Standard Jet DBnb` Ugr@?~1y0̝cßFNo`7ߜ/(-`{6߱oC&43y[{.|*|@\^Cf_Љ$g'DeFx -bT4.0k& Y S  Y   Y Y  Y Y  Y  Y  Y   Y u Y o Y n Y z Y 2lY  Y  z Y  pY ConnectDatabaseDateCreateDateUpdate FlagsForeignNameIdLvLvExtraLvModule LvPropName OwnerParentIdRmtInfoLongRmtInfoShortTypenitI81nT 6YYIdParentIdName        OYS Y Y Y  Y 2ACMFInheritableObjectIdSID  AtYObjectId YSY  Y Y Y  Y \ Y Y  Y AttributeExpressionFlagLvExtra Name1 Name2ObjectId Order Y"ObjectIdAttribute -YSY Y Y  Y  Y  Y  Y  Y ccolumn grbiticolumnszColumnszObject$szReferencedColumn$szReferencedObjectszRelationship   YYYszObject$szReferencedObjectszRelationshipYv1b N  : k & W  C t/ xxxx@@X  @@OJmJLJkQkiQ^JmYdbkWYfkmJL^Qk`kvkJMQk`kvkdL[QMmk`kvkhoQiYQk`kvkiQ^JmYdbkWYfkmdfYMbdmQk`kvkOL  @~  @ @{ { { { { {{{{{{{{{{{{{      d k f  &*P@x*P@Topic Notesw@|DDD88888886 @(P@(P@MSysRelationshipsvDDDDDDDDDDB (P@(P@MSysQueriesv88888888886 (P@(P@MSysACEsv22222222220 (P@(P@MSysObjectsv88888888886 (P@(P@MSysDbw.........., (P@(P@Relationshipsv<<<<<<<<<<: (P@(P@Databasesv44444444442 (P@(P@Tablesv.........., jY,,N,,,,Y Y d YCID TitleComments_yzYYIDPrimaryKey vWxxLVALu^5{\rtf1\ansi\ansicpg1252\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fswiss\fprq2\fcharset0 Arial;}{\f3\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red51\green153\blue102;\red255\green0\blue0;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 THE CHURCH LEADER\rquote S ANSWER BOOK \par A Reference Guide for Effective Ministry\par Eric Reed ed.\par CONTENT\par \pard\nowidctlpar\tx7931\tqr\tx8747\b\f1\fs26 PART ONE: ADMINISTRATION\tab /\par \pard\nowidctlpar\tx204\fs18 Chapter 1: Church Management\par \pard\nowidctlpar\tqdec\tx4030\b0\f2\fs12 > \fs20 The Pastor\rquote s Call to Administer\tab 003\par \fs12 > \fs20 Overcoming Overload\tab 004\par \fs12 > \fs20 Time-Management Strategies\tab 005\par \fs12 > \fs20 How to Tame the To-Do List\tab 007\par \fs12 > \fs20 Tools for Personal Organization\tab 008\par \fs12 > \fs20 Filing for Quick Retrieval\tab 009\par \fs12 > \fs20 Tips for Maintaining Files\tab 010\par \pard\nowidctlpar\fi-209\li209\tx209\fs12 >\tab\fs20 Reading Essentials for the Unorganized \fs8 . . \fs20 .011\par \fs12 >\tab\fs20 How to Know When It\rquote s Time to Delegate \fs8 . \fs20 .011\par \pard\nowidctlpar\tqdec\tx4030\fs12 > \fs20 Do You Need a Church Administrator\super\tab\nosupersub 012\par \fs12 > \fs20 Distributing the Load\tab 013\par \fs12 > \fs20 The Ministry of Interruptions\tab 014\par \pard\tqdec\tx4030\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter \b0\f2\fs20 2: \b\f1\fs18 Church Boards\par \pard\nowidctlpar\tqdec\tx4030\b0\f2\fs12 > \fs20 Building a Better Board\tab 017\par \fs12 > \fs20 What to Consider When Choosing Board Members\tab 018\par \fs12 > \fs20 How to Turn Committees into Teams\tab 019\par \fs12 > \fs20 Why Some Committees Fail\tab 020\par \fs12 > \fs20 Essential Traits of a Board Member\tab 021\par \fs12 > \fs20 How to Orient New Board Members\tab 021\par \fs12 > \fs20 Assess Your Leadership Style\tab 022\par \fs12LVAL > \fs20 What Is Your Leadership Style\super\tab\nosupersub 023\par \fs12 > \fs20 When Leadership Styles Clash\tab 023\par \fs12 > \fs20 Personal Growth on the Board\tab 024\par \fs12 > \fs20 Ways to Work with a Church Board\tab 025\par \fs12 > \fs20 How to Teach Your Board to Pray\tab 026\par \fs12 > \fs20 Praying as a Board\tab 027\par \fs12 > \fs20 Pastoring the Board\tab 029\par \pard\tqdec\tx4030\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 3: Meetings\par \pard\nowidctlpar\fi-209\li209\tx209\b0\f2\fs12 >\tab\fs20 Why I Love Church Board Meetings 031\par \fs12 >\tab\fs20 Key Components of a Leaders\rquote Retreat. \fs8 . . \fs20 .033\par \fs12 >\tab\fs20 Training Materials for Leadership Retreats .033\par \pard\nowidctlpar\tqdec\tx4030\fs12 > \fs20 How to Make Meetings Productive\tab 034\par \fs12 > \fs20 Ground Rules for Teamwork\tab 035\par \fs12 > \fs20 The Power of an Agenda\tab 035\par \pard\tqdec\tx4030\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 4: Decision Making\par \pard\nowidctlpar\fi-209\li209\tx209\b0\f2\fs12 >\tab\fs20 Seeking God\rquote s Will in Decision Making. 037\par \fs12 >\tab\fs20 Stepping-Stones to a Decision \tab 039\par \fs12 >\tab\fs20 Who Makes Decisions in a Church\super 2 \tab 039\nosupersub\par \fs12 >\tab\fs20 Gathering Support for Your Plan \tab 041\par \fs12 >\tab\fs20 How to Reduce the Conflict of Change 041\par \fs12 >\tab\fs20 Deciding without Dividing \tab 042\par \fs12 >\tab\fs20 How Ethical Are Your Decisions\super 2 \tab 043\nosupersub\par \fs12 >\tab\fs20 When to Survey the Congregation \tab 043\par \fs12 >\tab\fs20 Timely Tools for Writing Surveys \tab 044\par \pard\tx209\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 5: Incorporating Your Local Church\par \pard\nowidctlpar\tqdec\tx4030\b0\f2\fs12 > \fs20 Why Incorporate\'b0\tab 047\par \pard\tqdec\tx4030\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 6: The Pastoral Search\par \pard\nowidctlpar\tqdec\tx4030\b0\f2\fs12 > \fs20 Rescuing the SLVALearch\tab 049\par \fs12 > \fs20 Candidating by Video\tab 052\par \fs12 > \fs20 How to Find the Right Pastor\tab 052\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\fs12 >\tab\fs20 Confessions of a Pastoral Search Committee \tab 055 \par \fs12 >\tab\fs20 Questions to Ask a Candidate \tab\tab\tab 060\par \fs12 >\tab\fs20 The Search from a Pastor\rquote s Perspective\tab\tab 062\par \fs12 >\tab\fs20 Questions to Ask References \tab\tab\tab 062\par \fs12 >\tab\fs20 Resources for the Pastoral Search Process \tab 064\par \fs12 >\tab\fs20 Determining a Pastor\rquote s Salary \tab\tab\tab 065\par \fs12 >\tab\fs20 Setting Pastoral Salaries \tab\tab\tab\tab 065\par \pard\tx187\tx368\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 7: Staffing\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\b0\f2\fs12 >\tab\fs20 Is Your Church a Great Place to Work?\tab\tab 067\par \fs12 >\tab\fs20 How to Find Staff via the Internet \tab\tab\tab 069\par \fs12 >\tab\fs20 Web Sites for Finding Church Staff \tab\tab\tab 070\par \fs12 >\tab\fs20 Conducting Interviews \tab\tab\tab\tab 071\par \fs12 >\tab\fs20 Interview Questions \tab\tab\tab\tab 072\par \pard\nowidctlpar\tx924\tqdec\tx4745\fs12 >\tab\fs20 How to Check References\tab 073\par \fs12 >\tab\fs20 Helps for Hiring People\tab 074\par \fs12 >\tab\fs20 Hiring Older Workers\tab 074\par \fs12 >\tab\fs20 Preparing Job Descriptions\tab 075\par \fs12 >\tab\fs20 More about Job Descriptions\tab 078\par \pard\nowidctlpar\fi-929\li929\tx929\fs12 >\tab\fs20 How to Lead an Effective Staff Meeting \fs8 . . \fs20 .078\par \pard\nowidctlpar\tx924\tqdec\tx4745\fs12 >\tab\fs20 How to Pull Together as a Staff\tab 079\par \fs12 >\tab\fs20 Keeping a Great Staff\tab 080\par \fs12 >\tab\fs20 The Legalities of Hiring and Firing\tab 080\par \fs12 >\tab\fs20 How to Deal with a Staffer Who Isn\rquote t Measuring Up\tab\tab 081\par . \fs12 >\tab\fs20 Conflict in the Workplace\tab 082\par . \fs12 >\tab\fs20LVAL Firing without Getting Sued\tab 083\par . \fs12 >\tab\fs20 How to Build Staff Loyalty\tab 084\par . \fs12 >\tab\fs20 Rebuilding a Demoralized Team\tab 085\par . \fs12 >\tab\fs20 How to Be Pastor and Boss\tab 086\par \pard\nowidctlpar\tx204\b\f1\fs18 >> \fs26 PART TWO: THE CHURCH OFFICE\par \fs18 Chapter 1: The People\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\b0\f2\fs12 >\tab\fs20 The Heart and Soul of the Church Office. \fs8 . \fs20 .\tab 091\par \fs12 >\tab\fs20 Qualities of a Church Office Worker \tab 093\par Hiring and Training a Secretary\tab\tab\tab 094\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 2: The Place\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\b0\f2\fs12 >\tab\fs20 Dividing Office Space \tab\tab\tab\tab 095\tab\tab \par \fs12 >\tab\fs20 Tips for Office Productivity.\tab\tab\tab 096\par \fs12 >\tab\fs20 How to Decorate the Office \fs8 .\tab\tab\fs24\tab 096\par \pard\tx187\tx368\fs8\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 3: The Procedures\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\b0\f2\fs12 >\tab\fs20 Scheduling Church Events \fs8 . .\tab\tab\tab\f0\fs24 099\par \f2\fs12 >\tab\fs20 Keeping Track \tab\tab\tab\tab 100\par \fs12 >\tab\fs20 Getting Out the Weekly Bulletin\tab\tab 100\par \fs12 >\tab\fs20 Expand Your Bulletin \tab\tab\tab 100\par \pard\nowidctlpar\tqdec\tx4002\fs12 > \fs20 A Church Newspaper\tab 101\par \fs12 > \fs20 Creating a Church Brochure\tab 101\par \fs12 > \fs20 Dealing with a Printer\tab 102\par \fs12 > \fs20 Timely Tools for Web-Site Building\tab 103\par \fs12 > \fs20 Producing a Picture Directory\tab 103\par \fs12 > \fs20 E-bulletins\tab 103\par \fs12 > \fs20 Mastering E-mail\tab 104\par \fs12 > \fs20 Web Outreach\tab 104\par \pard\nowidctlpar\fs12 > \fs20 Basics of a Church Web Page \tab\tab 104\par \pard\nowidctlpar\tqdec\tx4002\fs12 > \fs20 Web Site Helps \tab 105\par \fs12 > \fs20 E-newsletters and E-zines\tab 106\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\f1\fs12 >\LVALtab\fs24 Chat Rooms, Discussion Boards, and Blogs\tab 106\f2\fs20\par \pard\tx362\tqdec\tx4002\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 4: Confidentiality\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\b0\f2\fs12 >\tab\fs20 An Office You Can Trust \tab\tab 109\par \fs12 >\tab\fs20 Breaking Confidentiality \tab 110\par \pard\tqdec\tx4002\fs18\par \pard\nowidctlpar\tqdec\tx1247\tqdec\tx1621\tqr\tx5629\b\f1 Chapter 5: Publicity\par \b0\f2\fs12 > \fs20 Making the Most of Publicity\tab\fs18 111\par \fs12 > \fs20 Targeted Outreach\tab\fs18 112\par \fs12 > \fs20 How to Attract Attention to Your Church\tab\fs8 . . \fs18 .112\par \fs12 \fs20 Unsolicited Publicity\tab 115\par \pard\nowidctlpar\tx204\fs10 >\par \fs8 >\b\f1\fs18 Chapter 6: Storing Documents\par \pard\nowidctlpar\tqdec\tx4002\b0\f2\fs12 > \fs20 How Long to Keep Records\tab\fs18 117\par \pard\nowidctlpar\tx204\fs8\par \pard\tx204\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 7: Copyrights\par \pard\nowidctlpar\tqdec\tx4002\b0\f2\fs12 > \fs20 Copyright Law and the Church\tab 119\par \pard\tx204\fs8\par \par \pard\nowidctlpar\tx204\fs10 >\par \b\f1\fs18 Chapter 8: The Equipment\par \pard\nowidctlpar\fi-4450\li4450\tx4450\b0\f2\fs12 > \fs20 Computers and Software\tab\fs18 123\par \pard\nowidctlpar\fi-929\li929\tx929\fs12 >\fs20 Finding the Right Phone System \fs18 126\par \fs12 > \fs20 Do You Need a Fax\super 2\tab\nosupersub\fs18 128 \fs20 .\par Do You Need a Scanner\super 7 \nosupersub\fs18 129 \fs20 .\par How to Choose a Photocopier \fs18 130\par \fs12 > \fs20 Other Equipment to Consider\tab\fs18 130\par \pard\nowidctlpar\fi-4450\li4450\tx4450\fs12 > \fs20 Office Equipment \fs24 Q \fs20 & A\tab 131\par \pard\f0\fs28\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1\fs18 >> \fs26 PART THREE: CHANGE AND CONFLICT\par \pard\nowidctlpar\fi-209\li1231\tx209\fs18 Chapter 1: Steps toward Change\par \pard\nowidctlpar\fi-929\li511\tx929\b0\f2 Leading People through ChanLVALge \tab\tab 135\par \pard\nowidctlpar\fs12 >\tab\fs18 The Process of Change \tab 137\par \fs12 >\tab\fs18 Making Good Decisions \tab 138\par \pard\nowidctlpar\li272\fs12 >\tab\fs20 our Levels of Change \tab 138\par \pard\tx272\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 2: Anticipating Conflict\par \pard\nowidctlpar\fi-929\li511\tx929\b0\f2 The Cost of Change \par \pard\nowidctlpar\tqdec\tx3974\fs12 > \fs18 Creativity in Change\tab 142\par Why Congregations Resist Growth\tab 143\par Helping People Change\tab 143\par Seeing God in Resistance to Change\tab 144\par Hard Decisions\tab 145\par \pard\tqdec\tx3974\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 3: Coping with Conflict\par \pard\nowidctlpar\tx187\tqdec\tx3974\tab R\b0\f2 eactions to Conflict\tab 147\par \tab Building Community in Controversy\tab 148\par \tab When People\rquote s Needs Change\tab 149\par \tab\fs16 How \fs18 to Rebuke with Compassion\tab 150\par \tab E-mail Confrontation\tab 151\par \tab The Four Spirits of a Church Fight\tab 151\par \tab Controlling Emotions during Conflict\tab 153\par \pard\nowidctlpar\tx192\tqdec\tx4002\fs20 Are You Creating Conflict\rquote ?\tab 154\par \tab Keeping Conflict Healthy\tab 156\par \pard\nowidctlpar\tx187\tqdec\tx3974\fs18\par \pard\nowidctlpar\b\f1 Chapter 4: Handling Criticism\par \pard\nowidctlpar\li215\b0\f2\fs12 >\tab\fs18 Coping with \fs20 Criticism \par \pard\nowidctlpar\li204\tx204\fs12 >\tab\fs20 Handling Complaints \par \pard\nowidctlpar\li215\fs12 >\tab\fs18 Classifying Critics \par \pard\nowidctlpar\li204\tx204\fs12 >\tab\fs20 The \ldblquote God Told Me\rdblquote Critic \par \fs12 >\tab\fs20 How to Prepare for Confrontation.\par \pard\nowidctlpar\tx187\tqdec\tx3974\fs18\par \pard\nowidctlpar\b\f1 Chapter 5: Settling Differences\par \pard\nowidctlpar\li204\tx204\b0\f2\fs12 >\tab\fs20 The Way through Conflict Resolution \par \fs12 >\tab\fs20 Tips onLVAL Solving Church Conflict \par \fs12 >\tab\fs20 Roadblocks to Unity \par \fs12 >\tab\fs20 Making Decisions Fun \par \fs12 >\tab\fs20 Healing from a Painful Past \fs8\emdash\par \fs12 >\tab\fs20 Professional Help in Peacemaking \par \pard\nowidctlpar\tx187\tqdec\tx3974\fs12 >\tab\fs20 Advice from Peacemakers \par \par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 6: Litigation\par \pard\nowidctlpar\tqdec\tx4728\b0\f2\fs12 > \fs18 Your Nine Greatest Legal Risks\tab 173\par \pard\tqdec\tx4728\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 7: Church Discipline\par \pard\nowidctlpar\li907\tx204\b0\f2\fs12 >\tab\fs18 When Church Members Need Correcting. \fs8 . \fs18 .177\par \pard\nowidctlpar\tx187\tqdec\tx3974\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\fs16 >> \b\f1\fs26 PART FOUR: CONSTRUCTION AND RENOVATION\par \pard\nowidctlpar\tx187\tqdec\tx3974\b0\f2\fs18\par \pard\nowidctlpar\fi-209\li1231\tx209\f1 Chapter \b 1: Deciding Whether to Build\par \pard\nowidctlpar\tx187\tqdec\tx3974\tab The \b0\f2 Ultimate Building Program\tab 183\par \tab When Not to Build\tab 185\par \tab\fs16 When \fs18 Building Is Better\tab 185\par \tab Transitioning to Building\tab 186\par \tab Church Building Resources\tab 187\par \pard\tx187\tqdec\tx3974\par \pard\nowidctlpar\tx204\f1 Chapter 2: \b Building \b0 Trends\par \pard\nowidctlpar\tx187\tqdec\tx3974\fs24\tab\f2 - The\fs8 \fs18 Changing Face of Churches\tab 189\par \tab\fs8 - \fs18 : \fs24 .How\fs8 . \fs18 to Design a Postmodern Church Building 191\par \par \pard\nowidctlpar\fi-209\li1231\tx209\f1 Chapter \b 3: Builders and Architects\par \pard\nowidctlpar\tx187\tqdec\tx3974\tab Drafting\b0\f2 the Design\tab 193\par \tab\fs8 - \fs18 The best Builder for You\tab 195\par \tab \fs8 - \fs18 Church-Builder Relationships\tab 196\par \pard\tqdec\tx4728\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 4: Financing the Project\par \pard\nowidctlpar\tqdec\tx4728\b0\fLVAL2\fs12 > \fs18 Eight Key Finance Questions\tab 197\par \fs12 > \fs18 The Pastor\rquote s Role in Fund-Raising\tab 199\par \fs12 > \fs18 Raising Funds Like a Pro\tab 201\par \fs12 > \fs18 Hiring a Professional Fund-Raiser\tab 202\par Building without Borrowing\tab 203\par \fs12 > \fs18 When It\rquote s Best to Borrow\tab 205\par \fs12 > \fs18 Getting a Loan\tab 207\par \fs12 > \fs18 How to Sell Your Building\tab 208\par \pard\tqdec\tx4728\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 5: Location\par \pard\nowidctlpar\li907\tx204\b0\f2\fs12 >\tab\fs18 Shopping for Land \tab\tab 211\par \fs12 >\tab\fs18 Zoning Wars \tab\tab 213\par \pard\tx907\par \par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 6: Planning the Project\par \pard\nowidctlpar\tqdec\tx4728\b0\f2\fs12 > \fs18 Pre-building Homework\tab 215\par \pard\tx606\tqdec\tx4359\par \pard\nowidctlpar\fi-209\li192\tx209 Building Right from the \fs20 Start \fs8 . \fs20 216\par \pard\nowidctlpar\tqdec\tx4008\fs12 > \fs18 Following \fs20 God\rquote s Plan\tab 218\par \fs12 > \fs20 Who\rquote s on the Building Team\rquote ?\tab\fs18 219\par \fs12 > \fs20 Building Q&A\tab 220\par \fs12 > \fs20 How to Build Flexible Space\tab 221\par \fs12 > \fs20 Planning Color on Purpose\tab 223\par \pard\tqdec\tx4008\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 7: Nurturing the Spirit While Building\par \pard\nowidctlpar\li187\b0\fs12 >\tab\fs24 Nurturing the Soul during a Building Campaign\tab 225\f2\fs20\par \fs12 >\tab\fs20 Keeping Focus \fs18 in \fs20 a Building Campaign \fs8 . . . \fs20 .227\par \fs12 >\tab\fs20 How to Handle Construction Criticism 228\par \pard\tx187\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter \b0\f2 8: \b\f1 Special Building Concerns\par \pard\nowidctlpar\tqdec\tx4008\b0\f2\fs12 > \fs20 Building Urban or Rural\tab 231\par \fs12 > \fs20 Building for People with Disabilities\tab 233\par \fs12 > \fs20 How to Welcome Seniors\tab 234\par \fs12 > \fs20 Building for WorshLVALip\tab 235\par \pard\tqdec\tx4008\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 9: Roofing\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Assess Your Roofing \tab 237\par \fs12 >\tab\fs20 Roofing Materials \tab\tab 238\par \pard\tx187\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 10: Stained Glass\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Choosing Stained Glass \tab 241\par \fs12 >\tab\fs20 Uncover That Stained Glass \tab 242\par \pard\tx187\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 11: Renovation\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Maximizing Your Space \tab 245\par \fs12 >\tab\fs20 Leading through Renovation \tab 246\par \fs12 >\tab\fs20 Rules for a Successful Makeover. 248\par \pard\nowidctlpar\b\f1 >> \fs26 PART FIVE: FACILITIES AND OPERATIONS\par \pard\nowidctlpar\fi-929\li511\tx929\fs20 Chapter 1: Cleaning and Maintenance\par \pard\nowidctlpar\tqdec\tx4008\b0\f2\fs12 > \fs20 The Noble Calling of Maintenance\tab 253\par \fs12 > \fs20 What Needs to Be Done\rquote ?\tab 254\par \fs12 > \fs20 Maintenance Checklist\tab 256\par \fs12 > \fs20 The Well-Supplied Custodian\tab 257\par \fs12 > \fs20 More Resources on Maintenance\tab 257\par \pard\tqdec\tx4008\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter \b0\f2 2: \b\f1 Exterior and Grounds\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Creating a Welcoming Exterior \fs8 .\tab\fs24 259\fs8\par \fs12 >\tab\fs20 Transform Your Parking Lot \tab 261\par \fs12 >\tab\fs20 Snow Removal \tab\tab 261\par \pard\tx187\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 3: Lighting\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Planning Lighting \tab\tab 263\par \fs12 >\tab\fs20 Church Lighting \fs24 Q \fs20 & A \tab 265\par \fs12 >\tab\fs20 Updating Your Lights \tab 266\par \pard\nowidctlpar Tips on Lighting \tab\tab\tab 267\par \pard\nowidctlpar\li187\fs12 >\tab\fs20 More Resources on Lighting \LVALfs8 . .\tab\fs24 267\fs20\par \par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 4: Sound Systems\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Seven Steps to Great Sound \fs8 . .\fs24\tab 269\fs8\par \fs12 >\tab\fs20 Operating the Sound Board \tab 271\par \fs12 >\tab\fs20 Solutions to Sound Problems. \fs8 .\tab\fs24 271\fs8 /\par \fs12 >\tab\fs20 For People Who Can\rquote t Hear \tab 272\par \fs12 >\tab\fs20 More Resources on Sound \tab 273\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 5: Security\par \pard\nowidctlpar\tqdec\tx4008\b0\f2\fs12 > \fs20 A Safe and Secure Church\tab 275\par \fs12 > \fs20 Selecting a Security System\tab 276\par \fs12 > \fs20 Protection against Vandalism\tab 277\par \fs12 > \fs20 Choosing a Fire-Detection System\tab 277\par \fs12 > \fs20 Where Church Fires Start\tab 278\par \fs12 > \fs20 More Resources on Church Safety\tab 279\par \pard\nowidctlpar\tqdec\tx912\tqdec\tx1292\tqc\tx4994\b\f1 Chapter 6: Liability\par \tab\b0\f2\fs12 > \fs20 How to Reduce Your Legal Risk\tab 281\par Who May Use Your Church\rquote ?\tab 283\par \fs12 > \fs20 Churches and OSHA\tab 284\par \fs12 > \fs20 Are You Covered\rquote ?\tab 285\par \pard\nowidctlpar\tqdec\tx4008\fs12 > \fs20 More Resources on Liability and Insurance\tab .286\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 7: Insurance\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Insuring Your Church \tab 287\par \fs12 >\tab\fs20 Disabled Pastor \tab\tab 289\par \fs12 >\tab\fs20 Overlooked Coverage \tab 289\par \pard\tx187\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 8: Troubleshooting\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 How to Stay High and Dry \tab 291\par \fs12 >\tab\fs20 Church Critter Control \tab 292\par \pard\tx204\par \pard\nowidctlpar\fi-929\li511\tx929\fs18\par \b\f1\fs20 Chapter 9: Utilities\par \pard\nowidctlpar\tx187\tqdec\tx3974\tab\b0\f2\fs12 > \fs20 How to Lower Utilities\tab 295\par \par \paLVALrd\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1\fs18 >> \fs26 PART SIX: CHURCH FURNISHINGS\par \pard\nowidctlpar\fs18 Chapter 1: Making Decisions\par \pard\nowidctlpar\li192\tx204\b0\f2 Honoring God in Church Furnishings. \tab 301\par Big-Buy Advice \tab\tab\tab 303\par \pard\tx192\par \pard\nowidctlpar\b\f1 Chapter \b0\f2 2: \b\f1 Seating\par \pard\nowidctlpar\fi-209\li192\tx192\b0\f2\fs12 >\tab\fs18 How to Settle on Church Seating \fs8 .\tab\tab\fs24 305\fs8\par \fs18 Special-Needs Seating \tab\tab 306\par \pard\nowidctlpar\li374\b\f1 Chapter 3: The Pulpit\par \pard\nowidctlpar\tx555\tqdec\tx4365\tab\b0\f2 Deciding What Will Be Up Front\tab 309\par \tab Pulpit Decor\tab 310\par \pard\tx555\tqdec\tx4365\par \pard\nowidctlpar\fi-209\li192\tx192\par \pard\nowidctlpar\tx748\b\f1\tab Chapter \f2\fs16 4: \f1\fs18 Baptisteries\par \pard\nowidctlpar\b0\f2\fs12 >\tab\fs18 The Baptistery for You \tab\tab 313\par \pard\tx708\tx918\par \par \pard\nowidctlpar\li748\b\f1 Chapter 5: Church Signs\par \pard\nowidctlpar\tqdec\tx362\tqdec\tx748\tab\tab\b0\f2\fs12 > \fs18 Signing Who You Are \tab\tab 315\par \tab\tab\fs12 > \fs18 Catchy Messages \tab\tab 317\par \tab .\par \pard\tx555\tqdec\tx4365\par \pard\nowidctlpar\tx187\tqdec\tx3974\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 >> \fs26 PART SEVEN: CHURCH FINANCES\par \pard\nowidctlpar\tx204\fs18 Chapter 1: The Budget\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Money\emdash A Spiritual Ministry\tab 321\par \fs12 > \fs20 Building a Better Budget\tab 322\par \fs12 > \fs20 How to Calculate Your Budget\tab 323\par \fs12 > \fs20 Keeping the Bottom Line\tab 324\par \fs12 > \fs20 Making Cash Flow Simple\tab 325\par \fs12 > \fs20 Testing Fiscal Fitness\tab 326\par \pard\tqdec\tx4036\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 2: Borrowing Money\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Borrowing Habits of Churches\tab 329\par \fs12 > \fs20 Borrowing ABCs\tab 331\par \fs1LVAL2 > \fs20 Refinancing the Church Mortgage\tab 331\par \pard\tqdec\tx4036\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 3: Grants\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Grants for Church Programs\tab 333\par \fs12 > \fs20 Good News Garage\tab 334\par \fs12 > \fs20 How to Apply for Grants\tab 335\par \fs12 > \fs20 Resources for Grants\tab 335\par \pard\tqdec\tx4036\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 4: Giving\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Helping People Become Joyful Givers\tab 337\par \fs12 > \fs20 Deferred Giving\tab 339\par \fs12 > \fs20 Non-cash Donations\super 7\tab\nosupersub 340\par \pard\nowidctlpar\tx209\fs12 > \fs20 Helping People Manage Money\tab 341\par \fs12 > \fs20 Debt Free in Five Years\tab 341\par \pard\tx3724\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 5: Investments\par \pard\nowidctlpar\tx209\b0\f2\fs12 > \fs20 Investing Church Funds\tab 343\par \pard\nowidctlpar\fi-929\li198\tx198\tx929\fs12 >\tab\fs20 Avoiding Scams \tab 344\par \pard\tx198\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 6: Safeguarding Money\par \pard\nowidctlpar\tx209\b0\f2\fs12 > \fs20 When You Need a CPA\tab 347\par \fs12 > \fs20 How to Select a CPA\tab 348\par \fs12 > \fs20 Safeguards for Church Funds\tab 348\par \fs12 > \fs20 Protecting the Treasurer\tab 349\par \fs12 > \fs20 Dealing with Embezzlement\tab 350\par \fs12 > \fs20 The Challenges of a Treasurer\tab 350\par \pard\tx3724\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 7: Taxes\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Your Tax-Exempt Status\tab 353\par \fs12 > \fs20 Can They Tax Our Bookstore\super 9\tab\nosupersub 354\par \fs12 > \fs20 Pastor Taxes \tab 355\par \fs12 > \fs20 Who Does Your Taxes\super 9\tab\nosupersub 355\par \fs12 > \fs20 Pulpit Politics\tab 356\par \pard\nowidctlpar\tx187\tqdec\tx3974\fs12 > \fs20 Social Security: In or Out\tab 357\par \par \pard\nowidctlpar\b\f1\fs18 >> \fs26 PART EIGHT: LEADING OTHERS\parLVAL \pard\nowidctlpar\li379\tx204\fs18 Chapter 1: Identifying Gifts\par \pard\nowidctlpar\tx357\tqdec\tx4359\tab\b0\f2\fs12 > \fs20 Tapping Church Talent\tab 361\par \tab\fs12 > \fs20 Equipped for the Job\tab 362\par \tab\fs12 > \fs20 More Resources on Discovering Spiritual Gifts\tab 363\par \tab\fs12 > \fs20 Evaluating Your Gifts\tab 364\par \pard\tx357\tqdec\tx4359\par \pard\nowidctlpar\li379\tx204\b\f1\fs18 Chapter 2: Volunteers: Recruiting and\par Training\par \pard\nowidctlpar\tx357\tqdec\tx4359\tab\b0\f2\fs12 > \fs20 Finding Joy in Recruiting\tab 365\par \tab\fs12 > \fs20 How to Recruit\tab 366\par \tab\fs12 > \fs20 Excuses Not to Volunteer\tab 366\par \tab\fs12 > \fs20 Core Values of Volunteering\tab 366\par \tab\fs12 > \fs20 Biblical Models of Volunteers\tab 367\par \tab\fs12 > \fs20 Job Descriptions for Volunteers\tab 367\par \tab\fs12 > \fs20 How to Screen Volunteers\tab 368\par \tab\fs12 > \fs20 Preventing Volunteer Burnout\tab 369\par \tab\fs12 > \fs20 How to Train Volunteers\tab 370\par \tab\fs12 > \fs20 Steps to Volunteer Growth\tab 370\par \tab\fs12 > \fs20 Measuring Progress\tab 371\par \pard\tx357\tqdec\tx4359\par \pard\nowidctlpar\li379\tx204\b\f1\fs18 Chapter 3: Mentoring\par \pard\nowidctlpar\tx357\tqdec\tx4359\tab\b0\f2\fs12 > \fs20 The Power of Mentoring\tab 373\par \pard\nowidctlpar\fi-511\li511\tx929\fs12 > \fs20 Mentoring in Threes\tab 375\par \fs12 > \fs20 Mentoring Church Leaders\tab 376\par \pard\nowidctlpar\li209\tx209\fs12 >\tab\fs20 The Ten Commandments of Mentoring \fs8 . . . \fs20 .377\par \pard\nowidctlpar\fi-511\li511\tx929\fs12 > \fs20 Evaluating a Mentor\tab 377\par \fs12 > \fs20 What I Learned from a Mentor\tab 378\par \fs12 > \fs20 How to Affirm Others\tab 379\par \fs12 > \fs20 Are You Ready for Mentoring7\tab 380\par \pard\tx3713\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 4: Coaching\par \pard\nowidctlpar\fi-511\li511\tx929\b0\f2\fs12 > \fs20 Coaching from the Sideline\tab 381\par \fs12 > \fs20 Coaching a Little League Church\tabLVAL 383\par \fs12 > \fs20 Best Coaching Practices\tab 385\par \pard\tx3713\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 5: Making Disciples\par \pard\nowidctlpar\fi-511\li511\tx929\b0\f2\fs12 > \fs20 Making Disciples Is Hard Work\tab 387\par \fs12 > \fs20 Ways of Making Disciples\tab 388\par \fs12 > \fs20 How Discipling Revived Our Church\tab 389\par \fs12 > \fs20 Spiritual Formation and Discipleship\tab 390\par \fs12 > \fs20 How to Disciple Broken Families\tab 391\par \pard\tx3713\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 6: Measuring Growth\par \pard\nowidctlpar\fi-511\li511\tx929\b0\f2\fs12 > \fs20 Are They Growing\rquote ?