4 Mistakes to Avoid When Dealing with Conflict

by: Eric Geiger

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Conflict is going to happen. After sin entered the world through the disobedience of Adam and Eve, God told Eve that the relationship with her husband would no longer be perfect: “Your desire will be for your husband, yet he will rule over you” (Genesis 3:16). Scholars have pointed out that the same wording of desire and ruling is used in the following chapter to describe Cain’s relationship to sin (Genesis 4:7). So often conflict in our relationships with one another is the result of sin.

Many of the letters in the Bible, the epistles we learn so much about God from, were written because there was conflict in the churches. God redeemed the conflict by giving us great books in the Bible for our encouragement and growth.

Of course, not all conflict is bad. Some conflict is really healthy tension, but unhealthy and sinful conflict destroys. Unhealthy conflict spoils the unity and morale of the team. Unhealthy conflict distracts from the mission. As this type of conflict arises, here are four mistakes leaders make:

1. Ignoring

Many a leader has said, “I just don’t like conflict.” But the longer conflict goes unaddressed, the worse it gets. Burying your head in the sand does not make the conflict go away. It only exasperates the pain and fallout when you finally pull your head out of the sand. A leader who ignores conflict is abdicating leadership responsibility. A leader who ignores conflict is being unloving to those he/she serves as the culture of the team disintegrates.

2. Being vague

Without specificity in a confrontation, it is improbable the person can adjust. When addressing conflict, being vague with statements like “I just sense something is off” or “I am uncomfortable about the vibe I am feeling” harms more than helps. A lack of clarity in confrontation is crushing. A person being confronted without clarity is likely to trust the team less, and the lack of trust will only create more relational strife.

 3. Over-involving others

Relational and team conflict should first be addressed between those involved in the conflict. When leaders unnecessarily involve others in an issue that could be easily handled, the residue of the conflict can remain in the minds of others long after resolution has occurred between those who were at odds with one another. (I am referring to relational conflict, not issues that should be brought to light for broad exposure.)

 4. Not distinguishing between sin and style

Confronting someone for habitual sin that results in conflict (dishonesty, divisive attitude, gossip, etc.) should be handled differently than confronting someone for a leadership style that is out of sync with the context or a lack of competence that is causing strife. People who don’t match the culture of a team or who lack competence in their role should not be confronted as if they are in sin. While the issues must be addressed, their character and integrity should be affirmed in the midst of the process. At the same time, people who cause conflict because of their sin should be confronted for their sin. They should be lovingly challenged to repent for their own sake and for the sake of the teams they will serve on in the future.

Ultimately, unhealthy conflict among leaders impacts the people the leaders are seeking to serve. Conflict will always exist while we live this side of eternity. Wise leaders recognize this reality and seek to handle it with wisdom and compassion.

> Read more from Eric.

Tags: Avoiding Conflict, Conflict, Eric Geiger, Managing Conflict

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Is Your Church Strategy Really Yours or Just an Illusion?

by: Eric Geiger

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The illusion of a strategy is worse than not having a strategy. For the person who wants to lose weight, the illusion of a diet/exercise plan is worse than not having one. Because when you don’t have one, you at least know you don’t have one. For the person attempting to save for retirement, the illusion of a retirement plan is worse than not having one. Because when you think you have a plan but really don’t, you’ll get to a certain age before you discover you did not save sufficiently.

In the same way, the illusion of a ministry strategy is worse than not having one.

The illusion of a ministry strategy is like a mirage that gives people a false sense of hope about the direction of the ministry. It provides an erroneous belief that a wise course has been set. Not having a strategy and knowing it is far better than thinking you have one when you don’t. At least then you know the reality and are likely much more open to developing one.

A ministry strategy is how a church accomplishes her mission on the broadest level. The mission is the “what”; the strategy is the “how.” An overarching ministry strategy is how all the programs and ministries are designed to work together to help fulfill the mission of the church. Because I am often asked—two books I recommend on ministry strategy are Simple Church (yes, that is a shameless plug) and Church Unique by Will Mancini.

