or whatever else we may call them – are a vital part of church life. They enable people to develop relationships with others in ways that are otherwise difficult in a larger church. They provide an excellent opportunity to read, learn, discuss and apply the Bible in fellowship with others. They enable personal prayers to be shared with one another. People can be encouraged, supported, and cared for, without always relying on the professional pastor to do all the work.

But we need to stop them! Some groups just seem to go on and on, without clear expectations or direction. Some groups become so cliquey that nobody can ever break into them. Others get so toxic with gossip, divisions, or grumbling, that they need to be shut down for the sake of everyone involved, and often the church as a whole. Some groups develop there own agenda which clearly competes with that of the church as a whole. Sometimes groups are simply unhealthy and need to be stopped.

However, it’s not the euthanasia of groups that I’m primarily concerned with here, but the need to build helpful rhythms into our groups. I want to apply some of the insights from Bruce Miller’s helpful book, Your Church in Rhythm and Larry Osborne’s book on small groups, Sticky Church. We need to communicate about when and how our small groups will begin and end. We should also consider the value of various starts and finishes within the life span of the groups. Let’s consider Miller’s chronos cycles and examine the benefits to be gained by pacing our groups wisely and oscillating them between intensity and renewal. Let’s work out when and how to stop them!

Yearly cycles

Starting and stopping our groups each year, helps people to pace themselves. It allows time to build relationships and it also offers an opt-out when the relationships aren’t really working, or we simply want to get to know others. Life changes each year. We move, we get new jobs, our kids get older, we enter into new relationships. These changes often mean people should move to a different group.

Consider carefully when groups begin. Our church often waited until March, when uni students got back into town, but this frustrated others who were looking for a group in January or when school started. It might be wise to advertise a number starting times. But equally, set a stop time, so that the group can finish on a strong note, people can be thanked and farewelled, celebrations can be shared. It’s not good when groups simply taper out and dissolve. This can be a recipe for hurt and disappointments. We need to stop our small groups well!

[This is not to say that we should dissolve our groups every year. Some groups will continue for years and continue to be healthy. But giving people some time out at the close of the year can be very healthy. Taking a break from the small group can function like an annual sabbath to enable everyone to have a rest – pastors, leaders, participants and their families. Sometimes, short term summer holiday groups can fill the gap for those who need a group during this period.]

Term-based cycles

There is much to be gained by arranging our groups according to seasons, and often the most obvious is school terms. While not everyone’s life is shaped by terms, it does have the benefit of pacing the life of the group. We can oscillate between 9-10 weeks on and 2-3 weeks off. It gives the leaders and the group a break. People get time off for other things and don’t resent their group for always demanding their time.

It can also be helpful to match these groups with program of the church. If the teaching is term-based this allows integration across the church. A short teaching series is offered in the school holidays and the groups get some time off. Osborne also suggests that breaking between terms gives the groups an opportunity to take stock, reevaluate how the group is going, and sometimes to help people transition into another group if things aren’t working out. Stopping our groups in the holidays can also give space for doing other things with the group, perhaps a social outing, a special dinner, or a weekend away. If we want people to stay excited about the groups, I think there is great value in stopping our groups at the end of each term.

Weekly cycles

If our groups go for 9 or 10 weeks followed by a break, then we should plan how to use these weeks. Are we following the sermon series? Will the group need some variety over this time? Perhaps, a 4-1-4 plan to do studies, with a night of prayer in the centre, or a dinner together, or combine with another group in the church for a night. The church might encourage groups to do something different in one of the terms, perhaps encouraging the groups to do a training course, or to choose their own studies. If so, then we need to communicate well ahead and prepare people for the changes.

Sometimes the group will face a particular crisis and we need to break with the timetable or plan. Maybe a member is in hospital and the group will choose to stop a week so everyone gets a chance to visit. It could be a big issue that is facing the group that needs addressing, so we might stop the program and give this issue the attention it needs.

Daily cycles

It’s also worth considering the basic shape of each group meeting. How much time is given to catching up with each other, sharing needs or joys, learning and discussing God’s word, praying for one another and other things? Does the group share food together – a meal or simply refreshments? Is the group excited about how it uses it’s time?

People are creatures of habit and they build their expectations on their experiences. If a group always starts late and finishes after the agreed time, people will start coming late and often still get irritated when the group goes overtime. If we stick to the group’s agreed timetable, this will build confidence in the group and create a less stressful environment. If you need to, then agree together on extending the time we meet, otherwise we should stop our groups on time!

I hope these reflections help increase the joy and decrease the stress in our small groups!