\tab 393\par \fs12 > \fs20 Gauging Your Growth\tab 395\par \pard\nowidctlpar\b\f1\fs18 >> \fs26 PART NINE: THE PASTOR\rquote S LIFE\par \pard\nowidctlpar\tx204\fs18 Chapter 1: Family Life\par \pard\nowidctlpar\fi-511\li511\tx929\b0\f2\fs12 > \fs20 Building the Pastor\rquote s Marriage\tab 399\par \fs12 > \fs20 Encouraging Stronger Marriages\tab 401\par \fs12 > \fs20 Leading as a Family\tab 401\par \fs12 > \fs20 Finding My Niche as a Pastor\rquote s Wife\tab 403\par \pard\nowidctlpar\li209\tx209\fs12 >\tab\fs20 Retreat Centers for Pastors\rquote Marriages. \fs8 . . \fs20 .404\par \fs12 >\tab\fs20 How to Protect the Preacher\rquote s Kid 406\par \pard\tx209\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 2: Personal Growth\par \pard\nowidctlpar\tqdec\tx4013\b0\f2\fs12 > \fs20 Three Strengths of a Pastor\tab 409\par \fs12 > \fs20 Journaling for Focus\tab 410\par \fs12 > \fs20 Get Your Degree Online\tab 412\par \fs12 > \fs20 Web Site Addresses for Continuing\par Education\tab 412\par \fs12 > \fs20 Making Friends\tab 414\par \fs12 > \fs20 Determining the Pastor\rquote s Priorities\tab 415\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 3: Rest and Renewal\par \pard\nowidctlpar\fi-511\li511\tx929\b0\f2\fs12 > \fs20 Making Time for God\tab 417\par \fs12 > \fs20 Am I Too Tired for Ministry\rquote ?\tab 418\par \fs12 > \fs20 Staying Motivated\tab LVAL 419\par \fs12 > \fs20 How Are You, Really\rquote ?\tab 420\par \fs12 > \fs20 Benefiting from Fatigue\tab 421\par \fs12 > \fs20 Finding Joy in Christian Service\tab 422\par \fs12 > \fs20 When Ministry Stinks\tab 423\par \pard\tx3713\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 4: Finding Your Place of Ministry\par \pard\nowidctlpar\fi-511\li511\tx929\b0\f2\fs12 > \fs20 God\rquote s Calling Plan\tab 425\par \fs12 > \fs20 Helping Others Answer the Call\tab 428\par \fs12 > \fs20 Knowing When It\rquote s Time to Leave\tab 429\par \fs12 > \fs20 When Not to Leave\tab 431\par \fs12 > \fs20 When You Don\rquote t Get the Call\tab 432\par \pard\nowidctlpar\tx204\fs10 >\par \pard\nowidctlpar\tx187\tqdec\tx3974\fs18\par \pard\nowidctlpar\fi-368\li192\tx187\tx368\fs20 How to Say a Graceful Good-bye \fs8 . \fs20 433\par \pard\nowidctlpar\tqdec\tx4002\fs12 > \fs20 A Letter to My Successor\tab 434\par \fs12 > \fs20 How to Prepare for Retirement\tab 435\par \pard\tqdec\tx4002\par \pard\nowidctlpar\b\f1\fs18 Chapter 5: Money Matters\par \pard\nowidctlpar\tqdec\tx4002\b0\f2\fs12 > \fs20 Negotiating a Better Salary\tab 437\par \fs12 > \fs20 When Your Church Can\rquote t Pay You\tab 438\par \fs12 > \fs20 Taxing the Pastor\rquote s Salary \tab 439\par \fs12 > \fs20 A Parsonage or Your Own Home\super 9 \tab\fs32 440\nosupersub\fs20\par \fs12 > \fs20 Designing Your Retirement \tab 441\par \fs12 > \fs20 Is Social Security a Good Investment\rquote ? 441\par \pard\nowidctlpar\tx204\b\f1\fs18 >> \fs26 PART TEN: PREACHING\par \pard\nowidctlpar\fs18 Chapter 1: The Call to Preach\par \pard\nowidctlpar\tqdec\tx4002\b0\f2\fs12 > \fs20 The Three Roles of Preaching\tab 445\par \fs12 > \fs20 What Gives Preaching Its Power\tab 447\par \fs12 > \fs20 Speaking God\rquote s Words\tab 448\par \fs12 > \fs20 Is Your Preaching Soul Deep\rquote ?\tab 449\par \pard\tqdec\tx4002\par \pard\nowidctlpar\b\f1\fs18 Chapter 2: The Pastor in Preaching\par \pard\nowidctlpar\tqdec\tx4002\b0\f2\fs12 > \LVAL!fs20 Being Real in Preaching\tab 451\par Preparing Sermons in the Spirit\tab 452\par \fs12 > \fs20 Why It\rquote s Hard to Write Sermons\tab 454\par Preaching to Broken People\tab 454\par \fs12 > \fs20 Leadership in Preaching\tab 455\par Watching People When You Preach\tab 456\par \fs12 > \fs20 More about Preaching\tab 456\par \pard\tqdec\tx4002\par \pard\nowidctlpar\b\f1\fs18 Chapter 3: Consider the Audience\par \pard\nowidctlpar\tqdec\tx4002 \b0\f2\fs20 Addressing Life Questions\tab 459\par \fs12 > \fs20 How to Connect with Feelings\tab 460\par Building Rapport with Listeners\tab 461\par \fs12 > \fs20 Conversations That Inform Preaching\tab 463\par Preaching through Distractions\tab 464\par \fs12 > \fs20 How to Address Controversial Issues\tab 466\par \pard\nowidctlpar\fi-209\li379\tx192\fs12 >\tab\fs20 How to Preach in the Pain of Controversy \fs8 . \fs20 .467\par \pard\nowidctlpar\tqdec\tx4002\fs12 > \fs20 Preaching on Sex\tab 470\par \fs12 > \fs20 How to Preach Sensibly about Money\tab 471\par \pard\tqdec\tx4002\par \pard\nowidctlpar\b\f1\fs18 Chapter 4: Applying the Word\par \pard\nowidctlpar\fi-209\li379\tx192\b0\f2\fs12 >\tab\fs20 Seeing Jesus in Context 473\par \pard\nowidctlpar\fi-368\li192\tx187\tx368 Preaching That Changes Lives \tab 474\par \pard\nowidctlpar\fi-209\li379\tx192\fs12 >\tab\fs20 Killer Applications \tab 475\par \fs12 >\tab\fs20 Multiplying Sermon Applications \tab 476\par \fs12 >\tab\fs20 Reaching Deeper Needs \tab 476\par \fs12 >\tab\fs20 How to Keep Your Listeners\rquote Attention\tab 477\par \pard\tx192\tx379\par \pard\nowidctlpar\b\f1\fs18 Chapter 5: Planning Ahead\par \pard\nowidctlpar\fi-209\li379\tx192\b0\f2\fs12 >\tab\fs20 How to Schedule Sermons \tab 479\par \fs12 >\tab\fs20 Saying More with Less \tab\tab 480\par \fs12 >\tab\fs20 Redefining Unclear Words \tab 481\par \fs12 >\tab\fs20 Borrowing Sermon Material \tab 482\par \fs12 >\tab\fs20 How to Tell Stories in Your LVAL"Preaching\tab 483\par \pard\tx192\tx379\par \pard\nowidctlpar\b\f1\fs18 Chapter 6: Style and Delivery\par \pard\nowidctlpar\fi-209\li379\tx192\b0\f2\fs12 >\tab\fs20 Preaching at Street Level 485\par \fs12 >\tab\fs20 Preaching with Boldness \tab 486\par \fs12 >\tab\fs20 Preaching with or without Notes \tab 486\par \fs12 >\tab\fs20 Should You Shock Them into Listening?\tab 488 \fs8 . . .\par \fs12 >\tab\fs20 How to Connect Using Humor \tab 489\par \pard\tx192\tx379\par \pard\nowidctlpar\b\f1\fs18 Chapter 7: Using Sermon Illustrations\par \pard\nowidctlpar\fi-209\li379\tx192\b0\f2\fs12 >\tab\fs20 Adapting Illustrations \tab 493\par \fs12 >\tab\fs20 Footnotes from the Pulpit \tab 495\par \fs12 >\tab\fs20 How to Use Your Experiences as Illustrations 495 \par \fs12 >\tab\fs20 What\rquote s in the Brown Paper Sack\rquote ? \fs16\tab\fs24 496\fs16\par \pard\tx192\tx379\par \pard\nowidctlpar\b\f1\fs18 Chapter 8: Using Technology\par \pard\nowidctlpar\fi-209\li379\tx192\b0\f2\fs12 >\tab\fs20 How Technology Helps Preaching 499\par \fs12 >\tab\fs20 Online Sermon Helps \tab 500\par \fs12 >\tab\fs20 How to Improve PowerPoint Preaching \fs8 . . .\fs24 501\par \par \pard\nowidctlpar\tx204\b\f1\fs18 >> \fs26 PART ELEVEN: GROUPS FOR GROWTH\par \pard\nowidctlpar\fi-209\li379\tx192\b0\f2\fs24\par \par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1\fs18 Chapter 1: Planning Programs\par \pard\nowidctlpar\tqdec\tx4019 How\b0\f2 \fs20 to \fs18 Start a Ministry\tab 505\par \fs12 > \fs18 Making the Most of What You Have\tab 506\par \fs12 > \fs18 Remembering People in Program\par Planning\tab 506\par \fs12 > \fs18 Clarifying What Is Important\tab 507\par \pard\tqdec\tx4019\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 Chapter \b0\f2 2: \b\f1 Children\rquote s Programs\par \pard\nowidctlpar\li374\b0\f2\fs12 >\tab\fs18 Making Ministry Count for Kids \tab 509\par \fs12 >\tab\fs18 Parent SatisfLVAL#action with Programs 511\par \fs12 >\tab\fs18 Is a New Curriculum Needed? \tab 512\par \fs12 >\tab\fs18 Does Sunday School Need a Makeover? 513.\par \fs12 >\tab\fs18 Safeguarding the Children \tab 514\par \fs12 >\tab\fs18 Overcoming Objections to Safety Policy. 514\par \fs12 >\tab\fs18 Warning Signs of Abuse \tab 516\par \fs12 >\tab\fs18 How to Know Your Workers \tab 516\par \fs12 >\tab\fs18 Child Safety Resources \tab 517\par \pard\tx204\tx374\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 Chapter 3: Youth Programs\par \pard\nowidctlpar\li374\b0\f2\fs12 >\tab\fs18 Keeping Current with Youth \tab 519\par \pard\nowidctlpar\tqdec\tx4019\fs12 > \fs18 How to Keep a Youth Minister\tab 521\par \fs12 > \fs18 The Benefits of Longevity\tab 523\par \fs12 > \fs18 Working with Teens in a Small Church\tab 524\par \pard\nowidctlpar\li374\fs12 >\tab\fs18 How to Grow through Youth Fund-Raising \fs8 . \fs18 .524\par \pard\tx204\tx374\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 Chapter 4: Prayer Groups\par \pard\nowidctlpar\tqdec\tx4019\b0\f2\fs12 > \fs18 Start with Personal Prayer\tab 527\par \fs12 > \fs18 Why We Hesitate to Pray\tab 528\par \fs12 > \fs18 Making Prayer Our Central Work\tab 528\par \fs12 > \fs18 A Day in Prayer\tab 529\par \fs12 > \fs18 Power Praying with Pastors\tab 529\par \fs12 > \fs18 How to Pray as a Church\tab 530\par \fs12 > \fs18 Firing Up a Slow Prayer Life\tab 531\par \fs12 > \fs18 Praying Your Church to Life\tab 531\par Respecting Privacy in Public Prayer\tab 532\par \fs12 > \fs18 Planning Prayer in Worship\tab 533\par \fs12 > \fs18 Gathering Kids to Pray\tab 533\par \fs12 > \fs18 Guidelines for Group Prayer\tab 534\par \fs12 > \fs18 Prayer Snares\tab 535\par \pard\tqdec\tx4019\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 Chapter 5: Small Groups\par \pard\nowidctlpar\tqdec\tx4019\b0\f2\fs12 > \fs18 Why Have Small Groups?\tab 537\par \fs12 > \fs18 The Vision behind Small Groups\tab 537\par \LVAL$fs12 > \fs18 Will Small Groups Grow Your Church?\tab 539\par \fs12 > \fs18 Finding Small-Group Leaders\tab 539\par \fs12 > \fs18 Gearing Up for Small Groups\tab 540\par \fs12 > \fs18 How to Get Men into Small Groups\tab 541\par \fs12 > \fs18 Meeting by E-Mail\tab 541\par \fs12 > \fs18 Getting Close in a Small Group\tab 542\par \pard\nowidctlpar\li742\b\f1 Chapter 6: Singles\par \pard\nowidctlpar\tx181\tqdec\tx4745\tab\b0\f2 Understanding Singles\tab 543\par \pard\nowidctlpar\tqdec\tx4745\tqr\tx7307\fs12 > \fs18 How to Attract Singles\tab 544\par \pard\nowidctlpar\tqdec\tx4745\fs12 > \fs18 Coping with Divorce\tab 546\par \pard\nowidctlpar\fs12 >\tab\fs18 How to Integrate Singles into Families \fs8 . . . \fs18 .546\par \f1\fs12 >\tab\fs24 More Resources on Intergenerational Programs\tab 547\f2\fs18\par \pard\tx351\tqdec\tx4745\par \par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 Chapter 7: Special-Interest Groups\par \pard\nowidctlpar\tqdec\tx4745\tqr\tx7307\b0\f2\fs12 > \fs18 How to Start a Book Club\tab 549\par \fs12 > \fs18 Befriending People with AIDS\tab 550\par \fs12 > \fs18 Growing Manly Men\tab 551\tab\b\f1\fs26\par \pard\nowidctlpar\tx204\fs18 >> \fs26 PART TWELVE: PASTORAL TOOLS\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\fs18 Chapter 1: Counseling\par \pard\nowidctlpar\li374\b0\f2\fs12 >\tab\fs18 How to Offer Counseling Services \tab 555\par \fs12 >\tab\fs18 Nurturing People\rquote s Souls \tab\tab 556\par \fs12 >\tab\fs18 Dangerous People to Counsel \tab\tab 558\par \fs12 >\tab\fs18 How to Confront Couples Who Are Living Together 560 \par \fs12 >\tab\fs18 Caution for Counseling \tab\tab 561\par \fs12 >\tab\fs18 Surviving a Couple\rquote s Breakup \tab\tab 562\par \fs12 >\tab\fs18 Counseling Unwed Mothers \tab\tab 562\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 Chapter 2: Special Visits\par \pard\nowidctlpar\li374\b0\f2\fs12 >\tab\fs18 How to Make a Pastoral Hospital Visit \fs8 . . . \fs18 .565\pLVAL%ar \pard\nowidctlpar\tqdec\tx4019\fs12 > \fs18 Why I Love Hospital Visitation\tab 566\par \fs12 > \fs18 How to Visit People with Dementia\tab 567\par \fs12 > \fs18 Comforting the Hurting\tab 569\par \fs12 > \fs18 Helping the Grief-Stuck\tab 569\par \fs12 > \fs18 Helping People Who Are Dying\tab 571\par \fs12 > \fs18 Favorite Scriptures\tab 572\par \par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 >> \fs26 PART THIRTEEN: COMMUNITY OUTREACH\par \pard\nowidctlpar\fi-209\li1231\tx209\fs18 Chapter 1: Becoming Outwardly Focused\par \pard\nowidctlpar\tqdec\tx4036 \b0\f2\fs20 Adopting Jesus\rquote Immigrant Attitude\tab 577\par \fs12 > \fs20 Being an Attractive Christian\tab 578\par \fs12 > \fs20 Ushers on the Front Line\tab 579\par \fs12 > \fs20 Finding Spiritual Momentum\tab 579\par \fs12 > \fs20 How to Exude Warmth\tab 580\par \fs12 > \fs20 Reaching the Next Generation\tab 581\par \fs12 > \fs20 First-Time Impressions\tab 582\par \fs12 > \fs20 Opening Up the Group\tab 583\par Opening Greetings\tab 584\par \fs12 > \fs20 Rating Your Church\tab 584\par \pard\tqdec\tx4036\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 2: Assessing Your Community\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Understanding the Outside World\tab 585\par \fs12 > \fs20 Bringing Church to the Street\tab 586\par \fs12 > \fs20 Who Is Your Target\super 2\tab\nosupersub 586\par Connecting with Renters\tab 587\par \fs12 > \fs20 Tapping Census Stats\tab 587\par \fs12 > \fs20 How to Be a Good Neighbor\tab 588\par Refugees on Your Doorstep\tab 588\par \fs12 > \fs20 Profiling a Community\tab 589\par \fs12 > \fs20 Good News for Happy Unbelievers\tab 589\par \fs12 > \fs20 Apartment Church\tab 590\par \pard\tqdec\tx4036\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 3 Meeting Community Needs\par \pard\nowidctlpar\tx175\tqdec\tx4195\tab\b0\f2\fs12 > \fs20 Helping people\tab\fs18 593\par \tab\fs12 > \fs20 Firing Up for a Shelter\tab 595\par \tab\fs12 > \fs20 How to SpLVAL&read the Desire to Serve\tab 596\par \pard\nowidctlpar\tqdec\tx4036\fs12 > \fs20 AIDS Outreach in New York City\tab 596\par \fs12 > \fs20 Lighthouse to the Community\tab 597\par \pard\tqdec\tx4036\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 4: Finding Lost People\par \pard\nowidctlpar\tx175\tqdec\tx4036\b0\f2\fs12 >\tab\fs20 Valuing People Who Are Lost\tab\fs18 599\par \fs12 >\tab\fs20 Reaching Kids\tab 600\par \fs12 >\tab\fs20 Confronting Myths\tab 600\par \fs12 >\tab\fs20 When Outreach Loses Its Sizzle\tab 601\par \fs12 >\tab\fs20 Sharing Faith with Post-Christians\tab\i\fs18 602\par \pard\nowidctlpar\li243\i0\fs12 >\fs20 Understanding What Postmoderns Value. \fs8 . \fs18 .603\par \pard\nowidctlpar\tqdec\tx4036\fs12 > \fs20 Seeing the Invisible Caring Hands\tab\fs18 604\par \fs12 > \fs20 Reaching Post-Christians\tab 605\par \pard\nowidctlpar\li243\fs12 >\fs20 What Churches Do for Their Neighbors. \fs8 . . \fs18 .605\par \pard\tx243\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 5: Assimilating Newcomers\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Getting People Involved\tab\fs18 607\par \fs12 > \fs20 Connecting People\tab\fs18 608\par \pard\nowidctlpar\li243\f1\fs12 >\tab\fs24 How to Coach Wounded People Back into Service\tab 609\f2\fs20\par \fs12 >\tab\fs20 The Importance of Joining a Church 609\par \pard\nowidctlpar\tx283\tqdec\tx4110\b\f1\fs18 Chapter 6: Missions\par \b0\f2\fs12 >\tab\fs20 Setting the Vision for Missions\tab 611\par \fs12 >\tab\fs20 Leading with Short-Term Missions\tab 613\par \fs12 >\tab\fs20 Prepared Pilgrims\tab\fs18 614\par \fs12 > \fs20 Should you take the kids on a mission trip? \super\tab\nosupersub\fs18 615\fs20\par \pard\nowidctlpar\tx175\tqdec\tx4195\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1\fs18 >> \fs26 PART FOURTEEN: WORSHIP\par \pard\nowidctlpar\tx175\tqdec\tx4195\b0\f2\fs20\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 1:\par The Heart of the Worship Leader\par \pard\nowidLVAL'ctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Leading the Worship of God\tab 619\par \fs12 > \fs20 Learning, the art of worship\tab 621\par \fs12 > \fs20 Essentials of worship\tab 621\par \fs12 > \fs20 Finding the Grace Gates\tab 622\par \fs12 > \fs20 John Wesley\rquote s Singing Rules\tab 624\par \pard\tqdec\tx4036\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 2: Laying the Groundwork\par \pard\nowidctlpar\tx175\tqdec\tx4195\tab\b0\f2\fs12 > \fs20 Working with the Worship Staff\tab 625\par \tab\fs12 > \fs20 When Worship Styles Clash\tab 626\par \tab\fs12 > \fs20 Interactive Worship for Postmoderns\tab 627\par \tab\fs12 > \fs20 Making Worship Guest Friendly\tab 628\par \pard\tx283\tqdec\tx4110\fs18\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 3: Worship Planning\par \pard\nowidctlpar\tqdec\tx4195\b0\f2\fs12 > \fs20 Bringing Creativity to Worship\tab 631\par \fs12 > \fs20 Keeping Worship Fresh\tab 632\par \fs12 >\fs20 Web sites for worship Leaders \tab 633\par \fs12 > \fs20 Five Phases of Worship\tab 634.\par \pard\nowidctlpar\tx204\fs12 > \fs20 Unscripted Worship\tab 636\par \pard\nowidctlpar\tx204\tx544\fs12 >\tab\fs20 How to Use the Visual Arts in Worship \fs8 . . . . \fs18 637\par \pard\tx544\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 4: Worship Leaders and Teams\par \pard\nowidctlpar\tx566\tqdec\tx4376\b0\f2\fs12 >\tab\fs20 Essentials in a Worship Leader\tab 639\par \fs12 >\tab\fs20 Strengthening Worship Teams\tab 640\par \fs12 >\tab\fs20 How to Build a Choir\tab 640\par \pard\nowidctlpar\tqdec\tx4019\fs12 >\tab\fs20 How to Build a Drama Ministry\fs18\par \pard\nowidctlpar\tx187\tqdec\tx3974\par \pard\nowidctlpar\b\f1\fs20 Chapter 5: Technology\par \pard\nowidctlpar\tqdec\tx4053\b0\f2\fs12 > \fs20 How to Launch a Media Ministry\tab 645\par \fs12 > \fs20 How to Build a Multimedia Team\tab 646\par Worship Software\tab 647\par \fs12 > \fs20 How to Produce Great Church Videos\tab 648\par \pard\nowidctlpar\li226\tx204\fs12 >\tab\fs20 HoLVAL(w to Use Movie Clips in Your Sermon. \fs8 . \fs20 .649\par \pard\nowidctlpar\tqdec\tx4053\fs12 > \fs20 More on Using Movie Clips\tab 649\par Copyright Law on Music and Movies\tab 650\par \pard\tqdec\tx4053\par \pard\nowidctlpar\b\f1 Chapter 6: Special Services\par \pard\nowidctlpar\tx209\b0\f2\fs12 > \fs20 Using Service Manuals\tab 653\par \pard\nowidctlpar\li226\tx204\fs12 >\tab\fs20 Special Services of the Christian Year \fs8 . . . \fs20 .654\par \fs12 >\tab\fs20 How to Bring Variety to the Lord\rquote s Table \fs8 . . \fs20 .654\par \pard\nowidctlpar\tqdec\tx4053 Making Weddings Better\tab 655\par \fs12 > \fs20 Mark These Passages\tab 656\par Celebrating Life\rquote s Transitions\tab 657\par \fs12 > \fs20 More on Special Services\tab 657\par Permissions\tab 659\par Contributing Writers\tab 661\par \fs12 > \fs20 Topical Index\tab 669\par \pard\nowidctlpar\tx187\tqdec\tx3974\fs18\par \par \fs28 FORWARD\par \par BUILDING A CHURCH THAT LASTS\par \par \pard\nowidctlpar\f0 THE IMAGES ON TELEVISION had foretold what I would find when I arrived in hurricane-ravaged New Orleans, but in my heart I refused to believe it. Floodwaters had drowned much of the city I had called home for a decade, but what had happened to the church where I had served my first pastorate?\par In my imagination, the people who had made our community so lively were still there, engaging in all the wanton activities that made ministering the gospel to them so challenging. But on my first visit, months after the flood, I found the news reports were true. New Orleans was a ghost town. A few residents had returned, but in our old neighborhood, most houses were shells with gaping black holes where doors and windows had been. There was no traffic. No thumping bass stereos. No guys playing basketball in the street. Just silence.\par Stopping on our familiar block, I was heartened to see most of my former church\rquote s buildings still standing. A friend had sent me photographs of the devastation inside\emdash pLVAL)ews and furniture ripped from their moorings, upended and crumbling\emdash but the brick walls now before me seemed solid despite weeks of steeping in sour water. A side door was open, so I climbed the metal stairs to the balcony of the old sanctuary. I hoped to catch\par hints of the work we had done there over most of a decade restoring the facilities and leaving an exuberant congregation in place to minister to our increasingly urban community.\par Instead, there was nothing.\par A contractor had demolished the choir loft and shoveled out the debris. The muck had been scraped from the floor and walls. But there were no pews, no pulpit. The room was hollow. With so few people returning to the city, it appeared unlikely that the church would reopen. From the balcony, I wondered what difference our ministry a decade earlier had made. Of our worship and work and preaching and pastoring, what had survived? Even more, \cf1\b in ministry, what lasts?\par \cf0\b0\ldblquote If it seems sometimes that you\rquote re pastoring a parade, you are!\rdblquote I recalled that wry observation from my seminary president. His summation of the transient nature of congregations was helpful to me as a young pastor serving a church in a rapidly changing community. Now I recalled his advice about making the most of the time we pastors have with people and not fretting so much when they\rquote re gone. \cf1\b\ldblquote To everything there is a season,\rdblquote\cf0\b0 the president said, \cf1\b\ldblquote including your time with a congregation. Make the most of it.\rdblquote\par \cf0\b0 He also said, \ldblquote\cf1\b A call to preach is a call to prepare.\rdblquote\cf0\b0 So many of my classmates talked about skipping seminary and going directly to the mission field or a church. Our president cautioned us to dig deep into our studies, for people would need from us a ministry built on solid foundations. \ldblquote Don\rquote t skimp on your preparation,\rdblquote we were rightly warned. \ldblquote You need the wisdoLVAL*m of those who have gone before you.\rdblquote\par The advice of smart colleagues and forebears had served me well in my first pastorate. Apparently, good counsel lasts. But what else?\par After the flood, I was deeply saddened by the possibility that my former congregation would not survive. I poured out that complaint to God. Then, in the space of a few weeks, I received unprompted e-mails and phone calls from people who had been members of the church when I was pastor there. They told stories of great times we\rquote d had together and how they are now serving Christ in distant places. I was cheered as they spoke, and I realized afresh that \cf1\b it\rquote s what we do with people that lasts. [not the structures nor the government]\par \pard\nowidctlpar\tx204\cf0\b0\i The Church Leader\rquote s Answer Book \i0 is about doing what lasts. It is an important aid to us who minister in a complex world. \cf1\b The choices we make on a daily basis may affect generations to come.\cf0\b0 \cf2 We may not consider some aspects of church leadership in such grand and far-reaching terms, but it\rquote s true that decisions about facilities and budgets, governance and ministry teams, community outreach and spiritual formation affect our people for years. Some of the decisions we make, such as those on carpet and sound systems, seem temporary. Others, such as adjusting our worship and evangelism styles to match the demographic shifts in our neighborhood, seem more permanent. But in truth, all those choices have lasting value when they help people grow in the likeness of Christ.\par \pard\nowidctlpar\cf0 Frankly, I could have used a guide like \i The Church Leader\rquote s Answer Book \i0 during my first pastorate. And I welcome it to my work and to my bookshelf today. To have so much wisdom distilled in a single volume is invaluable.\par With a fresh perspective on ministry that lasts, I appreciate the insight of experienced leaders whose legacy is not about the facilities they built, but whose influence li LVAL ves on in people whose lives were changed while they met in those facilities, people who still remember a few life-altering sermons, and who carry on in ministry in the places where God has taken them.\par Exploring the transience of life, the psalmist pleads with the Lord to \cf3\ldblquote establish the work of our hands\rdblquote\cf0 (Psalm 90:17). Another translation renders the verse \cf3\ldblquote give permanence to our work.\rdblquote\cf0 That\rquote s our prayer for you\emdash that God will enable you to do ministry that lasts.\par \pard\nowidctlpar\tx209\par ERIC REED\par \pard\nowidctlpar\fi-511\li511\tx929\i Managing Editor, \i0 Leadership\par \pard\nowidctlpar\i Carol Stream, Illinois\par \pard\nowidctlpar\tx187\tqdec\tx3974\i0\f2\par \pard\cf4\f3\fs29\par } ,m>S$ h 9 } N  c 4  x I  ^ / sD,CL 647-657Fd^5&+CL 632-647jhM^5&*CL 619-6321^5&)CL 605-615^5&(CL 593-605 ^5&'CL 577-590"^5&&CL 555-572#u^5&%CL 540-551lu^5&$CL 527-540u^5&#CL 519-524u^5&"CL 505-519mnu^5&!CL 486-501ƙTu^5& CL 473-486֔:u^5&CL 461-471\b#u^5&CL 445-461u^5&CL 428-441`ou^5&CL 414-428u^5&CL 399-4146u^5&CL 378-395/u^5&CL 361-378Lru^5&CL 343-357HI]u^5&CL 333-341Lu^5&CL 321-333v.8u^5&CL 301-3172l!u^5&CL 275-2950u^5&CL 253-275D7u^5&CL 225-248,u^5&CL 211-223pu^5&CL 197-208u^5&CL 183-197&{lu^5&CL 159-177@Gu^5& CL 146-156 e0u^5& CL 135-146(&u^5& CL 123-131 u^5& CL 109-122R$u^5& CL 091-106u^5&CL 078-086@u^5&CL 067-078u^5&CL 055-065xu^5&CL 047-055u^5&CL 031-044gu^5&CL 017-029,Lu^5&CL 003-014F,u^5&CHURCH LEADERؓu^5, LVALu^5-{\rtf1\ansi\ansicpg1252\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fswiss\fprq2\fcharset0 Arial;}{\f3\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 003-014\par \par CHAPTER 1\par CHURCH MANAGEMENT\par \par \pard\tx720\tx901\i\par \i0 IN THIS CHAPTER\par The Pastor\rquote s Call to Administer / 003\par Overcoming Overload \b / \b0 004\par Time-Management Strategies \b / \b0 005\par How to Tame the To-Do List \b / \b0 007\par Tools for Personal Organization \b / \b0 008\par Filing for Quick Retrieval \b / \b0 009\par Tips for Maintaining Files \b / \b0 010\par Reading Essentials for the Unorganized \b / \b0 011\par \pard\nowidctlpar\tx249\tx4393\tx4569 How to Know When It s Time to Delegate \b / \b0 011\par \pard\tx720\tx901 Do You Need a Church Administrator? \b / \b0 012\par Distributing the Load \b / \b0 013\par The Ministry of Interruptions \b / \b0 014\par \par \pard\nowidctlpar\tx204\b THE PASTOR\rquote S CALL TO ADMINISTER\par \pard\nowidctlpar\tx720\tx901\b0\i Robert H. Welch, dean of the School of Educa\-tional Ministries and professor of Church Administration at Southwestern Baptist Theological Seminary in Fort Worth, Texas\par \pard\tx720\tx901\i0\par \pard\nowidctlpar\tx204 Lord, we\rquote ve got a problem. I thought you called me into ministry to reach the hurting and to care for the spiritual and physical needs of the people you would lead my way. You never mentioned budgets, committees, carpets, or banquets. \cf1\b I spend more time making decisions about who gets the van, who should repair the boiler, and where we should buy Sunday-school literature than I do preparing my sermon.\rdblquote\par \pard\nowidctlpar\tx941\cf0\b0\par If you have ever shared these sentiments, you may find it helpful to take a fresh look at the role of administration in your ministry. \cf1\b The few times the word \i adLVAL.ministration \i0 appears in the New Testament\-,\i \i0 it is translated from a Greek word that means helmsman.