church leadership and admin final exam - readings

the sketchy vibes of CIM (Eskridge and Noll)

CIM eventually became a very rich mission financially · There was intense secrecy in CIM - especially around finances. They intentionally purged their archives of anything negative about the organization. They never took record of the names of any donors. · When they opened a headquarters in Philadelphia, they became incredibly rich with the help of Horace Coleman · The more money and donations the CIM recived, the more they had to adjust their theology of money and mission as they debated issues like tainted money and investing in stock

mission vs vision (Gordon Coulter)

Mission statement is more general/philosophical, vision is more detailed/strategic providing the who, what, how

management science approach to admin (Estep)

a scientific or mathematical approach to admin advanced after WWII that sought to increase workers' productivity by using scientific and mathematical methodologies to better understand the task and efficiency (aka operations research)

Two essential issues within decision making for change (Estep)

(1) diagnosis, deciding what should be done, and (2) implementation, deciding how t o do it

Bill Hybels vision progression (Gordon Coulter)

(1) the leader seeks the vision (2) almost immediately comes the feeling / passion (3) the leader must take responsibility for the vision

strategic planning (Anthony)

- A strategic plan is a written agenda that embraces both mission and vision while setting forth a series of goals and objectives that propels the church or organization toward the desired and envisioned future. 1. It should be specific, measurable, and high and elevating in its inspiration

what is a budget (Buchanaan)

- Budgets are plans expressing in numerical terms anticipated future needs of the institution, covering requirements for a specific period of time

theory X and theory Y approach to admin (Estep)

a human nature approach to admin that states admin decisions and initiatives ae based on assumptions about the work ethic of humans. Theory X states that workers are generally lazy, apathetic, and irresponsible - responding to discipline. Theory Y maintains that people are energetic, participatory, and responsible - responding favorably to rewards.

making good goals (Bredfelt)

- Effective goals must be specific, difficult, and participant owned - Make the goal measurable - form multiple objectives for each goal set - Difficult goals are more powerful than easy goals, need to produce "Everest feeling" - High enough that you have to stretch but low enough to be attained - Participation in setting the goal helps with goal ownership for the people doing the goal - key to success or failure in volunteer-based organizations

recasting vision (Gordon Coulter)

- Just because you received a vision does not mean that God is unable to change, we must be willing to change as well - When a ministry refused to recast its vision, it remains stymied in the past, refusing to retool and refocus its vision - Talks about his own church's experience recasting vision - Identify the people who are most essential for translating the vision into reality - When casting or recasting vision, it is not possible to overcommunicate their outcome

long range vs strategic planning (Anthony)

- Long range planning covers a period of 10-20 years and assumes that the environment will remain somewhat constant for at least that long - Strategic plan covers a period of 3-5 years and assumes that the environment is likely to change

vision of a department (Gordon Coulter)

- One of the least understood areas about vision is how to integrate a department's vision within the context of an organization's vision - when a department has a vision that may not be congruent with the rest of the church

Management by objectives (MBO) (Anthony)

- Peter Drucker, the need to coordinate efforts toward the successful accomplishment of the organization's goals and objectives - George Odiorne illustrated the MBO process as a cycle which begins with the goals of the organization and seeks to harmonize them with the interests of the subordinate - It's challenging to maintain progress towards institutional goals while shepherding those with a passion directed more towards their own agenda / ministry goals

Acts 16:6-10 (Simpson)

- Planning is not a sin and does not prohibit the moving of the Spirit - Acts 16:6-10 example of where planning and listening to the Spirit go together - It may very well be that we sin when we claim poorly planned ministry and missed opportounities for ministry as "God's will" - When we fail to plan for ministry and then claim the outcomes as God's will, we ascribe imperfection and possibly unrighteousness as actions of God's Holy Spirit

pragmatic approach to admin (Estep)

- Pragmatic buisness models dominate the modern church's approach to ministry - Pragmatic approach, primarily due to the lack of a theologically informed approach to admin 1. Results in a dichotomy, characterized by a lack of integration between the congregation's theological culture and the admin culture leading to mistrust

benefits of goals (Bredfelt)

- Structural frame - goals keep the organization headed in the right direction - Human resource frame - goals keep people involved and communication open - Political frame - goals provide opportounity for individuals and groups to make interests known - Symbolic - goals develop symbols and shared ideas

organizational chart (Anthony)

- The best way for a church to illustrate its organizational structure is by creating an organizational chart 1. Chart the church as it presently exists 2. Circulate it among all the teachers and leaders 3. Construct another chart with suggested changes to improve the organization and admin 4. Continually update the chart - There is great danger in demanding allegiance to only one way of organizing ministry when the NT does not teach such an approach

etymology of strategy (Anthony)

- The word strategy derives its meaning from the Greek "strategos" which means "general of the army" 1. These leaders gave strategic advice about managing various battles rather than giving tactical advice about managing troops / resources 2. Big picture, focusing on result and final outcome

policy (Simpson)

- an explicit statement of a belief and or attitude intended to shape and control ministry action

protocol (Simpson)

- an explicit statement of policy combined with an explicit statement of procedure. the proper implementation of policy and procedure. 1. Policy, procedure, and protocol all require clear documentation - provide a degree of rational why the policy exists 2. Ministry protocol attempts to combine policy and procedure in user friendly ways.

procedures (Simpson)

- an explicit statement of the appropriate and/or requisite progression of actions that must be taken in order to implement a stated policy 1. Procedures that consist of simple, specific, and measurable action steps are more likely to be followed 3. The best procedures are those that are step by step and easy to follow

fourfold benefit of setting goals (Bredfelt)

- benefit managers by serving as targets and measuring sticks, fostering commitment, and enhancing motivation

Signs of a no-win war / things to consider (Andrew Bustanoby)

- is there a history of factionalism - are your peace initiatives having no effect? - are the leaders willing to pay the price to win the war? - is there enough popular support to continue the war? - is the opposition willing to negotiate, or do they demand unconditional surrender? - are you unable to protect your own family? - do you know why you're fighting?

the admin role can be characterized by four properties (Estep)

- pastoral, educational, communal and institutional

making good objectives (Bredfelt)

- stated in terms of end results, achievable in definite time, definite as to what is expected, practical and feasible, percisely stated in terms of quantities, where applicable, limited to one important item - The more specific the objective, the more likely it will be accomplished

goals (Bredfelt)

- statements of faith in where God is leading individuals and congregations- A goal is a specific commitment to achieve a measurable result within a given time frame - Goals should point towards something bigger than the goal itself

real leadership operates on two levels simultaneously (Bredfelt)

- team and individual. 1. On team, need to foster unity and achievement. On individual, need motivating and developing.

departmentalization (Anthony)

- traditional approach involving standard age groups (children, youth, adults, etc.) - Many churches struggle with losing people as they transition between divisions - New generation ministries - goal of coordinated ministry program between the ages of birth and 21. Centers all ministry resources around a coordinated team creating an ethic of teamwork.

Money and theology in American Evangelicalism by John Stackhouse Jr. (Eskridge and Noll)

-works through the questions theologically related to the process of donation (Ms. Evangelical) and the use of the donation by the organization - when analyzing American evangelicalism, there does not appear to be one major approach to money - a major reason why there is a lack of consensus on the issue of money is because there are numerous theological themes that are captured within the issue -the way churches spend money should be a reflection of their theology and values, and indeed it often exposes their true values and beliefs (operant vs articulated theology)

Outfalls and problems in strategic planning (Anthony)

1. Planning is a secular tool - biblically there is no such distinction 2. Planning eliminates or reduces the role of the Holy Spirit 3. The tyranny of the urgent 4. Preparing objectives in terms of means, not results 5. Selecting solutions before identifying destinations 6. Skipping some of the steps of strategic planning

preparatory phase of MBO (Anthony)

1. Revisit the mission and vision of he church and be sure that they are both up to date and relevant 2. Those in leadership in the church must make some difficult decisions about what the church will and will not do in order to accomplish its mission and vision 3. Conduct a structural analysis

Arguments for strategic planning, Henry Klopp (Anthony)

1. Because we are stewards 2. Because we are dealing with limited resources 3. Because failing to plan is planning to fail 4. Because of the competing agendas we face 5. Because of the need to clarify assumptions 6. Because it forces churches to deal with the issue of change

types of expectations for volunteers (Olson, Work)

1) relational expectations 2) spiritual expectations - the more contact they have with kids, the more mature they should be 3) lifestyle expectations (alcohol, drugs, sexuality) 4) spiritual gifts 5) staff requirements and expectations 6) length of service

the role of admin is determined by (Estep)

1) theological convictions 2) practical necessities within the context of the ministry 3) individual giftedness 4) spiritual maturity

three possible responses to potential conflict (Ron Susek, Robbins)

1) Acceptance - I choose to want you 2) Adjustment - I chose to change for you 3) Appreciation - I choose to understand you

diffusing conflict through redefining the situation (Robbins)

1) Be sure everyone in the group knows the facts of the situation 2) Try to uncover the history of the conflict 3) Get the right people involved - no more, no less 4) Delay action until there has been time to manage the conflict

Ways to shake off the dust by Louis McBurney

1) Coming to closure a. Use effective and straightforward communication to get answers from the people asking for a resignation as to why 2) Parting in peace, if possible a. So often Christians attempt forgiveness without ever identifying the hurt b. Resolve the conflict before leaving 3) Grieving the loss a. Symbolically shake the dust off your feet

Acts 15:36-40 (Robbins)

1) Conflict is normal, even among godly people 2) Conflict isn't necessarily bad or immoral

Three steps of diffusion McSwain and Treadwell (Robbins)

1) Consider all the gathered facts, feelings, and opinions about the point in contention 2) List possible options for resolution, considering carefully the pros and cons of each option 3) Prioritize the options on the basis of pros and cons 4) Depersonalize the options so the decision centers on an issue, and not a personality 5) Try to develop a consensus for the option that best resolves the problem

anatomy of a conflict (Robbins)

