Posts Tagged leadership
By Allen White
Have you ever thought about how you might be wasting your own time? You see the problem with most pastors and leaders is they are multi-talented. The problem with being multi-talented is that we tend to depend on ourselves and not bring other people into the equation. For instance, if you write your small group discussion guide because you’re able to do it, then you may or may not invite other people to help you write the discussion guide, because you can do it. But, is this the best use of your time?
In the work that I do producing curriculum, there are things that I can and cannot do. I can direct a video shoot, but I can’t shoot the video — which is a good thing because I bring in very talented people that can do that. I can write a study guide from cover to cover, but I can’t do the graphic design and layout. So I have a terrific designer who does all of that for me including the cover of my new book, Exponential Groups.
What are you the most gifted to do? Is it teaching? Leading? Organizing? What is your number one gift to the kingdom?
Now imagine that this is your only gift and that you have no other gifts. How would you get things done?
You would delegate. You would find people that have expertise in things where you lack expertise. You would find people who need to grow in their gifts through using them. You would equip and develop them.
So here’s a question for you, why not delegate everything that is not part of your primary gifting? If you’re a leader but not a teacher, then mentor someone else to do training for you. If you are an organizer, but you are not heavily relational, then find relational people to coach your leaders.
There are times when we need to do things that are not in the center of our wheelhouse as far as our gifts and abilities go. Those are called emergencies. That’s when we need to put forth the extra effort to do things that we are not truly gifted or called to do simply because they have to be done.
Everyday should not be an emergency. Everyday you should exercise your primary gifts. Everyday you should delegate everything else to somebody else either staff or volunteer. There’s a reason for the name “Tyranny of the Urgent,” it’s a tyrant. You can’t do your best working for a tyrant. Step back. Clear your head. Stop the emergency. And, get on with doing what you do best, not what you do least.
There’s a saying that you don’t ask $100 per hour people to do $10 per hour tasks. Now before you ask for a raise or start thinking too much of yourself, realize that there are things that only you can do and there are things that a lot of other people can do. The more you focus yourself on only the things that you can do, then the better you will serve your church, your people, and the more satisfied you will be with your life and ministry.
I’m not going to make a conclusion. I’m going to give you an assignment. Take out a piece of paper or start a new document. Draw a line down the middle. On the left side write “To Do.” On the right side write “Stop Doing.” Be sure to include all of the tasks that are not in your primary gifting in the “Stop Doing” column.
When you’re done with the list, take a look at all the items in the Stop Doing column. Now write down the names of people who could do these things at least 30% as well as you can. Then stop doing them. Your timeline is immediately. You don’t need to ask for permission. You just need to make sure that things get done — regardless of who does them.
You can thank me later.
By Allen White
My guest today is Alan Danielson, the Lead Pastor of a church that’s probably a lot like yours. New Life Bible Church is a church of a few hundred people, but not long ago he was on the executive staff of Life.Church in Edmond, OK. Now, along with pastoring New Life, Alan is a consultant and has worked with many of America’s largest churches. Alan founded Triple-Threat Solutions to help leaders of and churches of all sizes grow. Learn more from Alan at http://www.3Threat.net.
Q1: You’re not new at small groups. Over the years, what trends/methods/strategies in forming groups have stood the test of time?
Oh boy, I have several things that come to mind. The first and most obvious answer is leadership. Every group that lasts needs a leader. There are “leaderless” methods for starting groups but these groups only last long-term when someone in the group demonstrates leadership. They may never actually give someone the title of leader, but make no mistake a truly “leaderless” group won’t be a group for long.
The second thing that pops into my head is coaching. I’m a huge believer in small group coaches. I’ve heard lots of people claim that coaching doesn’t work, but that has certainly not been my experience. By providing coaches to connect with and guide my small group leaders, I’ve given them all a lifeline and a partner. I once asked my friend Dave Treat why some people are down on small group coaching when it has proven to be so important to me. He said, “Coaching works, but people are lazy.” What that means is that coaching is hard work and it only works if pastors and other leaders will put in the effort needed.
Thirdly, I think of church wide small group campaigns. Campaigns are such a simple tool for launching new groups and getting new people connected. If a campaign is followed up by capable small group coaches, the new groups can last a long time and provide a great platform for discipleship.
Q2: When you think about methods like church-wide campaigns and other ways of rapidly forming groups, do you see these srategies going the long haul? Why or why not?
I’ve seen both. I’ve seen churches run campaigns, start a ton of groups, get bunches of people connected only to see those groups fizzle out after a few months.
I’ve also seen churches run campaigns, start a ton of groups, get bunches of people connected and then see the groups last and build tremendous relationships that change lives.