Your church in rhythm

A catch-cry of recent years has been the search for ‘work-life balance’. Very few of us would be brave enough to claim achieving such equilibrium. And what is true for individuals has also been true for my experience of church. There are so many things clamouring for our attention and we feel guilty every time we notice that some aren’t getting any. So it was quite a breath of fresh air to read Bruce Miller’s Your Church in Rhythm. In his preface he argues for rhythm as the best picture of a healthy life and critiques the so-called balanced life as being…

…unbiblical, impossible, and toxic.

Here’s some questions to ask yourself right now:

Has our church got everything in balance?
Are we reaching out enough?
Are we giving enough time to preparation of sermons and lessons?
How is our care and counselling ministry?
Are we leading well? Are we developing leaders effectively?
Are we praying enough?
How are our administrative systems and processes?
How are our ministries to children and youth?
Are our small groups vibrant?
How are we doing at following up with our guests?
How is our communication with the church family?
How is our discipleship process?
Am I reading enough to grow personally?
Am I current on email and other correspondence? (p. xxii)

If you’re a church pastor, elder, leader or committed member of your church, then I’d bet you’re probably feeling guilt, guilt and more guilt after reading this list. We just get one thing humming when another falls apart. We start to feel good about what we’re doing and then realise how much more is not getting done.

Miller gets us asking the question, “What time is it in your church?”. If we understand the times, he believes that our experience of church and ministry will become more effective and enjoyable. There will be less fatigue and burnout, less boredom and apathy, more enthusiasm and engagement, we will work harder and rest more thoroughly, and there will be greater outcomes for the kingdom of God. Does it sound like the kind of book you’d like to read? You can’t lose really. At least you’ll be able to tick your ‘Commitment to professional development’ box when you finish!

Your Church in Rhythm describes two types of time: kairos and chronos. Kairos time is experienced time, shaped by organisational stages and ministry seasons. Chronos time is measured time, it’s cyclical, and can be divided into days, weeks, months, quarters and years. Recognising the impact of the stages and seasons helps you to determine what is most appropriate for now. Understanding the five chronos cycles enables you to pace your ministry better.

By choosing rhythm, you will invite your church to live in harmony with the flow of life – to be content in all circumstances, to make the most of the moments, to rejoice at all times – and to set your hope on what’s to come. (p. xxv)

A guideline is offered to understanding organisational stages in a church. The life span of a church is broken down into five stages: inception, growth, maturity, decline, death or renewal. This can be complicated further by recognising that larger churches are collections of congregations and ministries which also have their own life cycles. These stages rarely follow a simple straight pathway and are commonly impacted by crises or major transitions. What’s important is that we seek to discern what stage our church is in, to understand the times, so that we can identify what best to focus upon now.

Ministry seasons are shorter than organisational stages. They may only impact one ministry area, they can be experienced more than once, and a church could be in several seasons simultaneously. Throughout this book Miller engages helpfully with other literature and I will be following up various leads. In this chapter he draws on Kubler-Ross’s research on loss and grief cycles and John Kotter’s important work on change management. These perspectives are useful for appreciating what churches and ministries go through over time. If a church loses a pastor, gains a new one, shuts down a ministry, starts up another, builds a property, restructures its leadership, negotiates a difficult crisis, seeks to increase its giving, plants another church, or goes through a period of transition – these are seasons, not simply events. Their impact needs to be appreciated and navigated well.

Miller identifies six strategies for getting your church into rhythm, and then a conclusion that is a must read! The following table (p169) highlights the structure of this thinking:

I won’t develop each strategy in any detail, as I don’t want to simply repeat the content of the book. The real benefits will come as you get into the book for yourself, identify your own organisational stage and ministry seasons, and consider the impact of the different chronos cycles on your church, people and community. You may disagree with the specific stages or strategies identified in this book, you may disconnect with some of his examples or illustrations, but I believe Miller’s overall thesis is both helpful and liberating. Let’s briefly skim over them.

Release expectations

Releasing expectations involves accepting that we can’t do everything. There are limitations placed upon us by our stage and season. There’s no point envying churches that are in different stages or wishing we were in a different season. Releasing expectations helps us to grow in contentment and focus on the time we’ve been given.

A heart at peace gives life to the body,
but envy rots the bones. (Proverbs 14:30)

I have learned to be content whatever the circumstances.
(Philippians 4:11)

Consider a church that has just been planted and is getting underway. Now is probably not the time to worry about developing lots of ministry programs, you don’t need detailed systems in place, and you’ll manage fine without a sophisticated newcomer follow-up process. Just work hard at getting to know each other, invite people to your place for a meal, set the tone for your church community, relationships, and gospel priorities. As you move into your growth stage, as you add staff and become more complicated, then you will need clearer processes and systems so that you care effectively for the church and continue to reach your wider community. But there will be a time for this, it can wait for a while!

