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Richison
INTRODUCTION
Most pastor’s don’t know how to deputize believers for ministry, get reports from them, give them
feedback and reaffirm their vision so that they can keep their ministries effective, motivated and
contributing to the whole.
2) a set of strategic objectives these leaders have accomplished and are accomplishing
“The time for leaders has come, the time for enablers has passed. In the churched culture of the 1950s, it
was possible for the church to focus on developing enablers. In the unchurched culture of the 1980s it is
decisively important that the church focus on developing leaders.” 41
“It is appropriate to focus both on process and on responsive considerations in any style of leadership. At
the same time, it is decisive that leaders lead the congregation forward toward the thoughtful
accomplishment and achievement of substantive objectives. That means that leaders are active as well
as responsive. That means that leaders share their own sense of direction and vision as well as simply
enabling others to share theirs.” 42
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3) Quality of objectives:
– written
– strong ownership
– few in number
The more activities a congregation has, the less likely it is to have strong leadership resources.
“There is some relationship between activities and accomplishments. This appropriate and limited
relationship has to do with whether the activities move toward accomplishments. Too many
churches plan, sponsor, and promote activities that have no direct correlation with any of the
objectivesand accomplishments toward which they are strategically headed. Activities should never been
seen as ends in themselves. Activities are those critical events that advance toward the accomplishment
of strategic objectives.” 43
Primary focus: Not commitment but on competency, then compassion and then commitment. NB
Too many churches focus on who’s committed as they think about who they want to ask to serve in major
leadership positions. It is more important to focus on who will be competent and compassionate and to
some degree commitment.
Furthermore, churches rotate their leadership too frequently to achieve strong continuity of competent
leaders. Myth–leaders want to rotate off from leadership positions at the end of three years. No
responsible institution does this in any other field.
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Major planning, policy, personnel, program and financial objectives and decisions that shape the future.
The pastor and staff who concentrate and focus on details lack strong leadership skills. It is the pastor
who focuses on major objectives and major decisions having to do with the congregation’s strategic
priorities that will make it possible to develop strong leadership.
2) Discover the number of leaders in a congregation and then build a program and mission.
3) Match the competencies of the key leaders with solid responsibility and authority.
4) Look for key characteristics in people that indicate their competence and capacity to solid leaders.
A person who thinks he is leading but no one is following is only taking a walk.
A. HAVE INTEGRITY
B. LOVE TO WORK
D. SERVE OTHERS
Mt 20:26–this is an attitude.
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A. META-CHURCH INFRASTRUCTURE
1. Staff who sponsors and sustains a cell philosophy can take a larger responsibility for all leadership
training without the system suffering from compartmentalization (99). cf Future, George, ch 9.
2. Key Leader (coach to cell leaders " their associates) is responsible for the leaders of 10 (cell).
-oversees 5 groups.
-itinerates regularly from group to group, not directing any meetings except in extraordinary
circumstances.
But, operates on a para-clergy model. Therefore, most effect when it trains small group leaders.
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-redundancy of organization–no where in the structure does the span of control exceed a ratio of one to
ten.
X=over 10 people
+e.g.=adult Bible fellowships, departmental assemblies, single’s ministries, senior adult programs.
D=responsible for up to 10 L’s (full-time staff) and 5 C’s.
The D can supervise more than 10 if the following assumptions are in place:
-the D must have stable C’s so that D-C supervisory meetings can be collective ones for planning
purposes.
-most of the L’s oversee nurture groups; the more task forces with varying agendas represented, the fewer
L’s one person can supervise.
-the D must have clerical assistance and, if possible, a lay understudy (Da).
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C’s and L’s run on separate accountability tracks, lest they compete with one another. They interact in
only 2 ways:
a. See each other at leadership meetings, which involves all D’s, C’s, L’s, X’s, and sometimes
apprentices.
b. The C’s allow their congregation-size groups to serve as “fishing pools” for the L’s and X’s with
their apprentices to meet and recruit potential cell-group members. The C’s plan specific times of
acquaintances-facilitating foursomes so that X’s and apprentices can have opportunities to build new
relationships.
Retain as many extra group leaders as possible. The more trained leadership present, the more a church
can grow. Historically, for every Sunday-school teacher or small-group leader commissioned, a church’s
attendance average increased by 7 to 10.
Therefore, each D, C, L, and X will want to develop an apprentice. Da, Ca, La, Xa.
People don’t feel cared for until someone has heard them. Feel valued.
No one can listen to a hundred voices with a quality listening. In fact, 10 is too great a number for
someone to nurture. Therefore, the importance of Xa. cf charts 10,11 (127)
We need to unlink traditional roles from metacell nurture (the elder board which governs the church)
and lay ministry (people who facilitate one-another caring). By doing so, the pool of potential caregivers
will remain as large as possible. Otherwise, as soon as an organizational system correlates titles (pastor,
elder, deacon) with cell-group leadership, a lot of God-given talent will go unused. (chart 12).
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5. DEVELOPING THE LEADERSHIP COMMUNITY
People can’t be lectured into leadership. Leadership formation cannot occur without on-the-
job coaching by someone to whom the leadership trainee is willing to be responsible.