1) Frustration 2) Conceptualization about what lies behind the frustration. This stage is determined by perspective and the behavior of various individuals. 3) Leads to outcome of the conflict

what can cause conflict? (Robbins)

1) Fuzzy lines of responsibility - when job roles and delegation is not clearly defined 2) Conflict of interest - competing for limited resources 3) Communication barriers - communication is a meaning exchange not a word exchange 4) Body odor in the body of Christ - when you spend a lot of time together with someone it makes it worth bringing up major areas of offense 5) Need for agreement - if total agreement is needed, conflict will probably arise 6) Generational differences - has to do with perception 7) Theological disagreement 8) Missed-communication - when a necessary communication between two parties never occurred 9) Diversity in perspective 10) Majoring in minors - the more lines that are drawn, the more likely it is that someone will step across one 11) Environment - organizational climate 12) Lack of relationships

the two options (Wayne Jacobsen)

1) If it is your place to bringchange, try and develop it through love, not force. If love doesn't accomplish it, there is no other recourse 2) leave QUIETLY

Ron Susek the four levels of conflict (Robbins)

1) Level one: facts or data 2) Level two: processes or methods 3) Level three: goals or purpose 4) Level four: values

myths about conflict (Robbins)

1) Only dysfunctional and ineffective ministries expeirence conflict a. To imagine a staff or ministry where conflict never happens is to imagine a staff or ministry where most of the people lack passion, initiative, creativity, or all of the above 2) Conflict must always be avoided or suppressed 3) Conflicts are the result of clashing personalities a. Personalities do not conflict, behaviors do

General principles to abide by in conflicted situations (Robbins)

1) The win win principle - look for a solution that makes both parties winners 2) The principle of involvement - any time we can involve the disputing parties in the process of finding a solution, we are moving in the right direction 3) The nip it quick principle - the sooner we deal with conflict, the more effective we will be 4) The principle of positive assumptions - agree to assume the best about the other party 5) The principle of the here and now - focus on the problem at hand 6) The principle of first agreement - focus on areas of agreement 7) The dangerous-opportounity principle - see conflict as a dangerous opportounity, a chance to find new alternatives, open new dialogue. This helps us approach the problem with optimism.

consider professional expenses (Olson, Work)

1) car allowance 2) continuing education 3) subscriptions 4) hospitality 5) denominational gatherings 6) counseling stipend

leaders need to develop in (Leyda)

1) character 2) knowledge 3) skills 4) emotions

where to look for job openings (Olson, Work)

1) denominational offices 2) network 3) youth specialties web site 4) publications 5) local universities, Bible colleges, or seminaries 6) youth ministry conferences

four barriers to useful metrics (Mike Bonem)

1) measurement seems unspiritual 2) Measurements don't tell the whole story 3) Measurements can be misleading 4) Sometimes people want to avoid accountability 5) Needed skills and tools for measurement may be lacking

Two key components of shaping attitudes and behaviors of your staff (Anthony)

1) prayer 2) keeping short accounts

admin centered on God (Estep)

1. God as leader a. Any authority or power in the church was given by God first b. We are stewards of God's ministry and we are nor the authority in it c. Everything we do in admin must be done with humility, servitude, and praise

goals that are not beneficial and hurt the organization (Brefelt)

1. Honorific goals: fictitious goals that credit the organization with desirable qualities 2. Taboo goals: actual goals not talked about 3. Stereotypical goals: goals that any reputable organization should have 4. Existing goals: goals quietly pursued even though inconsistent with the organization's stated value and self-image

10 reasons not to resign - DON BUBNA

1. I need to grow in the new demands I'm facing rather than find an excuse to cop out. 2. I refuse to be guided by my emotions. 3. My family needs love and stability 4. Building people takes time 5. I want our missionaries to have a sense of permanence in their home church. 6. A longer ministry better serves the church and community. 7. The support of elders comes gradually 8. Our people have been generous with me 9. I must not avoid confession and forgiveness 10. I can trust God and not panic

reasons to just set a goal already! (Brefelt)

1. If you don't set a goal though the program will simply continue to degrade 2. If you don't meet the goal, you still made progress which is better than the first condition before the goal was set

process of strategic planning part two (Anthony)

1. Internal scan (SWOT analysis) 2. external scan (threats and opportounities) 3. strategic development 4. goals and objectives (SMART) 5. strategy implementation 6. create "next steps" / to do list 7. evaluation

admin is spiritual because... (Estep)

1. It is a spiritual gift 2. It is part of the pastoral role of ministry oversight 3. It is part of the transformative mission of the church to its community and also to the world 4. Admin that is Christian leads through servitude, humility, relationship, and trust 5. Jesus serves as a model for our admi activities in ministry

benefits of using MBO (Anthony)

1. It provides a systematic approach to the supervision and oversight of the church staff 2. Provides guidance for the dilemma of trying to determine a supervisor's span of control. The span of control is defined as the number of people who can effectively be managed by one individual. 3. Gives clear evidence about where limited resources need to be directed. 4. Managerial principle of parity - a worker who is given a responsibility must also be given a commensurate degree of authority in order to fulfill that responsibility 5. Revealing through a pattern of behavior which staff members consistently accomplish their objectives and which ones don't 6. Provides the staff member with performance appraisal information prior to the beginning of each ministry year

implementation phase of MBO (Anthony)

1. Managers and subordinates meet to translate each of these goals into measurable objectives 2. Communicate the plans and review them on a regular basis 3. The periodic review 4. department assessment 5. cumulative assessment

five protocols every church should have (Simpson)

1. Master calendar planning protocols 2. transportation protocols 3. purchasing and reimbursing protocols 4. facility usage protocols 5. ministry readiness protocols - Simple document that helps the leader of an educational activity follow through on all requisite policies and procedures to not miss tasks

admin responsive to God's revelation (Estep)

1. Scripture as core document a. Scripture is foundational to admin because of its divine authorship b. Provides content and method for our teaching c. Christian leader is compelled to formulate a model of admin that is consistent with God's expressed design - Scripture is the plumb line d. Ex. Jerusalem Council - once they made a decision they wrote it down

three common personality types in ministry (Anderson)

1. The grandiose personality 2. The perfectionistic personality 3. the depressive personality

how to write a protocol (Simpson) - just read

1. Title of the policy 2. Statement of the purpose for the policy 3. Biblical theological and practical rational 4. Statement of limitations of the policy (what it is intended to do) and delimitations of the policy (what it is not intended to do) 5. Bullet list of the procedural steps to be taken in the implementation 6. Identification of responsible parties in the administration of the policy and corresponding procedures 7. Inclusion of the date the policy was initiated and subsequent revisions to it

dangers of using MBO (Anthony)

1. Too much emphasis on measurable performance leads to a lack of risk taking and faith 2. Overemphasis on reporting and meetings § Reports should never take the place of in person meetings 3. Not providing staff with the education and training they need in order to write measurable objectives 4. Failure to allow the unexpected to influence legitimate opportunities

four ways to implement MBO (Anthony)

1. Top down approach - starts with higher leadership and it spreads 2. Bottom up approach - lower manager implements it in their department and it spreads 3. Departmental implementation - several departments use the approach and it spreads 4. Supervisory level approach - just used by the senior pastor and his direct reports but the rest of the staff does not participate - Top down approach will have the highest degree of buy in

general notes on policies (Simpson)

1. When policies are implemented as a knee jerk reaction to a problem, they often end up generating more problems 2. A good policy enables ministry rather than disables it 3. The best polices are those that anticipate their impact as they are framed, rather than deal with the consequences after the fact 4. Ministry policies reflect both beliefs and attitudes about the overall ministry 5. An abstract policy without clear procedures of implementation encourage the policy to be ignored or circumvented

process of strategic planning part one (Anthony)

1. analysis and prayer 2. create a mission statement 3. create a vision statement 4. set core values

the interview (Olson, Work)

1. arrive alone 2. arrive on time 3. smile and say hello 4. listen for and remember names 5. come with good questions 6. let the interviewer initiate the first part of the interview

risk management process (Olson, Work)

1. assess the context 2. identify the risks 3. evaluate and prioritize 4. decide how to manage your risks

pieces (not steps) to developing a strategic plan in youth ministry (Olson and Work)

1. assess the internal culture 2. assess the external culture (look at challenges and opportounities) 3. dream + brainstorm 4. determine your core values 5. do a SWOT analysis 6. describe a vision 7. articulate a mission 8. develop your goals (SMART goals) 9. evaluate

four basic strategies for controlling risk (Olson, Work)

1. avoidance 2. modification 3. retention (keep the risk, prepare how to handle the worst) 4. sharing the risk - insurance

reasons why churches tend to abuse pastors (walker)

1. because faith is a matter of life and death, we tend to treat church conflict with this same severity 2. congregants tend to have unreasonable expectations of their pastor

components to resumes (Olson, Work)

1. biodata (name, phone, etc.) 2. personal objective or long term goal 3. educational background 4. experience 5. honors, special achievements, memberships and activities, additional education 6. references

the nature of change (Estep)

1. change is natural 2. change is inevitable 3. change is necessary 4. change is a process

admin as formative of a distinctive community (Estep)

1. congregation as institutional context a. Administration implies an institutional context b. Congregations are not simply institutions - admin should not contradict or minimize the function as a body c. There is organization within the body, but it is fundementally a organism

before you let someone go have you (Olson, Work)

1. consistently given feedback 2. made sure that their failure is not related merely to job position 3. documented conversations leading up to the dismissal

preparing for an intern (Olson, Work)

1. determine the type of internship 2. create the position description 3. recruit and screen

supervising the intern (Olson, Work)