Based on consultations and conversations with church leaders, perhaps the most common illusions of ministry strategy are rearranging and photocopying:

1)    Rearranging

Here is a common occurrence: A church leadership wordsmiths a new vision/mission statement, puts the statement on a dry-erase board, and commits not to leave the room until “all our programs fit into this statement.” While they give the impression they are beginning with their strategy, they are really beginning with their programs. Thus, everything they already do is rearranged and categorized based on “the new vision.”

Merely taking all your existing programs, events, and activities and placing them under new language or baptizing them with new nomenclature gives the illusion of a strategy without necessarily thinking through how people will move throughout the life of your church. The illusion of the strategy helps the team call themselves strategic without developing the discipline and focus necessary to really possess a strategy that guides the church in a direction.

2)    Photocopying

Another common occurrence: A church leader visits a church or reads about one, loves a program they have implemented, their mission statement, or an initiative they are passionate about. He searches their website, learns everything he can about the program or initiative, and imports it into his church without thinking critically about his church culture or the strategy he has articulated to his people. Over time, the church becomes a discombobulated collection of photocopied programs. Each one looks strategic when it stands alone, giving the illusion of a strategy. But when all are meshed together in one local church body, the church can move in a plethora of directions, revealing the lack of an overarching discipleship process/strategy.

Both rearranging and photocopying are common practices because they are easy. All it takes is a white board and a few hours with some folks who have read a book. Developing ministry strategy is much more difficult – and much more impactful.

Tags: Eric Geiger, Strategy, Vision Frame

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5 Strategies to Minimize the Downside of Staff Tenure

by: Eric Geiger

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There are a plethora of upsides to staff tenure. You learn the organization over time. You understand the context better and better. You build relationships with the team and the people you are serving. For the most part, tenure makes leaders more effective.

But there is a major downside to tenure; leaders can lose their fresh eyes. When a leader first enters a context, the opportunities and challenges are seen more clearly. Granted, they are often seen through inexperienced and naïve eyes, but they are still seen. Over time, leaders get inoculated to the problems in their own cultures. The same happens in our personal lives. When you first move into a house, you notice the hole in the garage. If you don’t fix it soon, you get used to it. Over time, you don’t even notice it.

So how can a leader minimize the inevitable downside of tenure? Here are five ways to get fresh eyes on the organization/ministry you are leading.

1. Hire from the outside.

John Kotter says if you want to change the culture, hire from outside. If you want to keep the culture, hire from within. Developing your own leaders is ideal as culture is crystalized and people see a path for growth in the organization. However, even in a healthy culture that excels in developing their own leaders, occasionally hiring from the outside helps leaders keep fresh eyes.

2. Look through the eyes of new leaders.

Even if promoting from within, a newly minted leader has fresh and valuable perspective. Press into their perspective.

3. Listen to the questions of new team members.

Culture is often learned by new members when they accidentally break a cultural norm and receive correction or are affirmed for fulfilling one. Thus, they ask questions to learn more about “how things really work around here.” Those questions give leaders, often isolated by layers of organization, an idea of “how things really work around here.”

 4. Bring in a strategic outsider.

While a strategic outsider cannot own the execution and the culture, a strategic outsider can provide valuable perspective. My friend and colleague Will Mancini uses the term often to describe the services of Auxano. If you are a ministry leader needing some strategic outside perspective, I highly recommend them.

5. Read outside your discipline.

Reading outside of what you normally read gives you new perspective. And then you can, with great intentionality, look with fresh eyes once again.

These five ways can help, but ultimately leaders must choose to have fresh eyes. Occasionally (and privately), it is good for leaders to resign in their minds. Walk into the office with fresh eyes. Evaluate with a fresh perspective. Look again with the optimism you held when you first accepted the responsibility of leading.

> Read more from Eric.