Likewise, recognising the seasons you are experiencing will help shape your focus and enable you to release expectations. If you’re falling well behind budget and encouraging your regulars to give, it’s not the time for embarking on a new program to reach all the local schools. If you’re transitioning between members of staff, it’s probably not wise to introduce a bunch of new ministry ventures. If the church has been impacted by a season of grief, then it’d be wise to forget the rah-rah and allow people the space to work through things carefully.

Seize opportunities

Open your eyes to the opportunities around you. Sometimes we can be so locked into our longterm strategic plans and goals that we fail to take up valuable opportunities before us. We need to discern whether to hold to the plan and pass on the opportunity, or to alter the plan and seize the opportunity. Evaluate your motives, ask what’s at stake. Most importantly, weigh things in the light of God’s agenda.

Any opportunity worth pursuing should advance the cause of Christ. Will this opportunity advance the Gospel better than the current plan and better than any of the other opportunities we could pursue? (p77-78)

In the inception of a new church, people are more open than they will ever be. Seize the opportunities to establish culture, mission, vision and values. Focus on the unique low-key relational opportunities. It’s a time of firsts – make the most of them. It’s a busy period, but pause, catch your breath, and delight in what God is doing among you. Likewise, later stages and ministry seasons will offer you special opportunities to advance the cause of Christ. Look out for them, explore them, critique them, and weigh up the best way to move forward.

Anticipate what’s next

We need to live fully in the present stage or season, but looking forward fuels hope with anticipation. You can work hard for a season if you’re looking forward to the outcomes and you’ve planned for a time of rest afterwards. Change can be a difficult season in the life of a church, so it’s important to emphasise that it’s temporary, and for leaders to shepherd their people through the processes. Anticipating what’s ahead is a key to this.

It’s also important to consider all our stages and seasons in the light of the big picture. As Miller writes:

All stages and seasons will culminate in the final stage of all history: the new heavens and new earth. Our ultimate hope is the return of Christ who will make all things new. We do our work in anticipation of what God will do in the near future. We can persevere knowing these are temporary seasons. Our role in these seasons is to announce and demonstrate the Kingdom that has come and is coming. (p94)

Some seasons can feel like they’re never going to finish, or that they will destroy our church. A building project can cause all kinds of stresses and grief. False teaching or moral failure by a leader can mark a terribly difficult time for the whole church. Anticipate that there will be better times ahead. And whatever our particular church may experience, it’s important to remember Jesus’ promise that nothing will destroy his church (even if our particular organisation struggles or dies).

Pace your church

Pacing is the technique of spreading out your strength over time so that you do not burn out before the end. (p111)

Athletes are acutely aware of the importance of pacing, but it doesn’t stop with them. It applies to many areas of life and work, and it’s important for organisations like churches. Church leaders need to pace themselves so that they run well for Christ, rather than burning out and quitting. Congregations need to pace themselves well, so that people don’t migrate from church to church, or drop out altogether.

It’s worth asking, what do we expect of people every day, every week, every month, every term, every year. There is a time for many things, but when everything happens at once we clearly haven’t paced things well. Miller suggests using the five chronos cycles as a foundational grid for identifying and assigning appropriate frequencies what what we do as a church. If we’re expecting people to come to church each week and to participate in a small group, then how much and how often can we expect more from them? Pacing our planning around terms and years assists people to grasp the bigger picture of where church is heading and what we’re trying to achieve. Giving people time out and time off on a regular basis helps them to remain in the game for the long haul.

Being aware of the natural rhythms of the community will help you to pace things more effectively also. Some coastal churches don’t run Sunday morning family services because many families are caught up with the surf programs running at that time. When we were preparing to plant a church in Darwin, we recognised the impact of the dry season, the build up and the wet season on community involvement and activities. There’s no point cutting across these natural flows if we intend on connecting with those around us.

Build mission-enhancing rituals

Mmmm! Coming from an independent church with very few of the trapping and rituals of traditional churches, I had to think hard on this one! But the key is ‘mission-enhancing’, not ritual for ritual sake. What patterns, practices and habits will help people to appreciate and engage in building Christ’s church? Some annual rituals or weekly practices can carry power explicitly by their repetition. Repetition can be mindless and meaningless, but it can also highlight what’s really matters.