1. develop goals 2. clarify expectations 3. set up consistent, ongoing feedback process 5. purposefully end: meet to debrief and celebrate

common organizational structures in churches (Anthony)

1. ecumenical model 2. republican model 3. corporate model 4. Entrepreneurial model 5. Congregational structure

factors that impact base salary (Olson, Work)

1. education 2. experience 3. community cost-of-living 4. comparable salaries

five file system (Olson and Work)

1. events 2. people (students and staff) 3. resources and organizations 4. topical teaching resources 5. messages, studies, and lessons

qualities of event saftey coordinator (Olson, Work)

1. experience with crisis management 2. equipped with basic medical training 3. calm and cool-headed 4. available 5. supported by the team

preparing yourself for interview (Olson, Work)

1. familiarize yourself with that particular church or org 2. familiarize yourself with the community

two types of internships timeline (Olson, Work)

1. full time 2. concurrent

tools for event management

1. get an event planner if it is a massive event 2. set the date 3. master to do list 4. off site visits (hotels vs retreat centers) 5. don't assign housing too early 6. make sure registration runs smooth

elements to planning for your future in ministry (Olson and Work)

1. get theological training + any helpful education 2. prioritize personal development - don't be stagnant in character growth 3. network and develop relationships outside your own ministry

when you resign (Olson, Work)

1. give at least 2 weeks notice but don't stay longer than 1 month 2. attitude 3. reason for leaving 4. moving on 5. be careful what you say 6. realize the church will continue 7. deal with your emotions 8. don't over spiritualize 9. if possible, don't leave without having another job lined up 10. write a resignation letter

coping with tragedy (Olson, Work)

1. help the family and friends 2. help your group process 3. take care of yourself

admin as response to human needs (Estep)

1. humanity as values participant a. Imago dei - humanity was created to be in communion with God b. A fundemental assumption of evangelical theology about human nature is that it can be transformed c. The contingency paradigm is applicable within Christianity because we realize that people are in different places spiritually

Margaret Barr 5 budget models (Buchanaan)

1. incremental budgets 2. zero-based budgets 3. Planning, programming, and budgeting systems (PPBS) 4. formula budgeting 5. cost or responsibility-centered management

distinguishing criticism from abuse (walker)

1. is it directed at performance or the person? criticizing a person's integrity can be abusive 2. is it a plea for help or a shot to destroy? 3. is it really my responsibility or am I being shamed?

setting boundaries (Olson and Work)

1. it's not healthy to be available 24/7 2. beware of time eaters 3. define and share your boundaries with your supervisor

developing a ministry philosophy (Olson and Work)

1. knowing. what does a youth leader need to know to be effective? 2. being. what character qualities do you believe are essential for a youth ministry leader to posess? 3. doing. what are the practices and behaviors a leader in youth ministry needs to embody?

time beaters (Olson and Work)

1. limit the amount of time you spend checking social media 2. schedule a time of day to check and return voice mail messages 3. take the occasional day off

points on resumes (Olson, Work)

1. no more than one page long 2. printed with black ink on white, ivory or grey paper 3. legible font 4. set with a one inch boarder all around 5. without typos or grammar errors 6. accurate

core elements of a job / service description (Simpson)

1. official title of the position 2. purpose of the position 3. qualifications for the position 4. working or serving relationships 5. general duties 6. expectations or provisions for the position 7. personalized areas of work or service

some reasons why team may lose vision (Gordon Coulter)

1. out of touch with God 2. burnout 3. conflict 4. ignoring values

stewarding your time well (Olson and Work)

1. plan your week before it starts 2. do long-range planning 3. take time to design your annual teaching plan 4. manage interruptions

stages of forming a budget (Buchanaan)

1. planning - assessing goals and resources 2. formulation - compiling the budget amounts from each aspect of the ministry and reviewing them for approval at the ministry level 3. approval (two stages, alignment and approval) 4. administration 5. reporting - Periodic (weekly/monthly) and annual reporting 6. archiving

phases of ministry by objectives (MBO) (Anthony)

1. preparatory phase 2. implementation phase

components to a ministry philosophy (Olson and Work)

1. primary purpose - your core beliefs 2. perceptions of people - theology of human nature 3. focus - what do you want your ministry to be known for 4. practices - tangible programs, events, habits

who/what does the board evaluate? (Anthony)

1. programs 2. personnel 3. the director

five essentials for event planning (Olson and Work)

1. purposeful planning - determining goals 2. coordinated details - designing details 3. focused programming - develop a theme and storyboard the event and prepare for the worst by having alternative plans in place 4. directed promotion - getting the word out. personal invitations and don't get the word out too early or too late 5. trust in God and pray

risk management and leaders (Olson, Work)

1. screen all staff members 2. background checks 3. child abuse training 4. proper supervision

how to protect your children from abuse (Olson, Work)

1. screen everyone 2. conduct background checks 3. lead child abuse training 4. have proper supervision

who to notify when resigning (Olson, Work)

1. senior pastor or direct supervisor 2. associate pastors and staff 3. key leaders and parents 4. the students

three types of internships (Olson, Work)

1. shadow internships 2. project internships 3. associate internships

elements of a good meeting (Williams)

1. state your purpose + set specific goals 2. remind participants of the value of their involvement 3. get members participating 4. pay attention to the environment of the location 5. provide tools for effective communication 6. prepare an agenda 7. keep control of the meeting 8. summarize the accomplishments 9. make and review assignments before leaving

three temptations Nouwen

1. temptation to be relevent 2. temptation to be spectacular 3. temptation to be powerful

the life cycle of team members (Olson, Work)

1. the application process 2. reference checks 3. interview 4. background checks 5. observation 6. the decision 7. developing the team 8. saying goodbye

why you need a team (Olson, Work)

1. the need of this generation 2. the need for multiplication 3. the need to use our gifts 4. the need to use common sense

three types of meetings (Williams)

1. to announce / inform - Questions are not permitted (the kind of meeting people wish was just an email) 2. to obtain the support of the group - A decision has been made, but there is an appeal for the group to accept the decision. Questions are in order 3. problem solving - A decision has not been made.

admin as redemptive in purpose (Estep)

1. transformation as mission and motive a. The ultimate purpose of ministry is spiritual maturation b. The transformative process can be described in four spiritual statuses i. Natural status, immature status, spiritual status, and eternal status c. Christian transformation is both punctiliar (conversion) and process (sanctification) in nature d. The purpose of admin is not efficiency but sanctifying the community

different resources for time management (Olson and Work)

1. use a calendar / planner - keep everything in one place 2. manage people's expectations by blocking out periods of time just for you to get work done 3. set priorities 4. sensitize yourself to your time use 5. set boundaries 6. focus on your relationships + delegate well

tips about office space (Olson and Work)

1. valid or not, people will make assumptions about who you are based on the appearance of your office 2. set up your office based on what it is used for and what you hope to use it for 3. get a door with a window 4. have in box and out box for papers that hit your desk 5. use the touch it once method

two reasons we fail to set goals (Bredfelt)

1. we fear failure 2. we believe setting goals makes obstacles for God

four questions for evaluation (Olson and Work)

1. what should we keep? 2. what should we toss? 3. what should we add? 4. what should we tweak?

a good job description includes (Wayne Jacobsen)

A. The structure of the church organization and where the staff position fits in it. B. The specific roles and responsibilities that need to be performed. Care must be taken to distinguish between roles and responsibilities. Counseling can be a role that is assigned, demanding an 8-to-5 schedule. Caring for the needs of the flock is a responsibility that defies any semblance of regular hours. C. The levels of authority and lines of communication that must be understood for the execution of these tasks.

Wars you cant win (Andrew Bustanoby)

After WWII he felt wars could be just and winnable. The Vietnam war taught that some wars are not winnable. Facing determined guerrilla forces may be a no-win situation He talks about his experiences as a pastor with winnable and unwinnable wars He talked about how it hurt his family members to be in a church that was abusive to him Even though he had 80% support from the church, he knew the only way to let there be peace in the church again was to resign - he knew this was a war he couldn't win

Caught in the middle (WAYNE L. JACOBSEN)

How can staff members be true to themselves and follow a leader with whom they disagree? The staff member fills a unique position. He leads without being the leader; he pastors without being the pastor. Every situation of external conflict must first be resolved internally, where it begins and develops

Wayne Jacobsen, best way to create unity

It is helpful to know your place in the structure of decision making so you understand the difference between someone having legitimate power over you, and having your toes stepped on Though clarity should be established when a staff member is recruited, it must constantly be worked at aslong as the relationship exists.

Measuring What Matters by (Mike Bonem)

It's incredibly hard to measure transformation in a heart No matter how you state the ultimate goal of your ministry, it is difficult to measure the things that truly matter. We settle for metrics that are easier to obtain but far less meaningful

o Some hot areas of legal liability include (Henze)

Negligent hiring Negligent supervision negligent retention Malpractice Confidentiality of communications and clergy privilege

informal relationships (Wayne Jacobsen)

The informal relationships that exist beyond the job description are important to understand, for they set the environment in which our task is performed. the value of close, informal but professional relationships cannot be overestimated. A staff which lacks personal involvement with one another usually grows further apart, each one becoming more concerned about his own task and losing sight of the value of cooperation.

Philippians 2:2 (Wayne Jacobsen)

Unilateral agreement on every detail was less important than whether people were getting along with each other. as staff members it's easy to subtly seek perfection as a greater priority than unity. The leadership absolutely must put up a united front and not involve the congregants in disputes between leaders. As staff, you must not tell a member of the congregation when you disagree with a different staff member's decision.

