The Secret to Meaningful Blogging

I never intended to become active on social media. My boss intended it for me and I am glad he did. It has helped me formulate thoughts more clearly, has pushed me to keep learning, and has broadened the types of people I can connect with.

At first, I did not have a social media or a blog strategy. As I started hearing feedback from people about things I wrote, I thought, “I really need to take this more seriously.” So Chris Martin helped me form a blog strategy. We sit down once a month and he brings me a list of potential topics, shows me data on what seems to be helping and resonating, and makes suggestions on tweaks I should make.

Culture might eat strategy for breakfast, but that doesn’t meant we abandon strategy. If you are a leader who uses social media, here are three reasons you should have a strategy:

1. Strategy saves time.

I don’t feel like I have any extra time, so when Chris nudged me to get on the Five Leadership Questions Podcast and to start Facebook Live videos, I was like “Dude, are you crazy.” He showed me we could simply plan to tweak and adjust existing content to move into different mediums. So Facebook Live videos are simply me explaining and articulating something I have already written. The podcast takes zero prep time, but then becomes prep time for future blogs.

2. Strategy simplifies processes.

Without a strategy incredible amounts of time are wasted having the same conversations over and over. Because we know the plan for what content will go where and when, we are not daily rehashing the same conversations. I write, send for editing, it gets posted, which later becomes a video, etc.

3. Strategy serves your audience.

Having a strategy allows you to think more intentionally. Having a strategy and being strategic are not the same things. But having a strategy can help you be strategic. Having a blog or content strategy provides a framework for you to think about how to best serve those in your audience.

Read more from Eric.

 

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ABOUT THE AUTHOR

Eric Geiger

Eric Geiger serves as the Vice President of the Church Resource Division at LifeWay Christian Resources. Eric received his doctorate in leadership and church ministry from Southern Seminary. He is also a teaching pastor and a frequent speaker and consultant on church mission and strategy. Eric authored or co-authored several books including the best selling church leadership book, Simple Church. Eric is married to Kaye, and they have two daughters: Eden and Evie. During his free time, Eric enjoys dating his wife, playing with his daughters, and shooting basketball.

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Clarity Process

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3 Common Scapegoats for Developing Leaders

Great leaders intuitively know they are responsible for future leadership, and all leaders have heard these catch phrases: “There is no success without succession” and “Work yourself out of a job and you will always have a job.” Yet few leaders plan and prioritize developing others. There is always something else to do, always an email inbox pulling leaders away from the importance of development. So instead, leaders can offer excuses rather than take the task of development seriously. Three common and very bad excuses are:

1. Those I develop may leave.

There is a fear that if you develop someone for leadership, that person will long to be deployed somewhere else, that there may not be a spot in your organization for the developed leader. In response to “If we develop our people, they may leave,” someone quipped, “If we do not develop our people, they may stay.” Much better to deploy people you have developed than to labor alongside indefinitely those who have not been developed. A group of stagnant people, people who are not growing and learning, is a miserable team to be a part of.

2. Things are so busy.

Yes. Yes, they are busy. And they will not be less busy in 18 months. But 18 months from now, you could have better leaders on your team carrying the burden with you IF you would develop them now. Developing others takes time, but it will take less time if you start now instead of six months from now.

3. It is not on my job description.

Sadly, though it should be, developing others may not be on your job description. But all the functions on your job description would be better fulfilled if you raised up other leaders. Developing others widens the influence of the ministry or organization. Developing others equips more people for the important work that is being accomplished.

These are really bad excuses. Don’t use them.

Read more from Eric.


 

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ABOUT THE AUTHOR

Eric Geiger

Eric Geiger serves as the Vice President of the Church Resource Division at LifeWay Christian Resources. Eric received his doctorate in leadership and church ministry from Southern Seminary. He is also a teaching pastor and a frequent speaker and consultant on church mission and strategy. Eric authored or co-authored several books including the best selling church leadership book, Simple Church. Eric is married to Kaye, and they have two daughters: Eden and Evie. During his free time, Eric enjoys dating his wife, playing with his daughters, and shooting basketball.

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What happens when u dont have a meeting place any more. And u was forced out because the buliding wasnt available any more.
 
— Debra
 

Clarity Process

Three effective ways to start moving toward clarity right now.