Twice-a month gathering of D’s, Da’s, C’s, Ca’s L’s, La’s, X’s, and Xa’s for a three-fold purpose:
1. Vision
Brief time of worship; get a handle on where they are headed. Help people to know that they are the
primary care people in that church for those people. Remind them that they have fully permission to be
fully used of God.
2. Huddle
3. Skill
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-Qualifications:
3) Spiritual gifts
Gal. 6:4
-Two trends:
a. Risk taker
b. Caretaker
c. Undertaker
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-Prov 29:25
3. Goals are based on what you believe God can do, not what you can do.
–Mt 9:29–You get to choose how much God will bless you.
Great people are ready to help us in the right way at the right time. Ps 37:5.
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1. Persistence.
-Jerry Falwell–“You do not determine a man’s greatness by his wealth, gift, etc, but by what it takes to
discourage him.
4) God has given us a dream that is so big that we are bound to fail if we do it by ourselves.
-Most churches can be explained away by a balanced budget " a standard SS, nothing supernatural is
happening.
-We are the biggest bottleneck for God to work in a big way!!
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1. VALUES
– Determine the ideas, principles and concepts a person or a group can accept, assimilate, remember and
transmit WITHOUT DISTORT-ION.
2. PRIORITIES
3. PRACTICES
– Rest on priorities
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4. PERSONNEL
-Not all adapt to the superstructure–they need to be oriented to thevalues , priorities and practices of the
church.
II Tim 2:2
5. PROGRAMS
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a. Philosophically attuned.
d. Natural leaders.
h. Emotionally stable.
i. Faithful.
j. Available.
k. Teachable.
l. Industry.
m. Innovative.
n. Productive.
o. Like-minded.
r. Steward.
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We must:
Good leadership always breeds leadership. The effective xn administrator has the task of assessing and
recording how well each worker performs his present position and what kind of ability he demonstrates
for other more difficult tasks.
An effective leader must start with what a man can do rather than what the job requires.
c. Know them enough to see their desires (what they like to do and are comfortable with).
e. Build GENUINE RELATIONSHIP with them: communicate, play and pray together.
h. Be aware that certain people naturally lead only certain types/groups of people.
1) Focus your time and energy to equip current leaders and develop future leaders.
People learn in a mosaic pattern, according to felt needs, not in a linear manner.
The traditional training sequence: orient, involve, equip is wrong! People learn in the context of doing.
Human beings perform more effectively if they know what is expected of them. If a person can see a
tangible, achievable and challenging goal, he is more likely to reach it.
Without objectives, activities have little meaning. Objectives give direction and purpose. MBO
(management by objectives) determines which activities should be performed and provide criteria for
evaluating how well they are being implemented.
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This originates at the decision-making level. It then trickles down through the total church structure.
This begins with the staff then moves down to MIDDLE LEVEL LEADERS. They in turn in each area
of service determine specific objectives for their areas within the confines of the broader general
objectives set for the total church by top level leaders. Finally, SERVICE LEVEL LEADERS AND
WORKERS determine activity–oriented objectives for each phase of their organization. These objectives
should further the accomplishment of the specific objectives outlined by middle level leaders within the
framework of objectives determined by top level leaders.
2) BASE-UP PROCESS
For this base-up process to benefit the total church, workers at the bottom must be totally aware of the
organized structure and purpose of each area of service. Mass confusion and branching out may
result. When used properly it involves all levels of works in the ministry.
1) ACCEPTABILITY
If an objective is not acceptable, an atmosphere for developing team spirit, mutual supportiveness, and
trust are not likely to occur. Instead, suspicion and resentment tend to increase as people fight the
objective. We cannot simply tell someone to do something and expect full-level achievement.
2) ATTAINABILITY
An objective must be attainable within a reasonable period of time. By setting measurable goals, it is
possible to determine when and to what degree the objective was achieved. There should be a realistic
balance between the attainable and stretching to attain more. Objectives that are too simple or too
difficult are often discouraging. Feedback is important here.
3) MOTIVATION
Objectives must be compatible with the interests of the indivi-dual as well as the needs of the
organization. It is important that the individual establish personal goals within the main objective.
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4) MEASURABILITY
5) SIMPLICITY
Simplicity increases the possibility of its effectiveness. Packaging is important here. EG=signal caller
rather than a ball carrier–he needs to know where the goal line is.
6) COMMUNICATION
Progress and problems with an objective must be communicated on a continual basis to all concerned
with its achievement.
Our people need to be familiar with the NEED to be met and the JOB to be filled (" how).
Three means:
c. MODELLING– observation.
People have a GREATER THIRST for training as the NEED ARISES (Learning climate).
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4. DEPLOY, Mk 10:1-15
a. Let them OBSERVE you and then get FEEDBACK as to what they observed (or observe another
key leader). MODEL
b. Let them DO IT WITH YOU (bonding between staff and key leader).
b. Give EVALUATION.
d. Show or tell them why THEY ARE IMPORTANT TO THE MINISTRY- --(nurture).
-Affirm
-Show them how they fit into the larger scheme of things.