Continually Changing the Focus of Your Journey
A Travel Free Learning Article
by George Bullard at GBullard@TheColumbiaPartnership.org
Download Bullard's Ministry Leadership is a Moving Target
Have you ever seen the confidence game on the streets of a city somewhere around the world that involves shells, plastic cups, or even match boxes with a small round ball about the size of a pea? The shells are moved around, the pea shuffled, you are asked to watch it and guess the location of the pea.
Ministry leadership often seems like a confidence game on the streets and alleys of church communities. Figuring out exactly where the pea is seems impossible because ministry leadership is always a moving target. About the time you have it figured out and want to lay down your bets on a certain style or approach, it shifts.
Pastors often say many of the methodologies they learned in seminary no longer work within five years. The pea has shifted to a new location. It is part of the reality that ministry leadership is a moving target. What once worked may no longer work. Senior or solo pastors and staff ministers are often swindled out of their hard earned leadership skill sets just like they are in a confidence game.
Ministry leadership is not just about leadership skills, but about figuring out effective ways to learn how to lead in each new situation or season of ministry. It is about constantly adapting. It is about not learning one style and methodology of leadership, and forcing each congregation into that style. It is about figuring out the ministry leadership style that will empower each congregation to soar with their spiritual strengths; at least for a while.
Because ministry leadership is a moving target, ministers continually change the focus of their leadership journey. They never arrive at a fixed destination. They are never finished with their journey towards effective leadership. As they journey in the direction of what they understand to be effective leadership, the cutting edge of ministry leadership moves away from them about as fast as they move toward it. If ministers stay fixed on one destination they find as they approach their target that it was a mirage.
Numerous dynamics surrounding ministry leadership can change. The stage of the life cycle a congregation is experiencing can progress to the next stage and require a different set of skills. Ministers can reach a different stage of their life and ministry and shift in the way they provide leadership. The diversity of the congregation can increase or modulate to demand different dynamics of leadership.
Conflict can explode onto the congregation scene. Economic crises from inside or outside the congregation can occur. Efforts at deepening discipleship can work and the congregation starts demanding a new dimension of leadership ministers were never trained to provide. Theological controversies can occur. As is happening in many denominational settings the theological middle can disappear and denominations may even attempt ecclesiastical suicide. In the middle of all this ministers are called upon to provide effective leadership. They realize the confidence game continues.
Important Things to Know
George Bullard is a Ministry Partner with The Columbia Partnership. He is also General Secretary [executive director] of the North American Baptist Fellowship of the Baptist World Alliance. The Columbia Partnership is a non-profit Christian ministry organization focused on transforming the capacity of the North American Church to pursue and sustain Christ-centered ministry. Travel Free Learning is a leadership development emphasis. For more information about products and services check out the web site at www.TheColumbiaPartnership.org, send an e-mail to Client.Care@TheColumbiaPartnership.org, or call 803.622.0923.
Posted via web from George Bullard's Posterous
22 Ways for Your Congregation to Never Experience Unhealthy Conflict Again: I have developed a collection of 22 articles on 22 Ways for Your Congregation to Never Experience Unhealthy Conflict Again. Beginning November 19th these articles will be available for distribution in digital form. They are available for purchase now. Here is a list of the 22 ways: Download 22 Ways For Your Congregation to Never Experience Unhealthy Conflict Again. Check out the seven intensities of conflict: Download Intensities of Conflict Chart
The collections available [and links to purchase them] are Personal Edition for $35, Presentation Edition for $100, Premium Edition for $250, and Coaching Edition for $500. See a chart comparing the four editions: Download Comparison of Editions
Will Your Congregation Still Exist Ten Years from Now?: 25 Articles in a collection entitled Will Your Congregation Still Exist Ten Years from Now? Here is a chart of the 25 factors on which the 25 articles are based: Download Chart of 25 Factors. Here is a free overview article on the concept: Download Will Your Congregation Still Exist Overview Article.
The editions are a Personal Edition for $35, Presentation Edition for $100, and a Premium Edition for $250. [Click on these links to see the details.] Here is a chart to download that compares the three editions: Download Comparison of Various Editions of Will Your Congregation Still Exist Collections. Life Cycle Chart: Download Life Cycle Model, 2009 Edition
If you have additional questions please contact me at GBullard@TheColumbiaPartnership.org.
Just as in marriages, one of the top three sources of conflict is money; so, if a congregation is struggling financially, this provides an open door for unhealthy conflict. Congregations with careless processes for handling finances are subject to unhealthy conflict. Congregations with finances that are too tight are subject to unhealthy conflict. Congregations who have over committed their finances to fixed costs are subject to unhealthy conflict. Congregations where a few people control the finances around their personal priorities are subject to unhealthy conflict. Congregations where information about the finances is hidden are subject to unhealthy conflict.