4 Dangers of Leading Above Your Work

Leaders are often encouraged to lead at 30,000 feet, which is a metaphor to lead above the daily grind and think further out, plan ahead, and navigate towards the future. Just as airplanes fly high to rise above the turbulence and above the clouds, leading at 30,000 feet allows a leader to rise above the urgency of today and strategically think and plan the future. But just as it is dangerous for planes to fly too high (commercial airlines are limited to 45,000 feet), it is dangerous when a leader leads at 60,000 feet, when a leader soars too high above the work. Here are four failings of the 60,000-foot leader:

1. Forgets about today

When a leader operates at 30K feet, the leader can still drop in and execute today. At 30K feet the leader plans the future with a sense of the challenges and realities of today. But the 60,000-foot leader neglects the leadership responsibilities of today. Leaders who are only focused on the future can fail to execute today.

2. Creates solutions for problems that don’t exist

Leading at 60K feet means leading above the reality, living only in the philosophical realm of ideas. Ideas and creative thinking are great, but when a leader is separated from daily realities, the most pressing problems are ignored and solutions are designed for problems that do not exist. The ideas and creative thinking at 60K feet are rarely connected at all to reality.

3. Acts with little urgency

The reason people want to fly high is that there is less turbulence, typically, the higher you go. The attraction of 60k foot leadership is being above, completely above, the turbulence. But leadership removed from reality always means leadership without urgency. At 30K a leader can think and plan and strategize without losing urgency. 60k feet is too high.

4. Makes decisions divorced from context

When a leader does not lead from within the context, decisions are always out of sync with the context. And 60k foot leadership pulls a leader too far from the context and the culture of the team.

It is important for leaders to go to 30,000 feet. Go there. Just don’t live at 60,000. It is dangerous that high.

> Read more from Eric.


 

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ABOUT THE AUTHOR

Eric Geiger

Eric Geiger serves as the Vice President of the Church Resource Division at LifeWay Christian Resources. Eric received his doctorate in leadership and church ministry from Southern Seminary. He is also a teaching pastor and a frequent speaker and consultant on church mission and strategy. Eric authored or co-authored several books including the best selling church leadership book, Simple Church. Eric is married to Kaye, and they have two daughters: Eden and Evie. During his free time, Eric enjoys dating his wife, playing with his daughters, and shooting basketball.

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What happens when u dont have a meeting place any more. And u was forced out because the buliding wasnt available any more.
 
— Debra
 

Clarity Process

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Communicate Change Using the Power of Momentum

It is hard to overstate the importance of communication when unveiling a new initiative or introducing change. The communication of a change is as critical as the strategic thinking behind the change. The communication of a new initiative is often as important as the initiative itself. A leadership team may have an incredible strategy, but if the communication is poor, the strategy will not be embraced. Leaders who communicate well have prepared the new initiative for momentum, while those who communicate poorly doom it to failure or a slow start.

When communicating major change or a new initiative, it is wise to communicate in waves to multiple groups of people. While the nomenclature of the different levels of leadership varies from context to context, there are typically layers of leadership in every context.

  • Start with a small group of decision makers, a core of strategic leaders who have a view of and burden for the entire organization/ministry.
  • Then communicate to the next level of leaders, often leaders of leaders, and set the pace for the entire organization/ministry.
  • Then communicate again to those leaders who serve/work to make the organization/ministry what she is.
  • Finally, communicate to the whole organization/ministry.

The communication plan can be illustrated like this:

Communicating Change

While the steps can be reduced or expanded, depending on the size of the organization or ministry, communicating in waves produces two big benefits:

 1. The message is refined.

By communicating the same message to different groups of people, the communicators are able to refine the message and the delivery of the message. They learn the questions, the struggles, and the points of excitement. They are able to listen to feedback, adjust the message, and communicate again. By the time the communication is delivered to the entire organization, those who communicate the direction have tested the language and the clarity with multiple groups of people.

 2. Ownership is expanded.

Initiatives and change efforts often fail because too few people own them. When communication occurs in waves, people are invited to “own the direction.” Leaders often bemoan low amounts “vision buy-in” among the people they lead. If the direction is sound, a lack of “buy-in” is either a credibility or a communication problem. To secure “buy-in” across multiple groups of people, leaders are wise to communicate in waves, to listen, and to ask questions. To hit the bullseye on buy-in, you will need to communicate multiple times to multiple groups. If the communication is strategic, by the time the whole organization hears of the direction, ownership has been expanded.