So what’s the difference? The first two things I talked about after your first question: leadership and coaching. At some point someone in the group has to take up the mantle of leader (whether they want the title or not). The perfect person to guide the would-be leader through that process is a small group coach. A well-trained coach can help people make the transition into leadership well. Without leaders and coaches, small groups quickly implode, collapse, dissolve or just fade away.
Q3: You’ve served as a small group champion as both a small group pastor and a senior pastor. Where have you been the most effective in group ministry? What made it more effective?
Well, it depends on what you call effective. When I was a campus small group pastor at Life.Church we developed 544 groups on a campus of 7,000 people. 544 groups sounds really impressive, but I was never impressed. We averaged 8.45 people per group which translated 4,597 people connected. That still sounds like a lot. But when compared to our campus attendance of 7,000 it meant that just under 66% of our weekend attenders were in groups. In school 66% is a D.
When I was promoted to executive groups pastor over all of our campuses we got to nearly 1,100 groups total for all of our campuses. That came out to 9,295 people in groups. At the time we were running 28,000 on all campuses meaning we had 33% of our total attendance in groups. That’s an F.
Now I’m the lead pastor of a church of 300 and we have about 80% of our people in groups. That’s much better.
What made the difference in these three different settings? Leadership and coaching. On the one campus where I led the small group ministry, coaching was a critical component. When I was given charge of all 13 campuses, we were in the middle of implementing our coaching ministry on all campuses. If I’d stayed there longer I believe we would have broken the 66% mark and gone even further.
Here’s the big takeaway: small groups and coaching work in all churches of all size. Success is determined not by the slickness of the strategy but by the break-neck-work-ethic of every leader involved (from the pastor to the group leader) and high value of small groups in the church. My current church will one day hit, and I believe exceed, the 100% mark because, as the lead pastor, I am committed to our strategy. Then I hire staff who share that commitment, who recruit coaches who share that commitment, who train leaders who share that commitment.
Q4: What is different about Group Life in Oklahoma than in other places?
The Food! When I was a pastor in Santa Fe, New Mexico, you could be sure that every small group had some form of green chile every week. In Oklahoma there are lots of veggie trays, followed by some kind of meat and dessert.
Seriously though, I don’t really think there’s much difference. People are people everywhere you go. As I’ve consulted with churches all across the country I’ve noticed that people crave connection everywhere. Every neighborhood needs groups who will care for the neighborhood. Every person in every church needs healthy relationships and needs to grow spiritually. The biggest difference is simply one of awareness. In the Oklahoma (often called the buckle of the Bible Belt), more people in the culture are aware of small groups or Bible study groups. In Portland, Oregon the average person hasn’t heard of such a thing.
Q5: When we first met, you were the small groups pastor at LifeChurch.tv (now Life.Church). What did you small group structure look like across multiple campuses? Were groups consistent across campuses or did that matter?
The goal was to have a consistent group strategy and structure on all campuses. It was to be built on three basic building-blocks: leaders, coaches and campaigns. We did two campaigns every year, so we needed coaches on every campus who would develop great leaders in a very short time. That’s a pretty over-simplified summary, but I think you get the gist.
Anyway, when I became the point person overseeing groups on all campuses, the group ministries did not have a very consistent look. My predecessor had encouraged lots of experimentation on every campus, so there were definitely differences from one campus to the next. These differences were both good and bad. The good thing was that each of our 13 campuses was a laboratory where we could try different strategies and tactics. The bad thing was the tendency of the campus groups pastors becoming too attached to their own way of doing things. This led to quite a bit of tension.
Okay, before I continue I have to give you a little more context. What I’m saying may sound like I’m running down Life.Chruch, but that’s most definitely NOT my intent. Remember, when I was at Life.Church, the multi-site movement was still very new. In many ways we were making things up as we went along. We quickly became the biggest multi-site church in the country and had few examples to learn from, so we made a TON of mistakes. That’s why I’m very comfortable sharing that we got an “F” for only 33% of our people in groups. But in this case and “F” is not automatically a failure. We didn’t necessarily view each experiment as “success” or “failure”, but as an “opportunity to learn”. Even things that didn’t pan out like we’d hoped taught us a lot.
So through all of this I learned that the most important part of leading multi-site small group ministry came down to the campus small group pastor. If the campus small group pastor was a teachable, team-player, he/she was far more likely to utilize the basics that we wanted to implement on each campus (the basics being the things I mentioned earlier: leaders, coaches and campaigns). The independent-type campus group pastors had a tendency to try to blaze their own trails. Rather than building upon something proven effective, they often tried to start building from a new foundation. This often led to slower success. Under my leadership, the ideal personality-mix for a campus group pastor was a creative person who is willing to learn from and follow their leadership. Rather than being trail blazers (or sometimes even rebels), these types of campus group pastors implemented the basics and experimented with ideas only if they would enhance or improve the basics.