Miller illustrates this with an example of how his church changed how they approached personal, small group and church-wide Bible study and preaching. The goal was to see people transformed and impacting others as they engaged with the Scriptures. They adopted a study → listen → discuss → share strategy. Everyone in the church was given a guide that helped them to study the passage of scripture during the week. Then on Sunday the sermon was preached from that passage. Small groups met in the following week and discussed the application of the passage, and people were encouraged to share and encourage one another with what they’d learned. This pattern increased alignment in the church and helped deepen people’s understanding and personal ministry to each other.

Oscillate intensity and renewal

Too many church leaders are not oscillating, and neither are their churches. We are neither working hard enough nor resting deeply enough. (p140)

Life is not a marathon but rather a series of sprints and rests. If churches try to keep a constant pace, they build up higher and higher levels of stress. (p141)

Miller argues that in each of the chronos cycles, we should experience an oscillation between intensity and renewal, work and rest. This is not the same as work-life balance, it’s about rhythm. God built this type of oscillation into his creation. Working six days, resting on the seventh. Sometimes we need to put our foot down on the accelerator, at other times we need to coast. There’s no place for workaholism and there’s no place for laziness. But there can be a time for climbing mountains and a time for lying on beaches, without feeling guilty for doing either!

Holidays, breaks, doing something different, changing things around. They can all help us to stay the course. Giving our leaders time out, refreshment, and encouragement will help them to want to do the work again. Encouraging our congregation to join together every week, but acknowledging there will be things that keep them away from time to time, can reduce guilt and increase enthusiasm for meeting together. Pastors taking a day off each week, protecting their annual holidays, having some study leave or taking a sabbatical, can decrease burn out and aid perseverance. Sleep matters, so does exercise, so does having other interests and so does working hard when we’re working! Oscillation is built into the rhythm of life – go with the flow!

Conclusion

Miller has written this book to be used. Each chapter contains a case study and a worksheet. There’s a ‘next step’ summary plan at the end of the book. I recommend we approach this as a workbook and take the time to apply it to our lives and gather with others to apply it to our churches. It’s about leveraging insights into the times and cycles we experience, so as to advance the cause of Christ. And it’s up to us what we make of it.

I appreciate the way this book recognises the ups and downs, seasons and stages, needs and opportunities in life. I’ve been persuaded that rhythm, rather than balance, is a better picture for describing the good life. Most of all, I’m warmed by the bigger picture that frames this book. As Miller writes:

It is the rhythm of eternity that empowers us to be steadfast and immoveable, giving ourselves whole-heartedly to the work of the Lord.

We can endure difficult days when we remember that ultimate rest is coming. A focus on the ultimate future sustains us today with vivid hope. Understanding the ultimate rhythm can help us release false expectations. In this case, we can – and should – release the erroneous expectation that this life will ever be paradise. Seize opportunities to do that which will last forever. Anticipate eternal joy to come. That is the source of true and rich hope. So in view of the eternal rhythm to come, we want to flow our ministries as well as possible in the earthly kairos and chronos rhythms. (p157-158)

The 7 Habits of Highly Effective People

This is an oldie, but a goodie! It took me a while to discover The Seven Habits of Highly Effective People by Stephen Covey. It wasn’t recommended to me by anyone. I was simply browsing a local bookstore and the title caught my attention. I figured it wouldn’t hurt to read it because I was feeling particularly ineffective at the time! The holidays were approaching and I was looking for a book to read on the beach at Byron Bay. All I remember now, is feeling that this book must have been written about me. It identified at least seven areas that I needed to change… urgently!

Since this time, over 20 years ago, I’ve reread this book or parts of it numerous times. I still believe it’s one of the most helpful ‘personal organisation/time management/self help’ type books available. So if you’re feeling a little disorganised, don’t have enough hours in the day or days in the month, feeling overworked and underproductive, then I recommend dipping into the 7 habits.

This book stands apart from many contemporary ‘success’ or ‘personal management’ books, in that it focuses on character and principle-centred living. It’s not full of techniques, tricks, or tools, for getting ahead. Rather, it pushes the reader to focus on what matters matter most, so as to ensure that these values shape the way we live. This book deals with internal personal transformation as well as external interpersonal relationships. It seeks to help us reshape our lives so as to create sustainable changes for the better.

I will introduce each of the 7 habits, before offering some reflections on the usefulness and limitations of Covey’s approach.