> Read more from Eric.


 Would you like to know how to use the power of momentum when communicating change? Connect with an Auxano Navigator and start a conversation with our team.

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ABOUT THE AUTHOR

Eric Geiger

Eric Geiger serves as the Vice President of the Church Resource Division at LifeWay Christian Resources. Eric received his doctorate in leadership and church ministry from Southern Seminary. He is also a teaching pastor and a frequent speaker and consultant on church mission and strategy. Eric authored or co-authored several books including the best selling church leadership book, Simple Church. Eric is married to Kaye, and they have two daughters: Eden and Evie. During his free time, Eric enjoys dating his wife, playing with his daughters, and shooting basketball.

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— Debra
 

Clarity Process

Three effective ways to start moving toward clarity right now.

How Do Groups Fit into the Overall Strategy of Your Church?

One of the biggest takeaways from the research behind our book Transformational Groups is the need for churches to be more clear and focused in their group strategy. Church leaders must know how their groups (classes, Bible fellowships, etc.) fit into their overall discipleship strategy/process, and many don’t. They simply have groups. Once leaders know how groups fit into their overall church discipleship plan, they must harmonize their group leaders, training, and content with the overall discipleship plan. We will flesh this out more in the book, but here are some early thoughts for churches.

Know the purpose of your groups.

According to the research, the most effective groups were the most focused groups. People who attend groups in churches that understand the primary purpose of their groups reported a higher level of group effectiveness than those who attend groups in churches with a plethora of purposes. Meaning the groups that are crystal clear as to why they meet and how they fit into the overall life of the church are more effective. Groups that gather with an attempt to be everything don’t accomplish much of anything.

In other words, if a group attempts to constantly invite unbelievers to the group while simultaneously teaching the Bible in depth, hoping to connect believers together in deep relationship, and live on mission together in the community–according to the research the lack of focus is a detriment. Much better is to identify the chief purpose (or two purposes) the groups are gathered together to accomplish, and to focus energy and attention in that direction.

So as you think about your groups, it may be helpful to force rank the list below. In light of your overall church discipleship plan, what are the most important purposes for your groups?

  • Formation/ Study (primary goal is teaching and study)
  • Connection (primary goal is connecting believers in biblical community)
  • Mission (primary goal is the group serving on mission together)
  • Invitational (primary goal is inviting non-believers to the group)

What should the purpose of your groups be? It depends on your overall discipleship strategy. For example, if your weekend worship teaching is 40-45 minutes of biblical exposition, your groups may not need to be a duplication of that. You may decide that your groups should carry a different primary purpose. Of course, you would want the groups to study the Scriptures together, but the intended purpose may be connection and community around those studies. On the other hand, some churches really need the groups to carry the burden of formation and study because the weekend teaching isn’t designed to accomplish that in the life of believers.

Match leaders with the purpose of your groups.

For groups to be the most powerful, there must be harmony between the purpose of the groups and the leaders who lead the groups. The leaders should be recruited and trained based on the purpose of the groups. If a church decides the primary purpose of a group is study, then the church should recruit teachers. If a church decides the primary purpose is biblical community, the church should recruit leaders to shepherd and facilitate. If a church decides it is mission, the church should train their leaders to think like missionaries.

Frustration and friction exists if there isn’t a match. For example, if a church desires the groups to connect people together but a leader is recruited who wants to lead a group so he can lecture for 52 minutes every week, the group will lack focus and fail to deliver on the reason the group exists in light of the overall church discipleship process.

There are other very important issues (launching new groups, communicating with groups, moving new people to groups, etc), but church leaders must first understand how groups fit into the overall discipleship strategy for their church.

Read more from Eric here.

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ABOUT THE AUTHOR

Eric Geiger

Eric Geiger serves as the Vice President of the Church Resource Division at LifeWay Christian Resources. Eric received his doctorate in leadership and church ministry from Southern Seminary. He is also a teaching pastor and a frequent speaker and consultant on church mission and strategy. Eric authored or co-authored several books including the best selling church leadership book, Simple Church. Eric is married to Kaye, and they have two daughters: Eden and Evie. During his free time, Eric enjoys dating his wife, playing with his daughters, and shooting basketball.