Q5.5: As the co-owner of the second largest Star Wars fan site in the world, what is your favorite Star Wars movie?
It’s episode V, The Empire Strikes Back!
By Allen White
There is a reason you have the groups you currently do. They are working for somebody. Whether they are connected in Adult Bible Fellowships, Inductive Bible Studies, Sunday School (gasp…more on this later), or women addicted to Beth Moore groups, it’s working for them. As long as the groups aren’t worshiping the devil or talking bad about the pastor, leave them alone.
At Brookwood Church, we had a very large women’s group, about 200+, who met every Wednesday morning and called themselves WOW. They would meet in a large group setting to view teaching by Beth Moore, Priscilla Shirer, Kay Arthur and others, then they broke into 17 different groups that met in the adjacent rooms. When it came time for a church-wide “campaign” with the group curriculum aligned with the weekend messages, I didn’t even ask the WOW women to participate. Why?
First, I didn’t need to enter into a fight that I wasn’t going to win. You can call me a wimp. I call it wise. Why volunteer for unnecessary trouble? Next, I knew if the WOW women did the church-wide study on Wednesday morning, I was giving their husbands an out. If the ladies were already doing the study, then more than likely, the men weren’t going to join a men’s group, and she wasn’t going to do the same study on the same week in a couples group.
By encouraging WOW to continue on their path of study, the ladies and their husbands also participated together in a couples group for the church-wide study. Not only were the men involved in groups, I got to count the women twice! Ok, not really, but you understand what I’m saying.
A day will come when group membership to a failing initiative will decrease. That is the time to consider a hard conversation about ending the group, class or ministry. But, as long as it’s helping someone, it’s worth keeping around. If you attempt to transition a ministry to quickly, you will upset its constituency, which could come back in many ways from reduced giving to personal “political” fall out. Don’t fight battles you can’t win or will greatly injure you. Be patient.
Why Do Pastors Long for a Magic Bullet?
If one strategy could connect every member in our church, if one model could work for everyone, it would be a pastor’s dream come true. Why? Because it’s efficient or dare I say, convenient. For busy pastors, it’s easier to manage one system, not three, four or five.
Your members are looking for variety, not uniformity. Look at how many car models were made last year. Look at how many new books appear on the shelves of Barnes & Noble. Look at how many ways you can drink coffee at Starbucks. The Blue Plate Special died 50 years ago.
What is a Small Group Anyway?
Why do you have small groups? Coolness is not the right answer. Merely forming small groups could contribute to more problems. Rather than individuals leaving the church, now they might leave linking arms. (Keep reading. It’s okay.) If groups offer care, encouragement, fellowship, Bible study and leadership development, can that only happen in a small group? What if a Sunday School class was accomplishing those things? What if your existing groups were already doing that? Isn’t this meeting your goal? Isn’t this building people up?
Do New Things with New People
Rather than forcing them into the existing model, discover what will work for them. Men don’t join groups for the same reasons as women. Younger generations are motivated differently than older generations. Some folks will join because they ought to. Others will see what’s in it for them. Still others will see a chance to make a difference together. And, some will think the whole thing is lame. That’s okay.
When new freshmen enter college, they are given a college catalog. The catalog delineates all of the requirements to graduate with a chosen degree. If the college chooses to change any of the requirements along the way, they do so with the incoming freshmen. They can’t make the changes with the upperclassmen. Their contract, if you will, was established during their freshman year.
Your existing groups are like the upperclassmen. They came in while you were doing groups, classes or Bible studies a certain way. While you can always invite them to try something new, you should refrain from making the change mandatory. Again, if you lose what you have for the sake of something new, you’re just being stupid. (Some take offense when I say this, “Are you calling me stupid?” I tell them, “No, because you’re not going to do that.”)
When we launched our groups for The Passion of the Christ at New Life years ago, we didn’t even tell our existing groups what we were doing. Partly because we were in a bit of a rush having decided to launch the groups only three weeks before the series started, but also because we already had the existing groups. We just needed to build on that.
My leaders came to me and asked, “Can our group do the Passion study or is it only for new groups?”