Learn more about overcoming the downside of staff tenure. Connect with an Auxano Navigator and start a conversation with our team.

Tags: Downside of Staff Tenure, Eric Geiger, Staff Tenure

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Mixing the Color Palette of Your Leadership Team Brings Better Results

by: Eric Geiger

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With our leadership team, we use the Insights Discovery tool to help each other understand our unique personalities. The tool is validated and has proven helpful to our team in serving and communicating with one another. Our Auxano consulting team often uses the tool when consulting with churches.

Though there are variations of each color (based on your secondary color), the tool helps team members know their towering personality when it comes to serving on a team. The tool focuses on the strengths of each personality type, while also giving insight into the potential downsides of each.

A “red” is strong-willed and purposeful, a “yellow” is enthusiastic and persuasive. A “blue” is precise and deliberate, and a “green” is encouraging and sharing.

It would be a mistake to think that only a “red” can lead a team. Based on the people on my team (our colors are really diverse), I have learned to appreciate more the leadership effectiveness of people wired differently than me. Not all leaders are wired the same way. Based on my observations, here are the leadership personalities of each color.

Red: Directional leadership

Some are wired, and feel most comfortable, providing directional leadership. Clarity is the gift a directional leader gives to an organization. A directional leader is driven by purpose, values bright and helpful ideas, and is determined to push things forward. Without directional leaders on a team, purpose and direction will wane over time.

Yellow: Inspirational leadership

Some are built to inspire others. While a directional leader leads with the strength of the idea or the mission, an inspirational leader leads with relationships. An inspirational leader excels at investing in people and inspiring people for action. Without inspirational leaders on a team, mission can feel mechanical and purpose can feel cold.

Blue: Operational leadership

Some are built to build processes and systems that enable the organization to succeed. An operational leader has the ability to create culture and serve people by wisely implementing structures and systems that help. Without operational leaders on a team, mission will not gain traction, as there will not be systems beneath the surface.

Green: Collaborative leadership

Some are built to build consensus, collaboration, and encourage team members in the midst of exciting or challenging times. A collaborative leader excels at lateral leadership, bringing others together who are not in his or her “reporting line.” A collaborative leader makes everyone better and has the trust of the team. Without collaborative leaders on a team, silos can develop and team unity can suffer.

Hopefully the team you lead and the team you are on is a diverse mix of leadership personalities. If not, something is missing. People who are different than you make you better.

(If you would like an Auxano navigator to walk your team through the process, you can inquire here)

> Read more from Eric.

Tags: Eric Geiger, Insights Profile, Leadership Personality, Leadership Team, Personality, insights

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How Leaders Can Have Both Thick Skins AND Tender Hearts

by: Eric Geiger

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Leaders are often applauded for and encouraged to develop “thick skin.” A leader with “thick skin” is not crushed by criticism nor destroyed by disappointing results. The pain, the criticism, the challenges seem to “roll-off” the leader’s skin without seeping into the leader’s heart. While a leader with “thin skin” is often paralyzed by challenges or criticism, a leader with “thick skin” is able to handle adversity, push through challenges, and continue to lead in the midst of a difficult season.

In the same way, people long for and benefit from a leader with a “tender heart.” A leader with a tender heart is sensitive to others, wants the best for them, rejoices when they rejoice, and mourns when they mourn. A leader with a “tender heart” cares deeply for the people he/she serves alongside.

Is it even possible for a leader to have both, to possess thick skin and a tender heart? Those two are often painted as contrary to one another, as if a leader must choose between being “thick-skinned” and “tender-hearted.” But a leader must not choose between the two. The best leaders are both.

With regards to thick skin and tender hearts, here four types of leaders. Which type are you?

Thick skin/ tough heart

Some leaders are able to ignore criticism and push through disappointment because they really don’t care. They don’t care about people at all. They are apathetic to the commitments they have made. They are able to go to sleep through challenges because they have no passion. Some leaders have “thick skin” because their hearts are calloused.