Habit #1 Be Proactive

We have a tendency to see life as the product of our circumstances. We inherit traits from our parents and grandparents. The environment we grow up in, learn in, work in, live in, is said to determine how we will deal with the stuff that comes our way. Covey critiques this reactionary outlook on life, reminding us that we have the freedom to choose what happens between stimulus and response. Proactive people are driven by principles rather than circumstances. They have response-ability. The proactive person is focused on their circle of influence which is a subset of their wider circle of concern. There are somethings we can’t change and there is no point being all consumed with these. Rather we become more effective as we focus our energy in areas where we have direct or indirect control.

Habit #2 Begin with the End in Mind

Covey illustrates the second habit by asking the reader to envisage their own funeral. We are invited to imagine the eulogy. How will we be remembered? What do we want people to be saying about us? What type of a person are we? We’re encouraged to look to the end and ask what we need to do in order to get there. The suggestion is made to develop a personal mission statement as a guide to a principle-centred life. This exercise pushes us to consider what matters most, what we value in life, what shapes and drives our choices.

It’s incredibly easy to get caught up in an activity trap, in the busyness of life, to work harder and harder at climbing the ladder of success only to discover it’s leaning against the wrong wall. It’s possible to be busy – very busy – without being very effective. (p98)

Habit #3 Put First Things First

This habit challenges traditional ways of looking at time management. It moves beyond ‘to do’ lists, calendars and diaries, and even priority listing. Covey describes his approach as fourth generational time management that includes people and relationship needs alongside efficiency and results. He suggests we identify our key relational roles, set goals in each area, schedule weekly to address our goals, and adapt daily as required.

All activities can be defined as either important or unimportant, and urgent or non-urgent. Covey introduces a matrix to illustrate these variables and help us to put first things first. He argues that the more time we spend in quadrant 2, on non-urgent and important activity, the less time we need to spend on urgent matters, the less we experience burn out, and the more our personal effectiveness increases.

Habit #4 Think Win/Win

Relationships, work, ministry, teams, and life itself, will inevitably involve us in situations of disagreement and conflict. In many cases this ends very badly in a win/lose or even a lose/lose outcome. Unlike a game of rugby where win/lose is the desired outcome for players and fans (unless you’re on the losing side) win/win is the desirable goal for interpersonal relationships. Covey calls individuals and organisations to encourage and reward win/win solutions. He suggests following a four-step process:

First, see the problem from the other point of view. Really seek to understand and give expression to the needs and concerns of the other party as well as or better that they can themselves.

Second, identify the key issues and concerns (not positions) involved.

Third, determine what results would constitute a fully acceptable solution.

And fourth, identify possible new options to achieve those results. (p233)

Habit #5 Seek First to Understand, then to be Understood

It doesn’t matter if we’re talking about marriage or work or international diplomacy, good communication is essential to good relationships. Seeking first to understand represents a paradigm shift for most of us. We typically want to be understood first and foremost. Instead of listening with the intent to understand, we listen with the intent to reply. Covey illustrates this with a quote:

A father once told me, “I can’t understand my kid. He just won’t listen to me at all.” (p239)

I trust you can see the problem! In order to understand another person we need to listen to them. Empathic listening is required. We listen so as to understand, and then we get to communicate so as to be understood. In fact, we will do a far better job of communication if we’ve made the effort to understand the listener before we express our views.

Habit #6 Synergize

What is synergy? Simply defined, it means that the whole is greater than the sum of its parts. It means that the relationship which the parts have to each other is a part in and of itself. It is not only a part, but the most catalytic, the most empowering, the most unifying, and the most exciting part. (p262-263)

In order to achieve synergy, there needs to be high levels of trust and high levels of cooperation. This opens the door to creative outcomes and solutions. When there’s a lack of trust and cooperation, conflict, deadlock or compromise, may be the best that can be achieved. Synergy is achieved through the application of putting first things first, seeking to understand before seeking to be understood, and looking for win/win solutions. Covey describes the search for synergy as fishing for the third alternative. His more recent book entitled The 3rd Alternative examines this in much more detail.

Habit #7 Sharpen the Saw

This habit is focused on personal renewal. It’s illustrated by the story of a wood-cutter who takes a couple of minutes each hour to sharpen his saw, resulting in far greater effectiveness than the one who perseveres long and hard with a blunt saw. Covey identifies four dimensions to the self: physical, mental, social/emotional, and spiritual. He argues that a balanced lifestyle, that cares for and nurtures the self, will have a profound impact on personal effectiveness.

The physical dimension translates into issues of diet, exercise, rest and relaxation, and there are no quick fixes. He identifies such factors as prayer, meditation, religious literature, and music, in the spiritual dimension. The mental dimension means investing in the mind, strengthening and enriching it by reading, study and continued education. The social and emotional dimensions are tied together because of the significant impact of relationships on our emotional wellbeing. All four dimensions are important and the neglect of any will impact the other three.