\rdblquote\cf0\b0 The helmsman was indispensable to a ship, for without his direction, the vessel was virtually helpless. The ship could have great ballast, a keel for stability, and a strong sail for power, but without the helmsman\rquote s hand on the tiller, the boat would be tossed about by wind and wave.\par \pard\nowidctlpar\tx266\tx714\par \cf1\b Within the word \i administration \i0 is the word \i minister.\cf0\b0 \i0 We know who ministers are, whether \i we \i0 call them pastors, priests, elders, or clergy, but what ministers do is another matter. A minister\rquote s role is less clearly defined than we might wish, and this can frustrate or anger pastors. Anger can lead to low morale and job dissatisfaction, which in turn may result in burnout or forced termination.\par \pard\nowidctlpar\fi351\qj\tx351\par \pard\nowidctlpar\fi351\qj The roles of a pastor can be divided into two groups: traditional and contemporary.\par \pard\qj\tx351\par \pard\nowidctlpar\fi181\li204\tx720\tx901\b\i 1.\tab Traditional roles\par \pard\nowidctlpar\li351\tx249\tx4393\tx4569\b0\i0 Preparing and delivering sermons \par Leading worship\par \pard\nowidctlpar\tx249\tx4393\tx4569 Administering sacraments\par \pard\nowidctlpar\li351\tx249\tx4393\tx4569 Officiating in church rites (weddings, funerals, etc.)\par Visiting the sick, counseling, and caring for the hurting\par Biblical teaching and new-convert training\par \pard\qj\tx351\par \pard\nowidctlpar\fi181\li204\tx720\tx901\b\i 2.\tab Contemporary roles\par \pard\nowidctlpar\li351\tx249\tx4393\tx4569\b0\i0 Managing and overseeing a church or parish\par Strategizing, planning, and leading church programs and activities\par Developing a budget and managing finances. Overseeing maintenance of the church facility\par Networking with outside church organizations\par Recruiting, motivating, and training staff and church leaders\par \pard\qj\LVAL/tx351\par \pard\nowidctlpar\qj\tx204 Ask ministers to name factors that contribute the most toward an effective church, and they will typ\-ically respond with items from the first list. Less often they will mention administrative and organi\-zational responsibilities. Yet when asked to name the roles that take up most of their time, pastors usually mention administration and organization. Most ministers estimate that 50 to 60 percent of their week is taken up in administrative matters.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b What Others Expect\par \b0 In addition to their personal expectations for their roles in ministry, pastors encounter the expecta\-tions of other clergy (denominational officers, for instance) and of people in their congregations.\par \pard\nowidctlpar\fi351\qj\tx351 Unrealistic and unclear expectations from oth\-ers are the greatest sources of role conflict for most pastors. That is why I tell students or colleagues about to take a ministry position to \cf1\b make sure that a clearly understood job description is in place. \cf0\b0 Such a job description should identify the ministry tasks to be accomplished, including the administrative chores that go with the job. It should also clarify the top priorities of the position, define who will help a leader make decisions, and explain what will happen if the job proves to be too complex.\par The expectations of church members are of\-ten the greatest challenges for a pastor. Conflict is almost certain when any of the following circum\-stances apply:\par \pard\qj\tx351\par \pard\nowidctlpar\fi227\li187\tx941 A pastor\rquote s tasks are not clearly stated, though parishioners have expectations\par Pastors and/or parishioners fail to accept the pastor as an executive leader\par A pastor must focus energy on pleasing a cen\-tralized, denominational hierarchy at the ex\-pense of meeting congregational expectations\par \pard\qj\tx187\par \pard\nowidctlpar\qj\tx204\b What It Takes to Survive\par \b0 Several years ago, LVAL0\i Christianity Today \i0 discussed the sudden rise in forced terminations of pastors in a major denomination. The article attributed many of these cases to burnout or to conflicts between ministers and their congregations about adminis\-trative expectations. The article noted that the bet\-ter a minister\rquote s administrative and organizational skills, the less likely it was that he or she would be terminated. Ministerial survival depends upon the ability to develop leaders, build support, and achieve a consensus of church \cf1\b goals,\cf0\b0 norms, and values. All of these are administrative functions.\par \pard\nowidctlpar\fi351\qj\tx351 In this chapter, you will find many helpful ideas for making the administration of your ministry more effective and enjoyable.\par \pard\qj\tx351\par \par \pard\nowidctlpar\qj\tx204\b OVERCOMING OVERLOAD\par \pard\nowidctlpar\tx5459\b0\i by Dale Burke, pastor of First Evangelical Free Church of Fullerton, California\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 Every leader must learn the art of juggling. By grouping all my activities into four major catego\-ries and setting aside time for each one, I keep my work balanced with my family time and my spiritual life. Fewer things get dropped.\par \pard\nowidctlpar\li249\tx249\tx4393\tx4569 My four R\rquote s for overcoming overload are \i rest, results time, response time, \i0 and \i refocus time.\par \pard\nowidctlpar\fi181\li249\tx720\tx901\i0 When a juggler gets into a rhythm, he stays for a while, concentrating on his routine. He never thinks of taking a phone call or checking \-his e-mail while flipping knives. Similarly, I focus on one objective at a time, allowing enough time to do it well. I plan my week in large chunks of time\emdash full-day or half-day units\emdash each devoted to one of the four R\rquote s. When I try to do more than one \i R \i0 in a block of time, I get frustrated. My stress level goes up, and my productivity goes down.\par \pard\nowidctlpar\qj\tx204\tx249 So when LVAL1I rest, I truly rest. When I\rquote m in results time\i \i0 I don\rquote t let distractions intrude. When I\rquote m in response time, I give myself away as a humble servant. And when I refocus, I take time to listen to God, reflect, and rethink plans for the future.\par The key is to separate the four categories, then keep them separate.\par \pard\qj\tx249\par \pard\nowidctlpar\qj\tx204\b Rest Time\par \pard\nowidctlpar\tx941\b0 In rest time, I focus on my health, especially in my spiritual life, marriage, and family. God built into creation a universal need for rest, and he commands us to set aside one day a week for it. \ldblquote Remember the Sabbath day by keeping it holy. Six days you shall labor and do all your work, but the seventh day is a Sabbath to the Lord your God. On it you shall not do any work\rdblquote (Exodus 20:8-10). God designed all creation around the principle of\par \pard\nowidctlpar\fi351\qj\tx351 Sabbath rest. We are healthier and more productive\- when we don\rquote t work 24-7.\par \pard\nowidctlpar\tx720\tx901 During rest time, I do absolutely nothing re\-lated to the job. No phone calls, no e-mail, no job-related reading, no quick stops at the church \ldblquote just to check on one thing.\rdblquote\par The congregations I have served have ranged in size from a twenty-eight-member church plant to my current church of more than five thousand. In each setting, one of my best disciplines was tak\-ing Mondays as a Sabbath rest for my wife and me. That has kept me sane and happy under the pressures of ministry. I dedicate one day a week to refreshing my soul and my marriage, and I\rquote ve never regretted the investment.\par \pard\qj\tx255\par \pard\nowidctlpar\fi4144\li249\tx249\tx4393\tx4569\b Results Time\par \pard\nowidctlpar\fi351\qj\tx351\b0 Results time is dedicated to doing \ldblquote main things.\rdblquote Priorities may change as a church grows, job de\-scriptions change, or God begins new things, but whatever the main things are at a given time, they arLVAL2e defined by three characteristics:\par \pard\qj\tx204\par \pard\nowidctlpar\b\i 1.\tab They are mission critical. \b0\i0 A main task is essential to the health and growth of the ministry. It must be done well if the mission is to move forward.\par \i 2.\tab\b They have top priority. \b0\i0 Though a church\rquote s focus will change over time, its leaders must prayer\-fully set priorities and have them approved.\par \b\i 3.\tab They grow out of unique abilities. \b0\i0 Over time, I have reduced the scope of my responsibilities to reflect my unique abilities. \cf1\b Where God-given gifts, passions, and experiences converge, a leader finds his or her unique ability zone.\par \pard\qj\tx204\cf0\b0\par \pard\nowidctlpar\fi351\qj\tx351\cf1\b When we structure our schedule around main things and give them our best effort, we produce our best work.\cf0\b0 Apart from an occasional crisis, we have no excuse for pushing main things into our least-productive times. For me, sermon prepara\-tion is a main thing, so I take most of Wednesday, Thursday morning, and Friday morning for prayer, study, and preparation time. Sermon preparation is blocked out on my schedule every week for now and forevermore, amen.\par \pard\nowidctlpar\tx720\tx901 Dedicating large chunks of time to this main thing allows me to be more productive during other times of the week. I don\rquote t stress out about my sermon on Tuesday when I\rquote m busy with meetings and administrative details because I know that Wednesday is coming.\par \pard\tx1496\par \pard\nowidctlpar\fi227\li714\tx204\tx941\b Response Time\par \pard\nowidctlpar\fi351\qj\tx351\b0 Response time is for cleanup and follow-up. These things are important, but not critical to the church\rquote s mission. As a servant leader, I realize that the people I serve have their own agendas and their own needs. I want to be responsive to them, but I must also protect my rest and results times.\par \pard\nowidctlpar\tx720\tx901 In ministry, unexpected things happen. We may beLVAL3 tempted to pick up little bits of debris here and there, but if we sweep everything together into larger piles and deal with them in good-size blocks of response time, we\rquote ll knock out the work more efficiently. I set aside three afternoons per week for responding to e-mail, voice mail, staff issues, counseling, and other work that flows from the well of ministry.\par \cf1\b Serving the needs of others is important. Meet\-ing those needs, however, is not a leader\rquote s main thing.\cf0\b0 [\cf1\b that\rquote s why we delegate\cf0\b0 ] It is important that we not allow the needs of others to control our times of rest, results, and refocusing. If we first set aside blocks of uninter\-rupted time for rest and results, we can respond joyfully to other people\rquote s needs.\par \pard\qj\tx289\par \pard\nowidctlpar\fi227\li714\tx204\tx941\b Refocusing Time\par \pard\nowidctlpar\fi351\qj\tx351\b0 In refocusing, we take time to assess, adjust, and plan for the future. Life and leadership are con\-stantly changing. Even if our organizations appear stable, the world around us is in flux. When our priorities shift, we learn to refine our unique abili\-ties. If we experience a tough month, we must re\-focus our plans for rest, results, and response.\par \pard\nowidctlpar\tx720\tx901 Refocusing does not mean completely chang\-ing direction. It means taking the opportunity to make the fine adjustments needed to keep life in balance. It asks, \ldblquote Am I getting the rest and results time I need for personal health and the advance of the mission? If not, what changes should I make?\rdblquote\par When I break from my routine to reflect on my ministry, I get fresh insight for maintaining the elusive equilibrium of servant leadership. To provide adequate time and prayer for the small and the sweeping changes that God wants me to make, I find it necessary to refocus on different segments of my life at different times. I use three types of refocus time:\par \pard\qj\tx204\par \pard\nowidctlpar\fi181LVAL4\li260\tx720\tx901\b\i 1.\tab Weekly refocus \b0 time. \i0 Refocusing should be done at the beginning or end of each week. Even a few hours of refocus time per week vastly im\-prove the future. We need to ask ourselves hon\-estly, \ldblquote So, how is it going, really?\rdblquote We must also review the other R\rquote s, asking, \ldblquote Am I resting as I should? Am I maintaining my marriage and fam\-ily to the glory of God? Am I providing prime time for my main thing? Am I responding with a servant\rquote s heart to those who need me?\rdblquote\par \b\i 2.\tab Monthly refocus \b0 time. \i0 Our staff members take a half day every month to get away from the of\-fice. They can go to the beach or the park with a lawn chair, a yellow tablet, and their ministry plan. \ldblquote Reflect, dream, listen to God, and refo\-cus,\rdblquote I tell them. \ldblquote Come back with some fresh goals and adjustments to your priorities.\rdblquote It re\-ally works!\par \b\i 3.\tab Yearly refocus lime. \b0\i0 Some pastors schedule an an\-nual retreat for sermon planning or spiritual re\-freshment. I recommend dividing such retreats into three parts: (1) working on main things, (2) personal growth and enrichment, and (3) re\-freshing your relationship with your spouse.\par \pard\nowidctlpar\tx941\par \pard\nowidctlpar\b\fs36 TIME-MANAGEMENT STRATEGIES\par \pard\nowidctlpar\qj\tx5550\i\fs28 1. Determine your peak production time, and use that time for the tough jobs. \b0\i0 Larks\rdblquote work best in the early morning hours; those who are most effective at night are called \ldblquote owls.\rdblquote Decide whether you are a lark or an owl, and plan your work accordingly.\b\i\par \pard\tx289\tx481\b0\i0\par \pard\nowidctlpar\qj\b\i 2.\tab Don\rquote t try to accomplish difficult tasks in one sitting. \b0\i0 A succession of mini work sessions will probably be more productive than working late into the night on an involved project.\par \pard\tx289\tx481\par \pard\nowidctlpar\b\i 3.\tab Conduct hundred-dollarLVAL5 meetings. \b0\i0 A church member told his committee chairman, \ldblquote I can make at least a hundred dollars any evening I\rquote m working. I\rquote ll be a responsible committee member, but I want you to know that every time I attend a meeting, it costs me a hundred dollars.\rdblquote Acknowledging that everyone\rquote s time was valuable, the committee chairman decided never to hold a meeting worth less than a hundred dollars. With planning and organization, a meeting can be efficient and effective.\par \pard\tx289\tx487\par \pard\nowidctlpar\b\i 4.\tab Use a wastebasket file. \b0\i0 You can add valuable time to your day by throwing junk mail away without opening and reading it. That\rquote s right\emdash you can trash many things before they cross your desk.\par \pard\tx289\tx487\par \pard\nowidctlpar\qj\b\i 5.\tab Ask, \ldblquote What will happen if I don\rquote t do this right now?\rdblquote \b0\i0 If the answer is nothing, consider whether the job needs to be done at all. Often we spend time on relatively unimportant tasks that only matter to us.\par \pard\tx289\tx481\par \pard\nowidctlpar\b\i 6.\tab Use only one calendar. \b0\i0 A busy schedule necessitates a planning calendar, but only one. One calendar on the desk at work, another on the wall at home, and a third one in your briefcase will guarantee trouble. It\rquote s too hard to maintain current information on all three calendars. Use a PDA (personal digital assistant) in sync with your computer or a paper planner such as a Day-Timer or Franklin Covey planner.\par \pard\tx289\tx487\par \pard\nowidctlpar\b\i 7.\tab Consolidate tasks. \b0\i0 Planning often prevents poor performance. Try to return all telephone calls at a particu\-lar time in the day. Write all your letters in one sitting. Check e-mail only twice a day.\par \pard\tx289\tx487\par \pard\nowidctlpar\b\i 8.\tab Visit on the other person\rquote s turf. \b0\i0 This helps to control the length of meetings because it\rquote s easier to end a session when you\rquote reLVAL6 in another person\rquote s office or home than when the other person is visiting you.\par \pard\par \pard\qj\tx260\par \pard\nowidctlpar\b HOW TO TAME THE TO-DO LIST\par \b0\i by Grant McDowell, pastor of Leduc Alliance\par Church in Millet, Alberta\par \pard\qj\tx204\par \pard\nowidctlpar\fi351\qj\tx351\i0 When our staff of two met for a long-term plan\-ning and goals review, my colleague was visibly stressed. \ldblquote My whole life is church,\rdblquote she said. \ldblquote I\rquote m drained by ministry. I want to be able to go home without thinking about work all the time.\rdblquote\par \pard\nowidctlpar\qj\tx204\tx260 We talked about delegating some of her du\-ties, but she was already doing that. When I asked about her schedule, she produced a to-do list with sixty-four items on it. No wonder she felt pres\-sured! Her list included everything from meetings and telephone calls to recruiting ministry leaders and revising ministry positions. With a little help, she realized that more of her duties could be del\-egated, but that still left an intimidating list.\par \pard\nowidctlpar\tx714 Eventually, we arrived at a simple two-step process she could use for keeping her priorities straight and her workload in perspective. She fo\-cused on five priorities and sorted items into man\-ageable blocks.\par \pard\qj\tx204\par \pard\nowidctlpar\li726\b Focus on Five Priorities\par \pard\nowidctlpar\fi351\qj\tx351\b0 The cluttered pages of my colleague\rquote s planner were self-defeating. I suggested she choose no more than five things from her big list of sixty-four and write them on a clean page in her daily calendar.\par \pard\nowidctlpar\tx714 To determine which five to choose, she first evaluated deadlines, beginning with the most ur\-gent. She asked what needed to be done by to\-morrow, then by Sunday. Next she asked, \ldblquote What steps can I take to make visible progress toward long-range goals?\rdblquote By narrowing her focus, she discovered that many tasks were less urgent than LVAL7she had thought.\par After she chose five items, we established a rule: She had to finish all five tasks before she could add a sixth one. Then she could choose up to five more. We made two exceptions to this rule. On Fridays, if she had time, she could choose one more task for the day. And if something on the big list unexpectedly needed immediate attention, it could replace one of the five already chosen. The replaced item then returned to the big list.\par In this way, she controlled the pressure of too many things to do and gained a sense of accomplishment.\par \pard\qj\tx204\par \pard\nowidctlpar\li726\b Sort Items into Manageable Blocks\par \pard\nowidctlpar\fi351\qj\tx351\b0 My colleague also needed to remove the clutter from her monthly calendar. Too many little squares were overflowing with writing. First, we decided that she would only record evening appointments\par \pard\par \trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx896\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx1877\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2946\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4015\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5276\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx6537\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx7688\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl\fs20\cell Mon\cell Tue\cell Wed\cell Thu\cell Fri\cell Sat\cell Sun\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrsLVAL8\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx896\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx1877\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2946\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4015\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5276\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx6537\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx7688\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl 9-12:30\cell off\cell off\cell 5 item list\cell Study preparation\cell Study preparation\cell off\cell Sunday school \cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx896\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx1877\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2946\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4015\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5276\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx6537\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx7688\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl 1:30-3:30\cell off\cell 5 item list phone\cell Staff meeting\cellLVAL9 5 item list\cell unexpected\cell Undefined ministry\cell worship\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx896\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx1877\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2946\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4015\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5276\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx6537\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx7688\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl 3:30-5:30\cell off\cell people\cell phone\cell People time\cell unexpected\cell People time\cell\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx896\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx1877\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2946\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4015\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5276\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx6537\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx7688\clbrdrl\brdrw10\brdrs\clbrdrt\brdrwLVAL:10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl 7-9\cell off\cell Open ministry\cell Youth ministry\cell\cell\cell\cell\cell\row\pard\nowidctlpar\qj\f1\par \f0\fs28 in her planner. She would write other appoint\-ments in a day calendar, where they were visible alongside her daily list of five tasks.\par \pard\nowidctlpar\tx714 Next, we developed a master copy of her weekly calendar. We divided each day into three segments: morning, afternoon, and evening. We subdivided the afternoons into two task sessions. Within these boxes, we reserved time for working on the list of five to-dos, study and prayer, relation\-ship building, meetings, and developing new min\-istries. As we assigned tasks to various spaces on the calendar, we discovered there was more time than we thought.\par The plan works. It\rquote s flexible enough to meet the demands of ministry, and it balances ministry, administration, and personal life. It can tame the big list and make it a servant of ministry rather than a tyrant.\par The master calendar at the top of the page helped my colleague plan her activities.\par \pard\qj\tx260\par \pard\nowidctlpar\b TOOLS FOR PERSONAL ORGANIZATION\par \b0\i by James L. Wilson, senior pastor of Lighthouse\par Baptist Church in Seaside, California\par \pard\qj\tx204\par \pard\nowidctlpar\qj\i0 When I entered the ministry twenty years ago, I typed my sermons on a manual typewriter, kept my appointments on the twelve-month calendar my insurance agent gave me, stored my illustra\-tions in a three-by-five-inch card file, and kept my concordance handy for looking up Scriptures.\par \pard\nowidctlpar\qj\tx204 When I left the office, I carried a list of impor\-tant phone numbers, appointments, and a to-do list on a pocket memo pad. I\rquote d use a pay phone to call the office periodically to make sure everything was all right.\par Times have changed! Today I have an office computer equipped with \i WORDsearch, \i0 a software program that includes several Bible translaLVAL;tions, commentaries, maps, and Greek and Hebrew dic\-tionaries; a Palm Desktop for managing personal information; and INFOsearch, a software program that stores and retrieves illustrations. My desktop computer is networked with other church comput\-ers, allowing us to share information and hard\-ware. When I travel, I take a laptop computer with me that will network with our office computers.\par To keep in touch with my congregation, I wear a pager and carry a cell phone at all times. To stay on top of my schedule, I\rquote ve replaced my pocket memo pad with a Palm electronic organizer that is pre\-loaded with a calendar, memo pad, address book, and expense tracker. With the touch of a button on the Palm cradle or modem, the organizer synchro\-nizes itself with software on my desktop computer.\par \pard\qj\tx238\par \pard\nowidctlpar\fi-4745\li5459\tx5459\b More Electronic Helps\par \pard\nowidctlpar\b0 Memory limitations prevent me from loading the entire Bible on my Palm, but Franklin Electronic Publishers offers a palm-size electronic Bible in the King James or New International versions. It includes the complete text of the Old and New Testaments and a built-in searchable concordance to find passages quickly. I can search for Scrip\-ture by keyword as well as by book, chapter, and verse. The electronic version also includes daily devotional verses, storage capacity for up to fifty bookmarks, and adjustable type sizes to make the text easier to read.\par \pard\nowidctlpar\fi351\qj\tx351 Electronic Bibles help pastors save time. \ldblquote With the electronic Bibles, flipping through hundreds of pages is eliminated, so you can spend more time reading passages than searching for them,\rdblquote says Denise Bleidorn, associate product manager of Franklin Electronic Publishers.\par \pard\qj\tx357\par \pard\nowidctlpar\fi181\li141\tx720\tx901\b Low-Tech Helps for Staying Organized\par \pard\nowidctlpar\qj\tx204\b0 Jack Alien, former pastor of Cottonwood Church in Albuquerque, New Mexico, has LVAL<a high-tech of\-fice, but he prefers a low-tech approach to orga\-nizing his ministry on the go. \ldblquote The best system for me is a cheap pen and a legal pad used with a two-page-per-day planner,\rdblquote he says. Every Sun\-day afternoon, Alien uses his legal pad to prioritize a to-do list. Next he sorts the tasks into what he needs to do himself and what others can do. Then he transfers the list to his planner and makes a few phone calls to delegate the other tasks.\par \pard\nowidctlpar Several systems are available, but Alien is cur\-rently using a Day-Timer. \ldblquote It includes the functions that I find necessary\emdash this, last, and next month\rquote s calendars on every page; a page for appointments, expenses, and things to do; and a diary page to track what I actually did,\rdblquote Alien says. He appreci\-ates the high quality and low price of the product and the convenience of finding it online and at most office supply stores.\par \pard\qj\tx357\par \pard\nowidctlpar\b FILING FOR QUICK RETRIEVAL\par \pard\nowidctlpar\qj\tx204\b0\i by Lee Eclov, senior pastor of Village Church in Lincolnshire, Illinois\par \pard\qj\tx204\par \pard\nowidctlpar\i0 I asked a fellow pastor how he organized his files.