Animal Instincts (NORMAN SHAWCHUCK AND BOB MOELLER)

We all develop survival responses in threatening situations Corporate psychologists have labeled these responses with animal names (for the solutions they seek)

main points in measuring what matters (Mike Bonem)

Wise leaders pay attention to the metrics and discern whether a downward trend indicates a problem to beaddressed or a "pruning" that will ultimately strengthen the congregation. They know that even if thenumbers don't meet their expectations, God can still be at work in powerful waysmetrics are a way to assess a church's fruitfulness and identify growth opportounities A number of Jesus' parables indicate that God counts It's a tool to give a strong indication of health or effectiveness,but not one to be used apart from godly wisdom.

negotiating raises (Olson, Work)

best chance is when you're hired

classical approach to admin (Estep)

a hierarchical approach to admin that adheres to a one way only style to work as determined by an expert or authority; workers are expected to simply adhere to the instructions given by the expert

behavioral approach to admin (Estep)

a psychological approach to admin that seeks to improve workers' efficiency by better understanding the workers rather than better defining the task, so as to better motivate the workers

contingency approach to admin (Estep)

a situational approach to admin which suggests that maximizing efficiency and productivity is a process of applying the correct leadership style to a given situation. Aka, leadership is contingent on the situation.

Level two: processes or methods (Robbins)

a. A disagreement about what process or method will most effectively achieve a goal b. Generally, the key to resolving a level two conflict is compromise

Level one conflict: facts or data (Robbins)

a. A level one conflict occurs when parties simply have different information. This is the easiest kind of conflict to resolve. b. To resolve a level one conflict, we simply postpone further discussion until we have the accurate information on hand

directing (Michael Anthony)

a. A process where a supervisor leads subordinates to understand and contribute to the organization's objectives while at the same time allowing them to pursue their own personal objectives delegating, motivating, and coordination managing differences and managing change a. The Great Commission is an act of God of delegation a. Jesus sought to motivate His disciples by using intrinsic motivators as opposed to those of an external origin

planning (Michael Anthony)

a. A process which starts with a mental picture of where you want to be at some future point in time (goal). b. It then lays out a course of action (strategy) in measurable steps (objectives) following the correct road signs (policies and procedures) so you can arrive at your destination using the resources available (personnel, budget, facilities) God plans in creation, prophecy fulfillment, redemptive history, etc.

two stages of budget approval (Buchanaan)

a. Alignment - all levels of those involved in the budget give an opportounity to see how the budget reflects the values of the organization i. This can build a stronger team and provide more understanding about expenditures. b. Approval or permission - this will depend on the type of church structure in place. There will be tentative and final permission. i. Final permission will be given close to the new year

the grandiose personality (Anderson)

a. Arrogance and entitlement b. Taking others for granted and using them c. Narcissistic tendencies, find it hard to love others d. Feels unlovable behind their mask and image e. Sees their ministry as a mirror of themselves

Level three: goals or purpose (Robbins)

a. Cannot agree on a proper goal for their mission b. Negotiations at this level take paitence and skill c. One key to resolution at this stage is having a strong mission statement in the first place

evaluating / controlling (Michael Anthony)

a. Controlling is defined as the process which ensures that progress is being made toward the accomplishment of the organization's objectives b. Controlling sounds too much like manipulation or coercion so we say evaluating instead reporting systems, establishing performance standards, systems of rewards, provide corrective action plans a. God has called us to be faithful stewards and one day we will give an account b. Evaluation in ministry is the process by which we provide an accounting for the manner in which we administrated the resources entrusted to us by God

the depressive personality (Anderson)

a. Depleted sense of self b. Strong sense of guilt c. Struggling with his own neediness, the depressive pastor has difficulty with emotional boundaries

social media and risk management (Olson, Work)

determine policies on 1) online communication 2) what leaders can post 3) photos and video

organizing (Michael Anthony)

a. Organization is doing things in an orderly manner a. Two primary activities: first, developing an organizational structure which depicts the relationships between each of the members of the organization, and second, preparing job descriptions so those who serve will know what is expected of them in terms of qualifications and responsibilities God created the world with order. The family unit and its structure. David and Solomon and Jesus delegated

Level four: values (Robbins)

a. Parties disagree about basic meanings b. Resolution of this kind of conflict is almost impossible

the perfectionistic personality (Anderson)

a. Prefer anger over feeling feelings b. Focus on action and practicality, very controlling c. Lean towards legalism and moralizing d. Struggle allowing themselves to rest e. Creates performance based churches and little grace is shown

staffing (Michael Anthony)

a. Process of selecting, orienting, training, and developing the competent people who are needed to accomplish the goals and objectives of the ministry i. God calls people to serve Him based on their heart condition, not formal education or previous experience 1 Samuel 16:7 - the Lord looks at the heart

two general sections of the budget (Buchanaan)

a. There are two general sections of the budget: income and disbursements. The goal is to have more income than disbursements.

an important caveat with getting volunteers (Purcell)

always run background checks and pay attention to the law pertaining who can work with children.

order (Anthony)

an accepted plan, the agreed-upon guidelines. Accepted purpose, plus commonly accepted means toward recognized ends

the maintenance myth (Estep)

an organization institutionalizes and begins to exist and work for its own continued existence, not the achievement of ministry

budgeting events (Olson and Work)

divide all expenses by the lowest number of students that might attend the event to avoid pricing students out of an event, slightly overprice less costly events to make a small percentage of money to subsidize more costly events

risk (Olson, Work)

any uncertainty about a future event that threatens your organization's ability to accomplish its mission

assessing the context and risk management (Olson, Work)

ask two questions: (1) how much risk am I willing to assume (2) how much risk is my church or org willing to assume? where are we blind to risk? who is advocating for risk management? who will carry out the risk management strategy?

goals vs objectives (Bredfelt)

behind every goal there should be an objective - Objectives are short term, measurable steps designed to move the organization toward the achievement of long term goals - Goals: directly dependent on purpose, general, indeterminate, long-term, broader. - Objectives: directly dependent on goals. Specific, measurable, short-term, narrow.

job description (Simpson)

· These descriptions serve as a general guideline of what is expected of an employee, but by no means are the sum total of all the tasks that will be tackled in the performance of duties between an employer and an employee in a paid position EVERY paid person needs a job description

copyright law (Olson and Work)

churches can perform nondramatic literary or musical works and religious dramatic and musical works display individual works of a non-sequential nature do not play CDs, reproduce music do not show movies that you brought in from home you can get licensing to use different things

fields of force analysis (Estep)

· Use a fields-of-force analysis to know when sufficient support has been raised to undertake a change initiative · The relative strength of each of the supporters is represented by arrows ranging from +1 to +5 and people against from -1 to -5

Henry Frost (Eskridge and Noll)

· When Henry Frost was put in charge of funding the North American work, he redefined the parameters of debt for the institution which did lead them to debt

number one focus during a season of change (Anthony)

communication

zero-based budget (Buchanaan)

compile all the expenses for the next year and you need to represent a need for every dollar given. starts at $0 § Each item in the budget is justified and nothing is assumed to always be part of the budget process § Requires significant amount of time and can be a waste § New ministries or other budget areas that need attention are asked to justify the purchase they made. The strength of the system is its close connection to the planning process of the congregation

informal structure (Anthony)

discrepancies between what the chart says and the way things really work. Politics. This describes who is in charge and how communication flows in the real world of ministry, not necessarily the way it's supposed to happen.

incident reports (Olson, Work)

document everything objectively assume that if someone was injured, you're getting sued. be proactive about documentation.

is Christian admin value neutral? (Estep)

no, it is a practical expression of one's theology

should ministey be exempt from civil law? (Henze)

no, that's not a biblical principle · Many ministries tend to embrace the law when useful, but complain that the law should have no applicability wherever it is burdensome · In the OT civil law and religious law were the same · Paul never suggested that he was exempt from the law, and he didn't hesitate to call on the law to provide the protections that it could afford

service description (Simpson)

essentially a job description, but it is for a volunteer in a non paid position · When a service description is used for volunteers, it is a subtle but important reminder to ministry leaders that they are working with volunteers and should treat them as such EVERY volunteer needs a service description

volunteer application (Olson, Work)

everyone needs to fill one out 1. identification 2. qualifications 3. ministry experience 4. family 5. faith and accountability 6. church involvement 7. essay questions 8. word salad 9. spiritual gifts assessment 10. background check 11. references 12. waiver / consent

Five consistent biblical principles for developing a ministry staff (Anthony)

o Develop a clear sense of direction o Select a compatible team § "getting the right people on the bus" o Understand the complexities of the team and their ministry context o Commit yourself to both the organization's goals and the individuals on the team

donations and income (Olson, Work)

o Donations are for ministry use, income is a service fee o Cash and in-kind donations (in-kind are things)

basic cycles of publicized reviews (Estep)

o Establishing a basis for appraisal, criteria o Conducting the appraisal, or evaluation methods o Reviewing the appraisal data, interpretation and analysis of the evaluation data o Responding to appraisals, or rendering a decision on how to act in response to the personnel appraisals

key to job offers (Olson, Work)

get it in writing!

risk management (Olson, Work)

identifies and assesses threats, prioritizes and controls risks, and creates a culture of safety for the purpose of ministry includes anticipating problems before they happen and recognizing situations to avoid

when it's appropriate to bring up salary (Olson, Work)

if the church contacts you

things in the compensation package to consider (Olson, Work)

if they don't give you cost of living increases, you're technically losing money each year 1) retirement 2) insurance 3) FICA 4) time off 5) vacation 6) compensation time 7) holidays 8) sabbatical 9) sick days 10) continuing education

incremental budget (Buchanaan)

incremental budget - usually set on an annual basis, it's divided up specifically § Assumes the budget from the previous fiscal year is accurate and fairly reflects the expenditures of the unit § Isn't a good model for churches - a false assumption in the church setting because it fails to recognize the sovereignty of God and how the needs of congregations change

importance of job descriptions (Simpson)