Personal reflections

This book had a profound influence on me, especially as I sought to juggle or balance many important roles and responsibilities in life. How could I make investments in being a husband, a dad, a team leader, a pastor, a sports chaplain, a preacher/teacher, a trainer, and various other things all at the same time? I seemed to keep spending my life dropping one ball after another. I’d ignore some areas (often of vital importance) simply because other things had become more pressing.

Covey’s approach encouraged me to pay attention to each of my major roles every week. It urged me to focus on quadrant 2, non-urgent and important, activities. These are the activities that reap the greatest rewards down the track and they help keep us from being run ragged by the urgent. It also helped me understand why I often found myself in quadrant 4, the non-urgent and unimportant. This is the burnout zone, where you hide when you can no longer cope with all the demands upon you.

I followed this guide on a regular basis and encouraged our staff and trainees to do the same. It was very helpful. The emphasis on effectiveness over efficiency was especially important. I made sure I was investing in personal renewal areas. I’d keep developing long-term important goals and working towards them. I’d set aside time to reflect and examine how things were going, to plan and set a new course for the future. I even purchased a Seven Habits Diary to help me get it all together!

As a Christian I found that much of this book resonated with me, and it offered a framework for personal and time management that I could use consistently with my beliefs and values. My understanding is that Stephen Covey was not a Christian, but a member of the Church of Jesus Christ of Latter-Day Saints. While I’m certainly not a Mormon, and do not follow Mormon teaching, I found there was much in this book that I could apply to my life without compromising or abandoning my own beliefs.

But herein lies an important issue. We need to be clear on what our beliefs are. How can we assess the importance or relevance of these particular habits? What do we value? What really matters in life? What is the end that we should be heading towards? Covey’s book won’t answer these questions. If we have no clear principles, then we’re not going to find them by reading this or many other self-help type books. 7 Habits makes assumptions and claims about what matters matter that are based primarily on observation and experience. Some will read them and agree, others will look in other places.

I look to the Bible for my answers to these significant questions. I find my compass for life, as I trust in Jesus Christ and seek to follow his lead. The Bible offers me a guiding light for life and decision making. It shows me that wisdom is to be found by respecting God and honouring him in my thoughts, words and actions. Jesus provides the supreme example of one who truly began with the end in mind and followed this all through his life. He came to seek and to save the lost, knowing fully that it would cost him his life. He put the needs of others above his own. He depended on his heavenly Father and made time to escape the heavy demands upon him to spend time in prayer. He entrusted himself to God, in the face of of opposition and execution, for the greater goal of offering forgiveness and reconciliation to all.

If your life feels out of control, if you’re running on empty, dropping important balls all over the place, drowning in endless tasks, or dissolving into trivia… can I encourage you to take a step back and look at who you are and where you’re headed. I recommend you take a good look at the Bible, as I’m persuaded that it offers you the most accurate compass to follow. And if you’ve got that worked out, then I think you could do a lot worse than thinking through each of these 7 habits.

Why we need more churches

Late last year I was invited to speak at a conference on the topic Why we need more churches. It seemed a silly question really. Of course we need more churches. The population’s growing. We’re not keeping up. Denominations are dying. Church attendance is declining. Church buildings are being shut down or turned in restaurants, offices, trendy homes, and even funeral parlours.

But for me, it was and is a real issue. People confronted me with this question a number of times after hearing that we were moving to Darwin to plant a new church. Many were enthusiastic and supportive of our intentions, but others seemed to view it as invading their turf. Some denominational leaders said “We’ve already got churches up there.” One wrote to me and told me not to come because they had it covered. It was suggested we go somewhere else, where new churches were really needed. I met with one local pastor who warned me that the last thing they needed was people from ‘down south’ coming up and planting churches – despite the fact that he, and many other pastors I met, had done exactly this!

We faced the same issue in Canberra when deciding to plant a new church south of the lake. Some denominational leaders believed this would create a ‘competition’ with their churches. We were asked why people didn’t simply leave our church and join theirs, instead of starting another. It’s easy to get excited about new churches, until someone starts one in your neighbourhood.

Let me offer a number of practical reasons (with warnings) for why we need more churches, and then one theological reason.