\par \ldblquote I have a big pile under a rock,\rdblquote he said. \ldblquote The rock is labeled \i R \i0 for \i Religious.\rdblquote\par \pard\nowidctlpar\tx714\i0 Many pastors can relate to that, but because pastoral ministry is an information business, we need effective ways to store and retrieve the in\-formation we need. In any given week, a pastor may need information about evangelism training, a Bible study on I Peter, the rates for local camps, a good illustration on God\rquote s grace, and a three-year-old church policy on building use.\par I haven\rquote t found even two pastors who use the same filing system, but everyone needs some kind of system to be effective in the information side of our work. We all deal with different kinds of files, and it helps to keep themLVAL= separate.\par \pard\qj\tx209\par \pard\nowidctlpar\b\i Biblical/theological files. \b0\i0 This is my most valu\-able information, and little of it goes out of date. For this kind of file, I find that the topic/ subtopic system works best, using three-tab file folders. I use the left-tab folders for fifteen to twenty major headings, organized alphabeti\-cally (except for the Bible files, which are in canonical order). I have Bible\emdash General, Bible\emdash OT Law, Bible\emdash OT History, and so on.\par When a major file gets too large, I use middle-tab folders for secondary headings. For example, Bible\emdash NT Gospels may have general information, but I\rquote ll eventually need a middle-tab file for each of the four Gospels. Then if I collect a lot of information, say, on the Sermon on the Mount, I would create a right-tab folder to be placed behind the Matthew middle-tab folder. Beyond the major sections of Scripture, I create left-tab folders for major themes, such as Church (or Ecclesiology), Jesus Christ, Christian Life, Man (Anthropology), and so on. Once a major left-tab folder grows, I work my way to second- and third-level folders. \par \b\i Records. \b0\i0 Some church documents are filed by date (e.g., weddings, baptisms, funer\-als), whereas others are alphabetical (staff information, product warranties, counselees). Sermons, lessons, and writings can be filed (or cross-filed) by date, topic, or text. Most records can be kept most efficiently on the computer. For example, I have a file called Ministry Records in which I track child dedications (date, name, parents), marriages I\rquote ve performed (date, names, place), conver\-sions through people in our church (date, name, brief summary of the story), baptisms (date, name, approximate age), and funerals (date, name, other information). I also keep a file folder with photocopies of wedding li\-censes and another file of funeral records. \par \pard\nowidctlpar\qj\tx204\b\i Local church and community information. \b0\i0 This inforLVAL>mation is important to me because I serve a particular church in a specific community (there are some exceptions, such as denomi\-national information). Therefore, I keep this information separate from the biblical/theo\-logical files. One could also keep local church information separate from community files. The local church files, in alphabetical order, cover all committees, budgets, policies, and ongoing projects. Records can also be included in this file drawer. Different colored label can further help to identify different kinds of infor\-mation.\par \pard\nowidctlpar\tx941 Community-related files include local busi\-nesses and services I use regularly (e.g., book\-stores, office-supply stores), local ministerial information, camps, parachurch organizations, counseling and social service offices, and local government offices. Resources such as direc\-tories, time-sensitive catalogs, and business cards can also be kept in this general file.\par Though it is a bit messier I keep some of these files\emdash the ones I use almost every week\emdash in the file drawer of my desk. Files that I use less frequently are in a file cabinet. \par \b\i Library. \b0\i0 Most pastors keep their books in logi\-cal groupings (e.g., commentaries, theologies, pastoral helps). General categories such as these probably work adequately until a library grows large (two thousand volumes or more). Then you may need to use a formal library sys\-tem such as the Dewey decimal system.\par For many pastors, keeping track of books they\rquote ve loaned is a problem. Do not rely on your memory\emdash or the memory of those who borrow your books! Be sure that anyone who borrows a book signs it out on a clipboard or card with their name, the book title, and date. \par \b\i Illustrations. \b0\i0 Keeping track of illustrations and quotations is a special challenge because of the sheer volume of material a diligent col\-lector may accumulate and because a good illustration might be categorized under several topics. Online systemsLVAL? (such as PreachingTo\-day.com) provide access to large databases of current and well-researched material, but they do not allow you to add your own. Some flexible databases can be purchased (see www. infosearch.com), or you can create your own. \b\i Computer \b0 files. \i0 Many of our most important files today are digital, and the computer makes these files easy to manage. Still, the My Docu\-ments folder in Windows can quickly become My Mess if you\rquote re not careful. The capacity to keep files in folders, to create levels of folders, to sort material alphabetically or by date, and to search all documents for a misplaced file has revolutionized filing for all of us. Generally, you can use these systems to keep track of long-term information.\par \pard\nowidctlpar\tx720\tx901\par Two suggestions: (1) Back up files regu\-larly and keep valuable backup files in a sepa\-rate place; and (2) Take seldom-used material off your computer and store it elsewhere. This saves space and keeps your working files cleaner and less complicated.\par \pard\nowidctlpar\fi181\li720\tx720\tx901\par \pard\nowidctlpar\fi351\qj\tx351\b TIPS FOR MAINTAINING FILES\par \pard\nowidctlpar\tx720\tx901\i 1. Think ahead, particularly if you are a student or young pastor. \b0\i0 Will the system you are cre\-ating expand well over the years, or are you creating a monster that will eventually swallow your information whole and refuse to give it back?\par \pard\nowidctlpar\b\i 2.\tab Keep up with your file management. \b0\i0 Filing seldom seems as important as other duties, but information that is not properly filed soon becomes useless. You won\rquote t remember what you have, and even if you do, you won\rquote t be able to find it.\par \b\i 3.\tab Don\rquote t save everything\emdash only \b0\i0 what you can\rquote t readily access elsewhere (such as the Inter net, church files, or your local library). For example, don\rquote t save whole magazines. You will probably never look at them again. Tear out only the best material LVAL@and file it appropriately. Pastor Tom Cowan offers tips for creating a helpful database of articles at {\field{\*\fldinst{HYPERLINK "www.wordstudypublishing.com/Filing_System.htm"}}{\fldrslt{\cf1\ul www.word\-studypublishing.com/Filing_System.htm}}}\cf0\ulnone\f0\fs28 .\par \b\i 4.\tab Use a published system, \b0\i0 if you can find some\-thing that works for you. One popular com\-puter-based system adaptable to all kinds of uses can be found at {\field{\*\fldinst{HYPERLINK "www.thepapertiger.com"}}{\fldrslt{\ul\cf1 www.thepapertiger.com}}}\f0\fs28 .\par \pard\nowidctlpar\tx720\tx901\b\i 5. Be consistent with headings and topics. \b0\i0 Use God, Power of\rdblquote rather than Power of God.\rdblquote Either use an established system or keep a written list of your topics so you can scan it easily when choosing where to file an item.\par \b\i 6. Deal with cross-filing. \b0\i0 How do you file some\-thing that fits more than one subject? Would you file information on the Sabbath under Exo\-dus, Spiritual Disciplines, or S for Sabbath? One simple solution is to put a note, perhaps on a particular color of paper, in a secondary folder that indicates the location of a pertinent item.\par \pard\nowidctlpar\qj\tx204\i\emdash Lee Eclov\par \pard\i0\par \pard\nowidctlpar\fi181\li720\tx720\tx901\par \pard\nowidctlpar\b HOW TO KNOW WHEN IT\rquote S TIME TO DELEGATE\par \b0\i by Kent R. Davies, a freelance writer living in Anacortes, Washington\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 When lay leaders hear their pastor speak of over\-work, they often echo the words of Jethro, Moses\rquote father-in-law: \ldblquote You\rquote ve got to delegate more.\rdblquote But pastors often face a bind that others don\rquote t recog\-nize. Like Moses, we sometimes must learn to trust others with responsibilities that we\rquote re reluctant to give up, but we also know that just because it would be nice to delegate some jobs doesn\rquote t mean there are people lining up to help. Here are some guidelines fLVALAor navigating this organizational challenge:\par \pard\qj\tx204\par \pard\nowidctlpar\fi227\li170\tx941\b\i Keep a personal activities log to determine what you can delegate. \b0\i0 For about a month, make a list of every task you do and every decision you make. Then identify which tasks and deci\-sions you might delegate. Which are rare or occasional duties and which are regular? Pri\-oritize the list and consider what two or three top responsibilities could be delegated. \i Consider to \b whom you might \b0 delegate these \b du\-\b0 ties. \i0 Begin with prayer. If the Lord wants these responsibilities off your plate, he will prepare someone to help you. Ask other leaders for suggestions. Go through your directory. Warn\-ing: Sometimes when you publicize a need, you get an unqualified volunteer. Turning that person down can be awkward.\par \pard\nowidctlpar\tx720\tx901\i When \b you\rquote ve chosen someone, meet with him or \b0 her. \i0 Help the person understand this task as a significant ministry\emdash to you, if no one else. Tell the person why you selected him or her and what this person\rquote s help would mean to you. Before the meeting ends, pray with the person about the task.\par \b\i Be specific about the job. \b0\i0 If you aren\rquote t clear about what you want done, you can\rquote t expect someone else to fill in the blanks. Be clear about deadlines, but don\rquote t expect too much too soon. Discuss what to do when you are gone. After the meeting, send a note or e-mail sum\-marizing the task in writing, with the agreed-upon details and deadlines.\par \pard\nowidctlpar\b\i Delegate the authority needed to do the job\b0 . \i0 When you ask someone to do a job, give that person the authority and the budget to com\-plete it. Assure the person of your availability, but explain that you won\rquote t micromanage. \par \b\i Give the person an out. \b0\i0 Agree on a three-month trial period, or ask a person to try a new task four or five times and let you know what they think. People are LVALBmore likely to try something if it doesn\rquote t obligate them indefinitely. \par \b\i Maintain accountability. \b0\i0 As a supervisor of delegated tasks, you are still accountable for their completion. A busy pastor delegates many jobs, so it can be difficult to monitor ev\-eryone\rquote s progress. Put reporting deadlines on your calendar so you won\rquote t forget to follow up. \b\i Say thanks often. \b0\i0 Do not take people for granted, especially volunteers. Write a thank-you note after they finish a task. When you pass people in the hall, remind them of how much you appreciate their efforts. Ask occa\-sionally if they have everything they need.\par \pard\nowidctlpar\tx720\tx901\cf1\b\i Remember that you are shaping a disciple of Jesus.\cf0 \b0\i0 This is your opportunity to help others grow by doing. Encourage their initial efforts, give them space to find their own way of doing things, and let them learn from their mistakes.\par \pard\nowidctlpar\tx941 You may be Pleasantly surprised at how cre\-ative people are when they have freedom to grow. Remind them to pray through the tough spots, and help them remember that this is a ministry to the Lord.\par \pard\par \pard\nowidctlpar\qj\tx204\b READING ESSENTIALS FOR THE UNORGANIZED\par \pard\nowidctlpar\fi-1\li181\tx5459\b0\i Church Administration: Creating Efficiency for Effective Ministry \i0 by Robert Welch (Broadman & Holman, 2005). \i Feeding and Leading: A Practical Handbook on Administration in Churches and Christian Organizations \i0 by Kenneth 0. Gangel (Baker, 2000).\par \pard\tx181\par \pard\nowidctlpar\tx5459\i Leadership Handbook of Management and Administration \i0 edited by James D. Berkley \i (Christianity Today/ \i0 Baker, 1994).\par \pard\tx181\par \pard\nowidctlpar\fi-1\li181\tx5459\i Learning to Lead: Bringing Out the Best in People \i0 by Fred Smith \i (Leadership/Word, \i0 1986).\par \pard\tx181\par \pard\nowidctlpar\fi-1\li181\tx5459\i Management Challenges for the Twenty-first Century \i0 by Peter Drucker (HarpLVALCerBusiness, 1999).\par \pard\nowidctlpar\li726\tx714\i The Time Crunch: What to Do When You Can\rquote t Do It All \i0 by John Maxwell \i (Christianity \i0 Today/Multnomab, 1993).\par \par \pard\nowidctlpar\li277\b DO YOU NEED A CHURCH ADMINISTRATOR?\par \pard\nowidctlpar\li255\tx204\b0\i by John R. Throop, founder of the Summit Group\par \pard\tx255\par \pard\nowidctlpar\fi56\li153\tx153\tx209\i0 1.\tab Can you describe the latest changes in the tax code affecting church employees?\par 2.\tab What specific elements in your state\rquote s personnel laws affect hiring procedures at your church?\par 3.\tab Has the community group using your church\rquote s multipurpose room next Thursday night signed a building use form and liability waiver?\par \pard\nowidctlpar\tx402\tx958 4. What are your church\rquote s cash-flow projections for next month?\par \pard\nowidctlpar\fi56\li153\tx153\tx209 5.\tab Did the church remember to send a card to people in the congregation whose birthday is this month?\par \pard\tx221\tx402\par \pard\nowidctlpar\fi221\tx221 How did you answer those questions, with dif\-ficulty? Over the past twenty years, the business affairs of most congregations\sub \nosupersub have become mind-\-numbingly complex. Pastors often oversee facili\-ties management, personnel matters, finances, and tax issues while maintaining their preaching and teaching ministries and developing lay ministries. A secretary or administrative assistant \i may \i0 not be able to keep pace with specialized knowledge, and volunteers can easily be overwhelmed. In an effort to restore sanity, many churches are hiring busi\-ness administrators, who are charged with careful oversight of the congregation\rquote s\sub \nosupersub affairs.\par \ldblquote When you\rquote re dealing with millions of dollars in church financial and property assets, you really need someone trained to focus on those things,\rdblquote says Brian Bakeman, business administrator for St. Luke\rquote s United Methodist Church in OklahomLVALDa City, which has an average Sunday attendance of about one thousand.\par \pard\nowidctlpar\tx5459\par \b DISTRIBUTING THE LOAD\par \pard\nowidctlpar\fi351\qj\tx351\b0 Pastor Rick sighed before venting his frustrations to the church board. \ldblquote I feel like all I do is put out fires. Don\rquote t get me wrong\emdash I want to help people when they come to me with their problems. But it seems like I never have time to work with the healthy people who can make a difference because I spend all my time responding to people with problems. We really don\rquote t have the resources or the personnel to help these people so that I can concentrate on being the pastor God called me to be. I\rquote m asking you for some help.\rdblquote\par \pard\tx1434\par \pard\nowidctlpar\fi181\b\i What Would You Do?\par \pard\tx1451\par \pard\nowidctlpar As a member of the church board, what observations would you share with Pastor Rick?\par \pard\tx1638\par \pard\nowidctlpar What steps would you take to help him focus on his other pastoral responsibilities?\par \pard\tx1638\par \pard\nowidctlpar How would you address the void that might be created if the pastor refocused his priorities?\par \pard\tx1638\par \pard\nowidctlpar\fi181 What Happened\par \pard\tx1451\par \pard\nowidctlpar\qj\b0\i0 The board chairman began asking Pastor Rick how he spent his time. Before long, the board agreed that Pastor Rick\rquote s concerns were legitimate. Board members began to explore solutions. Someone suggested that the board should help the pastor identify potential leaders.\par \pard\nowidctlpar Be proactive about meeting with these potential leaders,\rdblquote the chairman suggested. That way, you can control your schedule. People who come for spiritual care will have to work around your schedule instead of expecting you to work around theirs.\rdblquote\par Another person suggested that board members should increase their duties. A couple of members admitted their reluctance to do so due to lack of experience and sLVALEaid that training sessions would be helpful. The board also decided to challenge the church\rquote s small-group leaders to assume a greater role in spiritual care.\par \pard\tx289\f2\fs18\par \pard\nowidctlpar\fi221\tx221\b\f0\fs28 Wearing Many Hats\par A \b0 church administrator must wear many hats, says Simeon May, CEO of the National Association of Church Business Administrators (NACBA) \ldblquote An administrator deals with all aspects of church fi\-nances, food service operations information tech\-nology, office management, human resources, transportation, and committee work. It\rquote s his or her responsibility to stay current with laws, court rul\-ings, and current tax issues that the senior pastor doesn\rquote t have time to focus on.\rdblquote\par \pard\nowidctlpar\fi249\tx249 If a church, even a small one, has an endow\-ment, additional property, a day care, or signifi\-cant grant income, a business administrator can be a huge help. \ldblquote Whether the position is salaried or on a volunteer basis, the administrator\rquote s job is simply to focus on what it takes to run a church,\rdblquote says Janice Johnson, business administrator for First Baptist Church in Greenville, South Carolina.\par \par \pard\nowidctlpar\li726\tx204\tx714\b Do We Need One?\par \pard\nowidctlpar\qj\b0 When should a church hire a business administra\-tor? May says that if a church has a Sunday atten\-dance of three hundred to five hundred people or more and a budget of five hundred thousand dollars or more, the management issues it faces are com\-plex enough to require an on-staff administrator. \ldblquote With that size congregation, the pastor can\rquote t do everything, and the issues are more complex than what a church secretary can normally handle.\rdblquote\par \pard\nowidctlpar\tx226 Volunteers can help, but at some point having a paid staff member becomes a better option. \ldblquote As the church grows, it becomes less efficient for lay leaders to manage finances and property. There\rquote s onlLVALFy so much volunteer time that people can give without feeling overwhelmed.\rdblquote\par \pard\nowidctlpar\li726\tx226\par \pard\nowidctlpar\fi351\qj\tx351\b On-the-Job Challenges\par \pard\nowidctlpar\tx720\tx901\b0 Church administrators work long hours, and no two days are the same, says Janice Johnson. \ldblquote I eas\-ily work fifty-five to sixty hours a week, including two nights a week for meetings. I start my morn\-ings by dealing with e-mail at home, and then hit the ground running when I get to church. You can\rquote t have an agenda when you start the day, be\-cause it will change right away.\rdblquote\par \pard\nowidctlpar Some tools make work easier for church ad\-ministrators. Johnson accomplishes a lot through voice-mail distribution of announcements and policy reviews to staff. Brian Bakeman makes extensive use of financial management and facili\-ties software, multimedia software for the Sunday morning worship services, and desktop publish\-ing software for church communications.\par Workshops offered at national conferences and seminars in human resource issues, financial man\-agement, and professional communication can further hone an administrator\rquote s skills. Bakeman prefers attending business management seminars one year and seminars in Bible, Christian educa\-tion, or spirituality the next. Janice Johnson finds pastoral care and interpersonal communication workshops helpful.\par \par \pard\nowidctlpar\qj\b Where to Worship\par \pard\nowidctlpar\tx720\tx901\b0 Another challenge facing church administrators is whether or not to be a member of the church where they work. Ten Vasicek, an administra\-tor in Aurora, Colorado, believes that separating work from worship has helped her be more effec\-tive on the job. It also allows her time to rest. \ldblquote If you want to maintain a spiritual life, you have to worship in a place where people don\rquote t know you as the one who has the keys or can fix a leaky faucet,\rdblquote she says.\par \pard\nowidctlpar Simeon May sLVALGays that some business admin\-istrators are uncomfortable being members of a church where they know the members\rquote stew\-ardship details. However, there are no clear guidelines, he says. Some administrators have no problem being a member of the church they serve. Janice Johnson and Brian Bakernan con\-sider themselves members of the church\rquote s ministry team so they see value in being associated with the congregation. \ldblquote For me, it all comes together on Sunday mornings,\rdblquote says Johnson.\par \pard\nowidctlpar\fi4144\li249\tx249\tx4393\tx4569\par \pard\nowidctlpar\b THE MINISTRY OF INTERRUPTIONS\par \pard\nowidctlpar\qj\tx204\b0\i by Gordon MacDonald, editor-at-large of \i0 Leader\-ship \i and chairman of World Relief\par \pard\nowidctlpar\tx720\tx901\i0 A day at the office for Richard Wolf almost always started the same way. After parking his car, he would enter the administrative suite through a limited-access back door, head for his assistant\rquote s desk, and hand her his PDA to download the latest version of his schedule.\par \pard\nowidctlpar He would then walk swiftly to his office and shut the door. He had learned that if he moved fast and kept his eyes down as if deep in thought, people would leave him alone. His \ldblquote I\rquote m carrying the weight of the world; don\rquote t interrupt me\rdblquote pos\-ture had become a trademark.\par At his desk, Wolf would examine his updated calendar. One Monday morning, he muttered a bad word when he checked his PDA and saw that every hour had been crammed with administra\-tive meetings and staff appointments. Every other day of the week was similarly overcrowded.\par His frustration was due to promises he\rquote d made to his wife and son at breakfast. He had committed himself to an afternoon with Hannah to see the fall foliage, and he had assured his middle-school son that he\rquote d be at a Thursday afternoon soccer game. But according to his PDA, the family time wasn\rquote t going to happen.\par \pard\nowidctlpLVALHar\fi227\li714\tx941\i Everyone owns a piece of me, \i0 he thought. \i When did this stop being fun?\par \pard\nowidctlpar\fi-69\li249\i0 Seven years earlier, Wolf had preached his first sermon to a congregation of a couple hundred. Before long, the congregation had begun to grow. With growth had come building programs, an en\-larging staff, a multilayered organization of min\-istries and programs, and invitations to speak at schools and conferences.\par \pard\nowidctlpar\fi4144\li249\tx249\tx4393\tx4569\par \pard\nowidctlpar\fi351\qj\tx351 Seven years ago, Wolf had been accessible, with his home phone number listed in the bulle\-tin. He was visible at most church functions. In those days, the church literature called him \ldblquote Pas\-tor.\rdblquote But now his title was \i Senior \i0 Pastor. Someone noting this had said\emdash kiddingly, of course\emdash\rdblquote You can see a \i pastor \i0 anytime, but you have to make an appointment to see a \i senior pastor \i0 on \i his \i0 time and on \i his \i0 turf.\rdblquote\par Wolf looked at his schedule for Monday. It included a strategic planning meeting, a budget session, a staff-training function, and fifteen min\-utes with the head of the personnel committee. That was just the morning. In the afternoon, he would meet with the executive minister, visit with a missionary family, and talk to two staff pastors who were upset about a revision in the reporting structure. He had to give a brief greeting to the women\rquote s Bible study, say a few words at a twen\-tieth-year celebration lunch for the church book\-keeper, and participate in a conference call with a college board on which he served.\par The elders would meet that evening, and the finance committee had asked if Wolf could see them for thirty minutes after the other meeting was over. \i Somewhere in the middle of all this mad\-ness, \i0 Wolf thought, \i there has to be some time to outline next Sunday\rquote s sermon. \i0 He always tried to do that by Monday night.\par \pard\qj\tx277\pLVALIar \pard\nowidctlpar\fi181\li720\tx720\tx901\b Unscheduled Interruption\par \pard\nowidctlpar\fi-69\li249\b0 In the grip of the day\rquote s schedule, Wolf bumped into a woman who was standing at the receptionist\rquote s desk. Not recalling her name, he asked a generic, \ldblquote Hey, how\rquote re you doing? Being taken care of?\rdblquote\par \pard\nowidctlpar\fi351\qj\tx351\ldblquote Pastor, I was hoping I\rquote d find you here,\rdblquote she said. \ldblquote Do you have a few minutes?\rdblquote\par \pard\nowidctlpar\fi-63\li243\i Honestly? No.\par \pard\i0 The finance people were waiting, so Wolf ratch\-eted up the charm. \ldblquote You know, I\rquote m afraid I don\rquote t. Why don\rquote t you see if my assistant can get you on the calendar for later,\rdblquote he said, knowing it wouldn\rquote t happen. The next open slot for appointments with church members was two or three weeks away. Perhaps she could meet with one of the pastoral care people.\par \par \pard\nowidctlpar\fi351\qj\tx351 Three days later, Wolf\rquote s assistant informed him that a church member had taken his own life. When he heard the name, he recalled the woman in the reception area. She was the dead man\rquote s wife.\par When guilt brought him to visit her at the fu\-neral parlor (he didn\rquote t usually attend wakes), Wolf learned that the woman had come to the church office that Monday seeking counsel about her hus\-band, who had been out of work for six months, was drinking, and seemed unusually withdrawn. She had thought that if the pastor called him, it might lift his spirits. \ldblquote He always admired you and hoped that he could talk with you. But everyone knows how busy you are,\rdblquote she said, as they stood by the open casket.