Thin skin/ tough heart

Some leaders cannot handle criticism or even godly rebukes from others, and yet they dole it out exponentially more than they receive. They are narcissistic, and a narcissistic leader is easily hurt but never concerned about hurting others. They have thin skin because their worth is connected to their name and renown, but their hearts are cold and calloused to others. They care infinitely more about their reputation than they care about those they want a reputation for serving.

Thin skin/ tender heart

A leader with a tender heart is compassionate, loving, and focused on people. Their concern for others’ feelings can, at times, result in thin skin. Because they want the best for people, they can easily move into foolishly thinking everyone can be happy at all times. Leaders with a tender heart and thin skin can become a slave to the opinion of others and ultimately fail to lead with conviction.

Thick skin/ tender heart

A leader with both thick skin and a tender heart is one who loves people but does not find his/her identity in what people think of him/her. A leader with thick skin and a tender heart is trustworthy and effective, compassionate and focused. This leader sees no contradiction between conviction and compassion, between thick skin and a tender heart. Such a leader is rare, too rare. We benefit greatly from following leaders with thick skin and tender hearts. Thick skin is a great asset for a leader, unless it is the result of a calloused heart. Thick skin combined with a tender heart results in passionate and compassionate leadership.

How can we have both tender hearts and thick skin? How can we be this type of leader?

Only by following Jesus.

Only by following Jesus can you love people and not be crushed if they don’t love you. For this type of leader, thick skin is the result of security, worth, and identity placed in the Lord and not in people. If our identity is in Him, we are not destroyed when our leadership is questioned, when people we serve don’t appreciate our service. At the same time, we are not aloof or calloused toward people because the Lord has our heart, and loving and trusting Him always results in a tender and compassionate heart for people.

Don’t choose between thick skin and a tender heart. As a leader, you need both. But only by walking daily with the Lord can a leader have thick skin and a tender heart.

> Read more from Eric.

 Would you like to learn more about developing a tough skin and a tender heart as a leader? Connect with an Auxano Navigator and start a conversation with our team.

Tags: Eric Geiger, Leadership, Tender Hearts, Tough Skins

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Does Your Church Have an Intentional Plan of Discipleship for Each Generation of Disciples?

by: Eric Geiger

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I recently had a chance to talk to Rick Howerton, our Small Group Specialist at LifeWay, about a serious struggle he is seeing in discipleship ministries all around the country and how LifeWay is trying to help. Here’s a look at our conversation:

Eric: You talk to hundreds of pastors and group leaders all over the country. What are some of the major trends you are seeing in discipleship right now? 

Rick: One of the most consistent things I’m noticing with church leaders right now is confusion about discipleship effectiveness. When I’m with a group of pastors and the conversation turns to disciple-making, there always seems to be some debate over how to make disciples who make disciples. The primary disagreement flows from the number of people that an individual or group leader can disciple as well as the best setting in which discipleship takes place. Some say that only one on one discipleship is effective. Others are vehement that no one person can disciple more than a two or three. Still other people say that their small groups, when truly doing life together, are making disciples. And a lot of folks just aren’t sure. Understanding why these disagreements are occurring may be the best way to hone in on that trend. 

Eric: Speak to that a little more, then. Do you have sense of what is driving this confusion?

Rick: In the minds of most experts there are two basic types of disciple-making environments. One is centered around a primary disciple-maker. The other centers around a community of disciples. The first approach is similar to what Jesus did. It is one person allowing a few people to walk alongside him or her. It means modeling what a disciple of Jesus should be, do, and teach. One person disciples a few.

Community centered disciple-making is disciple-making through interaction with a group of people, like what we see in the early church. This happens when a small groups grows together through exercising their spiritual gifts, living out the one another principles found in the New Testament, studying God’s Word, and committing to be a part of that community. The small group as well as the church whole is important in community centered disciple-making.

