You Deserve a Promotion

You Deserve a Promotion

You work hard. You’ve learned a lot. You are growing your small groups both numerically and spiritually. Your hard work should pay off. But, a promotion is not necessarily a bigger salary or a larger title (but it could be!) Your small group ministry will grow. Your time will not. How are you preparing yourself for what’s ahead?

Many small group pastors and directors start out as small group leaders. By virtue of the fact that you are now leading the small group ministry at your church, you have already received a promotion somewhere along the way. Who are you leading now? Maybe you’re leading a handful of groups. Then you’re probably okay for now. Maybe you’re leading dozens of groups. You’re probably not doing as well as you did when it was only a handful. You need help. Maybe you’re leading hundreds of groups. If that’s the case, then you are completely overwhelmed. You are either barely keeping your head above water, or you’ve convinced yourself that an email newsletter, occasional meetings, and a reporting system are adequate to sustain a large small group ministry. Don’t kid yourself.

If you’ve got dozens of groups, then give yourself a promotion. Recruit and develop coaches to serve the small group leaders, then you will serve the coaches. If you’ve got hundreds of groups, then you deserve two promotions – not only should coaches serve the leaders, but a small group team should serve the coaches. You only meet with eight or so leaders of leaders. These leaders could be paid staff, but in the churches I’ve served these leaders volunteered their time and abilities. Honestly, I had a better team than I could ever afford to hire. But, where do you find these leaders of leaders?

Are You Sharing Responsibilities?

Think about all of the things you are doing right now. Make three lists — what you love to do, what you like to do, and what you hate to do. Take a minute right now and make your lists. I’ll wait.

Now, make a plan to give away everything you hate to do. There are people in your church who would love to do the things you hate to do. Years ago, every member of our church filled out a paper health assessment during a service and turned it in. Now the task was to input all of those paper surveys into a database. (Why did we use paper? Well, it was pre-COVID and pre-smartphone. Stay with me.) I asked for volunteers to help with data entry. Three people stepped up, and three days later the job was done. If that was up to me, those surveys would still be sitting on my desk. There are people who would love to do what you hate to do. Let them do it! This was the easy one.

What are the things you like to do? How can you recruit and develop people to do these things? John Maxwell says, “If someone can do the job 30 percent as well as you can, let them do it. Most likely they can do it 60 percent as well.” But, if you’re like me, it’s easy to fall into the thinking that you’re the only one that can do it, and people like coming to you. Moses had this same issue in Exodus 18. Read more about delegating leadership here.

You need more help, but you need the right help. When you look at your small group leaders, whose groups would you like to see more of? Recruit those leaders to coach others. Which groups do you not want to see more of? Skip those. For more on recruiting coaches, go here.

The biggest issue is not finding qualified people to lead at a higher level. My biggest issue was getting out of their way and letting them use their God-given gifts and abilities to serve other leaders. Don’t get me wrong. I wasn’t entirely hands-off. Everyone and everything was supervised. I just had to come to the realization that my coaches could be more available and serve the leaders better than I could, and that the leaders didn’t need me as much as I thought they did.

Now, let’s take stock. If you’ve given away all of the things you hate to do and are in the process of giving away the things you like to do, then what’s left? The things you love to do. Wouldn’t you love to have more time to do the things you love to do. You can, if you follow this plan.

Are You Raising Up Leaders?

Ask others to read the books you are reading. Bring them to the conferences you attend. Share the podcasts you listen to. Then, get together and talk about what they’re learning and how they’re applying it. Develop a monthly circle of leaders who get together for lunch to discuss leadership principles. If you want to draw out the leaders in your church, offer a group, a conference, or a workshop on leadership. Simply by calling something a “Leadership [Fill in the Blank],” you will quickly identify the leaders or wannabe leaders in your church. Once you know who can lead, then give them a next step.

You don’t want to give anyone the keys before giving them a test drive. If you love to mentor individuals or small groups of people, then pour your efforts into a small group of people who can lead others. Start by asking them to help you by walking alongside new leaders for one alignment series or semester. See how they do. See if they like helping other leaders. See if they’re any good at it. For those who do well, invite them to coach more. For those who didn’t do well (or didn’t do it at all), just thank them for fulfilling their commitment.

The Legacy You Leave is the Leaders You’ve Developed

Think about the steps you took in becoming a leader. Did someone just ask you one day to step into the role where you currently serve? Probably not. Someone saw something in you. Someone gave you a chance. Someone invested in you. Who can you invest in?

In a recent conversation with Heather Zempel, Discipleship Pastor at National Community Church, Washington DC, she shared how a number of former small group leaders who got their start at NCC are now leading in larger capacities across the US. Heather mentored Will Johnston (Eastside Christian Church, Anaheim, CA), Ashley Anderson (Campus Director, NCC), Brad Dupre (Next Level Church, NH), Jonathan Shrader (Reservoir Church, CA), and Clynt Reddy (River Valley Church, Minneapolis, MN). (Catch my interview with Heather Zempel on the Exponential Groups Podcast in a couple of weeks).