\par \pard\qj\tx266\par \pard\nowidctlpar\fi181\li720\tx720\tx901\b Another Interruption\par \pard\nowidctlpar\qj\tx204\b0 The next day, Wolf was heading to a worship-plan\-ning meeting when his assistant said, \ldblquote There\rquote s an old man here, a John ShepherdLVALJ, who says he\rquote d like to meet you. He\rquote s not in our database. But\emdash\rdblquote\par \pard\nowidctlpar\fi351\qj\tx351\ldblquote What does he look like?\rdblquote\par When she described the man, Wolf looked startled. \i\ldblquote The \i0 John Shepherd? The man I\rquote m think\-ing of was one of the best preachers in America twenty-five years ago. I thought he\rquote d died.\rdblquote\par \ldblquote Well, he just wants to say hello. I could\emdash\rdblquote\par \ldblquote No, I\rquote ll meet him. Tell the music people I\rquote ll be right there.\rdblquote\par Wolf\rquote s intuition was correct. The man was \i the \i0 John Shepherd.\par He invited the visitor to his office. As they sat down, Shepherd said, \ldblquote I hear your name often, and I read things you write. I\rquote ve said to myself many times, \lquote If ever I get a chance, I\rquote ve got to meet you.\rquote Been in the area visiting my daughter and real\-ized that your church was nearby. So she drove me over.\rdblquote\par Wolf said he was pleased that Shepherd had stopped in. Soon they were into an energetic con\-versation about ministries, leadership priorities, the health of the Christian movement, and other things that pastors like to discuss. Then, without warning, Shepherd asked, \ldblquote So, is your work here satisfying?\rdblquote\par \ldblquote What does \i satisfying \i0 mean?\rdblquote Wolf asked. \ldblquote Did \i you \i0 feel your work was satisfying?\rdblquote\par Shepherd nodded. \ldblquote Yeah, I did. And \i my \i0 life remains satisfying. Even after retiring from the church, I haven\rquote t stopped being a pastor. It\rquote s in my blood, I guess. There are many times when I\rquote m involved with someone, and I say to myself, \lquote I was made for this!\rquote That\rquote s very satisfying.\rdblquote\par \ldblquote What kind of involvements are you talking about?\rdblquote Wolf asked. \ldblquote My life around here is all meetings. How did you lead a large church and stay, as you put iLVALKt, \i satisfied?\rdblquote\par \i0\ldblquote I maintained a nose for \lquote pastorable\rquote moments and built my ministry around them,\rdblquote Shepherd said. \ldblquote You know, those little surprise meetings with people in need of spiritual care. I resisted the temptation to see myself exclusively as a preacher and an organizational leader. I decided I would seize as many chances as I could to connect with individuals who were looking for hope, assurance, prayer; guidance, and\emdash let\rquote s call it \i pastoral tender\-ness. \i0 Every once in a while, I\rquote d even have a chance to introduce someone to Jesus.\rdblquote\par \ldblquote You\rquote re not saying that a guy should sit around and wait for people to come to him, are you?\rdblquote Wolf asked.\par \ldblquote Of course not,\rdblquote Shepherd said. \ldblquote You\rquote ve got to maintain spiritual disciplines, study, and meet with your leadership team. But organizational activities grow to fit all the calendar space you\rquote re willing to give them. They make you feel important, in charge. You can\rquote t fall for that seduction.\par \ldblquote Pastorable moments, on the other hand, force you to think like a servant. They introduce you to areas of life you\rquote d rather avoid. They remind you that there are some questions with no answers and problems with no solutions. You mustn\rquote t hide from them, Richard.\rdblquote\par \pard\nowidctlpar\fi181\li720\tx720\tx901 Wolf wanted to cry. Inner frustrations he\rquote d been denying recently now threatened his composure, and his voice almost cracked. \ldblquote A church this size insulates you from what you\rquote re describing. They\par call you a pastor, but you\rquote re \i not \i0 a pastor in the strictest sense,\rdblquote he said. \ldblquote You\rquote re just doing meet\-ings about programs and politics.\rdblquote\par \pard\nowidctlpar\fi351\qj\tx351\ldblquote Tell me, Richard. What is your wife saying these days?\rdblquote\par \ldblquote Hannah?\rdblquote LVALWolf laughed. \ldblquote I\rquote m expecting a come-to-Jesus talk about our home life any day. She sees me going 24-7, and we\rquote re getting almost no time together. I\rquote ve missed three of my boy\rquote s soccer games.\rdblquote\par Shepherd looked at him intently. There were things about this young man he instinctively loved. Who could have known that he\rquote d walk in here and become the younger man\rquote s pastor for a few minutes? \ldblquote Richard, this isn\rquote t about large or small churches. I\rquote ve had both. It\rquote s about resisting the temptation to lose touch with real people and real issues. If ministry has become all about pro\-grams, you\rquote ll dry out.\rdblquote\par \ldblquote So what should I do?\rdblquote\par \ldblquote Tell your staff and your elders that you\rquote re no longer going to live by a schedule that isolates you from true ministry moments. Tell them you need for them to flex with you on those occasions when you feel the need to put pastorable moments first. They\rquote ll get used to it.\par \ldblquote And read everything you can about St. Fran\-cis. If ever there was a patron saint of pastorable moments, it was he. He was quite clear about the devilish ways of institutionalism. He never stopped hugging lepers and blessing children and finding bread for the poor.\rdblquote\par Finally, reluctantly, Wolf stood up. \ldblquote Tell me,\rdblquote he said to Shepherd. \ldblquote What do you think made you come here today?\rdblquote\par \ldblquote Well, as I said, I was in the area, and my daughter mentioned your church. I don\rquote t know.\rdblquote He shrugged as if it were a mystery to him. \ldblquote I just felt a pastorable moment coming on, and so I said...\rdblquote\par \pard\tx204\par \pard\par \cf2\f3\fs29\par } LVALu^5M{\rtf1\ansi\ansicpg1252\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 017-029\par CHURCH BOARDS\par \par IN THIS CHAPTER\par \par BUILDING A BETTER BOARD 017\par WHAT TO CONSIDER WHEN CHOOSING BOARD MEMBERS 018\par HOW TO TURN COMMITTEES INTO TEAMS 019\par WHY SOME COMMITTEES FAIL 020\par ESSENTIAL TRAITS OF A BOARD MEMBER 021\par HOW TO ORIENT NEW BOARD MEMBERS 021\par ASSESS YOUR LEADERSHIP STYLE 022\par WHAT IS YOUR LEADERSHIP STYLE? 022\par WHEN LEADERSHIP STYLES CLASH 023\par PERSONAL GROWTH ON THE BOARD 024\par WAYS TO WORK WITH A CHURCH BOARD 025\par HOW TO TEACH YOUR BOARD TO PRAY 026\par PRAYING AS A BOARD 027\par PASTORING THE BOARD 029\par \par \pard\nowidctlpar\tx204\b BUILDING A BETTER BOARD\par \b0\i An interview with Larry W Osborne, pastor of North Coast Church in Vista, California, and author of \i0 The Unity Factor, \i a book about creating healthy church boards\par \pard\tx204\par \pard\nowidctlpar\tx204\b What made you write a book about church boards?\par \b0\i0 When I came to the small, eighteen-month-old North Coast Church, I made the mistake of not meeting the needs of our lay leaders. They were hurting but were saying, \ldblquote Come on, let\rquote s go meet the needs of the world out there.\rdblquote That caused some things to go sideways for the first three years. We grew by only one person. Then it dawned on me that we were never going to be healthier than our leadership team, so I switched my focus to the inner group that God had given me\emdash our board of elders.\par \pard\tx204\par \pard\nowidctlpar\tx204\b\i What exactly did you do?\par \b0\i0 We shifted where we met and when we met, and I got involved with deciding who would be on the board. I realized that no one trains lay leaders on how to lead the church, so I began to trainLVALN them instead of just giving them more theology. They needed to know how to lead the church.\par \pard\tx204\par \pard\nowidctlpar\tx204\b\i What did you teach them?\par \b0\i0 I exposed them to things I had learned in semi\-nary, at conferences, and in pastoral journals.\par I taught them everything from church-growth principles to group dynamics. We talked about our philosophy of ministry, and I trained our elder board in the material before we needed it. My goal was to help them think like pastors, with the focus on what it means to lead a volunteer organization. The church is not a business and should not be led like a trucking company.\par \pard\nowidctlpar\b\i\par When\b0 \b building an elder board, what do you look for?\par \pard\nowidctlpar\qj\b0\i0 First, we make sure that potential elders don\rquote t have glaring weaknesses. \cf1\b We look for the biblical qualifi\-cations described in 1 Timothy 3 and Titus 1.\par \pard\nowidctlpar\fi272\qj\tx2743\cf0\b0 Second, we look for people who fit our philoso\-phy of ministry. Just because someone is spiritually mature and attends our church doesn\rquote t mean he or she has a right to completely change its direc\-tion. Third, we look for team fit. We ask what our leadership team needs right now. That changes. It\rquote s like a sports team\emdash you can\rquote t win a champion\-ship with five Shaqs. Somebody\rquote s got to bring the ball up the court.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b\i How can a leadership group work as a team?\par \b0\i0 For one thing, make sure your group is the right size. I suggest no more than twelve people. If you have too many people, you\rquote ll have trouble keep\-ing the lines of communication flowing. Frankly, it\rquote s the slightly too-large board that often gets the ticking-time-bomb member when the board is try\-ing to fill one last slot.\par \pard\nowidctlpar\fi187\qj\tx187 Next, spend time together. \cf1\b The more time we spend together, the more we like and understand one anothLVALOer. Too many boards gather, pray, do business, and go home. I look for ways to play, socialize, and have fun together.\par \cf0\b0\par \pard\nowidctlpar\fi238\qj\tx238 Then, create shared experiences. Training helps us to develop a common language and back\-ground. That doesn\rquote t necessarily mean we agree on all things, but it helps us understand each other better when we disagree.\par \pard\qj\tx238\par \pard\nowidctlpar\qj\tx204\b\i What is the purpose of a church board? What should members see as their function?\par \b0\i0 That changes as the church changes. In a small church, the board helps a pastor get the job done. In a larger church, the board helps a pastor make and communicate good decisions. In very large churches, which are usually staff-led, a board acts as the brakes of the organization, offering wise counsel rather than hands-on leadership. Board members are also a crisis team in waiting.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b\i What\b0 \b do you do when your team isn\rquote t function\-ing like one?\par \b0\i0 First, we pray. All the leadership understanding and insight in the world can\rquote t substitute for making sure that the Lord\rquote s hand is guiding us in what to do.\par \pard\nowidctlpar\fi238\qj\tx238 Second, if the relationships are really a strug\-gle, more talk usually doesn\rquote t get anywhere. Bring in a consultant to help.\par \pard\qj\tx238\par \pard\nowidctlpar\qj\tx204\b\i How can you keep a board healthy?\par \b0\i0 Remember that you are a unit, whether you\rquote re the pastor or a board member. I\rquote m a strong leader, but when my board says no, it\rquote s no; and when my board makes a decision that\rquote s not the one I want, it\rquote s \i our \i0 decision, not theirs. If a decision is ten to one, that one person has to walk with the rest of us, saying, this is what the Lord has led us to do.\rdblquote\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b\i Recall a time\b0 \b when your board was forced to face a difficuLVALPlt situation. What happened?\par \b0\i0 Three years ago, serious allegations were made against me as a leader, and the board took them seriously. I wanted them to immediately say, \ldblquote Those charges are bogus,\rdblquote but a healthy board is not composed of yes-men. They got to the bot\-tom of the allegations, and once they had, they supported me and helped us all to move on. As a result, we came through the situation with stron\-ger relationships.\par \par \pard\nowidctlpar\fi187\qj\tx204\b\i Can you suggest some resources to help other boards learn how to function effectively?\par \pard\nowidctlpar\tx204\b0\i0 The materials we\rquote ve used for leadership training at North Coast Church include the following:\par \pard\tx204\par \pard\nowidctlpar\li260\tx260\i The Unity Factor \i0 by Larry W. Osborne (avail\-able at {\field{\*\fldinst{HYPERLINK "www.northcoastchurch.com"}}{\fldrslt{\ul\cf1 www.northcoastchurch.com}}}\f0\fs28 )\par \i Good to Great \i0 by Jim Collins (HarperCollins,\par 2001)\par \pard\nowidctlpar\li306\tx306\i The Contrarian\rquote s Guide to Leadership \i0 by Steven\par \pard\nowidctlpar\fi-284\li544\tx260\tx544 B.\tab Sample (Jossey-Bass, 2002)\par \pard\nowidctlpar\li306\tx306\i The Five Dysfunctions of a Team \i0 by Patrick\par \pard\nowidctlpar\li260\tx260 Lencioni (Jossey-Bass, 2002)\par \pard\nowidctlpar\qj\tx204\par \pard\nowidctlpar\tx204\b HOW TO TURN\par COMMITTEES INTO TEAMS\par \b0\i by Roberta Hestenes, minister-at-large with World\par Vision\par \pard\tx204\par \pard\nowidctlpar\li260\tx204 1.\tab\b Decide who serves.\b0 \i0 Choose leaders already in\-volved in ministry. Select leaders based on their commitment to ministry, faith, a clear job de\-scription, and an understanding of what really needs to be done.\par \b\i 2.\tab Recruit honestly. \b0\i0 As leaders, we want to teach people to discern God\rquote s will and heed his call\-ing. This means being straightforward about the costs. It means giving people a chance to pray, to discuss mLVALQatters, and to have the free\-dom to say no.\par \b\i 3.\tab Set the tone. \b0\i0 The first training experience is crucial because it establishes your group\rquote s community-building tools and ministry tasks. In one church, the training session began with everyone sharing his or her faith journey. Later sessions began with a question to open up re\-lationships. The leader must model this open\-ness and care.\par \pard\nowidctlpar\li221\tx204\b\i 4.\tab Hold a yearly retreat. \b0\i0 It may take years to move from a voluntary retreat to a required one for leaders. The benefits, however, can be cumulative, with each year\rquote s attendance and content improving as you build a history and a sense of commitment.\par \pard\nowidctlpar\li198\b\i 5.\tab Choose the right location. \b0\i0 Homes are the best places to meet as a committee. People behave differently in someone\rquote s home than they do on metal chairs in a church meeting room. In a home, people treat each other with dignity. They relax. Some refreshments and a little sharing can infuse energy\par 6.\tab\b\i Spin off mission groups. \b0\i0 Every committee runs into tasks beyond its ability to tackle as a group. The answer is to form subcommittee task forces that can put in the extra time and energy. These groups might work with intensity for three months or a year and then disband once their tasks are finished.\par \b\i 7.\tab Use expanded committees. \b0\i0 Committees can func\-tion well with up to twelve people. If you know when to create subgroups (during sharing times, for example), and if everyone on the committee is recruited to a specific ministry, committees don\rquote t have to be small.\par \b\i 8.\tab Care for them outside the meeting. \b0\i0 If the only con\-tact people have with each other is in meetings, they have yet to experience full community. It surprises me how often long-standing church members don\rquote t know each other\rquote s names, ad\-dresses, phone numbers, or workplaces. Dis\-tribute this information to commLVALRittee members because most church directories are sorely out of date.\par \pard\nowidctlpar\li221\tx221\par \pard\nowidctlpar\li555\tx555\b WHAT TO CONSIDER WHEN CHOOSING BOARD MEMBERS\par \pard\tx555\par \pard\nowidctlpar\li374\tx374\b0 It\rquote s too late to build unity after a contentious or divisive person has been allowed on the board. Here are three questions to ask a potential recruit:\par \pard\tx374\par \pard\nowidctlpar\fi-209\li566\tx357\tx566\b\i 1.\tab What is the primary purpose of a church board: representation or leadership? \b0\i0 The answer significantly affects the potential for unity. On a representative board, the emphasis on representing various interest groups makes it difficult to justify keeping anyone off the board. Any church member, however divisive, has a right to lead.\par \pard\nowidctlpar\fi232\li578\tx578\tx810 With a leadership board, leaders don\rquote t have to figure out what everyone wants them to do. They have only one focus: to find the best course of action and follow it. When faced with a difficult decision, they don\rquote t ask, How will people react?\rdblquote They ask, What does God want us to do?\rdblquote\par \pard\tx578\tx810\par \pard\nowidctlpar\fi-232\li606\tx374\tx606\b\i 2.\tab What are our minimum qualifications? \b0\i0 In many churches, individuals who faithfully support the church and work hard eventually win a seat on the board. But \cf1\b passages such as Acts 6, 1 Timothy 3, Titus 1, and 1 Peter 5 make it clear that the spiritual qualifications for leadership include character issues.\cf0\b0 That means it\rquote s not so much what a person knows as who the person is.\par \pard\nowidctlpar\fi244\li606\tx606\tx850 Spiritual maturity is critical for building a harmonious and effective leadership team, so ask these ques\-tions: Is this person in basic agreement with our current philosophy of ministry? Will this person be compat\-ible with the leadership team we\rquote ve already assembled?\par \pard\tx606\tx850\par \pard\nowidctlpaLVALSr\fi-232\li606\tx374\tx606\b\i 3.\tab Who should guard the gate? \b0\i0 Every church has gatekeepers who nominate leaders. The problem is, even churches that carefully choose a governing board can be casual when deciding who will control the initial selection.\par \pard\nowidctlpar\fi244\li606\tx606\tx850 The nominating committee may be the most important committee in the church because it is like the headwater of a river. Any pollution upstream will eventually defile everything downstream. A pollution-free river demands a good working relationship between the pastor and the nominating board.\par \pard Larry W. Osborne\par \par \pard\nowidctlpar\fi272\qj\b WHY SOME COMMITTEES FAIL\par \pard\tx2647\par \pard\nowidctlpar\b0 Committees that fall short of their mission generally go off track in specific areas:\par \pard\tx2466\par \pard\nowidctlpar\b\i\bullet\tab Commitment. \b0\i0 Most committees assume that a handful of people meeting once a month can bring renewal to worship, Christian education, or discipleship. In most cases, that level of involvement doesn\rquote t provide even minimal maintenance.\par \pard\tx2653\par \pard\nowidctlpar\b\i\bullet\tab Frequency. \b0\i0 Traditional committees usually meet according to a set calendar. A mission-focused committee meets as often as necessary to get the task done.\par \pard\tx2466\tx2653\par \pard\nowidctlpar\b\i\bullet\tab Calling. \b0\i0 Please tell people that bankers don\rquote t necessarily want to serve on the finance committee,\rdblquote my banker friends plead. Traditional nominating committees would have put Saul, the tentmaker from Tarsus, on the maintenance committee. People like Saul will cheerfully serve where they\rquote re asked, but they need a way to discover and apply their other gifts. Mission-based committees form in response to real needs. They include people whose gifts and calling determine their roles.\par \pard\tx2466\tx2653\par \pard\nowidctlpar\b\i\bullet\tab Responsibility. \b0\i0 Traditional committees often seLVALTparate authority from responsibility, and this is deadly. Com\-mittee members end up with a low sense of investment in their decisions, while those who do the work often lack the authority to make responsible decisions. Mission-focused committees keep responsibility and authority in tandem.\par \pard\tx2466\tx2653\par \pard\nowidctlpar\b\i\bullet\tab Uninvited guests. \b0\i0 The invited guests at a conventional committee meeting are our brains and our seats. We bring ideas and information and sit for as long as the meeting runs. The uninvited guests are our emotions, family problems, and personal concerns. These intruders sneak in and mess up our meetings by discharg\-ing frustrations on topics totally unrelated to what is really bothering us. In a mission-based committee, we take time to catch up with each other, pray for needs, and then get on with business.\par \pard\nowidctlpar\fi232\li578\tx578\tx810\i\emdash Roberta Hestenes\par \par \pard\nowidctlpar\qj\b\i0 HOW TO ORIENT NEW BOARD MEMBERS \b0 -\par \i by Wayne Brouwer, assistant professor of religion at Hope College in Holland, Michigan\par \pard\qj\tx1559\par \pard\nowidctlpar\qj\i0 Board members play a strategic role in the church, though their exact duties depend on the size of the ministry. Small churches require hands-on leader\-ship over broad areas of the congregation\rquote s life, whereas boards of large churches are responsible primarily for vision development, church facilities, and financial concerns. They have the power to veto staff initiatives that are excessive, imbal\-anced, or out of tune with the church\rquote s vision.\par \pard\nowidctlpar\tx2454 Orientation for new board members should be\-gin prior to their selection. If specific tasks, spiri\-tual gifts, passions, and time commitments are clearly stated prior to finding new board members, those who are selected will likely have less need for exhaustive orientation.\par Once new board members are selected, some helpful procedures will bring them up to speed:\paLVALUr \pard\nowidctlpar Have board members who are finishing terms of service meet one-on-one with new board mem\-bers to explain their roles and activities. This is the fastest way to bring new members on board. One caution: If an outgoing board member functioned poorly, was at odds with the rest of the board, or was not an accountable leader, this person should not meet with a new board person. This would only foster long-term dysfunction, so ask another board member to make this first contact.\par Meet with new board members in the location where the board normally meets. Explain the installation/initiation rites by which new board members assume their responsibilities. Give each new board member the appropriate materials for understanding board and ministry operations, and include a one-page executive summary of those materials. Most of the materials given to new board members are not of immediate importance or concern, but people should know where to find these materials when the need arises. Explain meeting practices and expectations.\par \pard\nowidctlpar\tx2454 Publicly affirm new board members through for\-mal installation, church newsletter write-ups (with pictures, if possible), videotaped interviews, or direct mailings to church members. This raises the visibil\-ity of the board, honors those who serve, and instills stronger accountability in new board members.\par Invite new board members to attend a board meeting as nonvoting guests prior to beginning their terms of service. Encourage them to ask ques\-tions for clarification, but advise them not to par\-ticipate in the discussions or vote on matters that come to motion. This is simply their opportunity to observe the dynamics of the board in action.\par Develop a short (half-day to one-and-a-half-day) retreat with the board during the time of transition, and include both outgoing and incoming board members as full participants. Spend the early part of the meeting reflecting on board responsibilities for the church, then outline some ofLVALV the current issues under discussion, projected timetables for receiving information from task forces, commit\-tees, or study groups, and deadlines for making decisions. Spend the latter part of the retreat wrestling with one or two of the most important matters in light of the church\rquote s core values and mission statements.\par \pard\nowidctlpar Distribute a contact list that includes postal and e-mail addresses of all board members. Test the e-mail system by sending several updates, reports, or agendas, and solicit feedback from all leaders on one or two items.\par Provide a yearlong calendar summary of recur\-ring board activities and initiatives, such as annual visioning retreats, ministry evaluation feedback loops and assessments, annual pastoral ministry reviews, annual ministry spending plan (budget procedures and adoption), and new board mem\-ber nominations and installation.\par Plan a social gathering, with spouses, signifi\-cant others, and possibly children, soon after the new board members have taken up their responsibilities. This will help current and new leaders treat one another as human beings and not just as church officials.\par Have the officers of the board contact all board members soon after the new members are in\-stalled. The purpose of this contact is to develop meaningful working relationships and to highlight the special leadership roles of board officers.\par \pard\nowidctlpar\fi272\li2505\qj\tx2471\tx2743\b\par \pard\nowidctlpar\fi272\qj ASSESS YOUR LEADERSHIP STYLE\par \pard\nowidctlpar\tx555\b0 To help identify your leadership style, try one of these online assessment tools:\par \pard\par \pard\nowidctlpar\tx374 From Christian Leadership World: {\field{\*\fldinst{HYPERLINK "www.teal.org.uk/styleind.htm"}}{\fldrslt{\ul\cf1 www.teal.org.uk/styleind.htm}}}\f0\fs28\par \pard\tx2715\par \pard\nowidctlpar\tx374 Take the Myers-Briggs personality test online at \f1\fs24{\field{\*\fldinst{HYPERLINK "http://www.discoveryourpersonality.com" }}{\fldrslt{\cf1\ul www.LVALWdiscoveryourpersonality.com}}}\cf0\ulnone\f0\fs28 .\par \par \pard\nowidctlpar\fi-209\tx357\tx566 The classic leadership profiler can be found at {\field{\*\fldinst{HYPERLINK "www.disctests.com"}}{\fldrslt{\ul\cf1 www.disctests.com}}}\f0\fs28 .\par \pard\nowidctlpar\par \par \pard\nowidctlpar\fi272\qj\b ESSENTIAL TRAITS OF A BOARD MEMBER\par \pard\nowidctlpar\b0 The qualifications for church leaders stated in 1 Timothy 3:1-7 and Titus 1:6-9 are almost exclusively character traits. The only real leadership skill is the ability to teach\emdash everything else has to do with managing one\rquote s inner life. The primary requirement for being a church leader is personal character development.\par Generally, these qualities are evident to others if the candidate is reasonably well-known in the church.\par Nonetheless, a potential elder ought to be thoughtfully evaluated against each of the following scriptural criteria:\par \pard\qj\tx1729\par \pard\nowidctlpar\fi-180\li180\tx850\tx1808\b\i\bullet\tab A vibrant spiritual relationship with Christ. \b0\i0 It\rquote s very difficult to serve with someone who is supposedly a spiritual leader yet is personally out of touch with the Lord.