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Sorry, the author of this content has removed the links at the original source!
 
— VRcurator
 
The hypertext link is broken for the pdf download - can it be fixed? Thanks!
 
— Steve Elliott
 
What happens when u dont have a meeting place any more. And u was forced out because the buliding wasnt available any more.
 
— Debra
 

Clarity Process

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The Critical Importance of Leadership Development in Discipleship

“Your church is designed to lead, designed to disciple leaders who are, by God’s grace, commanded to disciple people in all spheres of life.”

That sentence is near the beginning of Eric Geiger and Kevin Peck’s excellent book on leadership development in the local church. This is the kind of book that pastors and church leaders will use and discuss for many years because it provides an important framework for considering these issues: Convictions, Culture, and Constructs.  I wanted to introduce this book to you by reiterating the importance of keeping discipleship and leadership together.


3 REASONS WE MUST NEVER DIVORCE LEADERSHIP DEVELOPMENT FROM DISCIPLESHIP

by Eric Geiger and Kevin Peck

Consumption is focused on the masses and for the short-term payoff. Discipleship is focused on the person for the long run, for fruit that will last.

Churches will drift without a consistent and constant conviction for discipleship, to disciple people and develop leaders. We must not settle for consumption. Though much more challenging and difficult, we must insist on discipleship. And we must view leadership development as part of discipleship, not as distinct or divorced from it. Here is why:

1. Discipleship is the only means.

God has designed the end and the means. The end is people from every tribe, tongue, and nation gathered around the throne worshipping Him because they were purchased with the blood of Christ (Rev. 5:9-10). Regardless of what happens this week, what unfolds in the news, the ending has already been made clear: God is redeeming for Himself a people from all peoples.

The end was made clear in the beginning. God preached the gospel to Abraham saying, “All the nations will be blessed through you” (Gal. 3:8). God told Abraham that people from every nation would have God’s righteousness credited to them. At the beginning of the Bible, we find that God is going to pursue all peoples through His chosen people, Israel. At the end of the Bible, we find that God has gathered worshippers from every people group.

In the middle of the Bible is the means, the command Jesus gave us: “Go, therefore, and make disciples of all nations” (Matt. 28:19). We live in the middle. The means to the glorious end is not leadership development apart from Jesus. The means is not leadership development divorced from discipleship. The means is discipleship. He has commanded us to make disciples of all nations, disciples who will obey everything He commanded.

2. Discipleship impacts all of life.

As Christ is more fully formed in people, the totality of their lives is impacted. Those who are overwhelmed with how Christ has served them will serve others. Those in awe of God’s generosity will be generous. Those who are captivated by God’s mission to rescue and redeem join Him in pursuing people who are far from God. Their serving, generosity, and sense of mission impacts their relationships, their approach to their careers, and their view of life. Their growth as a disciple shapes how they lead at home, in their profession, and through all of life.

Discipleship is the only way to produce leaders that serve and bless the world. If leaders are created apart from Jesus-focused discipleship, they are created without grace-motivated service, generosity, and mission.

To view discipleship as distinct from leadership development is to propose that discipleship does not impact all of one’s life. If a church approaches leadership development as distinct from discipleship, the church unintentionally communicates a false dichotomy—that one’s leadership can be divorced form one’s faith. Being a Christian leader must not be positioned as disconnected from living a godly life in Christ Jesus.

3. Leadership development apart from discipleship becomes overly skill-based.

If leaders are developed apart from Jesus, the emphasis is inevitably on skills and not the heart transformed through Christ. Divorcing leadership development from discipleship can leave people more skilled and less sanctified. And when competency and skill outpace character, leaders are set up for a fall. We don’t serve people well if we teach them how to lead without teaching them how to follow Him. We don’t serve leaders well if we develop their skills without shepherding their character.

It is difficult to say this humbly, but maturing Christ-followers make better leaders. Even authors not writing from a distinctly Christian worldview articulate this truth without realizing it. For example, in his popular books Emotional Intelligence and Primal Leadership, researcher and author Daniel Goleman builds the case that the most effective leaders are emotionally intelligent. More than a high IQ (intelligence quotient), great leaders have a high EQ (emotional quotient), and are able to create environments and cultures that are highly effective. Effective leaders, Goleman contends, have the ability to manage their emotions, genuinely connect with people, offer kindness and empathy, lead with joy and inspiration, and display the master skill of patience. Sounds a lot like the fruit of the Spirit in the life of a believer (Gal. 5:22-23).