Being the kind, compassionate pastor I am, I said, “What’s it worth to you?” Nearly all of our existing groups participated in the study. They didn’t have to, but they wanted to. You attract more flies with honey…
One Size Does Not Fit All
When I arrived at Brookwood Church in Simpsonville, South Carolina, about 30 percent of the adults were in groups. It was a solid foundation. We had on-campus groups, off-campus groups, Beth Moore Bible study groups, and the Holy Smokers, who focused on Bible and barbecue. Remember them? We launched lots of new groups through church-wide campaigns. We connected hundreds of new folks to groups. We gained another 30 percent in groups. Sixty percent ain’t bad.
But, as I became better acquainted with the congregation, I discovered that some in the Bible belt really were intimidated by the Bible. They resisted small groups because they were afraid they would have nothing to contribute to the discussion. Whoa. In California, we just asked folks to do a study with their friends. They did it. But, this was a whole other deal.
We created large groups for men, women, young couples, business people, law enforcement, and senior adults. These are what Carl George calls “fishing ponds.” In these large groups people could move from the crowd of a 2,500 seat auditorium to a living room of a few friends, old or new.
We offered a solid recreation ministry for adults and children. We created a system of classes called BrookwoodU where people could get to know each other while they learned cooking, digital photography, leadership, Microsoft Word, sign language and even Hermeneutics. (Many friendships were forged in their hermeneutical fox holes.)
I didn’t join the staff of a megachurch to start classes or to send seniors to Branson, Missouri. But, those not connected into groups didn’t necessarily care about what I wanted. What did they need?
After four years, we reached 78 percent of our, then, 5,000 adults connected in small groups, large groups, and BrookwoodU. We didn’t get to 100 percent, but maybe someone else can take them there in the future.
You wouldn’t transition small groups to a Sunday School model, would you? Build on what’s working. Then, figure out what you can add to that. And, for the pastor on that webcast, I wish you well.
Fall is a prime season to launch groups in churches across the country. In my consulting work, I am working with churches from Florida to Washington and Southern California to New York City. Among churches of various sizes and denominations, we are seeing some tremendous results. But, not every church hits a home run with their group launch. Here are some reasons why.
- You picked the wrong topic.
Small groups are a great vehicle for people to grow spiritually. But, in order for people to grow in a group, they need to actually be in a group. If a church’s goal is to connect their congregation into groups, then a felt needs topic is very attractive. If you give people something they want to study, they will jump right in. If you offer something they “should” study, it may not go so well.
Let me go on the record: Healthy, balanced small groups cannot live by felt needs topics alone. But, kicking off groups usually doesn’t go well with series on evangelism, stewardship, fasting, or other self-sacrificial studies. You need to establish your goal. If you want to increase the number of groups, then go felt needs. If you want to grow your people deeper, then offer these topics to your established groups.
- You set the bar too high.
The more requirements for group leadership, the fewer leaders you will recruit. If you required all of your new leaders to be church members, complete a lengthy leadership training process, or graduate with their Master of Divinity, you certainly limited the number of groups you could launch this Fall.
Your level of acceptable risk will greatly determine the reward. If you invite people to do a study with their friends, then you are only limited to people with friends. If you increase the requirements, you lessen the impact.
If you choose to lower the bar next time, then lessen the risk by forming “unpublished” groups. If the groups don’t appear on your church’s website, group listing, or bulletin, you are not implying any kind of official endorsement of the groups. If friends invite friends, you will form good, lasting groups, and if someone gets in a bad group, well, it was their friend’s group after all.
- You focused on recruiting group members.
As a pastor, if the invitation is for potential group members, you may or may not actually start groups. You will certainly give yourself a lot of busy work trying to find enough leaders to accommodate the prospects or trying to place people in the right group. But, you’ve missed the mark and the point.
If you have a bunch of prospective group members, you might have a group. If you have a leader, you WILL have a group. In fact, the best way to get into a group is to start a group — you’re automatically in! When the focus is on recruiting leaders, you will greatly increase your number of groups. If your focus is on members, you will probably just end up with a mess.
- You put too much distance between the invitation and the response.
When you or your senior pastor made the invitation for people to start a group, how and when did they respond?
If they were sent to the church website to register, they didn’t go.
If they were sent to the church lobby, they walked right by.
If they were invited to a meeting in the near future, they forgot.
If they had a sign up card in their hand during the service, bingo, they’re in!
If they were sent an email to remind them to sign up at church on Sunday, they forgot again.
If they were sent an email with a registration link, then they signed up.
The less distance between the invitation and the response, the greater the result.
- You gave too many steps from “Yes” to starting the group.
If the pathway from the response to the group starting took too many steps, then you lost leaders at every phase.
If you recruited months in advance of your group launch, there were too many days before they started. Cold feet and good intentions didn’t get them there.