\par \pard\qj\tx1808\tx1921\par \pard\nowidctlpar\fi-209\tx357\tx566\tx1921\b\i\bullet\tab A passion to serve. \b0\i0 Too often, we must cajole people to be church leaders. Instead, we should look for people who already have a genuine desire to serve, even if they aren\rquote t sure they\rquote re up to the job.\par \pard\qj\tx1729\tx1921\par \pard\nowidctlpar\fi-209\tx357\tx566\tx1921\b\i\bullet\tab Self-control. \b0\i0 If leaders can\rquote t manage their relationships at home, how can they handle complex church rela\-tionships? They must lead their own family well before they can lead others.\par \pard\qj\tx1729\tx1921\par \pard\nowidctlpar\fi-209\tx357\tx566\tx1921\b\i\bullet\tab A good reputation. \b0\i0 The life of a church leader must be above reproach. Others should speak well of this leader and what he oLVALXr she has done.\par \pard\qj\tx1729\tx1921\par \pard\nowidctlpar\fi-209\tx357\tx566\tx1921\b\i\bullet\tab Hospitality. \b0\i0 A leader should warmly welcome others.\par \pard\qj\tx1729\tx1921\par \pard\nowidctlpar\fi-209\tx357\tx566\tx1921\b\i\bullet\tab Gentleness. \b0\i0 A good board member isn\rquote t cantankerous and doesn\rquote t always demand that he\rquote s right. He\rquote s willing to listen and learn from others.\par \pard\qj\tx1729\tx1921\par \pard\nowidctlpar\li204 Some qualities, though not specifically addressed in Scripture, are definite liabilities on a board. Someone who is always talking about himself is difficult to work with. So is someone who can\rquote t make commitments or who makes them and can\rquote t keep them. An inflexible person\emdash someone whose attitude is If you don\rquote t agree with me, you don\rquote t agree with the Bible\emdash makes discussion difficult.\par \par What I value most in board members is loyalty and honesty. If I find out that staff people are gossiping and talking behind someone\rquote s back, I consider it grounds for immediate dismissal. Dishonesty and disloyalty bleed into everything. Board members must be able to trust one another. You can\rquote t fire a disloyal board member, but you can talk directly and forcefully to that person with the help of the other board members. Gossiping and sniping cannot be tolerated.\par \pard\nowidctlpar\fi-232\li606\tx374\tx606\i\emdash Samuel D. Rima\par \par \pard\nowidctlpar\li221\tx2454\b\i0 WHEN LEADERSHIP STYLES CLASH\par \pard\nowidctlpar\fi272\li238\qj\tx2471\tx2743\b0 Crest Falls Assembly hired two part-time children\rquote s directors, Sue and Cindy, to co-direct the growing children\rquote s program. Their roles in the Christian education department were carefully defined: Sue would handle the pre\-school, Cindy the elementary school. When the leaders\rquote functions overlapped, the two women would combine their efforts. Both would answer to Phil, the associate pastor.\par \pardLVALY\nowidctlpar\tx238\tx555 Personality differences soon led to problems. Cindy was driven to excel, whereas Sue worked in a more relaxed mode.\par Sue won\rquote t carry her share of the load,\rdblquote Cindy complained to Phil. \ldblquote She\rquote s big on talk but doesn\rquote t get things done.\rdblquote Cindy would spend hours preparing, only to see Sue show up barely in time for an event.\par Sue saw things differently. \ldblquote I\rquote m getting paid for only twenty-five hours a week,\rdblquote she said with a shrug. Sue didn\rquote t feel obligated to work extra hours without pay just because Cindy did.\par Phil suspected that Sue, who spent hours building relationships with her workers, could work more efficiently, but he guessed that she would remain unmotivated no matter what he said, while Cindy pushed for more.\par \pard\tx238\tx487\par \pard\nowidctlpar\li255\tx374\b\i What Would You Do?\par \pard\tx255\par \pard\nowidctlpar\fi-209\li447\tx357\tx566 If you were Phil, what would you say to Cindy?\par \pard\tx447\par \pard\nowidctlpar\fi-209\li447\tx357\tx566 Would it help if Phil pronounced one director right and the other wrong? Why or why not?\par \pard\tx447\par \pard\nowidctlpar\li255\tx374 What Happened\par \pard\nowidctlpar\fi272\li238\qj\tx2471\tx2743\b0\i0 Phil used a personality assessment tool (the Myers-Briggs Type Indicator) to help both women understand themselves better, but he still had to deal with the women\rquote s different styles. Phil listened as Cindy vented her frustrations, which helped her gain perspective. She decided that lowering her expectations of Sue wouldn\rquote t compromise her work ethic, as long as Phil didn\rquote t hold her liable for Sue\rquote s unfinished assignments.\par \pard\nowidctlpar\tx238\tx555 Phil challenged Sue to spend her work hours more wisely. \ldblquote We don\rquote t need you as a counselor,\rdblquote he said. \ldblquote We need you doing those things that most benefit the children\rquote s ministry.\rdblquote SLVALZue began to let go of less-productive activities and adjusted her work style.\par Together, Cindy and Sue distributed assignments more evenly and divided them so that they could work independently. One teachers\rquote workshop, for example, would be Cindy\rquote s responsibility alone, allowing her to do her best without begrudging Sue\rquote s lack of involvement. The next workshop would be Sue\rquote s, allowing her to work at her pace without feeling pressured by Cindy. As the tension in their relationship dissipated, Phil\rquote s role as mediator diminished as well.\par \pard\nowidctlpar\tx6871\i\emdash Richard Doebler\par \pard\nowidctlpar\tx4365\i0\par \b WHAT IS YOUR LEADERSHIP STYLE?\tab\b0\par \i Phyllis Ten Elshof editor of books and Bibles for\tab\i0\par \i the Resources Department of Christianity Today International \i0\par \par If more leaders took time to understand other people\rquote s styles, we would have better teams, says Sue Mallory. Director of Leadership Training Network, which helps churches develop lay leaders. There are various ways of describing leadership styles, but here are the four that Mallory uses:\par \par 1. \b Relaters\b0 are thoughtful, idealistic, trusting, loyal and helpful. They are the nurturing, tender hearts of the church. They are gifted for shepherding, mercy, and helping ministries.\par 2. \b Promoters\b0 are experimenting, enthusiastic people persons. They can put a vision out there, sell it, and bring people along to put it into action.\par 3. \b Analyzers\b0 are great with data. They understand the positives and negatives of a vision or plan, its implications, and how long it will take to put it into operation.\par \pard\nowidctlpar\li204\qj\b\i 4.\tab Directors \b0\i0 are self-confident, type A leaders who are quick to act. They love and seek change. They are persuasive and in control.\par \pard\nowidctlpar The combination of styles that works best on a ministry team depends on the team\rquote s role. On a di\-aconal team that emphaLVAL[sizes caring ministries, for example, relaters are essential, but you wouldn\rquote t want too many relaters on a church board. Instead, you would need a director, an analyzer, a visionary promoter to communicate the board\rquote s decisions and plans, and some relaters to represent the con\-cerns of the congregation.\par \cf1\b A style becomes negative when it\rquote s excessive.\cf0\b0 For example, directors can be domineering. They can ignore people and steamroll them. Analyzers can get what we call \ldblquote analysis paralysis,\rdblquote taking forever to make a decision because they need so much information. Excessive promoters become agitated when people resist the process of change, and they interpret hesitation as rejection of their proposals. In the meantime, excessive relaters are thinking, What \i am I doing wrong? \i0 Relaters are pro\-tective of people because they like them. They can be manipulated.\par We are each wired with an innate style, Mallory says. Talents can be polished and skills honed, but our style is our style. Still, most people\rquote s styles are on a continuum and can change somewhat. For ex\-ample, Mallory says that in her professional work she\rquote s a team builder and a bridge builder, but not an analyzer. \ldblquote I\rquote ve always had a promotional side, but until I went into full-time ministry, I didn\rquote t use it much. Now I do,\rdblquote she says. \ldblquote I can stand in front of people and promote a vision five days a week, because that\rquote s how I\rquote m wired. By contrast, I could never be an analyzer. I can work at it, but it\rquote s an energy drain. If I had to do a strategic plan, I\rquote d say, \lquote Shoot me!\rquote Analysis is not my natural gift.\rdblquote\par Wise leaders may challenge people to stretch their boundaries, but they usually allow each team member to work primarily in his or her innate style.\par \par \b PERSONAL GROWTH ON THE BOARD\par \pard\nowidctlpar\fi-209\li566\tx357\tx566\b0\i by Wayne Brouwer, assistaLVAL\nt professor of religion at Hope College in Holland, Michigan\par \pard\nowidctlpar\tx204\tx2454\i0 Though few people actively pursue a position on the church board (and those who do probably shouldn\rquote t be appointed), board members later typically acknowledge how they\rquote ve grown through the experience.\par \pard\nowidctlpar\tx555 One way that board members grow is by work\-ing closely with the pastor. Most church members will hear the pastor\rquote s preaching on Sundays and have contact with him in times of illness or crisis, but board members listen to the pastor\rquote s prayers, dreams, hopes, and concerns on a regular basis. Pastors are far from perfect people, and most won\rquote t make the list of Fortune 500 leaders, but most of them are dedicated people with deeply spiritual thirsts and life expressions. Leaders grow in a close, long-term working relationship with a pastor.\par \pard\nowidctlpar Members of a church board usually grow in the fruit of the Spirit (Galatians 5:22-23). Some spiritual fruit is desired. Who wouldn\rquote t welcome the \i love \i0 and \i joy \i0 that attend new commitments to Jesus or the testimonies expressed by a car\-ing body of believers? Who wouldn\rquote t be thrilled by the \i kindness \i0 of members who serve others in their neighborhoods or the \i goodness \i0 of teachers in the children\rquote s ministries? Who wouldn\rquote t be moved by \i faithfulness \i0 to worship participation, prayer and regular tithing?\par But board members must also grow in the other fruits of the Spirit: \i peace, patience, gentle\-ness, \i0 and \i self-control. \i0 It takes a lot of \i self-control \i0 to foster \i peace \i0 during church conflicts. \i Patience \i0 wrestles with exasperation when board members want to move ministries ahead while many church members are resisting change. Yet board mem\-bers do grow in patience, and by the time most have finished their terms of service, they have learned to treat people who have differing points of view with a greatLVAL] deal more \i gentleness. \i0 If one is willing to serve and to learn, membership on a\par \pard\nowidctlpar\qj\tx2471 church board can confer a master\rquote s degree in the fruit of the Spirit.\par \pard\nowidctlpar\tx2454 Serving on a church board affords a compre\-hensive look at Jesus\rquote ministry at work in a con\-gregation. North American churches are very Sunday-focused and spend a lot of energy and attention on the big worship events each week. Board members learn about many other dimen\-sions of ministry besides worship.\par Board members usually spend some time each year in visioning processes. They form the core values around which every ministry activity is or\-ganized. In reviewing the church\rquote s mission and vi\-sion statements, board members learn to keep the main priorities front and center, in the church and in their personal activities. When board members draw out the implications of Jesus\rquote heart and mind for the church in short-and long-term planning, the big picture is always inspiring.\par Board members generally grow in the spiritual disciplines of service. Leaders are expected to lead in prayer, for example. This requires attention to the things that matter to others and to the church, not just mouthing a list of personal requests. When setting the annual budget, monitoring monthly balance sheets, or supporting the latest capital campaign, board members generally find them\-selves digging deeper and contributing more than they did before. It is harder to think that someone else should meet a need when one sees the need clearly and has the wherewithal to address it. As board members hear about the sacrificial service of missionaries and those in the congregation who work tirelessly for Christ, they are influenced to develop similar habits of devotion.\par \pard\nowidctlpar\tx289\tx555 Finally, most board members learn a lot from their fellow board members, who are usually se\-lected because of their leadership gifts, spiritual passions, and thoughtful supportLVAL^ of the church. One travels well in such company for any term of service. Board members often continue relation\-ships with other members long after their tenure completed.\par In Ephesians 4, Paul talks about the gifts that Jesus gave to the church at his ascension. Lead\-ers that equip the saints for ministry are gifted\par \pard\nowidctlpar\qj\tx2471 pilgrims on a journey with Jesus. Whoever has an opportunity to join that group for a while will be blessed.\par \pard\nowidctlpar\li1031\qj\tx2471\par \pard\nowidctlpar\fi130\b WAYS TO WORK WITH A CHURCH BOARD\par \pard\nowidctlpar\li124\qj\tx1564\b0\i An interview with Ed Dobson, former pastor of Cal\-vary Church in Grand Rapids, Michigan, and Jim Buick, Calvary board member and former CEO of Zondervan Corporation\par \pard\qj\tx204\par \pard\nowidctlpar\li119\qj\tx1559\b Is \ldblquote enjoyable board meeting\rdblquote an oxymoron?\par \pard\nowidctlpar\li96\qj\tx1536\i0 ED \b0 DOBSON: Boards deal with serious issues, so I don\rquote t believe there is a way to make meetings more enjoyable. But at Calvary Church, we spend significant time praying together at the beginning of each meeting.\par \b JIM BUICK: \b0 Though the meetings might not be enjoyable, they can be satisfying. For more than a year, our board developed a policy on divorce. When we finally reached the evening of decision, the board voted unanimously in favor of the policy. I felt a deep sense of accomplishment.\par \pard\qj\tx204\par \pard\nowidctlpar\li119\qj\tx1559\b\i As a board member, Jim, what traits do you ad\-mire in a pastor?\par \pard\nowidctlpar\li96\qj\tx1536\i0 BUICK: \b0 I appreciate Ed\rquote s attitude. Every time he brings an idea to the board, he communicates that he is accountable and willing to submit to this board. That\rquote s one reason why the board of\-ten responds positively to his initiatives. We al\-ways discuss his proposals and make changes as necessary.\par \pard\nowidctlpar\fi232\li578\tx226\tx578\tx810 At the same time, we look to Ed for LVAL_spiritual leadership and biblical instruction. Ed\rquote s thor\-ough preparedness creates respect and gives him authority.\par \pard\qj\tx226\par \pard\nowidctlpar\li119\qj\tx1559\b\i What is the board\rquote s responsibility to a pastor?\par \pard\nowidctlpar\li96\qj\tx1536\i0 BUICK: \b0 The demands of a church like ours could easily burn out a pastor if there weren\rquote t clear-cut guidelines to protect days off and family time. Ed once told the hoard that he was drowning under\par \pard\nowidctlpar\qj\tx2471 the weight of his commitments. He said he wasn\rquote t burned out yet but was feeling overwhelmed. In response, we formed a committee that included Ed\rquote s wife to review his commitments.\par \pard\qj\tx204\par \pard\nowidctlpar\li180\tx2454\i Ed, \b what traits do you admire most in a board member?\par \pard\nowidctlpar\fi272\qj\i0 DOBSON:\tab\b0 Individuals who are godly\emdash people seeking to grow through Scripture and a life of prayer. The other trait I value is honesty. I want board members who will tell me something to my face in front of everyone else.\par \pard\qj\tx918\par \pard\nowidctlpar\b\i You never take offense at their bluntness?\par \pard\nowidctlpar\fi272\qj\i0 DOBSON:\tab\b0 I don\rquote t want everyone to agree with me. That would be terribly patronizing. Of course, there\rquote s no danger of that happening in this church!\par \pard\nowidctlpar\b BUICK:\tab\b0 We believe in open board meetings where everything is fair game, but we are also willing to say to a board member, \ldblquote You need to rephrase what you just said.\rdblquote If someone makes a vitriolic attack, we make sure the issue gets resolved.\par \pard\qj\tx731\par \pard\nowidctlpar\b\i What\b0 \b do you do when the board can\rquote t agree on an issue?\par \i0 BUICK:\tab\b0 We make certain that everyone gets a hearing, even if doing so takes all night. The mem\-bers are at liberty to raise questions, express their views, and receive a respectful hearing.\par \pard\nowidctlpar\fi272LVAL`\qj DOBSON:\tab We take our time on major issues until we reach consensus.\par \pard\qj\tx918\par \pard\nowidctlpar\b\i How should \b0 pastors \b and board members view their roles?\par \pard\nowidctlpar\qj\i0 BUICK~ \b0 We are stewards of the church, not owners. We need to care more about advancing the King\-dom of God than about our programs or ideas. We also relate to the servant leadership Jesus demon\-strated in John 13, when he washed the disciples\rquote feet. Jesus ruined the entire organizational chart when he stooped to perform that menial task. It certainly bewildered Peter. But that\rquote s the leader\-ship model Christ gave us.\par \pard\nowidctlpar\fi272\qj\b DOBSON:\tab\b0 Ownership works fine as long as every\-thing is headed upward. You\rquote re a hero and can do no wrong. Ownership is a terrible burden when things go the other direction. You become the brunt of everyone\rquote s criticism.\par \pard\qj\tx204\par \pard\nowidctlpar\b\i How does Calvary Church find servants instead of owners for its leadership team?\par \pard\nowidctlpar\fi272\qj\i0 DOBSON:\tab\b0 We use the criteria of 1 Timothy 3. When someone is nominated, at least two other board members must support the nominee. Anyone can object to a particular nomination, and that nomi\-nee is automatically eliminated unless the person who made the nomination feels strongly that the nominee is still qualified. In that case, the person who raised the objection goes out of the meeting and explains his concerns to the chairman.\par \pard\qj\tx918\par \pard\nowidctlpar\b\i Are strong boards and strong pastors mutually exclusive?\par \pard\nowidctlpar\fi272\qj\i0 DOBSON:\tab\b0 That depends on how you define a strong pastor. I would define a strong pastor as a leader and a visionary, not a person on whom everything rises or falls.\par \pard\nowidctlpar I appreciate our board\rquote s strength, which was developed during hard times. If you ask people who have been here through those difficult times, they will tell you howLVALa much they appreciate the strength of this board.\par \pard\nowidctlpar\qj\b BUICK: \b0 A pastor\rquote s strength must come from his preaching and teaching ministry, not primarily from exerting authority. A strong board is competent and accountable to the members. Both are needed to make a strong church.\par \pard\par \pard\nowidctlpar\li187\tx204\b HOW TO TEACH YOUR BOARD TO PRAY\par \pard\nowidctlpar\li198\tx204\b0\i by Lee Eclov, senior pastor of Village Church in\par \pard\nowidctlpar\li209\tx204\b Lincolnshire, Illinois\par \pard\tx209\par \pard\nowidctlpar\li124\qj\tx1564\b0\i0\ldblquote Dear Lord, as we begin our meeting tonight, we thank you for bringing us together. We pray that you would help us as we conduct our business. Give us wisdom. In Jesus\rquote name, amen.\rdblquote\par \pard\nowidctlpar\fi238\qj\tx238 That\rquote s about the extent of the prayer that opens many church committee and board meetings. As I sat through such meetings, I knew God\rquote s people weren\rquote t trying to marginalize him. They really trusted that God would work in their meeting, and he often did, despite their weak prayers. God is merciful and gracious, but I knew that better pray\-ing would pay off in clearer and more empowered decisions.\par \pard\nowidctlpar\fi272\qj When I\b\i \b0\i0 urged our leaders to pray more thor\-oughly, I realized they didn\rquote t know how. Even mature Christians didn\rquote t know what else to say. I\i \i0 suspect that most of them supposed the Lord would keep an eye on the meeting, but it was up to them to get things done. I doubt they ever con\-sidered that the Lord might actually want a seat at the table\emdash that he might wish to speak in the meeting or cast the deciding vote.\par Wise leaders can pray in many ways while pur\-suing God\rquote s direction and help in church business. Here are some procedures we\rquote ve found helpful:\par \pard\nowidctlpar (1)\tab realigning the agenda, (2) shaping extended prayer, and (3) establishing a prayer guide forLVALb hoard members.\par \pard\tx221\tx453\par \pard\nowidctlpar\b Realigning the Agenda\par \pard\nowidctlpar\fi244\b0 We moved to the following general outline for our meetings, regardless of the committee involved:\par Opening prayer of submitting ourselves to the Lord for the meeting ahead\par \pard\nowidctlpar\fi-209\li566\tx357\tx566 Reports and routine action (approving minutes from the previous meeting, brief updates on pending activity, verbal additions to written reports). This should be limited to fifteen or twenty minutes.\par A short summary of the main actions before the board at this meeting. No discussion, un\-less it is simple clarification. Presumably, there will only be a few main actions per meeting. Extended time of prayer on the main agenda items\par \pard\nowidctlpar\fi244\li606\tx606\tx850 Discussion and action on the main agenda items\par Closing prayer of thanks in which we submit ourselves again to the Lord\rquote s service.\par \par \pard\nowidctlpar\li1066\tx374\b Shaping Extended Prayer\par \pard\nowidctlpar\fi-209\li566\tx357\tx566\b0 When I asked the board members to pray about hiring a new staff member, I realized their prayers were very short because no one knew what to say besides \ldblquote Lord, give us wisdom with this decision.\rdblquote\par \pard\nowidctlpar\fi272\qj So we designed a simple printed prayer list to use in meetings. I write the prayer guidelines and print copies of the guide for the board. We pray about one main subject at a time until the leader tells us to move to the next item. If an issue is par\-ticularly weighty, we may debrief after that item before moving on, but we usually do that during the discussion that follows.\par \pard\tx204\par \pard\nowidctlpar\li1014\tx2454\b Establishing a Prayer Guide for Board Members \b0 Here is \b a \b0 sample of the prayer guide I give to board members:\par \pard\tx204\par \pard\nowidctlpar\fi272\li215\qj\tx2471\tx2743 Pray only about the subject at hand; one re\-quest at a time; short prayers. CLVALconverse with the Lord as you might with the wisest board member\emdash ask questions, submit your thoughts, admit your confusion or hesi\-tancy, express your trust in him. Participate. When you only pray silently, no one else knows your thinking or heart on the matter under consideration. Listen for the Lord. Do you find yourself focus\-ing on certain facts or questions? Does a verse of Scripture or a biblical principle or promise come to mind? Is an idea taking shape? Use the third column to jot down notes as you pray.\par \pard\nowidctlpar\qj\tx2471 We find that we spend roughly ten minutes on each main agenda item, although sometimes more time is warranted. The leader needs to be sensitive to the Spirit\rquote s guidance. The Lord isn\rquote t looking for long prayers but for sincere and thoughtful sensi\-tivity to him.\par \pard\nowidctlpar\fi-232\li606\tx374\tx606 When you\rquote ve finished praying, begin discus\-sion on the action items. The first question should be, \ldblquote As we prayed, did any impressions, questions, or ideas come to you on this matter?\rdblquote Not all com\-ments need to be pursued, but if two or more people have similar reactions, pay attention. Such agreement is no coincidence.\par We find that the time invested in prayer sig\-nificantly shortens discussion time. We feared, of course, that adding perhaps thirty minutes of prayer time to our meetings would make them very long, but that is rarely the case. Praying through an issue together sharpens our thinking, builds unity of purpose, and sensitizes us to the Spirit of God. And, of course, God answers prayer.\par \pard\par \trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2844\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5796\clbrdrl\brdrw10\brdrs\clbrdrt\brdrLVALdw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl\fs20 ISSUE\cell SUGGESTED PRAYER IDEAS\cell NOTES\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2844\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5796\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl HIRING AN ASSOCIATE PASTOR\cell HAS THE LORD GIVEN US ANY CLEAR SIGNALS?\par CONGREGATIONAL UNITY\par FINANCIAL PROVISION\par SHOULD WE CONSIDER __FROM OUR CHURCH AS A CANDIDATE?\par IS OUR JOB DESCRIPTION REALISTIC?\par DO WE NEED TO FORM A SEARCH COMMITTEE?\cell\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2844\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5796\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl Strengthening our small groups\cell HELP US TO UNDERSTAND OUR PRIORITIES WITH THIS MINISTRY. \par WHAT SPECIFIC NEEDS DOES THIS MINISTRY LEADER HAVE?\par A GREATER DESIRE TO PARTICIPATE AMONG THE PEOPLE\par ARE WE USING THE RIGHT MATERIAL?\cell\fs28\cell\row\pard\par \pard\nowidctlpar\fi244\li459\tx606\tx850\b PRAYING AS A BOARD\par \pard\nowidctlpar\li226\qj\tx1564\b0 No greater moment exists in church leadership than when people collectively move into the Lord\rquote s presence, seek his face, and close in unity. Practicing this three-phase structure in church board meetings helped one church to move for\-ward in dynamic prayer:\par \pard\tx226\par \pard\nowidctlLVALepar\li119\qj\b\i 1.\tab Preparation. \b0\i0 Begin with a brief time for people to collect their thoughts in God\rquote s presence. Come together before the Lord in worship, using a couple of familiar choruses, a moment of silence, or shared Scripture. This can last from thirty seconds to fifteen minutes.\par \pard\tx226\tx419\par \pard\nowidctlpar\li119\qj\tx226\b\i 2.\tab Requests. \b0\i0 Preparation will flow into audible prayer. Don\rquote t cover a lot of token requests, but center on areas related to the reason you have gathered. This may include prayer for an individual\rquote s need, but more often it covers agenda items that the team is responsible for. Mingle praise with petition as you go.