Leadership during Transition
- Interim pastor
ü Two year appointment
+ –
Avoids “sacrificial lamb” viewed as “hired hand”
some are “floating”
ü From staff
ü From outside
- “Stated pulpit supply”
ü Pulpit only, not daily leadership
Disciple Accountability Group (DAG)
These are guideline questions based on scripture verses, for DAG groups of 3 to 7 men or 3 to 7 women. They are about either the church or character.
True discipleship involves TLC –Time together, Love, and Content of the scripture that meets the heart.
They are meant for a two-year schedule, with the group meeting twice a month at least, with some of the subjects taking two weeks instead of one.
They are clearly meant for all men or all women, and not more than seven.
After two years new groups can start out of the group as new people are added. Then they go through the same questions, because they never get old.
JOB DESCRIPTION – Director or Manager of Admonistration
A sample of an alternative
DIRECTOR OR MANAGER OF ADMINISTRATION
To manage administrative and financial areas of the church, working
with volunteers to assume detail responsibility and giving excellence to these areas Continue reading “JOB DESCRIPTION – Director or Manager of Admonistration”
The 4 Boundaries
“The Soccer Field” – a model for the ministries of the board of a church, to distinguish that from the Sunday and daily ministries of the pastoral staff
The Four Boundaries, and policies or goals that can guide actions related to those
Foundations
Statement of faith
…We will not change this, unless a clarification is needed.
…We will have a way it is posted so anyone can see it easily.
Constitution Continue reading “The 4 Boundaries”
“Major Concerns”
These are the seven very important areas I cover with pastors after going over the areas where they have questions, and character and connections with our Lord. Perhaps some of them will provoke questions or even make you wonder how the coaching relationship could work.
To search for content under each area:
1. Enter a key word in the search box.
2. Click on a category to the right.
Most Common Mistakes While Leading Established Church
Most Common Mistakes Download
While Leading Established Churches
- Making changes too quickly or too fast.
- Hurting the people already there while you try to connect with the people not yet there.
- Not loving the people noticeably.
- Switching sermon or worship style rather abruptly.
- Change.
- Not explaining the mission purpose enough. Not “renewing the vision.”
Story of Growth
By dates and physical (approx.)
1934 Began with 30 people in store front. Carl Burnham, pioneer
1938 Moved to small building near university
Emphasis on evangelism – personal and end-of-service
1955 Built on Fir Hill, contingent to University of Akron
1962 Carl Burnham dies in surgery; son David becomes pastor
1960’s Emphasis on huge music ministry, pulpit, home studies
1973 Move into 1900-seat sanctuary
1970’s Grow to two duplicate services, strong evening service
1980 First branch church in Marlboro – 25 miles away
1981 People and staff start Hudson Chapel – 10 miles away
1983 Knute Larson becomes senior after 14-month period with no senior
1984 Big 60-second TV and radio spots on secular stations.
1985 Start branch church in North Canton – 14 miles away
Build gym, kids rooms, youth area ($13 M paid in three years)
Start “Super Monday” to help pastors
Tried three main senior associates for staff leadership
1986 Go to three worship services
Begin partnership with Arlington Church and racial reconciliation ministry
1987 Began using “business advisors” related to finances
1990 Go to four worship services, with ABFs all four hours
1991 Begin branch church in Kent – 7 miles away
Totally rewrote constitution
1994 Build more CE space ($3.5 M, paid for in three years)
1995 Craig Williford first executive pastor (director of ministries) since ‘84
1996 Go to five worship services – 4 in the morning, duplicate at 6:30
1997 Began Chapel Association of churches
1998 Begin stated journey to 50% of money to go “outside our walls”
2000 Begin urban ministries and a lot of city outreach
2001 Begin branch church at Wadsworth – 12 miles away
2002 Raise $25 M for new campus, camp, three buildings overseas (paid totally in five years)
2003 Second main campus begins with 3500, first day
2004 Emphasis on Home ABFs along with ABFs
2005 Start very contemporary worship at 6:40 p.m.
2006 Paul Sartarelli joins as associate senior (senior to be)
Clear plan announced.
Started “Imagine Unity,” coalition of six church organizations, four African-American
2007 Start extra venues on campus (live worship, screen sermon)
2009 Larson leaves; Sartarelli senior
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Financial Practices
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Boundaries For Pastor And Staff
Leaders of a local church –the senior pastor and the board — must adopt clear policies, “sand bags” to keep storms out.
Very necessary because…
…we should not trust ourselves or others, pastors and nice people included.
…the enemy seeks to hurt the church by the moral fall of its leaders.
…pastors and staff are vulnerable because they are often so trusted.
…pastors and staff are vulnerable because they honestly seek to help needy people.
…the news reports scream that policies either were not there or were broken. …Jesus Christ is Lord and to be glorified.
Church Policy on Same-sex Attraction and Same-sex Marriage
Because of our allegiance to our Lord Jesus Christ and to the inspired Word of God, the Bible, we choose to understand and teach that marriage is a sacred covenant and commitment reserved for one woman and one man.
Our policy is to honor or officiate at only that kind of marriage.
Therefore we believe that a homosexual relationship is contrary to God’s truth and clear guidance. We will seek to love and help anyone who differs with this, Continue reading “Church Policy on Same-sex Attraction and Same-sex Marriage”
Helping Staff Teams to Know and Understand Each Other Better Without Paying for Personality Tests!
The best exercise our staffs ever did to know and appreciate each other, and see God’s grace in action
“The Ten Most Important Decisions or Events in My Life”
Each staff member prepares the list, to be given and described in just seven minutes in front of all staff, just one at a time, early in a staff meeting. (Does not include physical birth, which is assumed )
Okay, everyone will say he or she cannot do it in seven minutes, but stick to that, and allow three minutes for brief questions after.
- Very healthy exercise for people to go back through their lives and narrow down the most significant decisions or events, positive or negative, that affected them. And still do
- Very healthy for their teammates to hear where they, the presenters, have been and see why they are the way they are.
- Bonding.
> God always ends up getting a lot of credit.