Yet all pushes for integrity and all the instructions on character development from leadership gurus won’t transform a leader’s heart. Inevitably after these authors reveal their findings that “character matters,” their challenges and their writings quickly degenerate into futile attempts to change our own hearts. We can’t change our own hearts. We can’t pep-talk ourselves into transformation. Only Jesus can transform our character. We must develop leaders who are consistently led and fed by Him before they attempt to lead and feed others.

Leadership development apart from being a disciple of Jesus always results in skills apart from character, in performance apart from transformation.

For more information, check out Eric Geiger and Kevin Peck’s Designed to Lead: The Church and Leadership Development.


Talk with an Auxano Navigator about the leadership-discipleship connection.

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ABOUT THE AUTHOR

Trevin Wax

Trevin Wax

My name is Trevin Wax. I am a follower of Jesus Christ. My wife is Corina, and we have two children: Timothy (7) and Julia (3). Currently, I serve the church by working at LifeWay Christian Resources as managing editor of The Gospel Project, a gospel-centered small group curriculum for all ages that focuses on the grand narrative of Scripture. I have been blogging regularly at Kingdom People since October 2006. I frequently contribute articles to other publications, such as Christianity Today. I also enjoy traveling and speaking at different churches and conferences. My first book, Holy Subversion: Allegiance to Christ in an Age of Rivals, was published by Crossway Books in January 2010. (Click here for excerpts and more information.) My second book, Counterfeit Gospels: Rediscovering the Good News in a World of False Hope(Moody Publishers) was released in April 2011.

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Sorry, the author of this content has removed the links at the original source!
 
— VRcurator
 
The hypertext link is broken for the pdf download - can it be fixed? Thanks!
 
— Steve Elliott
 
What happens when u dont have a meeting place any more. And u was forced out because the buliding wasnt available any more.
 
— Debra
 

Clarity Process

Three effective ways to start moving toward clarity right now.

Money Matters: Wisely Budgeting for Growth

Budgeting is a great time to develop a plan, with the right leaders, for spending. I prefer approaching budgeting with a growth mentality. If you do so, your budget will be bigger than it was the previous year. A growth budget is a step of faith, but wisdom will require you to have a plan for spending if the growth in giving isn’t realized.

Instead of displaying wisdom in spending, shrewdness in planning, and generosity in giving, church leaders often succumb to the spending values of this world. Sadly many churches are collective reflections of American spending habits-spending all we have and even money we haven’t yet received. Church leaders teach by their spending; therefore, we must display a better way to live by how we manage the resources God entrusts to us. Part of this, I believe, means spending less than you receive as a church.

But how do you reconcile this with a growth mentality? Budgeting in a growing church is very challenging because it’s difficult to predict what giving trends will be in the future. The current growth isn’t always consistent nor is it clear what the new “per-person” giving will be. Often those new to the faith don’t start giving immediately. The practice of simply multiplying the current growth rate by the current “per-person” giving is a good starting point, but it’s really more reflective of the past than predictive of the future. [To do this, a church simply estimates the number of new people and multiplies that number by the current “average per-person” giving]

The budgeting season is a good time to wrestle with the tension of growth and uncertainty, faith and wisdom. You can reconcile a growth mentality and shrewd planning by using the budgeting time to objectively and proactively plan spending so that you’re not making chaotic decisions later.

How could this look practically?

(1) Have a trigger plan for unleashing new budgeted resources. Mark the areas in your budget that will be “released” after the giving reaches a new consistent level. Once the weekly giving reaches that point, the trigger is pulled.

(2) Develop a plan for spending freezes. With a small team of wise people, plan what spending would be frozen at specific levels of giving. Examples: You may freeze new hires until a consistent level of giving is realized. Or if giving drops to a certain point, certain expenses are suspended.

Establish a flexible framework during budgeting so that clarity is gained before it’s needed. It’s much easier to have objective and level-headed discussions before the moment is urgent.


Connect with an Auxano Navigator to learn more about budgeting clarity.


> Read more from Eric.