\par \pard\tx226\tx419\par \pard\nowidctlpar\li119\qj\tx226\b\i 3.\tab Interaction. \b0\i0 Out of your praises and prayers, listen for what God is saying to you. Encourage each other to tell the group what God brings to mind while you are praying. You may be surprised at how consistently Scriptures and thoughts are confirmed by others.\par \pard\nowidctlpar\li96\qj\tx1536 At other times, seek God\rquote s presence in qui\-etness. Prayer does not have to fit a specific slot on the agenda. Throughout the meeting, seek God\rquote s mind as a natural part of the pro\-ceedings. People might pray spontaneously during the discussion or offer some insight they feel God has impressed on them.\par \pard\nowidctlpar\tx2398\i\emdash Wayne Jacobsen\par \par \pard\nowidctlpar\qj\b\i0 PASTORING THE BOARD\par \pard\nowidctlpar\tx2454\b0\i by Wayne Brouwer, assistant professor of religion at Hope College in Holland, Michigan\par \pard\qj\tx204\par \pard\nowidctlpar\fi272\qj\tx2743\i0 Pastoring board members is part of a pastor\rquote s calling to equip others (see Paul\rquote s instructions to Timothy and Titus). A pastor plays various roles in equipping board members for effective leadership:\par \pard\qj\tx204\par \pard\nowidctlpar\tx555\b\i 1.\tab Rabbi. \b0\i0 Board members form the core leadership team of LVALfthe church. They set vision and practice for the whole congregation, so they need to be highly accountable for their faith and lives. The pastor is like a rabbi in this context, as he in\-vites board members to share a close walk with him so that others may find the way to God\rquote s Kingdom.\par \i 2.\tab\b Teacher. \b0\i0 The pastor should provide ongoing teaching about doctrine and life to sustain and nurture the spiritual health of board members. He should pray for leaders and their families, asking God to bless and protect them in their sacrificial service and to protect them from evil that might undermine their testimonies or de\-stroy their effectiveness.\par \b\i 3.\tab Spiritual referee. \b0\i0 Pastoring the board is particu\-larly important when controversial issues are discussed. Board members should not look to the pastor for answers to every issue, but for attitudes in formulating questions, ways of re\-specting different approaches, and integrity in decision making. In processes that are some\-times far from ideal, the pastor should guide board leaders in making choices that honor Christ and his people. The pastor must set an ongoing example of how to act within the pres\-sure cooker of leadership.\par 4.\tab\b\i Fellow worker. \b0\i0 The board is the pastor\rquote s essen\-tial small group or team, and the pastor must show concern for these leaders as people, not just as board members. Pastors who send cards, make phone calls, and mention an event such as a leader\rquote s birthday or anniversary show that they care about the board members and their families and want to bless them. Board mem\-bers who receive this kind of attention from their pastor will usually return such care, and leaders will be rooted in camaraderie rather than in power plays, posturing, or positioning.\par \pard\nowidctlpar\fi-209\tx357\tx566 5.\tab\b\i Personal encourager. \b0\i0 Before a new member takes up responsibilities on the board, a per\-sonal chat with the pastor is certainly in order. It\rquote s P LVAL` also a good idea for pastors to have lunch with each board member in rotation through\-out the year. When a board member finishes a time of service, words of appreciation at the last meeting, notes of thanks in the church bul\-letin, newsletter, or Web site, and a personal letter from the pastor will highlight the board\rquote s significance in the life of the church.\par \par \par \pard\nowidctlpar\fi244\li606\tx606\tx850\par \pard\cf2\f2\fs29\par } LVALu^5h{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 031-034\par CHAPTER 3\par MEETINGS\par \par IN THIS CHAPTER\par Why I love Church Board Meetings 031\par Key Components of a Leader\rquote s Retreat 033\par Training Materials for Leadership Retreats 033\par How to Make Meetings Productive 034\par Ground Rules for Team Work 035\par The Power of an Agenda 035\par \par \pard\nowidctlpar WHY I LOVE CHURCH BOARD MEETINGS\b\par \b0\i by Keith Mannes, pastor of Highland Christian\par Reformed Church in McBain, Michigan\par \pard\par \pard\nowidctlpar\i0 These days, I look forward to church board meet\-ings. We get things done, tackle tough issues, laugh, and later shoot the breeze. I appreciate our elders and depend on them.\par I haven\rquote t always felt that way, but one night I asked a question and really stopped to listen to the answer.\par \pard\nowidctlpar\tx4325\tx8725 It was our first meeting in a new term, with our newly elected elders joining us around the table.\par \pard\ldblquote So, how do you feel about coming into this term of service?\rdblquote I asked.\par \pard\nowidctlpar\tx4325\tx8725 There was a long pause. Then slowly people began to speak. One man told how he had been doing his best work for the church when some church members snarled at him. This quiet, godly man is an experienced elder, but he ended his story by saying, \ldblquote That hurt.\rdblquote\par Another elder told about a minor disagreement he had with a previous pastor. This elder felt that the pastor had turned his back, walked away, and pretty much severed their relationship. This elder has contributed greatly to the work of our church, but he came to this term feeling burned.\par Most of the elders felt the same way. They were strong, Christ-like leaders who were willing to sLVALierve. They were also wary and were disap\-pointed with church leadership. They would lead, but with little joy, eagerness, or anticipation as they braced themselves for the inevitable pain of someone\emdash perhaps their pastor\emdash stepping on the same wounded toes.\par \pard\nowidctlpar How could we work well together if we feared getting burned again?\par \pard\tx232\par \pard\nowidctlpar\b Learning New Dance Steps\par \pard\nowidctlpar\tx204\b0\ldblquote Dance with the one that brung ya\rdblquote is an old say\-ing that encourages a young lady with a roving eye to remember her date. After that meeting with the elders, I realized I had been like that young lady in eyeing bigger churches, better programs, and expanding visions that had captured my imagina\-tion. Suddenly, the elders who \ldblquote brung me\rdblquote could tell that my attention had wandered. I had begun to push, drag, manipulate, or ignore them, and I hadn\rquote t connected with these elders at the soul level. I needed to pay attention to them, respect them, and appreciate them.\par \pard\nowidctlpar I wanted our church\rquote s leaders to be trusted and affirmed in our church. For that to happen, I needed to learn some new, more godly dance steps:\par \pard\tx232\par \pard\nowidctlpar\li226\b\i Step 1: Watch your language. \b0\i0 I often hear pastors refer to \ldblquote my chairman\rdblquote or introduce someone by saying, \ldblquote Bert, here, is one of my elders.\rdblquote Biblically, it\rquote s more accurate to say, \ldblquote One of \i our \i0 elders.\rdblquote So now I say, \ldblquote Bert serves as one of the elders at our church.\rdblquote Maintaining respectful language keeps me from propping myself up at the elders\rquote expense. The change, I trust, conveys my genuine respect.\par \pard\nowidctlpar\li226\tx4348\b\i Step \b0 2: \b Affirm\b0 \b and encourage. \b0\i0 Biblical encourage\-ment finds God\rquote s work in someone and calls at\-tention to it. It praises God instead of puffing up people. VeryLVALj few people in a church do this for elders, so I consider it my job.\par \pard\nowidctlpar\fi232\li232\tx232\tx464 For example, the elders and I had to make an agonizing choice about asking a person to leave the church. I said to the board, \ldblquote However this turns out, I honor you as elders for having the guts to wrestle with this issue, for caring so much about what the Bible says, and for sincerely seek\-ing God on this. I praise God for you.\rdblquote\par I meant every word. At this time when some of our elders were losing sleep, they needed spiritual encouragement.\par \pard\nowidctlpar\li243\b\i Step 3: Publicly affirm. \b0\i0 Last winter, we had to can\-cel services one Sunday because of a severe snowstorm. It was a no-win situation. Some people were grumpy about the cancellation, saying, \ldblquote If an elderly widow slides off the road and dies in a snowdrift while driving to church, she was only doing what she was supposed to be doing; and, after all, she\rquote s going to heaven.\rdblquote Other people were angry because they \i had \i0 slid through gale-driven snowdrifts only to find an empty church.\par \pard\nowidctlpar\tx4348 Who got the blame?\par Our elders, of course.\par The next Sunday, I took a moment to publicly thank the elders \ldblquote for getting up early, making a tough decision, and spending the morning call\-ing everyone they could.\rdblquote I apologized for any inconvenience, and I affirmed that the elders had done their best to keep everyone safe.\par \pard\tx249\tx487\par \pard\nowidctlpar\li180\tx4354\b Following Their Lead\par \pard\nowidctlpar\tx204\b0 A few years ago, I wanted to study Bruce Wilkin\-son\rquote s \i The Prayer of Jabez \i0 (Multnomah, 2000). I wanted to buy books for everyone and discuss the book in small groups during the evening service. This would be so cool, if I could just get it past the elders.\par When I presented my plan to the board, the elders were silent. In their minds, they could hear the angry phone calls. They knewLVALk that I, as the pastor, would be perceived as trashing the evening worship service. Out of love for the church and for me, the elders said no. They then proposed an al\-ternative plan. I swallowed my pride and accepted their idea. The result was a smashing success.\par I like our elders. I\rquote m grateful for this group that is willing to work with me in the delicate dance of leadership.\par \pard\par \pard\nowidctlpar\tx204\b KEY COMPONENTS OF A LEADERS\rquote RETREAT\par \pard\nowidctlpar\tx4354\b0\i by Ken Godevenos, executive director of SCA International\par \pard\tx204\par \pard\nowidctlpar\i0 Assuming that you want to achieve all the pur\-poses of a staff retreat\emdash to work, rest, and spend time with God\emdash here are some elements to build into the events:\par \pard\tx204\par \pard\nowidctlpar\li221\i 1.\tab\b Timing. \b0\i0 Don\rquote t wait to plan a perfect event or to schedule one a month in advance; the best staff retreats begin when a leader says, \ldblquote We need to get away right now.\rdblquote Whatever the critical event or need, use the staff retreat as a general uses a high-level strategy meeting: to unite, build up, and communicate with the troops.\par \i 2.\tab\b Invitees. \b0\i0 Not everyone needs to be there. Invite your key players and those with the greatest impact on the ministry team. Some junior-level staff may not be ready for all this.\par \b\i 3,\tab Rest. \b0\i0 Every moment of every day away doesn\rquote t have to be planned. The best retreats I\rquote ve at\-tended allow considerable time for people to have their own devotions, read, go for walks, talk in pairs, or just sleep.\par \i 4.\tab\b Prayer.\b0 \i0 Sometimes Jesus held his own personal retreat in which he simply prayed. His disciples, then and now, do well to follow his example.\par \b\i 5.\tab Go by yourselves. \b0\i0 Jesus didn\rquote t invite the spouses\par \pard\nowidctlpar\fi232\li221\tx221\tx464 or children of leaders to come along; he just invited the leaders. He knew that hiLVALls team needed no interruptions. These events aren\rquote t half vacations, but times for seeking God\rquote s vi\-sion, strategies, or rest.\par \pard\nowidctlpar\li221 6.\tab\b\i Location. \b0\i0 Jesus and his disciples went away in a boat to a solitary place for a time of spiri\-tual refreshment (Mark 6:32). I know that not everyone can go away in a boat, but ev\-ery effort should be made to go to a \ldblquote solitary place\rdblquote where God and his creation can be fully appreciated.\par 7.\tab\b\i Publicity. \b0\i0\ldblquote The people saw them going\rdblquote (Mark 6:33, NASB). I\rquote m not suggesting that you put a public notice in the local paper, but I do recommend letting your congregation know (in a low-key manner) that you\rquote re going away to plan, rest, pray, and listen to God. Ask people to pray for you and for what God might tell you personally and collectively. When you return, communicate some of what you\rquote ve learned.\par \b\i 8.\tab Goals. \b0\i0 It\rquote s important that you prepare well and have clear goals as a leader, preferably com\-municated to your team before the retreat. You must know what you and your team need to accomplish during the time away and what you\rquote ll do with it afterward. Establish priorities and stick to them. It\rquote s better to aim for a few key goals and finish them with time to spare than to aim for too many objectives and only accomplish a few.\par \pard\nowidctlpar\tx204\b\i 9.\tab Leadership. \b0\i0 Even if you\rquote re the greatest senior pastor since Charles Spurgeon, D. L. Moody, or A. W. Tozer, there\rquote s no guarantee that you\rquote re also a great retreat leader or facilitator. If much decision making or strategic planning is to be done on the retreat, consider calling in someone with group-facilitation skills.\par \b\i 10.\tab Evaluate.\f1\fs24 \b0\i0\f0\fs28 Don\rquote t let your team leave the retreat without a written assessment of the event (us\-ing a prepared questionnaire) and an oral dis\-cussion of how yoLVALmu functioned as a team. Use this input for future retreats.\par \par \pard\nowidctlpar\b TRAINING MATERIALS FOR LEADERSHIP RETREATS\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\b0 If your church is in a denomination, check with your denominational headquarters for leadership-development materi\-als\par Additional materials are available from the following online sources:\par \pard\tx249\tx374\par \pard\nowidctlpar\fi-125\li374\tx249\tx374 BuildingChurchLeaders.com. Downloadable materials for training church leaders, selected by the editors of Christi\-anity Today International and \i Leadership \i0 journal.\par \pard\nowidctlpar\tx204 Church Communication Network, at {\field{\*\fldinst{HYPERLINK "www.ccnonline.net"}}{\fldrslt{\ul\cf1 www.ccnonline.net}}}\f0\fs28 . Training videos, satellite seminars, online discussions, and streaming media for church leaders, featuring speakers such as Lee Strobel, Dr. Henry Cloud, and George Barna.\par \pard\tx181\tx430\par \pard\nowidctlpar\tx4354\b HOW TO MAKE MEETINGS PRODUCTIVE\par \pard\nowidctlpar\b0\i by Kent R. Davies, a freelance writer living in Anacortes, Washington\par \pard\tx204\par \pard\nowidctlpar\tx4348\i0 Unproductive meetings drain people\rquote s enthusiasm, vigor, and effectiveness. If you misuse people\rquote s time in meetings, they will find endless excuses to stop being involved in church matters.\par \pard\nowidctlpar If they are properly organized and skillfully managed, meetings can be a great tool for dissemi\-nating information and generating feedback. The feeling of camaraderie they foster can help launch a new project, such as a capital-building campaign or a new day-care ministry.\par \pard\nowidctlpar\fi232\li232\tx232\tx464 Time-wasting meetings often suffer from the following:\par \pard\nowidctlpar\li181\b\i Too many people. \b0\i0 Without strong leadership and a clear agenda, meetings can wander. Too many participants can also extend a meeting\rquote s discussion into time wasted. For example, a pastor who calledLVALn people together to discuss an interdenominational effort to minister to the homeless was certain the topic would command everyone\rquote s attention. Within min\-utes, the eighteen people at the meeting had drifted into an aimless, ninety-minute discus\-sion about who should speak at an upcoming conference. The pastor estimated that the cost\par \pard\nowidctlpar\fi-125\li311\tx249\tx311\tx374 of the discussion, in terms of everyone\rquote s time, came to more than five hundred dollars. \par \b\i An unclear purpose.\b0 \i0 The purpose of some meet\-ings is so vague that they probably shouldn\rquote t have been called in the first place. If you want people\rquote s advice on setting up a new youth pro\-gram, for example, it might be more produc\-tive to call or e-mail each person rather than commit everyone to a discussion that may not yield what you need.\par \pard\nowidctlpar\fi-125\li272\tx249\tx374\b\i Unnecessary invitees. \b0\i0 You don\rquote t have to attend every meeting that colleagues schedule just because they ask you to come. Ask the con\-vener why you\rquote re being included to help you determine whether you really need to be there. If your input is needed, perhaps you could meet briefly with the convener prior to the meeting and offer the necessary information. Your colleagues may need to do the same with one of your meetings.\par \pard\tx272\par \pard\nowidctlpar\tx204\b Make the Most of Meetings\par \b0 For more productive meetings, consider these suggestions:\par \pard\tx204\par \pard\nowidctlpar\fi-272\li272\tx272\b\i 1.\tab Prepare a written agenda with copies for every\-one. \b0\i0 The agenda should indicate each item to be covered and the time anticipated for each. This helps people regulate their discussion. Microsoft Word has an Agenda Wizard to help create a professional-looking agenda with space to keep notes.\par \pard\nowidctlpar\fi-181\li181\tx181\tx311 2.\tab\b\i Value everyone\rquote s \b0 time. \i0 Don\rquote t expect people to sit through a long meeting if tLVALoheir expertise is needed on only one agenda item. Suggest that they only attend the part of the meeting that applies to them.\par \pard\nowidctlpar\fi-181\li181\tx181\b\i 3.\tab Stay on track. \b0\i0 If a meeting meanders into a discussion that is not on the agenda, refocus the discussion with a statement such as, \ldblquote In the fifteen minutes that remain, let\rquote s review where we are on the agenda and see if we can quickly work through the rest of the items.\rdblquote If this doesn\rquote t work, end the meeting on time and schedule another meeting to complete the agenda items. Prior to the next meeting, meet privately with individuals who tend to push dis\-cussions off track to suggest how they can help you keep the meeting on course.\par \pard\nowidctlpar\li209\tx209\b\i 4.\tab Set an example. \b0\i0 If people want you to come to a roundtable discussion to help them develop solutions to a problem, say you\rquote ll be happy to come after they\rquote ve discussed the problem and come up with specific alternatives for your con\-sideration. Then discuss only those alternatives at the meeting.\par \i 5.\tab\b Talk up a good\b0 \b meeting. \b0\i0 If you attend a well-man\-aged meeting, commend the person who led it cither during or immediately after the event. Such recognition might encourage less-effi\-cient colleagues to follow this example.\par \pard\nowidctlpar\li204\tx204\i 6.\tab\b Brush up on meeting skills.\b0 \i0 Conducting a proper meeting requires management skills. These can be learned or strengthened at seminars of\-fered by organizations such as Skillpath Semi\-nars ({\field{\*\fldinst{HYPERLINK "www.skillpath.com"}}{\fldrslt{\ul\cf1 www.skillpath.com}}}\f0\fs28 ), Leadership Network ({\field{\*\fldinst{HYPERLINK "www.leadnet.org"}}{\fldrslt{\ul\cf1 www.leadnet.org}}}\f0\fs28 ), CareerTrack ({\field{\*\fldinst{HYPERLINK "www.career\-track.com"}}{\fldrslt{\ul\cf1 www.career\-track.com}}}\f0\fs28 ), or Blanchard Training and Devel\-opment ({\field{\*\fldinst{HYPERLINK "www.kenLVALpblanchard.com"}}{\fldrslt{\ul\cf1 www.kenblanchard.com}}}\f0\fs28 ).\par \pard\tx204\par \pard\nowidctlpar\b THE POWER OF AN AGENDA\par \b0\i John C. Maxwell, founder and director of The INJOY Group, Atlanta, Georgia\par \pard\tx204\par \pard\nowidctlpar\i0 At my second church, at the end of every board meeting, one member would clear his throat and say. \ldblquote Before we go, I have one more item to dis\-cuss.\rdblquote As a result, we were often broadsided by a negative issue at the end of the meeting.\par That is why it\rquote s important to get everyone on the same agenda. Before each meeting, board members are invited to present items for the agenda. When the group meets, they discuss only items that are on the agenda so that there are no surprises.\par I also use a three-part meeting agenda to keep meetings short, productive, and on track. Meetings should include prayer, devotional time, and the following items:\par \pard\nowidctlpar\li209\tx204\b\i 1.\tab Reports. \b0\i0 Every meeting should begin on a posi\-tive note, so this section of the meeting should include five or six positive reports on things that are happening in the organization. These should be assigned and prepared in advance so the presenters don\rquote t ramble. Information items can also include upcoming events. This portion of the agenda should be brief, perhaps five minutes.\par \i 2.\tab\b Study\b0 \b items. \b0\i0 Ninety-five percent of any meeting should be spent studying or discussing issues. The goal is to brainstorm ideas. Stand at a chalk\-board, whiteboard, or easel and call for ideas on the topic at hand. Write down every idea, no matter how unusual or difficult to achieve.\par \pard\nowidctlpar\li425\tx204 Never vote on an item that you\rquote ve designated for study. The pressure of a vote causes people to take sides and discourages free, creative thought. The soonest your group should vote on a study item is at the next meeting. You may keep some items in the study section for months, as every optionLVALq and objection is explored.\par \pard\nowidctlpar\li209\tx204\b\i 3.\tab Action items. \b0\i0 Each item has already been in the study section of the agenda for at least one meeting, has already been discussed, and is ready for a vote. Once you use this system, you will probably never spend more than five minutes of any meeting on action items. If your board or committee members have been hon\-est and the discussion and study have been thorough, there\rquote s no reason to spend a lot of time deciding to act.\par \pard\nowidctlpar\par \pard\nowidctlpar\fi-125\li215\tx249\tx374\b GROUND RULES FOR TEAMWORK\par \pard\tx215\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\i Rule 1: Emphasize what Scripture deems im\-portant. \b0\i0 We ask ourselves. How often does the Bible deal with this?\rdblquote Minor problems need solutions, but not at the cost of major confrontations.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 2: Pray for your staff and board. \b0\i0 A person who regularly seeks the Lord on behalf of church leaders will have their attention when he or she wants to recommend a change.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 3: Let others speak. \b0\i0 Family members need the opportunity to express their views. We don\rquote t jump every time someone hollers, but we do listen.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 4: Don\rquote t make threats. \b0\i0 Some say, \ldblquote Keeping my offering is my only form of protest,\rdblquote but withholding support forfeits any platform from which to speak.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 5: Stay connected with people. \b0\i0 Once we\rquote ve been elected, we try not to remove ourselves from the creative tension of ministering to people. This makes our decisions practical rather than speculative.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 6: Respect the majority vote. \b0\i0 If the Lord haLVALrs called the board to serve, then presum\-ably God will express his voice through a majority vote of the members. Sometimes the minority is right but the timing is wrong.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li209\tx249\tx374\b\i Rule 7: Speak up. \b0\i0 Problems develop when opin\-ions expressed clearly outside the meeting never get voiced in the meeting.\par \pard\tx209\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 8: Respect dissenting opinions. \b0\i0 No sincere church leader wants a rubber-stamp commit\-tee. The objective should be enthusiastic, well-reasoned unanimity.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 9: Love one another. \b0\i0 Hosting occasional so\-cial events with the entire board and spouses at which no business is discussed is a healthy exercise.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 10: Do not use spiritual authority as a club. \b0\i0 A vote against a spiritual leader does not necessarily infer a lack of spiritual commitment or maturity.\par \pard\par STEPHEN A BLY\par \par `\tab\tab\tab\tab\tab\tab\tab\tab\tab\tab\tab\par CHAPTER 4\par DECISION MAKING\par \par IN THIS CHAPTER\par SEEKING GOD\rquote S WILL IN DECISION MAKING 037\par STEPPING STONES TO A DECISION 039\par WHO MAKES DECISIONS IN A CHURCH 039\par GATHERING SUPPORT FOR YOUR PLAN 041\par HOW TO REDUCE THE CONFLICT OF CHANGE 041\par DECIDING WITHOUT DIVIDING 042\par HOW ETHICAL ARE YOUR DECISIONS? 043\par WHEN TO SURVEY THE CONGREGATION 043\par TIMELY TOOLS FOR WRITING SURVEYS 044\par \par \pard\nowidctlpar\b SEEKING GOD\rquote S WILL IN DECISION MAKING\par \b0 by \i Eric Reed, managing editor \i0 of Leadership\par \cf1\b Too often, the missing element in God\rquote s business is God.\cf0\b0 \ldblquote At church meetings, we often expect the pastor to pray bookend prayers\emdash one at the beginning and one at the end\emdash but then it\rquote s business as usual,\rdblquote says Sister Ellen Morseth. \ldblquoLVALste Spiritual discernment is essential to the church, but it has been buried for years.\rdblquote\par Morseth and Presbyterian minister Charles Olsen are founders of Worshipful Work, a Kansas City\emdash based ministry that teaches church leaders to bring worship practices into church boardrooms and business meetings. The ministry grew from a Lilly Endowment\emdash funded study that Olsen did on how congregations make decisions.\par Most church leaders assume that God is guiding what they decide. With the influence of business models on church planning and admin\-istration, congregations may sometimes bypass the plans that God has for them for the sake of efficiency.\par Olsen and Morseth believe that seeking the mind of God in decision making is crucial, so their objective is to reestablish discernment as a spiri\-tual practice within congregations. In \i Transform\-ing Church Boards \i0 (Alban, 1995), the book that resulted from the Lilly study, Olsen defines the practice first by what it is not:\par \pard\par \pard\nowidctlpar\li175\tx204 Discernment is not consensus decision making.\par Discernment is not a political process.\par Discernment is not a logical, rational discipline that leads to inescapable conclusions.