When congregational participants start withholding their contributions it is a sign of intensity four conflict where the conflict situation is transitioning from healthy to unhealthy. When congregational participants lose confidence in how the finances of the congregation are being handled it is a sign of moving from healthy to unhealthy conflict. When congregational participants see that their personal top priorities for congregational finances cut out of the budget and spending patterns it is a sign of approaching unhealthy conflict; at least with their persons.
When the actions of congregational leaders seem to be controlling the finances in a way that congregational participants cannot support, congregational participants start withholding their financial support, attendance in the congregation is decreasing, and this all occurs during a time of economic stress then a perfect storm of unhealthy conflict may occur within the congregation. By the time the congregation realizes the depth of the problem it is in serious trouble around its finances.
When as a result of financial strain congregations must stop support for specific programs, ministries, or activities, or must decrease its staff then it sets off another around of negative response from congregational participants. Often the programs, ministries, or activities and the staff persons have passionate supporters within the congregation who react negatively, even with verbal violence, to the actions that become necessary.
To avoid unhealthy conflict, include a regular proactive emphasis on financial discipleship in the perennial programs of your congregation. Too many congregations do not have a long-term, proactive approach to financial discipleship or generosity. They have short-term fundraising where people feel pressured to give to the congregation rather than long-term approaches that transform the heart, soul, mind, and strength of congregation participants around their commitment to allowing their money to follow their spiritual passion.
Too few congregations consider the long-term implications of new financial commitments. Facilities are a primary case. The tough costs of new facilities are not necessarily paying off the initial debt. The tough part is routine maintenance, necessary upgrades, and occasional retrofitting of space. The 50 year cost of facilities is a key factor in congregational financial stress.
Congregations also must have financial procedures and practices that are beyond reproach led by people of the highest integrity. Report regularly to the congregation the state of finances. Make financial records available as appropriate to congregation participants. Share not only how money was spent but the impact it has on the mission of the congregation and the fulfillment of its vision.
How are congregational finances impacting the intensity of conflict in your congregation?
Copyright 2009, Rev. George Bullard, D.Min
Posted via web from George Bullard's Posterous
Congregations who regularly have fun with one another are healthier congregations emotionally. Laughing together has great benefits for worshiping and ministering together. Just as laughter is good for the health of individuals, laughter is great for the health of congregations. It can even be said that congregations who laugh together stay together. While it is actually not that simple, it is at least a huge step in the right direction.
An early sign that congregations are about to get in trouble is when they can no longer laugh with, and even at, one another. Or, if humor has an edge to it, rather than being innocent fun and is used to cover up true feelings, this may be an early sign of escalating conflict. People may use humor with an edge as a test to see if they can make sharper comments and get away with it.
Laugher is also an early sign that congregations are beginning to heal and reconcile with one another when they can start laughing with, and even at, one another again without people taking offense. When laughter once again becomes pure fun and enjoyable then congregations may be well be on the road to healthy conflict once again.
Congregations who are healthy and maturing emotionally are less likely to engage in conflict that reaches an unhealthy intensity. Fun and fellowship are not a guarantee that unhealthy conflict can be avoided, but they do enhance positive relationships within the congregation and can hinder the development of unhealthy conflict. They can also enhance the depth of appreciation congregational participants have for one another.
Regularly means having some type of significant community building experiences at least eight times per year that can involve the whole congregation. In congregations that have multiple worship services one experience could be quarterly joint worship services that blend the styles of worship, have people from all worship services participating in worship leadership, and focus on celebrating the life and spiritual accomplishments of congregational participants. Another could be to sponsor fellowships, picnics, church anniversaries or homecomings, pastor and staff anniversaries, and other such events where staff and lay leaders are seen in different roles than is typical and that focus around having fun.
Missions and ministries trips, spiritual retreats, marriage retreats, and other similar gatherings that are all of a serious nature can also have intentional fun associated with them. Interaction, fellowship, and koinonia are critical characteristics of healthy congregations. Yes, the praise and adoration of the triune God is the core focus of congregations, but also enjoying one another in the loving spirit of the Lord is part of being congregation. Happiness with one another contributes to spiritual health. And it provides a great defense against unhealthy conflict. Congregations who have fun can also be a tremendous witness to their context as their reputation for enjoying one another is something that may be known throughout their context. Certainly when congregation dislike one another this is something that becomes known in their context.
What is going on with the fun factor in your congregation? What is your laughter indicating about the health or unhealth of conflict in your congregation?