· Without a job description, an employee is forced to make assumptions · Oral history and verbal contracts often lead to difficulties - it needs to be written down · Protect from role expansion or role contraction · Set clear performance standards volunteers are more likely to take a position with a job description

internships (Olson, Work)

internships are introducing someone to ministry by exposing them to short-term, real-life experiences and then helping them constructively reflect on those experiences

cover letter (Olson, Work)

introduce yourself, explain how you heard about the position, and highlight relevant experience or skills you especially want a potential employer to notice end by thanking this person for his or her consideration, and noting you'll follow up in the next two weeks

· Four different roles each team member has (Estep)

o Expected role - the team's expectations of the team member's role o Projected role - the communicated or expressed expectations by the team to the individual team members o Perceived role - the individual team member's interpretation of the projected role o Functional role - the team member's actual actions or function in the team

pastoral job descriptions (Simpson)

· For pastors, a job description can be a threatening document in that it can set boundaries that can prohibit the completion of pastoral duties · For church leaders, a job description can be a plea for the pastor not to become overly focused on any one specific duty · Both parties lose out on the value of having a job description when it is viewed as a threatening or controlling document

hindrances to mentoring (Carr)

o Feeling inadequate for the job § A mentor is someone who is just a step ahead and is still learning themselves § Mentors are people who can share hindsight o Never having been personally mentored o Those who mistakenly equate supervision with mentoring o Leaders who are afraid to risk being vulnerable o A misunderstanding between mentoring and discipleship § Mentoring has more to do with vocational and professional development than spiritual development

Stephen Covey (Olson and Work)

made philosophy off of quote from President Eisenhower: "What is important is seldom urgent and what is urgent is seldom important." four quadrants of two elements: urgent / important spend a greater portion of you time and energy in the "not urgent but important" quadrant to avoid burn out

three sources of law (Henze)

o Foundational sources - underlying basis for all other sources. o Common law or case law o Statutory law

guideline for risk management in youth min (Olson, Work)

maximum amount of adventure for the minimum amount of risk

Four considerations play in determining who is responsible for training up leaders (Leyda)

o God is the developer of leaders o The emerging leader has a responsibility to look for ways to develop o The leader-developer has a unique role o The church has a vital role

Jesus washing feet (Irving)

o Having our needs met by Jesus is necessary if we are going to meet the needs of others - for Biblical servant leaders a commitment to serving others begins with a commitment to being served first by Jesus.

quick start to making a budget (Olson, Work)

o Where does the income come from o What is the projected income from the year o Column for expenses o Projected expenses

teddy bears (animal instincts)

o all teddy bears, believed relationships are more important than issues,and therefore any disagreement is bad.Teddy bears unintentionally give sharks a false sense of rightness

teams are relationally complex (Estep)

o ((number of unit members) X (number of unit members - 1)) / 2 = total unit relationship bonds Example. 8 people makes 28 relationships

1st amendment protections for churches (Henze)

o 1st amendment provides two crucial areas of religious freedom § Establishment clause - neither congress nor state legislatures may pass any law that declares a state or national religion, compels any particular form of religious belief or worship, or endorses, aids, or promotes any set of religious beliefs or practices over another § Free excersise clause - provides that neither states nor the federal government shall pass any law that impedes or prohibits any form of religious belief

leadership vs management (Estep)

o Administration as a concept encompasses both leadership and management o Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes o Management is an authority relationship between at least one manager and one subordinate who coordinate their activities to produce and sell particular goods and / or services o A balance between the two must be maintained in Christian ministries - we need both dreamers and bean counters

personnel review methods (Estep)

o Anecdotal comments o Interviews / focus groups § Protocols, the list of questions asked, should be about 5-6 open ended questions § Clustering creates categories of responses § Counting simply lists the responses and counts common ones o Observations - similar to interviews, except the person conducting the evaluation directly observes the individual o Inventories / surveys

Four theological themes that influence our approach to evaluations (Estep)

o Assessment is part of God's creation process in Genesis § Personnel review is part of stewardship o Assessment is part of God's community of faith § Body metaphor o Assessment is part of God's commission to His community § Need to assess the fruitfulness of our work o Assessment is for the edification of the individual § Necessary for spiritual growth

turtles (animal instincts)

o At times, avoiding conflict makes sense. Proverbs reminds us it is the glory of a person to overlook an insult.We ought to choose carefully which hills we are willing to die on. Some battles aren't worth fighting.But pulling into a shell as a long-term strategy for coping with serious conflict simply won't work o Denise couldn't accept even temporary tension to help the group reach a satisfying solution

pitfalls to avoid when mentoring others (Carr)

o Avoid giving advice o Taking too much personal control o Having unrealistic or unfulfilled expectations

three components to an evaluation (Estep)

o Begin with positives o Follow with concerns o Reach an agreement on a developmental plan

peer mentorship model (Carr)

o Both individuals are about the same developmental level o Friendship continuum: Contact, acquaintance, trusted brother, close friend, co-mentor o A biblical model is Jonathan and David o Not every friendship will become a peer mentoring relationship, but these are characterized by unrestricted openness, trust, common commitments, and a sense of mutual responsibility for each other o Three relational ingredients: fit (compatibility/connection), fun and freedom (to be open

principles of performance reviews (Estep)

o Brevity o Frequency / established routineo Distinguish between qualitative and quantitative data in evaluation § Quantitative data - statistical § Qualitative data - statements and opinions § The qualitative data generate the list of possible responses while the quantitative data can be used to determine the strength of the responses

the process of evaluating data (Simpson)

o Careful examination of the information to determine its validity o Determination of the reasons for past success and failure o The feeding of information back into the process for future ministry planning

Olan Hendrix two kinds of units (Estep)

o Centric group: personal concerns are greater than group concerns Radic group: group concerns are greater than personal concerns (this is a team

Christian leadership principles - what makes Christian leadership Christian? (Estep)

o Character - this is the base, a nonnegotiable o Competency - the functionality of leadership o Context - places the individual with a position and frame of reference from which to be given a voice and a stage from which to communicate it. Positional component. o Calling - commitment, sense of purpose. Calling is the culmination of these

frequent evaluation problems (Estep)

o Clarity of the form o Irregularity o "halo effect" - in likert-type surveys where the same rating is given on all the situations o Central tendency - gives middle response for every response o Clemency - all the ratings are in the high range o Institutional rigidity

four possible responses to conflict management (Estep)

o Compete - win / lose. Highly assertive, low in relationship o Collaborate - win / win. High assertive, low relationship. o Cower - lose/lose. Low assertive, low relationship. o Compromise - lose/win. Low assertive, high relationship. · Best response is collaborate

decision making myths (Estep)

o Decisions are not all theologically based o Decision making occurs only at the highest levels of the organization o Accurate and readily accessible information ensures a good decision o Decisions are as easily made individually as corporately o Decisions are better made by small groups o Decisions should be based on strictly objective reasons o Decisions are made by people taking action on their own

making a budget (Olson, Work)

o Determine your broad income and expense categories o Determine what percentage of your money to allocate to each category

Jesus' pattern for developing leaders - Mark 3:14 (Leyda)

o He appointed § "someone spotted my potential" o That they should be with him § "someone invested in me" o That he might send them out § "someone trusted me with responsibility" § Delegation - have an intern take on increasingly challenging projects and responsibilities with an enhanced probability of success and a saftey net in the form of a trainer § Rather than separating theory from practice, immediate application of principles to real life experience makes for enduring lessons

nurture group cohesiveness in meetings (Williams)

o Identify as a group. Use inclusive terms to describe the group such as us, our, or we. Avoid personal ownership terms. o Build a group tradition. o Emphasize teamwork. o Help the group recognize good work o Set clear, attainable group goals o Give group rewards o Treat members like people, not machines

resource management (Olson, Work)

o Knowing what you already have so you don't need to buy things unnecessarily o Two types of resources: relational and physical o Managing people: you support the quality of their assistance by being purposeful about where and when they volunteer o Physical resources § Analyze each physical resource to see if it still does its job, and if so, how efficient it is § Consistent maintenance § Share resources with other ministries

axioms for leadership (Estep)

o Leaders of successful congregations always engage in theological reflection on their ministry and that of their congregation or organization § Every administer must be at the least an amateur theologian o Leaders of successful ministries never stop personal and professional development § The moment you stop growing, you start dying o Leaders of successful ministries think big § Change the status quo o Leaders of successful ministries lead from the front o Leaders of successful ministries invest in the development of others o Leaders of successful ministries value accountability o Leaders of successful ministries give attention to the core values and mission

Four foundational facts about leadership in a congregation (Estep)

o Leadership comes from within the congregation o Leadership is not limited to office holders o Office holders are not necessarily leaders o The best leadership is one that is both recognized and holds office

basic finance start up tasks (Olson, Work)

o Make and use a tax ID card o Store all your receipts in a labeled clasp envelope or scan them into an app o Set up a simple reporting system to your financial officer o Plan out your financial calendar

what mentors do (Carr)

o Mentors share their lives § Spend regular time together doing life o Mentors are willing to ask the tough questions § Investigative, discovery, and empowering questions § The ultimate goal of asking questions is to cultivate growth and awareness that goes beyond simple answers o Mentors provide networking resources

The theology of faith and money that was developed by CIM (Eskridge and Noll)

o No debt - The mission does not go into debt o No income- It guarantees no income, but ministers to workers as funds sent in will allow o No salary - All members are expected to depend on God alone for temporal supplies o No solicitation - No collection or personal solicitation of money is allowed o Duly qualified workers are accepted irrespective of nationality and without restriction as to denomination

reimbursements (Olson, Work)

o Offer timely reimbursement o File your documents o Hold your receipts for reimbursement until you have $100 in receipts or 10 receipts o Ask questions § It's illegal for your church to reimburse you for expenses without a receipt § For meals, the IRS requires that you list the people involved and the meeting's buisness-related purpose (aka say what you discussed)