\par \pard\tx175\par \pard\nowidctlpar\tx4354 For determining what God wants, Olsen cites Romans 12:2: \ldblquote Then you will be able to test and approve what God\rquote s will is\emdash his good, pleasing and perfect will.\rdblquote He says that the process of dis\-cerning God\rquote s will requires patience. \ldblquote Consulting Scripture, waiting in silence, and corporate soul searching are not an easy way out,\rdblquote Olsen says. \ldblquote Efficiency-minded boards are accustomed to con\-trolling the agenda, but the discernment agenda tends to have a life of its own.\rdblquote\par \pard\tx204\par \pard\nowidctlpar\b Discernment in Decision Making\par \pard\nowidctlpar\tx4354\b0 As pastoral administrator of a parish in Montana, Morseth led the congregation through LVALta long pe\-riod of discernment on a complicated decision. She did not announce the process but began building it into church life on three levels: with individuals, with small groups (committees), and then with the congregation as a whole.\par \pard\nowidctlpar\fi232\li232\tx232\tx464 Church boards just beginning to work in discern\-ment may need an ordered structure at first, espe\-cially those accustomed to parliamentary rules. As procedures give way to the process, several unique things occur. \ldblquote Prayerful discernment slows down the verbal and aggressive members while seeking the wisdom of the silent ones,\rdblquote says Olsen.\par Morseth agrees. \ldblquote I make sure that everyone has a chance to say something, especially those who are naturally quiet,\rdblquote she says. She tells of a storefront congregation in Kansas City, in which an elderly man who attended board meetings would only speak when spoken to. But he was a sage. The leader learned to call on this man when the group was floundering because he could suc\-cinctly state what the group was doing.\par Discernment in decision making cannot be re\-duced to a series of steps, says Morseth. Rather, the steps are more like movements. The first movement asks, \ldblquote God, what is your yearning in this matter?\rdblquote The last movement says, \ldblquote God, it seems that your yearning is ________\par \par \pard\nowidctlpar\b The Process of Seeking God\rquote s Will\par \pard\nowidctlpar\tx4354\b0 It is important that the \ldblquote God question\rdblquote truly be a question. So you ask, \ldblquote God, do you want us to purchase this property?\rdblquote rather than state your desire in the form of a question such as, \ldblquote God, you want us to purchase this property, don\rquote t you?\rdblquote Surrendering to God\rquote s desire involves everyone\rquote s rigorous self-examination to release personal de\-sires and presuppositions about God, the church, and the issue at hand.\par \pard\nowidctlpar\tx4348 After frLVALuaming the God question, the group iden\-tifies a guiding principle to lead them through the process of discerning God\rquote s will. This may be the present vision of the congregation, its chief goal or characteristic, or its founding purpose. Every option is measured against this principle.\par Each option is then pondered, improved by rec\-ommendations from the group, and tested for its spiritual weight. \ldblquote In a rational, practical system, we would line up the options and vote on them,\rdblquote Morseth says. \ldblquote In spiritual discernment, we give more time to each option so we can think more creatively about the possibilities. We don\rquote t discount them even if they seem impractical.\rdblquote The eventual decision is often a combination of ideas that would not have emerged from one person alone.\par Once the group decides on an option as the one most likely the result of God\rquote s leading, the group asks the final God question again: \ldblquote God, it seems that your will for us in this is _________ After that, the group \i rests \i0 with the decision for a while. \ldblquote We ask, \lquote Does it rest well with God and with us?\rdblquote\par A Presbyterian pastor told Morseth that on major issues, the church\rquote s session waits until the following meeting before entering their decision in the minutes. They wait to see how it rests with them.\par \pard\tx317\par \pard\nowidctlpar\li158\b When to Involve the Congregation\par \pard\nowidctlpar\li158\tx204\b0 Part of discernment is knowing whether or not a matter is appropriate for communal spiritual dis\-cernment. \ldblquote Don\rquote t start with a hot topic on which everyone has their minds made up,\rdblquote Morseth says. \ldblquote That\rquote s a win-lose decision, and spiritual dis\-cernment is not about winning and losing. At the\par \pard\nowidctlpar same time, it should be something important\emdash not whether to have ham or chicken at the potluck.\rdblquote\par Morseth tells pastors and other leaders tLVALvo practice personal discipline on an issue before introducing it to congregational decision making. \lquote One person told me that their council lights the Christ candle in the sanctuary and brings it into the meeting room. Another man said that he took a few minutes before the meeting to quiet himself in the sanctuary rather than rushing in to join the line of committee members at the copier. Prior to the next meeting, several board members joined him. Eventually, they moved the whole meeting into the sanctuary.\rdblquote\par \pard\par \pard\nowidctlpar\b WHO MAKES DECISIONS IN A CHURCH?\par \pard\nowidctlpar\tx4348\b0\i An interview with James D. Berkley, author of nu\-merous books and articles on church leadership and administration\par \pard\tx204\par \pard\nowidctlpar\fi232\li232\tx232\tx464\b Who makes the decisions in your church? Who\b0 \b should do so?\b0\par \pard\nowidctlpar\tx204\i0 Some major decisions, such as calling a pastor; encumbering the church with a loan, or buying property, are congregational decisions. Almost all other decisions are made in the session [the rul\-ing body of the church, the board of elders, and pastors. I strongly feel that a group makes better decisions than an individual. As a leader, I need to think, lead, and envision, but I\rquote m a fallible hu\-man being, and I\rquote m pleased to have wise, thought\-ful, praying, and caring leaders beside me. That doesn\rquote t keep me from exercising influence, but it keeps me from being a tyrant or from thinking that I alone know what God wants for these people.\par \pard\tx204\par \pard\nowidctlpar\tx4354\b\i At what point in the decision process should the congregation be included?\par \pard\nowidctlpar\tx204\b0\i0 I\rquote ve found that it\rquote s best not to throw out an open-ended question, such as, \ldblquote We\rquote ve got a whole lot of people and not much space. What do you think we should do?\rdblquote That\rquote s a setup for chaos. It\rquote s helpful for a group of people to take responsiLVALwbility for a pre\-liminary idea. They generate the idea and bring it to the large group. The proposal might be greatly modified before it\rquote s finally approved, or it might be approved as is. At least there\rquote s something on the table to talk about, rather than a vague problem to buzz around like a swarm of gnats.\par \pard\tx204\par \pard\nowidctlpar\tx4354\b\i Wha\b0 t \b about the role of opinion leaders in a decision\emdash how do you identify these people?\par \pard\nowidctlpar\tx204\b0\i0 There are several ways to identify opinion leaders:\par \pard\tx204\par \pard\nowidctlpar\li311 When an opinion leader speaks, people listen. Usually things go in a different direction after he or she speaks. People trust this person.\par In an organizational meeting, toward whom do the heads turn? He or she is probably an opinion leader.\par \pard\nowidctlpar\fi232\li232\tx232\tx464 Some opinion leaders are like mother hens. One person cared deeply about people. She would get little parties together in her house, invite old-tim\-ers and newcomers, and get them mixing with one another. She was a marvelous opinion leader.\par Some people are known for their deep spiritual\-ity. They are close to God, have taught for years, and people have learned from them. These people are probably opinion leaders.\par In most churches, some committees stumble along, and others really make it happen. I look at the ones that work and ask, \ldblquote OK, who is the chairman of that committee? Where\rquote s that energy coming from?\rdblquote Opinion leaders move to the front. Keep your eyes open and notice who they are.\par \pard\tx204\par \pard\nowidctlpar\tx4354\b\i How do you get opinion leaders to work with the board?\par \pard\nowidctlpar\tx204\b0\i0 You don\rquote t snag an eagle with worms as you would a robin. An eagle wants something to put his tal\-ons into and fly away with. Most opinion leaders, if given the opportunity to do something substantial, will rise to the occasion. Put opinion leaders inLVALx a role that demands a lot from them and calls forth the gifts and abilities God gave them.\par \pard\tx204\par \pard\nowidctlpar\tx4354\b\i How do you convince your congregation to approve a decision?\par \pard\nowidctlpar\tx204\b0\i0 If it\rquote s a bad idea, it probably won\rquote t fly. But even some good ideas will fail. Your leaders may not have the authority to make the decision, or you may not have the confidence of the people. If we are competent, beloved, well-respected leaders, we will probably have a lot of influence in moving the congregation toward approval.\par \pard\tx204\par \pard\nowidctlpar\tx4354\i What \b convinces you that your church has made a good decision?\par \pard\nowidctlpar\tx204\b0\i0 One\emdash it\rquote s so basic\emdash is that we know it\rquote s the will of God. Searching the Scriptures is the best way to find out what is truly God\rquote s will. Obviously, you\rquote re going to have a hard time deciding from Scrip\-ture whether you should paint the church blue or brown, but what we do in the life of the church needs to accord with God\rquote s will.\par \pard\nowidctlpar\tx255\tx4348 Second, time will show how effective the de\-cision is. Let\rquote s say I decide that we need to add another worship service. Through my influence, I push it through, but it doesn\rquote t work; nobody comes. If an idea isn\rquote t reaching people, drains their energy, and makes them feel discouraged, it probably wasn\rquote t a good decision. You\rquote d better back up and figure out why it\rquote s not working and what will.\par \pard\tx255\par \pard\nowidctlpar\tx4354\b\i What do you do as a board if you realize you made the wrong decision?\par \pard\nowidctlpar\tx204\b0\i0 A good leader does not fool himself or beat around the bush; she recognizes the truth even when it\rquote s painful. When you make a bad decision as a board, pull the plug on it! Figure out what caused that mistake and how you can avoid making it again.\par \pard\par \pard\nowidctlpar\b STEPPING-LVALySTONES TO A DECISION\par \i 1.\tab Agree on a common focus. \b0\i0 The agenda should give board members the opportunity to interact on issues well before the meeting. In preparing the agenda, list all decisions to be made, including the exact wording of proposals. The preparation is time-consuming, but it saves the group hours of needless discussion, keep the wording concise and clear, limit last-minute additions, and consider calling a special meeting if a major item threatens to overwhelm the regular agenda.\par \pard\tx1876\tx2069\par \pard\nowidctlpar\b\i 2.\tab Prepare carefully. \b0\i0 Participants must be given crucial data. The purpose of this information is to provide what\rquote s needed for group members to make wise and informed decisions, not to force them toward a par\-ticular choice. Preparation includes the pros and cons and brings members who have been absent up to speed. Keep everyone in a group decision; do not run ahead of anyone.\par \pard\tx1876\tx2069\par \pard\nowidctlpar\b\i 3.\tab Provide for full discussion. \b0\i0 One way to encourage discussion is to present a proposal \ldblquote for discussion only.\rdblquote Knowing that a decision isn\rquote t expected produces a freer atmosphere for sharing.\par \pard\tx1876\tx2069\par \pard\nowidctlpar\b\i 4.\tab Face conflict squarely. \b0\i0 As a board, we must demonstrate interest in everyone\rquote s concerns. We shouldnt be more concerned about getting on with business than about keeping each member\emdash even dissenting ones\emdash a part of the group. The best way to value a dissenting member is to listen carefully to objections. Once a protest has been lodged and explained, the dissenter has the responsibility to support the decision made by the group. A group wins when everyone faces conflict honestly.\par \pard\tx1876\tx2069\par \pard\nowidctlpar\b\i 5.\tab Pace for endurance. \b0\i0 At the end of our regular three-hour meeting last fall, we decided to continue discus\-sion of some unsettled business. The extendeLVALzd session went ninety minutes longer. In that time, we arrived at two split decisions, our first non-unanimous decisions in more than a year. In our push to get things done, we didn\rquote t spend time resolving conflicts. That misstep cost the group wounded feelings and some doubts about the wisdom of our decisions. We would have done better to defer unfinished business until the next meeting.\par \pard\tx1876\tx2069\par \pard\nowidctlpar\b\i 6.\tab Stick to the agenda. \b0\i0 At our last board meeting, we all arrived tired from a day\rquote s work, but each member held an agenda with handouts to facilitate discussion. We knew what we were going to do and were pre\-pared to do it. We did some Bible study, shared personal concerns, prayed, and offered praise to God. We made decisions on several issues and adjourned. It was a very good meeting.\par \pard\nowidctlpar\fi232\li232\i\emdash Robert A. Osborne\par \pard\i0\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\b GATHERING SUPPORT FOR YOUR PLAN\par \b0\i Kent R. Davies, a freelance writer living in Anacortes, Washington\par \pard\tx357\par \pard\nowidctlpar\fi-125\li175\tx249\tx374\i0 The principles of persuasion are the same whether you are lobbying church elders to purchase new pews or working with a city zoning board to expand your parking lot. Although there are no guar\-antees of success, following these simple rules should help:\par \pard\tx175\par \pard\nowidctlpar\li232\tx204\b\i 1.\tab Be patient and garner support \b0\i0 Selling ideas takes time. The degree of patience you must exercise is directly proportional to your ministry\rquote s size and the amount of money and change required to implement your idea. Begin by discussing the concept with key individuals in your church fam\-ily. Rallying part of the troops during this incu\-bation period will help to prepare you\emdash and the congregation......for\sub \nosupersub presenting your idea later.\par \pard\nowidctlpar\fi-175\li175\tx175\i 2.\tab\b Get input from\b0 \b others.LVAL{ \b0\i0 You want your contribu\-tion to be valued, so when you are developing an idea, seek the wisdom of anyone who can contribute expertise or affect the outcome. You will improve your idea, gain needed support\-ers, and identify potential roadblocks that you didn\rquote t anticipate.\par \pard\tx175\par \pard\nowidctlpar\li283\tx283 While you\rquote re sharing your idea, show people how it will affect them.\par If your plan requires the approval of other church officials, seek their input and sup\-port early in the process.\par Don\rquote t get defensive if some people attack your idea at this stage. Drawing battle lines early resolves few problems. Just because some parishioners don\rquote t like your idea doesn\rquote t mean they are your enemies.\par \pard\nowidctlpar\li634\tx634 Make changes in your idea as it winds its way through the decision-making process. If another person\rquote s opinion differs from yours, seriously consider its viability if it moves your idea forward.\par Never become so possessive of your idea that you deny others the opportunity to con\-tribute to it. Leave room for your colleagues to maneuver by being open to their sugges\-tions. You\rquote ll only lose if you try to dominate every step of the process.\par \pard\tx634\par \pard\nowidctlpar\fi-142\li374\tx232\tx374\b\i 3.\tab Be open to the needs of others. \b0\i0 Present your ideas to a group in a way that shows how it can meet their needs.\par \pard\nowidctlpar\fi-176\li351\tx175\tx351\b\i 4.\tab Share the glory. \b0\i0 Share the credit for your pro\-gram, should it succeed. Good leaders praise everyone\rquote s honest efforts. If people learn that you share credit for a job well done, you\rquote ll earn their trust and support for future ideas.\par \pard\nowidctlpar\fi-142\li374\tx232\tx374\b\i 5.\tab Don\rquote t give up on a good idea. \b0\i0 Stay focused on what you want to accomplish, and persist in your efforts to implement it. Be sensitive to timing. An idea that goes nowhere this year may gain accLVAL|eptance six months later when the need is more apparent. Sometimes it takes time for people to recognize an idea\rquote s true worth.\par \pard\nowidctlpar\fi283\li351\tx351\tx634 Don\rquote t be discouraged. If your idea doesn\rquote t pass now, leave the door open for another try. If you can\rquote t get approval at one meeting, keep an idea alive by offering to bring in more informa\-tion at the next meeting or set up a committee to do further research. Knowing when to back off and when to re-present your idea can lead to future success.\par \pard\tx351\tx634\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\b HOW TO REDUCE THE CONFLICT OF CHANGE\par \pard\nowidctlpar\tx204\b0\i by Larry W Osborne, pastor of North Coast\par Church, Vista, California\par \pard\tx204\par \pard\nowidctlpar\tx204\i0 Conflict can be roused by attempts to change the way people are used to doing things. Here are steps to help reduce the conflict associated with change:\par \pard\tx204\par \pard\nowidctlpar\li204\b\i 1.\tab Test the waters. \b0\i0 With a new idea, I first find out how people will react should the change actually take place. I ask a cross section of our people\emdash board members, unofficial power brokers, and the average man or woman in the pew\emdash what they think of an idea. I\rquote ve found it best to use small social settings when I want a reading on people\rquote s initial reactions.\par \pard\nowidctlpar\li215\i 2.\tab\b Listen and respond to resisters. \b0\i0 People who re\-sist our ideas are sometimes called \i adversaries, \i0 but that label is usually mistaken. Rather than view resisters as enemies to be overcome, I prefer to see them as advisers in the process of transforming a good idea into a great idea. Like pain in the body, resistance lets me know that something needs adjustment.\par \pard\nowidctlpar By listening to resisters, I learn where change is most likely to go wrong. I also learn what hidden psychological barriers must be overcome. To figure out where those barriers areLVAL}, I ask two questions:\par \pard\tx204\par \pard\nowidctlpar\fi232\li204\tx232\tx464 Are the resisters objecting to the proposal or the presenter?\par Are the resisters objecting to the proposal or the way it was presented?\par \par \pard\nowidctlpar\li226\tx204\b\i 3.\tab Sell individuals before groups. \b0\i0 When an idea is presented to an entire group, everyone\rquote s opin\-ions become a matter of public record, and pub\-lic stands are hard to change. Though people often talk themselves into an idea they initially rejected, they seldom do so after they\rquote ve gone public with their opinions. Selling an idea to individuals before presenting it to the entire group makes it easier for people to change their minds. Those who study the process of change inform us that only 15 percent of people will adopt a new idea without first knowing who else is supporting it.\par \pard\nowidctlpar\li215\tx215\b\i 4.\tab Lead boldly. \b0\i0 For many, this isn\rquote t easy. It forces people to act or react. At times it can mean of\-fending a dear saint or losing a key family. Bold leadership is needed or inertia will restrain nec\-essary changes. Fear of upsetting a few can allow a handful of critics to hold off an army of support\-ers. \cf1\b The resulting ministry resembles a bus with one accelerator and sixty sets of brakes.\par \cf0\b0\par \pard\nowidctlpar\li515\b DECIDING WITHOUT DIVIDING\par \pard\nowidctlpar\fi-125\li311\tx249\tx374\b0 Whether a church is considering a building project, adding a service, or changing its bylaws, decisions often divide people. We naturally take sides, but the process of making a major decision can be unifying and energiz\-ing. Here are some suggestions for working together toward a decision:\par \pard\tx311\par \pard\nowidctlpar\fi-125\li374\tx249\tx311\tx374\b\i 1.\tab Work as a team. \b0\i0 Our culture accustoms us to the model of parliamentary debate, but this method encour\-ages individuals to become entrenched as they defend their views, disparage opposingLVAL~ views, and persuade others to join their side. The discussion of issues need not be adversarial. With a team approach, everyone works together at a given time on the same task. They explore advantages, discuss problems and alterna\-tives, and then make a decision.\par \pard\tx311\tx521\par \pard\nowidctlpar\fi-125\li374\tx249\tx311\tx374\b\i 2.\tab Put yourself in the other person\rquote s shoes. \b0\i0 Sometimes, no matter how hard you try to work as a team, some\-one stands in opposition. Instead of squelching contrary viewpoints and criticism, publicly and privately af\-firm the one who disagrees, saying, You don\rquote t have to agree with every decision we make. Better decisions come about when differing views are presented and prayerfully considered. Thank you for speaking up.\rdblquote\par \pard\tx311\tx521\par \pard\nowidctlpar\fi-125\li374\tx249\tx311\tx374\b\i 3.\tab Wait for the right timing. \b0\i0 Look at the opinion leaders in your congregation. If many are opposed to your idea, put off a decision until you\rquote ve gained their support. Then make sure that all issues are addressed.\par \pard\tx311\tx521\par \pard\nowidctlpar\fi-125\li374\tx249\tx311\tx374\b\i 4.\tab Do a congregation-readiness check. \b0\i0 From efforts that failed, we\rquote ve learned to ask the following questions to determine whether a congregation is ready to make a major decision:\par \pard\tx311\tx521\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\bullet\tab Is there a climate of mutual trust and care? Look for members who feel free to share their needs with each other, respond with prayer and practical help, include others in their circle of friends, and enjoy doing things with each other informally.\par \pard\tx521\tx646\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\bullet\tab Do people trust that God is at work here? If so, they\rquote ll be more willing to stretch and sacrifice. Build this spiritual environment with small steps of faith that gather spiritual momentum toward a larger vision.\par LVAL\pard\tx521\tx646\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\bullet\tab Are members growing toward spiritual maturity? Look for growing commitment to prayer, Bible study, and ministry. Look for joy instead of duty in worship and discipleship.\par \pard\nowidctlpar\fi-175\li1265\i\emdash Stephen Lim\par \pard\tx215\i0\par \pard\nowidctlpar\tx204\b HOW ETHICAL\par ARE YOUR DECISIONS?\par \pard\nowidctlpar\li164\tx164\tx4348\b0\i James D. Berkley, author of numerous books and articles on church leadership and administration\par \pard\tx164\par \pard\nowidctlpar\fi232\li232\tx232\tx464\i0 At\b \b0 times, every church leader must make a dif\-ficult decision that will affect others in the life of the church. Will this decision have integrity? Un\-clear motives could cloud one\rquote s ability to make the right choices. It may be helpful to pass potential decisions through an ethical screen that asks the following questions:\par \pard\tx204\par \pard\nowidctlpar\li226\tx204\b\i 1.\tab Is this for the glory of God, or does it simply enhance self-interest? \b0\i0 The first command\-ment\emdash to have no other gods besides God\emdash is probably the toughest of the ten. We like to worship the person who is wearing our shoes. Truthfully answering this question of\-ten means wading through a pool of our own rationalizations, but it\rquote s worth it.\par \i 2.\tab\b Is this the best for others, or will it render harm? \b0\i0 In Ephesians 5:21, Paul summarizes how Chris\-tians ought to treat one another: \ldblquote Submit to one another out of reverence for Christ.\rdblquote That prin\-ciple is the basis for love in marriage and in the church; it is difficult because in both arenas we run against conflicting wills. As we look at Christ, we notice that every decision he made was based on the principle, What is best for them?\par \b\i 3.\tab Does my best response reflect the highest moral and ethical standards? \b0\i0 In Charles Sheldon\rquote s classic, \b\i In His Steps, \b0\i0 people make theiLVALr choices based on what Jesus would do in a given situa\-tion. The results are radical. Measured against what Jesus would do, our rationalizations look petty, as well they should. We can ask, \ldblquote Is God receiving the best from me?\rdblquote\par \b\i 4.\tab Does this decision stand up to public scrutiny? Is it something I\rquote d be proud to let anyone know about? \b0\i0 This bright-light principle wards off shady dealings in much the way that a night-light keeps monsters out of the nursery. How eager are we to autograph our decisions? Any moral decision that can\rquote t be proclaimed publicly probably requires a second thought.\par \pard\tx226\par \pard\nowidctlpar\b WHEN TO SURVEY THE CONGREGATION\par \b0\i by Craig Parro, international director of Leadership Resources International in Palos Heights, Illinois\par \pard\tx204\par \pard\nowidctlpar\fi232\li232\tx232\tx464\i0 Some pastors and church administrators fear con\-gregational surveys. Others view them as an im\-portant tool for getting congregational feedback prior to making a difficult decision. The following guidelines will help you decide when a church sur\-vey is appropriate:\par \pard\tx204\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\b Guideline 1: Know the Issues\par \pard\nowidctlpar\fi232\li232\tx232\tx464\b0 Church leaders must determine what issues need to be addressed in a survey. Properly focused issues and well-targeted questions produce quality research.\par \pard\nowidctlpar\fi272\tx4354 Vague questions produce vague results. For example, asking, \ldblquote What can the church do to become more attractive to you?\rdblquote will result in no response, ambiguous responses (e.g., \ldblquote improve the Sunday school program\rdblquote ), or a smattering of eclectic answers that provide no coherent direc\-tion (e.g., \ldblquote print the bulletins on blue paper\rdblquote or \ldblquote find a better organist