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ABOUT THE AUTHOR

Eric Geiger

Eric Geiger serves as the Vice President of the Church Resource Division at LifeWay Christian Resources. Eric received his doctorate in leadership and church ministry from Southern Seminary. He is also a teaching pastor and a frequent speaker and consultant on church mission and strategy. Eric authored or co-authored several books including the best selling church leadership book, Simple Church. Eric is married to Kaye, and they have two daughters: Eden and Evie. During his free time, Eric enjoys dating his wife, playing with his daughters, and shooting basketball.

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Sorry, the author of this content has removed the links at the original source!
 
— VRcurator
 
The hypertext link is broken for the pdf download - can it be fixed? Thanks!
 
— Steve Elliott
 
What happens when u dont have a meeting place any more. And u was forced out because the buliding wasnt available any more.
 
— Debra
 

Clarity Process

Three effective ways to start moving toward clarity right now.

3 Signs Your Team is Getting Along But Not Going Anywhere

Healthy teams are both aligned and attuned. Alignment refers to the commitment to the mission and identity of the organization. Attunement refers to the relational care and concern that the team exhibits for one another. Both are essential. In this post I wrote about warning signs your team is aligned but not attuned. Today I want to offer three warning signs your team is attuned but not aligned:

1. Fuzzy mission

Without alignment around mission, people begin to only exist for each other and not those the team is designed to serve. When a team is not aligned, the mission is unclear or buried on a document somewhere. When alignment is missing, a sense of mission is missing as well. The result is actions and activity disconnected from a sense of “this is why we exist.”

2. Low accountability

When a team has a compelling mission and a deep-seated conviction that “this mission must be accomplished,” accountability will likely be high. But because accountability can be uncomfortable, a team not aligned around an overarching agenda will fail to offer it. Conviction and mission foster expectations and accountability. When a team is not aligned, expectations are low. Low expectations always result in low accountability.

3. Results?

Attunement without alignment results in people who enjoy each other but don’t accomplish much. In fact, a team attuned to one another but not united around a grand mission will rarely evaluate their impact. Why would they? Though they may never say, “Results? That is not why we exist,” collectively they believe it.

If a fuzzy mission, low accountability, or failure to evaluate results plagues your team, engagement in and alignment around an overarching mission must be ramped up. And wise leaders know mission drift is inevitable unless it is constantly clarified and communicated.

> Read more from Eric.


If you would like to learn more about team alignment and attunement, start a conversation with our team. We’re glad to offer our input. Your vision is at stake, so let’s talk.

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ABOUT THE AUTHOR

Eric Geiger

Eric Geiger serves as the Vice President of the Church Resource Division at LifeWay Christian Resources. Eric received his doctorate in leadership and church ministry from Southern Seminary. He is also a teaching pastor and a frequent speaker and consultant on church mission and strategy. Eric authored or co-authored several books including the best selling church leadership book, Simple Church. Eric is married to Kaye, and they have two daughters: Eden and Evie. During his free time, Eric enjoys dating his wife, playing with his daughters, and shooting basketball.

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Recent Comments
Sorry, the author of this content has removed the links at the original source!
 
— VRcurator
 
The hypertext link is broken for the pdf download - can it be fixed? Thanks!
 
— Steve Elliott
 
What happens when u dont have a meeting place any more. And u was forced out because the buliding wasnt available any more.
 
— Debra
 

Clarity Process

Three effective ways to start moving toward clarity right now.

The Three Temptations of Isolation

Isolation is often very attractive, and it is on the rise with no signs of slowing down. Over 20 years ago, Robert Putnam wrote a landmark article that became a book about the rise of isolation in America. He called the book Bowling Alone because his research revealed that bowling leagues and other opportunities for connection and relationships were declining. Yet bowling was not declining. In fact, the number of bowlers increased over a twenty-year period of time while the number of people in bowling leagues greatly decreased. Instead of bowling in community, people were bowling alone. Putnam wisely warned that the move toward isolation would ultimately hurt people and communities.

This was before restaurant booths filled with people staring at their phones instead of connecting with each other and before binge watching on Netflix. The move to isolation is only easier and easier, and thus more common. Yet it remains destructive. Isolation pulls us away from encouragement and from accountability.