· Simpson developed an indicators of success feedback system to track evaluation process for every aspect of institutional effectiveness

o Once the information that defines the mission, goals, objectives and outcomes of the organization are placed in the indicators of success table, the next task is to identify how each objective and outcome with be addressed § Method / tools, schedule and evaluators o The findings column is reserved for a brief, objective summary of the results obtained from the assessments o The impact column is reserved for a statement of specific actions taken to shape new or reshape existing ministry objectives and outcomes o After this there is a summary report

how to release someone (Estep)

o Personally (face to face), pastorally / gently, quickly, consistently, discretely, and anticipate possible retaliation · Three responses to feedback

cycle of change (Estep)

o Phase 1: thawing § The idea is introduced. The status quo is undergoing review and discontentment has surfaced over the current circumstances § Loosening our grip on the pasting, thawing becoming fluid and able to move o Phase 2: flowing § Strategically moving from the past to the future in the present § The implementation of the idea o Phase 3: freezing § The new idea becomes the status quo

· Cluster 1—Beginning with Authentic Leaders (Irving)

o Practice 1: Modeling what Matters o Practice 2: Engaging in Honest Self-Evaluation § The blind spots of leaders are more dangerous because they impact more people § When leaders don't self evaluate, it decreases team effectiveness o Practice 3: Fostering Collaboration

· Cluster 2—Understanding the Priority of People (Irving)

o Practice 4: Valuing and Appreciating o Practice 5: Creating a Place for Individuality § Research participants note the importance of simple expressions of individuality such as work styles, clothing, and office hours, and that flexibility for follower expressions of individuality are best supported through the avoidance of micromanaging leadership behaviors o Practice 6: Understanding Relational Skills

· Cluster 3—Helping Followers Navigate toward Effectiveness (Irving)

o Practice 7: Communicating with Clarity o Practice 8: Supporting and Resourcing § Giving them what they need to accomplish goals and assignments § Leader should be active in identifying what they need to get tasks done, not taking a passive role waiting for people to ask them for things o Practice 9: Providing Accountability § Accountability is consistent with valuing and developing followers

owls (animal instincts)

o collaboration o a problem to be solved rather than a battle to be won or lost o Collaborators see disputes as an opportunity to strengthen a group, not destroy it.

five levels of religious strife (Estep)

o Predicaments. People stay focused on the problem. o Disagreement. People stay focused on self-protection. o Contest. People openly engage in a win/lose scenario o Flight/flight. People break relationships with the opposition. Intractable. People legitimize doing harm to the opposition. · Most congregational conflicts are manageable until they pass level 3. At this level common distortions begin to occur between the disagreeing parties · The best response to level 3 is to increase clear and direct communication with the opposition, highlight areas of common ground between the disagreeing parties, and identify the values at the root of the issue

four safeguards to avoid group think (Estep)

o Preserving the productive behaviors and minimizing the disruptive behaviors o Preserve the integrity of each member's voice on the team o While maintaining confidentiality, publically voice favor on the team's progress o Provide for the critical examination of decisions and position. Increase critical evaluation of alternatives under consideration.

personnel review decisions (Estep)

o Reaching an administrative decision about the individual's level of performance § Reward - Extrinsic or intrinsic § Relocate - recognized competencies but they seem to be serving in the wrong position § Retrain - employee is valuable but need refinement § Release - can be temporary, conditional or termination

foxes (animal instincts)

o Seeks compromise o But compromise isn't always the answer. It can leave people half-satisfied and half-committed to the solution.In that case, the problem will emerge again later in a different form.

· Bolman and Deal six characteristics that make a unit a team (Estep)

o Shape purpose in response to a demand or an opportounity placed in their paths o Translate common purpose into specific, measurable performance goals o A manageable size o Develop the right mix of enterprise o Develop a common commitment to working relationships o Members of teams hold themselves collectively accountable

shepherding (Estep)

o Shepherding § Follower readiness levels 1 and 2 § Telling and selling § Use heir authority to get things done, leader is more directly responsible for ministry

problems of volunteer recruitment (Purcell)

o Spiritual problems - we are not to pray only to fill positions, but to seek to help people for spiritual growth and service o Lack of commitment - many churches carry an inactive membership roll o Lack of leadership Administrative problems

process of recruiting and retaining volunteers (Purcell)

o Start with strategic planning phase - skillful planning will always identify the need for new recruits o Prepare a directory of the existing ministries of your church and list the names of those presently serving in leadership positions o Identify the giftedness that God has brought to the congregation - spiritual gifts surveys. You could bring them to the alter during a service as an act of commitment and time of prayer. o The leadership team would follow the completion of the spiritual gifts survey with a letter to those who participated with next steps. The recruit can then be matched to a ministry position and introduced to a mentor.

six appropriate responses to conflict (Estep)

o Step out - be a role model o Step in - mediate o Step over - rise above and focus on something greater o Step up - confront the conflict o Step back - let the conflict burn out o Step down - resign from the conflict

· How a leader can encourage group leadership (Leyda)

o Stop making decisions, stop talking at staff meetings, set up coaching opportounities, share the big picture, and let the team members be the teachers

· Teams work in three frames of reference (Estep)

o Teams in action - team is actually working toward achieving the team's goals o Teams in meeting - reviewing and discussing the actions o Team in evaluation - evaluating actions and decisions

General areas of personnel review (Estep)

o Theological - do they maintain proper belief o Cognitive capacities o Life characteristics and traits o Relational abilities o Performance

two way nature of communication (Estep)

o These ideas and perceptions become a message when they are encoded with words, symbols, and images, allowing the message to be shared. o The transmission process is the actual sending of the message o The message is now received by the listener, who has his own ideas and perceptions o The process of decoding begins o Feedback to the message is given from the listener's ideas and perception · Communication problems are most commonly encountered in the divergence between the desired vs. the perceived message

characteristics of effective mentors (Carr)

o They are real § Honest about themselves and to the other person o They have earned respect by mentee and others o They are reliable and deeply committed to you o They are highly relational with a vast network of relational resources o They are willing to serve as a role model § Live contagious lives and display competence in their field

title VII and churches (Henze)

o Title VII of the Civil Rights Act and the Americans with Disabilities Act apply to all employers 15 or more, yet include specific statutory provisions exempting a variety of religious organizations § These organizations may discriminate only concerning hiring of those not belonging or adhering to the tenets of their particular religious group

four possible combinations of change (Estep)

o Tweaking- gradual, active o Transformation - radical, active o Evolution - gradual, passive o Crisis or reactionary - radical, passive

· Team development axioms (Estep)

o Ultimate responsibility for team formation and development rests on the leader o Teams are established and maintained through a sense and statement of mutually accepted purpose o Teams develop best in an ethos of anticipated achievement o Teams develop when the process and ground rules of discussion and decision making are understood and accepted by team members o Teams develop when expectations are clearly articulated, defining and identifying each member's role o Teams develop when achievements are celebrated

compass mentoring model (Carr)

o Upward (north) - with mature followers of Christ who have life experiences that we ourselves do not posess o Downward (south) - where we serve as the guide for someone else o Lateral (east/west) - peer relationships of accountability

Tax exempt status (Henze)

o neither a right nor is it automatically conferred § An application requiring strict deadlines and details must be filed with the IRS § The only exception is recognized churches do not need to file with the IRS § IRS eventually proposed a list of 14 criteria of what is considered a church (pg 282) § Not all religious organizations will meet this definition of church § Most ministries will wish to organize a corporation or limited liability corporation. Such status provides liability protection - the owners, members, and directors will not be held indirectly liable for a corporation's activities

benefits of evaluations (Estep)

o team members are better off because they receive the coaching they deserve o you are better off because your stress level drops o your other staff members are better off because they see that what they do matters o the church is better off because the job is getting done and team morale is higher

bankruptcy code (Henze)

o the trustee is authorized to demand that a church or charitable institution return to the court all of the debtor's contributions over the past year o Religious Freedom and Charitable Donation Protection Act of 1998 - protects a debtor's previous donations that amounts to less than 15% of their annual income or amounts exceeding that percentage if the debtor has an established patter of giving o A chapter 13 debtor is now permitted to continue donating

SHAPE (Leyda)

one might come to understand life direction for ministry and leadership through tools and inventories that help to assess Spiritual giftedness, Heartfelt passion, Abilities, Personality, and Experiences in life

outputs vs inputs (Mike Bonem)

outputs are the results produced by a given organization or process. Inputs are what the process starts with or what it uses along the way To put this in church terms, attendees are inputs, disciples are outputs. We confuse success measurement in the church because we confuse inputs and outputs The old scorecard keeps us church-absorbed. As long as we use it, we will continue to be inward focused, program-driven, and church-based in our thinking

are pastors abused? (arlo walker)

pastors are always the receivers of criticism and often it goes way too far in church politics "Abuse is different from-and far worse than-routine criticism. It is not aimed at improving the pastor's role orwork. Rather it is aimed at discrediting a person and even disabling a person's ministry"

theory Z approach to admin (Estep)

participative approach to admin that emphasizes consensus decision making and achievement among groups, not individuals. Expressed in two admin models - quality of work life and quality circles

travel saftey (Olson, Work)

select drivers carefully make sure they are trained for the vehicle always inspect the vehicle and do maintenance before using don't let students drive

group vs team (Estep)

synergy + goal orientation For a team to be successful its participants must rise above their individualistic concerns collaboration needs to trump competition

fund accounting (Buchanaan)

takes the total of anticipated income and distributes it into accounts or funds to be used by the leadership of the organization

temptation to be spectacular, task and discipline (Nouwen)

task: feed my sheep - we need to minister in community ministry is both communal and mutual. we need to serve with vulnerability - we need to allow those we minister to, to know us. ministers and priests need to be full members of their communities the discipline: confession and forgiveness to overcome individual heroism "Confession and forgiveness are the concrete forms in which we sinful people love one another."