Practical reasons why we need new churches

Current churches are not effectively connecting with the Australian population. Some surveys suggest that 65% of Aussies don’t have a personal relationship with a Christian.
We need to be careful here because we could increase the number of churches, remain in a religious ghetto, and still not connect with 65% of our population.
Existing churches are perceived as irrelevant, out of date, oppressive, self-righteous, and a bunch of other things that keep people disinterested.
It’s not ultimately perceptions or image that matters, but the reality of what is believed and practiced. It’s just as important for established churches to make an impact on people’s lives as it is for new ones. And who’s to say that new churches will be different? New churches could end up reproducing the problems of their founders.
Someone once said of the church, “It’s easier to give birth than to raise the dead!” It’s true that some established churches will be harder to turn around than the Titanic, so maybe it’s better to leave them to sink and get people out into other boats.
While this is often true, we shouldn’t cop out on the importance of revitalising wayward churches. I think it’s Mark Dever who has spoken of the 2 for 1 benefit of resurrecting dying churches. He sees it as both removing a bad witness in the community and adding a good witness. And it utilises existing resources.
Geographical reach is an important strategic reason for planting new churches. While committed Christians might travel long distances to come to church, their neighbours or interested friends most likely won’t. This might lead to a city church giving birth to another congregation in a different part of the city, or a country church beginning a satellite church in a neighbouring town.
Cultural reach is another driver for starting new churches. Some churches will never reach certain subcultures in their community. The language, dress, customs, activities of the church just alienate outsiders. Hence, a church might be planted to reach uni students, or an ethnic or language group, or mining workers, or some other group.
While a church might be created to reach a certain demographic, the church needs to be open to anyone. It could begin with one type of people in mind, and discover the need to keep changing as it comes into contact with different people.
Urban growth continues in some parts of Australia at a rapid rate. The number of churches is not keeping up proportionally with the size of the population. We can’t depend on town planners to allocate land or facilities for churches. We can’t assume denominations will add another franchise in the new housing development. Christians should see urban growth as creating new mission fields and the need for more churches tailored to connect with people in these centres.
Of the many churches that exist, many seem to have lost the plot. They’re not what I’d call evangelical, that is grounded in the Bible and focused upon Jesus Christ – his offer of relationship with God and his call on people’s lives. Many churches have competing agendas or no apparent agenda at all. Some appear to be little more than middle-class religious clubs. Others are preoccupied with rituals and out-dated forms that veil the truth of the gospel. We need more churches that are teaching the Bible and proclaiming the good news of Jesus Christ.
Mind you, the imperative is also to transform existing churches with God’s agenda.
There’s a need to plant ‘church-planting-churches’. Very few churches in our country have planted daughter churches. Institutional thinking has left this to the denominations and it doesn’t always happen. If churches are planted with the DNA of planting more churches, then we create a multiplying (rather than simply adding) effect.
Planting new churches re-energises people to serve. In large churches it’s easy for people to sit in the congregation and watch others do the work of ministry. The new group, or the core team for the new church, will easily see the needs and opportunities for ministry. There tends to be more urgency and importance placed on reaching out to others in new churches. Children’s workers, musicians, teachers, preachers, welcomers, carers, you name it – the new church needs them!
The danger is that burnout often occurs. Many jobs are being filled by a few. The newly planted church needs to establish clear priorities and monitor people’s involvement carefully. Having lots of busy people doesn’t necessarily equal a healthy growing church.
Planting new churches sharpens the vision for ministry. It requires people to ask the big questions of what are we doing, why, when, where and how? It forces people to get off the treadmill and set a deliberate course for the future.
Once again, it’s important for existing churches to take stock and set a clear vision for their ministry. Planting a new church shouldn’t be seen as the easy alternative to making important changes in the existing one.
It’s a good thing for the sending church. Planting a new church is always costly, so it helps the sending church to practice generosity. There’s a loss of people and relationships, money and resources, gifts and talents, vibe and comfort. If you’re the ones left behind it’s easy to feel like you’re the ones left behind! So we should see this as a fresh opportunity to grow and change, to step up and get involved, to refocus our vision, and to look toward planting again.

Theological reason why we need new churches

We could brainstorm and come up with dozens more practical reasons why it is important to keep planting new churches. And people already have! But the need for more churches isn’t essentially about pragmatics, strategy, analysis, or the latest trends. It’s not fundamentally needs driven.

There’s a deeper, broader, more profound, theological reason for why we need more churches. It’s at the core of the plans and purposes of God.

The church is at the heart of God’s design for humanity. We were created to belong to the church. It’s key to what it means to be truly human! Now all that might sound a bit weird, and you won’t find it taught in anthropology, psychology, sociology, or biology. You probably won’t even hear it taught in many churches. But it’s in the Bible and it needs to be taken seriously.