Leaders are the ones who encourage community, who want their teams to work together well and support and encourage one another. Ministry leaders preach on the importance of biblical community. Yet leaders, the ones rightly warning against isolation, can easily be lured into isolation for three reasons:

1. No new burdens

Leading in a world that is filled with struggles and brokenness is burdensome, so there is a constant temptation to run away from it all. When overwhelmed with the burdens of today, avoiding people gives the perception that no more burdens are added.

2. No new wounds

We can easily reason that being alone can help us avoid pain and pressure and people that cause both. Though community is what heals, we can reason that isolation will hurt less.

3. No more betrayal

The longer you lead, the more likely you will be betrayed by someone you trust. When betrayed and hurting, being vulnerable in community feels dangerous and being alone feels safe.

Burdens, wounds, and betrayal are real and they make community and vulnerability risky. We will be hurt. We will be let down. Community is risky. But isolation is more so. Community is where we find encouragement and are protected from our hearts being hardened by sin’s deceit (Hebrews 3:13).


> Read more from Eric.

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ABOUT THE AUTHOR

Eric Geiger

Eric Geiger serves as the Vice President of the Church Resource Division at LifeWay Christian Resources. Eric received his doctorate in leadership and church ministry from Southern Seminary. He is also a teaching pastor and a frequent speaker and consultant on church mission and strategy. Eric authored or co-authored several books including the best selling church leadership book, Simple Church. Eric is married to Kaye, and they have two daughters: Eden and Evie. During his free time, Eric enjoys dating his wife, playing with his daughters, and shooting basketball.

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Recent Comments
Sorry, the author of this content has removed the links at the original source!
 
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Clarity Process

Three effective ways to start moving toward clarity right now.

Six Reasons to Avoid the Pitfall of Isolation

An isolated leader is a dangerous leader. The sting of criticism, the burden of the responsibilities, and the pace of leadership can nudge a leader towards isolation, but every step towards isolation is a step towards danger. Sadly, many leaders move towards isolation. They have taken the cliché “it’s lonely at the top” as justification to remove themselves from people. Though there is truth in the cliché, it must not be used to practice unwise and ungodly leadership. Here are six reasons isolated leaders are dangerous.

1. Isolated leaders don’t receive care and encouragement.

Leading is continually challenging, and leaders who don’t receive care and encouragement are in a dangerous position. But isolation makes it impossible to receive care from others.

2. Isolated leaders don’t receive necessary confrontation.

Because no one leader is perfect, every leader needs confrontation at times. An isolated leader removes himself/herself from those opportunities by only being surrounded with people who are unwilling to confront, which means spiritual maturation and growth will suffer. And a ministry leader who is not growing in godliness is dangerous. Healthy ministries are led by healthy ministry leaders.

3. Isolated leaders make foolish decisions.

The writer of Proverbs reminds us that plans fail for lack of counsel (Proverbs 15:22). An isolated leader won’t gain the perspective necessary to lead well.

4. Isolated leaders don’t learn effectively.

Leaders must continually learn, and leaders who are isolated greatly limit their learning, thus greatly limiting their effectiveness.

5. Isolated leaders are divorced from reality.

Isolated leaders are divorced from the reality of their context, so they lead in ways that are out of sync with reality.

6. Isolated leaders are removed from the people they lead.

Leaders are responsible for the people they lead, are responsible to serve and love them well. But an isolated leader can’t love and lead well, thus the people won’t receive the care they need.


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ABOUT THE AUTHOR

Eric Geiger

Eric Geiger serves as the Vice President of the Church Resource Division at LifeWay Christian Resources. Eric received his doctorate in leadership and church ministry from Southern Seminary. He is also a teaching pastor and a frequent speaker and consultant on church mission and strategy. Eric authored or co-authored several books including the best selling church leadership book, Simple Church. Eric is married to Kaye, and they have two daughters: Eden and Evie. During his free time, Eric enjoys dating his wife, playing with his daughters, and shooting basketball.

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Sorry, the author of this content has removed the links at the original source!
 
— VRcurator
 
The hypertext link is broken for the pdf download - can it be fixed? Thanks!
 
— Steve Elliott
 
What happens when u dont have a meeting place any more. And u was forced out because the buliding wasnt available any more.
 
— Debra
 

Clarity Process

Three effective ways to start moving toward clarity right now.