the question and discipline to combat relevance (Nouwen)

the question: "do you love me?" · First love is God's love. Second love is the love of others which is fragile and hurts us. · "The radical good news is that the second love is only a broken reflection of the first love and that the first love is offered to us by a God in whom there are no shadows." the discipline: contemplative prayer - we need to become mystics

the temptation to be powerful, the task and discipline (Nouwen)

the task: someone else will take you - "Jesus' vision of maturity is the ability and willingness to be led where you would rather not go" "·The way of the Christian leader is no the way of upward mobility rather downward mobility ending on the cross" the discipline: theological reflection · Theological reflection will allow us to discern critically where we are being led

organization (Anthony)

the way a particular group keeps its procedures orderly

the temptation to be spectacular (Nouwen)

there is a sense of individualism in the ministry · Matthew 4:6 - "Jesus refused to be a stunt man."

simple event timeline (Olson and Work)

they go backwards, idk why 1. event cleanup 2. staff responsibilities the day of the event 3. transportation 4. checks needed for the event 5. promotion 6. staff 7. supplies you'll need and who can get them 8. reservations

formal vs informal evaluation (Simpson)

· Formal process of evaluation provide a church with objective data · Informal process is casual conversation. Can be helpful info, but when this is the exclusive form of evaluation, it creates a culture of gossip and criticism · Whether we realize it or not, evaluation takes place every Sunday

how to solve a problem through collaboration (animal instincts)

· Generate as much useful information as possible · Help the group see where they agree · Bring everyone into the decision making process and motivate them to personally commit to the final agreement

capital fund (Buchanaan)

§ Building fund, pays for anything in the building § Determine a maximum number for purchases in the general fund, and if a piece of equipment goes beyond that, this is the budget it that will be used

decision making steps in DIAGNOSIS stage (Estep)

§ Continual spiritual preparation § Clearly define the problem or issue § State the desired outcomes § Gather relevant information and materials § Collect alternative ideas Explore and debate the best alternatives § Make the decision formulate policy / procedure

Three principles that make a solid foundation for finances (Olson, Work)

§ Control your finances, or they will control you § Financial management is one area where not making a decision is making a decision § The longer you wait to get a handle on ministry finances, the harder t will be to recover damage done from neglect

the temptation to be powerful (Nowen)

when Satan asked Jesus to bow down to him Leadership often time means being led by others "Maybe it is that power offers an easy subsitute for the hard task of love. It seems easier to be God than to love God, easier to control people than to love people, easier to own life than to love life."

forms and risk management (Olson, Work)

when you do an event, off site or on site, where a student could potentially be harmed you need (1) permission slip / consent form and (2) medical release forms if a student is being transported or doing an overnight you need these

donation basics (Olson, Work)

§ Develop a doner database § In-kind donations build your resources and supplement your finances by providing directly an object or service that you would otherwise have purchased § Keep a wish list of things your ministry needs § Research your church's accepted way to raise money o The most effective fundraising letters are concise, specific, need-driven, and written from the heart and include a return envelope

decision making steps in IMPLEMENTATION stage (Estep)

§ Develop an implementation plan § Implement the idea § Assess the decision Assess the whole picture

cost or responsibility centered management (Buchanaan)

§ Each segment of the organization stands alone with the responsibility of raising the funds and paying expenses § Not appropriate for a congregation

constructive vs deconstructive criticism (Simpson)

· Constructive criticism is objective observations with the intention of helping the person and ministry · Deconstructive criticism may contain a kernel of truth in its assessment of ministry, but the negative nature and intentions of the criticism usually cloud that truth from being taken seriously

evaluation vs assessment (Estep)

· Evaluation refers to the gathering of relevant information and insight upon which assessment can be rendered · Assessment is the actual process of decision making, rendering an appraisal of the evaluation materials

emergency procedure (Olson, Work)

write up emergency procedure and distribute it at organizational meetings place copy of procedure in first aid kid have a written manual for leaders assign an emergency or crisis manager at every event who knows the procedures

ecumenical model (Anthony)

§ "In its original form, it was a monarchial concentration of power in one bishop over a local church. Later it developed into the position of diocesan bishop who presided over a territory of a local church, called a diocese. It's based on the doctrine of apostolic succession (Catholic) or historical succession (Episcopalian)" advantage: · Stability since change occurs in context of history. Does not fall prey to sudden shifts in leadership, doctrine or methodology disadvantage: · This approach is slow to change; · Placing clergy in local churches can become highly political rather than based on local needs

Jim Collins

§ "getting the right people on the bus"

A healthy team is comprised of healthy individuals (Anthony)

§ (1) Develop an awareness of what motivates staff members § (2) understand human nature § (3) dealing with unrealistic expectations § (4) assessing individual staff members' strengths and weaknesses § (5) managing change and conflict § (6) helping shape attitudes and behaviors in the workplace § How we treat our staff will determine the lasting success of our goals

create a paper trail (Olson, Work)

§ A paper trail is when cash and receipts total the amount you started with § Remember where the money comes from - it comes from people who sacrificed to give

republican model (Anthony)

§ A synod is a collection of churches within a specific geographical location § Each synod further divides itself into presbyteries § A Presbyterian church will have pastors, a board of elders, and a board of deacons § Board of elders - laymen who are elected by the congregation § "teaching elders" are usually ministers who preside over the presbytery § The board of elders and the pastor work together to administrate the church - together they form the session § The senior pastor is the moderator of the session, and a clerk is the administrative officer of the church and the chairperson of the executive committee of the session advantage: · Allows for a consistent philosophy to be directed through the church of a denomination. Church members who relocate can assume a similar approach to church ministry by remaining in the denomination. disadvantage: · When the geographical distance for a presbytery is quite large, it can be difficult for the denominational representative to have an accurate knowledge of the needs of each church.

corporate model (Anthony)

§ Also known as board control model § These boards use nomenclature and procedural operations associated with corporate settings. § In the corporate model, members of the church board serve in the same way as members of a corporate board. They hire and fire the CEO (senior pastor) and decide the long and short range direction o the church advantage: · It allows for quick decision making during times of crisis and church conflict disadvantage: · Little biblical support. In Acts the deacons were not elected to tell the apostles how to conduct their ministries

general fund (Buchanaan)

§ Annual fund / operations budget § The primary account of the organization § All expendetures for annual costs

Planning, programming, and budgeting systems (PPBS) (Buchanaan)

§ Focuses on budgeting as a function of a unit determining the cost effectiveness of each program § Just because a program has money does not mean it is functioning effectively. Therefore, the budget process was closely tied to the outcomes of a program § The demonstration of effectiveness may be very difficult in a church setting and could result in enormous frustration of the volunteer workers

ranching (Estep)

§ Follower readiness levels 3 and 4 § Participating and delegating § Empower others to get things done, leadership team is more directly responsible for ministry

Frederick Herzberg two factor or hygiene motivator theory (Anthony)

§ Hygiene factors - factors that lead to job dissatisfaction. The context of the job (salary, job security, status, etc.) § Motivational factors - lead to job satisfaction. Deal directly with the content of the job itself and the real nature of the work people perform.

the process of individuals adopting change (Estep)

§ Ignorance § Information § Infusion - new ideas start to enter the status quo § Individual change - early adopters embrace change § Organizational change § Awkward application - some failures and success. Learning process is rapid. § Integration - acceptance increases and growing sense of accomplishment § Innovation - significant results create confidence and willingness to take risks

five types of individuals in change (Estep)

§ Initiators - change agents. Minority. § Early adopters - agree with new ideas. Larger than initiators but still minority. § Middle adopters - majority of the congregation. § Late adopters - skeptics. Typically about the same number as early adopters. § Stragglers - opponents to change. Minority.

Avoid temptations and suspicion (Olson, Work)

§ Keep yourself accountable § Don't be in charge of the petty cash § Be thoughtful when making big purchases § Don't mix personal money with ministry money § Stay away from cash § Establish checks and balances Use two people when counting money

o Maxwell's model (Leyda)

§ Model, you do I watch § Mentor I do, you help § Monitor you do, I help § Motivate you do, I watch § Multiply you do, I do something else

Establishment clause has expanded to suggest that federal and state laws: (Henze)

§ Must have a secular legislative purpose § The primary effect of the law must not advance, promote, or inhibit religious practice § That the statute must not foster excessive government entanglement in religious concerns

designated fund (Buchanaan)

§ Special funds for different causes § These ethically and legally need to be used exclusively for the ministry they are designated for - There is a dramatic increase in designated funds or special accounts when members of the congregation don't trust leadership to account accurately for donated funds

formula budgeting (Buchanaan)

§ The enrollment is established and submitted for an allotment of funds for each student § The problem with this in congregations is that the number of people in any given group will change. The process of tracking these occurances for budget purposes in other ministries can become labor intensive.

entrepreneurial model (Anthony)

§ The pastor provides strong entrepreneurial leadership in the church § He sets policy and procedures which the church board and pastoral staff implement advantage: · Church board members have very little power or authority. Therefore, the do not need a great deal of training and leadership. disadvantage: Clearly not the servant leader approach depicted by Jesus; There is very little accountability for the senior pastor

congregational model (Anthony)

§ This model views the congregation as the power based for the church § The congregation selects the senior pastor, members of the pastoral staff team, and each board member § Decisions are made by vote in church buisness meetings § At these meetings, the church moderator directs the proceedings § The board of elders/deacons take care of administrative activities of the church § The pastoral staff takes care of the spiritual matters advantage: · Each congregation can control its own destiny disadvantage: · Assumes that administrative functions and spiritual matters are separate which is not a biblical distinction as they both influence the other

o the benefits generally available to a non profit entity include (Henze)

§ exemption from income taxes, property taxes and sales taxes § allowing supporters to deduct their gifts and contributions § the provision of additional protections to officers and volunteers from contractual and tort liability

SWOT analysis (Anthony)