Take Ephesians 5, for example, a passage that gets preached at many weddings. It seems to be a passage about marriage, that gives instructions to husbands and wives. The Apostle Paul appeals to Genesis 2, man and woman in union together, as the foundation for marriage. But a careful reading shows something deeper going on…

³¹“For this reason a man will leave his father and mother and be united to his wife, and the two will become one flesh.” ³²This is a profound mystery—but I am talking about Christ and the church.

The profound mystery isn’t the union of man and woman, it’s the union between Christ and his bride, the church. This is the core reality, the primary marriage. Humanity was created for union with Christ. That is, we were made to belong to Christ’s church and we experience this as we place our trust in Jesus Christ and respect his headship.

These ideas, introduced at the beginning of the Bible, find their climax and fulfilment at the end in Revelation 19…

⁶Then I heard what sounded like a great multitude, like the roar of rushing waters and like loud peals of thunder, shouting:

“Hallelujah!
For our Lord God Almighty reigns.
⁷Let us rejoice and be glad
and give him glory!
For the wedding of the Lamb has come,
and his bride has made herself ready.
⁸Fine linen, bright and clean,
was given her to wear.”
(Fine linen stands for the righteous acts of the saints.)

⁹Then the angel said to me, “Write: ‘Blessed are those who are invited to the wedding supper of the Lamb!’” And he added, “These are the true words of God.”

The ultimate event to participate in is the wedding between the Lamb, Jesus Christ, and his bride, the church. God is calling people to be ‘at one’ with his Son, our Lord and Saviour. This imagery highlights the extraordinary importance of being united to Jesus. This is what truly matters. This is the relationship we were made for. This is why the church is so important.

Of course, the church on view here is not St Blogs down the street, nor is it the denomination or institution. The church on view is the gathering of all who truly belong to Jesus Christ. This gathering finds its earthly expression as people give their lives to Jesus and meet together with others who have done the same.

It’s always been God’s plan to gather people to himself. His Son, the Messiah promised in the Old Testament, came to build his church. We see this in the climactic announcement about Jesus’ identity in Matthew 16…

¹³When Jesus came to the region of Caesarea Philippi, he asked his disciples, “Who do people say the Son of Man is?”

¹⁴They replied, “Some say John the Baptist; others say Elijah; and still others, Jeremiah or one of the prophets.”

¹⁵“But what about you?” he asked. “Who do you say I am?”

¹⁶Simon Peter answered, “You are the Christ, the Son of the living God.”

¹⁷Jesus replied, “Blessed are you, Simon son of Jonah, for this was not revealed to you by man, but by my Father in heaven. ¹⁸And I tell you that you are Peter, and on this rock I will build my church, and the gates of Hades will not overcome it. ¹⁹I will give you the keys of the kingdom of heaven; whatever you bind on earth will be bound in heaven, and whatever you loose on earth will be loosed in heaven.” ²⁰Then he warned his disciples not to tell anyonethat he was the Christ. (emphasis added)

Jesus is the promised Christ or Messiah (these words mean the same thing). He came to take on the Messiah’s job description, that is to build his church. Not an institution, not a building of bricks and mortar, not a local spiritual club – but a gathering of people, belonging to God for all eternity. The church is not a social construct. It comes from the heart of a merciful loving God.

Why do we need more churches? Fundamentally, because God is calling people to belong to the church of Jesus Christ. We’re not talking about structures, organisations, denominations, buildings or campuses. We’re talking about the church of God, union with Christ, people coming to grips with what it means to be truly human.

Humanly speaking, this will come about in many ways – denominational and non-denominational strategies, revitalising existing churches, transplanting congregations to reach new areas, pioneering mission to connect with new people groups, people speaking with their friends and family, church planting organisations equipping people to lead new churches, and more.

From God’s own perspective, this is a seriously costly project. Jesus went to the cross and died so as to bring people into his church. Growing the church required the ultimate sacrifice of Jesus Christ himself. The church is deeply precious to God. It’s his treasured possession and therefore needs to be handled with great care. We see Paul encouraging the leaders of the church in Ephesus to take this seriously…

Keep watch over yourselves and all the flock of which the Holy Spirit has made you overseers. Be shepherds of the church of God, which he bought with his own blood. (Acts 20:28, emphasis added)

Planting churches will also mean leading churches. It’ll mean teaching and warning people, loving and caring for people, equipping and mobilising people, serving and encouraging people, praying for and giving to people. Planting new churches should never be seen as the ‘easy option’, nor should it be adopted as the latest fad strategy. It’s hard work. It’s a costly project. It can take a lifetime. It should be embraced with humility, relying on God’s strength, and going about it God’s way, because it comes from the heart of God himself.

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