If you required a training class, a membership class, a pastoral interview, a group orientation, a group connection, and a final debrief meeting, you lost, lost, lost, lost and lost new group leaders.
If you kept the steps to a minimum, based on your own acceptable level of risk, you kept far more than any of the above scenarios.
- Your recruitment period was too short.
A few years ago, I was working with two churches of similar size who were launching groups on the same week. One church recruited 20 new leaders. The other recruited 60. The first church recruited leaders for one week. The second church recruited for three weeks in a row. Triple the recruiting equaled triple the result. You do the math.
- Your senior pastor was not on board.
If your senior pastor was hesitant about your next series in any way, it hurt you. Half-hearted appeals and hit or miss invitations lead to lackluster results.
If your senior pastor didn’t make the invitation for leaders, that was a huge miss. The senior pastor will get three times the result of any other staff member. I’ve served as an associate pastor for 20 of my 24 years of ministry. As soon as I learned this, I never made the invitation again.
How do you get your senior pastor on board with the series you recommend? You don’t. If you want your group launch to succeed, you have to get on board with where your senior pastor wants to go. If you respect your senior pastor’s direction, you will see respectable results. If you try to pressure your senior pastor into a series that is not his idea, you are on your own (literally).
Last Sunday, I worshipped with a church who had never had small groups. Their senior pastor decided it was time. He cast vision for groups. He kept the response close to the invitation. He focused on recruiting leaders. He did it all right. Then, on Sunday afternoon, 360 new group leaders showed up for training (and they have two more weeks to recruit!)
Learn the lessons from your failed attempt. There is no shame in failure, but there is shame in not learning.
By Allen White
In How the Mighty Fall, Jim Collins compares similar companies during similar time periods facing similar adversity. The companies that succeed are humble, diligent, methodical and assured. The companies that fail are arrogant, growth-obsessed, panicky and unfocused. (Taken from my other blog: http://galatians419.blogspot.com)
You could get the impression from Collins’ writing that he is a moralist. He cites that the problems with failing companies stem from a lack of humility, self-discipline and eventually, a savior. Yet, Collins’ deity in this book is not the Divine, rather it is data. He doesn’t isogete the current economic and political situation by starting with conclusions, then backing them up with data. He starts with a question: “Is America renewing its greatness, or is America dangerously on the cusp of falling from great to good?” The data, then, speaks for itself.
The casual assumption would be that in tough economic times every company is suffering. And, to some degree they are. The reality is that while some companies utterly fail in bad times, others move forward with focus and resolve. Similar companies in similar industries in similar tough times should receive similar results. But, that is not the case.
Collins recognizes five stages of decline from his research: (1) Hubris born of success, (2) Undisciplined Pursuit of More, (3) Denial of Risk and Peril, (4) Grasping for Salvation, and (5) Capitulation to Irrelevance or Death. Most professionals as well as consumers knew that Zenith had peaked long ago. Their failure was no surprise. But, Motorola? Motorola had invented themselves into new industry after new industry. They had moved from Good to Great. How could they slide from Great to Grasping?
While Collins will give you the complete data, let me summarize the stages:
Stage One: A lack of humility caused by refusing to count your blessings. This lack of gratitude makes the successful regard themselves more highly than the ought.
Stage Two: Discipline is the hedgehog concept from Good to Great. Being the best at what you do. Keeping the focus crystal clear. Lack of discipline increases the waist line and shrinks the bottom line. More is not better. Better is better.
Stage Three: Denial of Risk and Peril commonly appears as “This will never happen to us. We will never fail.” Activity is mistaken for effectiveness. Cash flow is mistaken for profits. Size is correlated with greatness. Whether you study the Roman Empire or Motorola’s Iridium, the might do, indeed, fall. Denial of this peril only accelerates the descent.
Stage Four: Grasping for Salvation – Who is the new renegade CEO who will charge in and save us? What is the new product that will catapult us back into success? Many of these external “saviors” have only turned into martyrs in the end. While Collins notes that it’s not impossible to recover at this stage, the reality is that no industry possesses or ever will possess a silver bullet that will deliver them to success.
Stage Five: Irrelevance and death are the end result of prideful, undisciplined leadership. The only good news is that start-ups will come along to capitalize on the opportunities that these Stage Five companies missed.
This book merits you and your organization conducting an Autopsy without Blame. How has your organization been blessed? What was skill and what was luck? How has your organization drifted from your core principles and mission? What are the key indicators that you need to monitor? What are the “prophets of doom” saying about your organization? Are you tempted to pursue something or someone new to turn things around?
If you catch things in time, you can still re-engineer and turn things around. It’s possible to return to great.
Copyright © 2010 by Allen White