What will your legacy be?

Think About This

Ministry done right is all about working yourself out of a job. You might like your job, but sometimes you have to give up to go up. What are you willing to give up? What do you see yourself doing in five to 10 years? How are you preparing for what’s ahead?

When you leave your current position and/or your current church, will the small group ministry you’ve built stand or fall? While the church’s next hire will fill the position you left, the success of your small group ministry is a leadership team who will outlast you. Who are you investing in? What are you letting them do?

As John Maxwell says, “There is no success without a successor.”

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Finding (More) Great Coaches

Finding (More) Great Coaches

By Allen White
Rapidly growing groups during a church-wide campaign has a very positive upside. New leaders get their gifts in the game. New people are connected into new groups. Relationships are developed. Believers are disciple. There are awesome results all around. The problem comes in caring for new leaders when your coaching structure is already overwhelmed. Where do you get new coaches?

 

I ran into this problem a few years ago, when we doubled the number of our small groups in one day. We didn’t feel we were adequately coaching the first half. Now, we needed to help an equal number of newbies. Then, the light bulb turned on – if half of the groups are new and half of the groups are experienced, we just needed to match them up. We created a “buddy system” with experienced leaders helping new leaders. Never let a good crisis go to waste.
Over the years, this coaching strategy was finessed into an intentional approach rather than a last ditch effort. In advance of a new church-wide campaign, we expect dozens, if not hundreds, of new leaders or hosts to step forward. Otherwise, why would we do a church-wide campaign? In anticipation of this new growth, we also know that we will need new coaches to encourage the new leaders. Where do we get the new coaches?
At least a month before we start recruiting new leaders and host homes, we gather all of our existing leaders for a “Sneak Peek” event to reveal the Fall campaign curriculum. This is a great way to rally the troops and get our existing groups in on the new series. We explain all of the details of the series. We cast vision for new people connecting in groups and for new leaders starting new groups. Then, we present an opportunity for our existing leaders to walk alongside a new leader just for the six week campaign. Notice that we don’t use the word “coach” at this point.
The ask goes like this: “Once upon a time, you were a brand new leader who had a lot of questions and a few fears about starting a new group. Some of you had a coach. Some did not. All of us need someone in our corner to encourage us, to pray for us, and to answer our questions. Would you be willing to do that for a new leader or group host during this next series? The commitment starts when the leader attends the host briefing and goes through the six week campaign.” And, our existing leaders sign up to help every time.
The job description is simple. We ask them to do three things: (1) Pray for the new leaders. (2) Contact them every week in a way that’s meaningful to the new leader (not in a way that’s merely efficient for the new coach). (3) Answer their questions.
During the New Host Briefing, I match the new leaders and group hosts with their new “coach.” Usually I start the meeting by introducing the series content and the timeline, then I tell the new leaders, “Now, I would like to introduce some very important people to you who are going to help you get your group started. They will be available to answer all of your questions as you’re getting started.” I introduce the new “coaches” and pair them up with the new leaders according to the type of group they are starting or the geographical region where they live. The “coaches” take over the meeting at this point and give the new leaders all of the details of how to gather their group, what to do the first night, and answer any questions they have already. They exchange contact information and the “coaching” begins.
After the six week campaign, we check in with the new “coaches” about their experience. We ask three key questions:

  1. How important do you feel you were to the new leaders?
  2. How easy was it to keep in contact with the new leaders?
  3. Which of the new groups plan to continue?

The results are uncanny. If the new “coach” has the ability to coach, the answers are always come out: “My help was very important to the new leaders. Contacting them was easy. Most of the groups continued.” If the new “coach” doesn’t have it, the responses are: “My help wasn’t important. Contact was difficult. Most of the groups will not continue.” There is very little middle ground.
For the new coaches that answer positively, we invite them to continue coaching. For those who answer negatively, we thank them for serving for six weeks, and let them go back to leading their groups. You might be asking, “But, isn’t it risky to give a new leader to an inexperienced coach?”
It’s risky working with people period. Personally, I’d rather hire staff to do all of the coaching, but who has the budget for that? What’s more risky is sending out a new leader or group host without a coach. The payoff here is that new groups will be established, and new coaches will be recruited.
I’ve stopped recruiting with a job description over coffee. I don’t always do a great job choosing coaching candidates. What I have learned is that sometimes the most unlikely people make the best coaches and leaders. Let the trial run define who has what it takes to coach.

Other Great Coaching Resources:

Coaching Life-Changing Small Groups by Bill Donahue & Greg Bowman
Everyone’s a Coach by Ken Blanchard & Don Shula
How to Be a Great Cell Group Coach by Joel Comisky

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