§ strengths, weaknesses, opportounities, and threats

figuring out your personality (Anderson)

· "do the lion thing" o Identify your blind spots o Get below the surface problem to the root problem o Remember your message and that we are just vessels - "We have this treasure in jars of clay."

resistence to change + sources (Estep)

· A fatal error in many organizational change endeavors is to underestimate the possible negative reactions to change 1. interpretation of theology 2. worldviews and values 3. Interpersonal issues / relationships within the institution 4. procedural matters 5. institutionalism 6. Nearsighted ministry 7. distrust of leaders 8. complexity of change 9. generational innovators 10. personality traits

different kinds of mentorship (Carr)

· Active mentoring - there is a designated growth plan o Discipler, spiritual guide, coach · Occasional mentoring - based on the changing needs of the individual o Counselor, teacher, sponsor · Passive mentoring - people we admire but they don't speak into our lives o Contemporary or historical figure

boards vs committees (Anthony)

· Boards have more authority than committees · Boards are typically divided into sub committees - these working groups form the basis of getting things done between meetings · Committees do not have any authority in and of themselves but serve to implement the policies of the board · Each committee chair takes charge directing the committee · Task forces do more time limited things

the choice congregations have regarding change (Estep)

· Congregations have a choice. Either we facilitate change intentionally or we simply respond to the change that occurs and allow it to dictate the course of our ministry. · Healthy growth requires change

the legality of committies (Anthony)

· In North America religious nonprofit organizations are required to establish a board of directors consisting of at least 3 members who oversee the affairs of the organization · The board provides a link between the interests of the government and the members who have established it · Leader of the board or committee is the chairman

Single largest cause of tension between the board and organization (Anthony)

· It is the purpose of the board to establish policy and the responsibility of the staff to implement the policies created by the board · The board member only serves as a board member when he comes to board meetings o If a board member sees something that concerns him, his job is to context the board chair and discuss his concerns directly with him

OT and NT examples of "staffs" (Anthony)

· Joshua as he and the Israelites prepared to enter the promised land - case of staff development o Led the people through spiritual rituals and experiences. Administered justice and read aloud the Scriptures · Throughout the OT we find several examples of leaders who selected their team members to serve alongside them in order to partner with them in accomplishing a goal. The ultimate source of these goals was God Himself. o David and his mighty men, Nehemiah · is Jesus with His 12 - He chose them all with a personal invitation

two types of surveys (Simpson)

· Keep, drop, add surveys Likert scale that gives 5 levels of agreement

developing leaders (Leyda)

· Leadership development for Christian ministry involves the growth and maturing of emerging leaders, under the direction of God's Spirit, in order that they might be prepared for effective servant leadership · Developing leaders is the ministry of multiplication which is critical for the continued survival of the ministry · We are in a leadership development crisis because of the failure of leaders to raise up others to replace them this is a lifelong process

different kinds of leaders and decisions (Estep)

· Leadership makes long range decisions · Management makes strategic decisions · Program leaders make operational decisions o The degree of complexity and significance rises as a higher level of leadership engages in the process of decision making

Dr Jekyll & Pastor Hyde by Doug Anderson

· Lots of pastors personality types (determined in early childhood by early childhood) ruin the way they engage in ministry · Conflict in ministry is as common as Sundays · What you don't know about yourself—or more accurately, what you haven't exposed to conscious thought—will undermine your ministry · personality is the filter through which we experience life (take it in) and express life (communicate to others through word and behavior)

points on the narrative in In the Name of Jesus

· Nouwen wrote this book as a reflection on his time as a priest at Daybreak before giving a talk on the future of ministry at the Center for Human Development · He went to the Washington conference with Bill Van Buren - he knows that God does not send us alone He sends us in twos. · Bill got baptized because of Nouwen, and was sincerely touched by the person of Jesus · Bill saw his trip with Nouwen as his expression of the Great Commission · Nouwen spent 20 years in academia, but realized that it was not helping his intimacy with God - his success was putting his own soul in danger

the balance of too many committees (Anthony)

· One of the quickest ways to kill an organization's momentum is to increase the number of committees and then delegate visionary tasks to them · It is helpful to terminate all committees at the end of every year and reevaluate which ones are necessary

when to overturn a decision (Estep)

· Only overturn a decision when it is evident that inaccurate data and information was used in the decision making process, or when the situation being addressed has obviously changed to the degree that the previously determined definition and desired outcomes no longer fully or accurately address the subject

length of mentorship relationships (Carr)

· Open ended mentorships should be avoided - establish a period every year to reevaluate if the relationship should be continued · Life cycle of mentoring: Definition stage, development stage, and the final stage · Usually lasts 2-6 years · Close with celebration or rite of passage

random points about job / service descriptions (Simpson) - just read

· Service descriptions and job descriptions need to be coordinated so nothing is overlooked and nothing is duplicated that shouldn't be · The description should include the flexibility to incorporate into it the specific talents and skills of the person filling the position · When a vacancy occurs in a ministry position, the corresponding job or service description should be evaluated and revised · After a position has been filled for about 6 months to a year, the description should be revisited and modified

different types of "animal instincts"

· Sharks ("I win; you lose") · foxes ("Everyone wins a little and loses a little") · turtles ("I withdraw") · teddy bears ("I'll lose so you can win") and owls ("Let's find a way for everyone to win")

when to terminate ? (Estep)

· Termination is the final option in a long line of interventions (page 406 gives possible procedure of interventions) · Written documentation at every stage is crucial, may be beneficial for them to sign · If resolution occurs at any time during the process then the process can cease

how to write a job description for a senior pastor? (Simpson)

· The NT gives qualifications in 1 Tim. 3:1-7, and Acts 6:4 shows that the primary duties of a senior pastor are the devotion of time to prayer and the ministry of the Word · Job descriptions for senior pastors are often created after the pastor leaves and before his successor arrives. These descriptions typically reflect the areas of frustration a congregation experienced in the performance of ministry duties by the outgoing pastor · The most effective job description for a senior pastor is the one in which he has taken the lead or initiative in writing the initial draft

the message from the CIM discussion (Eskridge and Noll)

· The point of this was to show how one or two rich people can change the direction and policy, even the theology, of faith missions

origination of mentor (Carr)

· The term mentoring originated in the Odyssey, Telemachus had grown into a man under Mentor's wise tutelage

two broad categories of change (Estep)

· active change, organizational change due to intentional planning and structuring· Passive change, change due to purposefulness, irrelevancy, institutionalism, and past-focused (nostalgic) admin of the ministry. Leaders respond to change rather than lead it · Another dimension of change is the pace or degree of the change introduced into a congregation or organization o Gradual change vs radical change

liability law (Henze)

· area of fiduciary duties, trust and tort law, and criminal law. Personal responsibility and liability for our intentional or negligent actions o If the organization is structured as a corporation, the individual employees, directors and officers will not be individually liable o If the organization is not incorporated, the debts of the organization become the individual liabilities of those in control o American common law provides that when someone is harmed, the person causing the harm has the responsibility to either correct the harm and or compensate the injured party o While the volunteer cannot be sued, the organization may still be responsible to others for the actions of that volunteer

Justin A. Irving, Leadership Reflection: A model for effective servant leadership practice

· commitment to serving the needs of followers and the surrounding community is the heart of servant leadership practice · matthew 20, mark 10 - Jesus demonstrates servant leadership through His sacrificial death contrasted with disciples asking for prominence · the son of man came not to be served but to serve · nine servant leadership practices that were found to be associated with effective teams, analyses of Irving and Longbotham

Hudson Taylor (Eskridge and Noll)

· founded China Island Mission which returned to the command of Jesus in Matthew 10 to not bring money on the journey but to trust in God's provision. Taylor would get upset when donations were made without applicants to the mission.

Organizational law (Henze)

· issues concerning business organizations, corporations, nonprofit status, and taxation. Typically statutory in nature. o revolves around the concepts of ownership and control, the liability of those in control, the structure of governmental entities, and taxation o the law of corporations and buisness associations (including partnerships and foundations) will apply equally to all private enterprises whether in the market or ministry o the designation non profit means only that the organization has no stated goal to derive profits for its owners

types of meetings and conducting meetings (Williams)

· meetings can be formal or informal, meaning that some are planned ahead of time and some are more impromptu · When the process or type of meeting is misunderstood due to poor communication, it can result in a negative reaction · The leader is the first key to conducting effective meetings

two elemental styles of leadership (Estep)

· shepherding and ranching o The success of a shepherd or rancher style of leadership is contingent on the maturity level of the sheep o Effective leadership relates to the level of readiness of the follower, their willingness and or ability

Administrative law (Henze)

· special industry and profession specific legislation, together with the bulk of labor and regulatory laws. Specific and strict. o labor and employment laws. In general income taxes, social security, and other required taxes must still be held from employees. o Licensed or ordained members of the clergy may exclude from their taxable income that amount of their compensation for housing

meeting (Williams)

· the gathering of individuals together for a specific purpose, this includes boards and committees · Sociologists would agree that most meetings can be summarized as social events since people are always involved

formal structure (Anthony)

· the prescribed pattern or relationships which exist in order to accomplish the goals and objectives of the organization

constitutional law (Henze)

· the very legal and ethical foundations upon which all other areas of the law are built o Reflection of God's universal truth and the dignity of His creation

mystics (Nouwen)

· those whose identity is rooted in God's first love

temptation to be relevent (Nowen)

· turn stones into bread we want people to believe that we are useful to them the first thing that struck me when I came to live in a house with mentally handicapped people was that their liking or disliking me had absolutely nothing to do with any of the many useful things I had done until then · This experience forced him to let go of his "relevant self" and find his true identity outside of accomplishment

group think (Estep)

· when the team adopts an uncritical attitude toward ideas and proposals, fails to see the weaknesses of the group, a forced consensus, disregard of any information that does not support the views of the group