Copyright 2009, Rev. George Bullard, D.Min
Posted via web from George Bullard's Posterous
Congregations who focus deeply on adult discipleship development and make it the highest possible value are unlikely to experience unhealthy conflict. Such adult discipleship development includes discernment and development of the spiritual gifts, life skills, and personality preferences of its congregational participants. It then mobilizes people in mission and ministry within and beyond their immediate context.
If this adult discipleship development process is impactful the congregation will be too much on mission to be disrupted by unhealthy conflict. It will realize it has more important things to do than determine who is right. It is too busy doing what is good and loving. It is also likely to be captivated by an empowering vision for the congregation which is one of the greatest inoculations against experiencing unhealthy conflict.
When people are obviously growing in the grace and knowledge of our Lord and Savior, Jesus Christ [2 Peter 3:18], they also tend to be concerned about the spiritual growth of others. Rather than wanting to keep other people from being what they do not want them to be, they want other people to grow in Christ also. Therefore, they want to hear, understand, and seek to affirm the spiritual journey of others as well as their own. With this attitude it is hard to also be in unhealthy conflict with those persons, although there may not be agreement at all points.
Mobilization is the new assimilation. Mobilization that involves missional engagement as a part of an intentional disciplemaking process can be the best type of assimilation. It is a great way to build relationships within the congregation to help people know and understand one another. People who have common experiences are more likely to pray for one another, appreciate one another, be tolerant of one another, and be slow to anger. People who lack common experiences are less likely to pray for one another, have little appreciation for one another, are intolerant of viewpoints and actions with which the do not agree, and are quick to express anger.
When new people genuinely are made to feel a part of the congregation then long-tenured people will not be threatened by them and ignite unnecessary conflict. When longer tenured people seek to understand the spiritual needs and stylistic preferences of newer people then they are more permission-giving of the programs, ministries, and activities shorter tenured people need to connect with God and one another. Often conflict arises between shorter term members and longer term members over what is the future vitality and vibrancy within the congregation. Longer term members focus more on where the congregation has been. Shorter term members as a whole will never quite get it about the past because they did not experience it.
If, however, few or none of these intentional disciplemaking activities are happening in a congregation then they become highly susceptible to experiencing unhealthy conflict. They are not on a spiritual pilgrimage or journey together. They express more characteristics of being a mob than being a community.
To what extent is your congregation engaged in an intentional disciplemaking process?
Copyright 2009, Rev. George Bullard, D.Min
Posted via web from George Bullard's Posterous
Develop an ongoing prayer culture in the life and ministry of the congregation in which members pray for one another, pray for the life and ministry of the congregation, pray for the clergy and lay leaders, and pray that the Evil One will find no place of comfort in this congregation. Congregations who earnestly pray for one another find they have less they dislike about one another and more they love and appreciate. For this to happen it is necessary for congregational participants to use their power to bless one another by a willingness to openly pray for the welfare of one another.
It is extremely difficult for people within a congregation who become genuine dialogue and prayer partners to then dislike one another or argue with one another in a manner that exhibits extreme anger. It is easy for people to exhibit extreme anger towards one another when they do not really know one another, do not want to know one another, do not have in-depth dialogue with one another, and never take advantage of the opportunity to pray together. It is sad, but true, that such attitudes can exist in congregations among those who claim they love the Lord.
Extrapolate this to the whole congregation and it will be obvious that congregations who dialogue with and pray for one another will be successful in avoiding unhealthy conflict situations. Congregations who stay at a surface level of relationships and do not engage in meaningful spiritual experiences together leave the door open for unhealthy conflict. In extreme cases this can lead to the creation of a toxic congregation where the culture is one of hate rather than love, debate rather than dialogue, and winning rather than discernment of God’s will.
To never experience unhealthy conflict in a congregation it is a great idea to develop a prayer culture. This is a culture where congregations provide regular vehicles for congregational participants to not only worship together, have fellowship with one another, be on mission with one another, but to also pray for one another at a dimension deeper than surface praying. It is where congregational participants pray for the welfare of one another much more than they criticize one another. It is where the response of a person to a feeling of having been offended by another person is to seek dialogue with that person and to pray genuinely that each of them will be open to the perfect will of God.
A favorite approach to this is for the active congregation to divide into dialogue and prayer triplets each year for a season of 100 days of discernment. This is where three people who do not know one another, only know one another at a surface level, or who want to get to know one another at a much deeper level commit to meet ten times for up to 100 minutes over the period of 100 days to dialogue with and to pray for one another, their congregation, and the people in the context where their congregation serves.
What intentional and perennial actions does your congregation take to develop a prayer culture that is meaningful and effective?
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