Perhaps the confusion comes in feeling forced to choose one approach. In my opinion, both are important in the disciple-making process. Everyone who becomes a mature disciple and then makes disciples needs both a spiritual guide and a biblical Christian community in order to progress toward full spiritual maturity.

Eric: Where do you think these two different philosophies come from?

Rick: In short, both philosophies come from Scripture. Jesus definitely gave His time and life to a few.

Of course we also see in Acts 2:42-47 that new believers were simply getting together devoting themselves to the teaching of God’s Word, fellowship, celebration of the Lord’s supper, and prayer, “and the Lord added to their number daily those who were being saved.” 

Eric: As someone who loves the Church, this all leads me to a pretty serious question, which is, are churches really making disciples in light of this confusion?

Rick: I do believe that many churches are confusing helping people make friends and connections to church life with guiding people and groups to make mature disciples. If church leaders are honest with themselves, many of their group ministries have the primary goal of connecting high percentages of weekend worshipers to a group. But, when this is the primary goal, churches can lower the bar of expectation so low that it’s difficult for people to become mature disciples of Jesus Christ.

Even though studies have shown that in order for someone to progress toward spiritual maturity they must be involved in the ongoing study of God’s Word, self denial, serving God and other people, sharing a verbal witness with unbelievers, and other important disciplines, many churches that claim to be making disciples are hesitant to even expect group members to read or do anything outside of the actual group gathering.

Eric: If that’s true, what is missing? What can a pastor, or church leader do to ensure that discipleship is really happening? 

Rick: Those who want to lead disciple-making churches need to do a few essential things. First off, they need to be discipled. Many pastors have seminary degrees but they’ve never been mentored/lead/shaped in a personal, challenging way. Also, it is imperative that they talk about disciple-making from the pulpit and practice disciple-making with their staff, elders, deacons, small group leaders, etc…

The other essential is that each church utilize an intentional plan of discipleship with each generation of disciples. That is, once someone has been discipled using a particular method and set of studies, they then use that same intentional plan to disciple someone or a group of people themselves. When someone has been through the process of being discipled, they are much more apt to disciple someone else if they use the same path they were discipled with. They know how it works and they have stories to tell of their own journey.

That’s why I’m proud to say I got to be a part of putting together LifeWay’s new intentional plan for discipleship called, The Disciples Path.

We created the Disciples Path series with the help of disciple-makers for disciple-makers and it should give church and group leaders a practical, workable, intentional way to combat the confusion in their ministries.

Go to lifeway.com/disciplespath to learn more about this new intentional plan for discipleship. Whether you lean towards a community centered or a disciple-maker centered approach, the Disciples Path can help you in your mission of making disciples who make disciples.

> Read more from Eric.

Tags: Disciplemaking, Disciples, Discipleship, Disciplespath, Eric Geiger, Rick Howerton

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Words Create Worlds – The Language We Use Shapes the Culture We Lead

by: Eric Geiger

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In his book The Talent Code, Daniel Coyle tells the fascinating story of some experiments that Stanford psychologist and author Carol Dweck has conducted with fifth graders in multiple settings.

The fifth graders were put into two different groups and given the same tests. After completing the first test, the first group was told, “You must be smart at these problems,” and the second group was told, “You must have worked hard at these problems.”

The subtle and small difference made a big impact.

In preparation for the next test, the children were asked if they wanted to try an easier test or a more difficult one. As a group, those affirmed for their hard work wanted the more difficult task and the opportunity to learn. Those affirmed for their intelligence wanted the easy test. Likely they believed intelligence was the chief value, and they feared losing their good standing, their identification as the smart ones. In another round of tests, more difficult in nature, the children who were affirmed for their intelligence gave up much more quickly than those who were affirmed for their hard work.

The students returned to the original test, and the “you must be smart” group scored 20% lower than they did at first. The “you must have worked hard” group improved their scores by 30%.

The point, according to both Coyle and Dweck, is the language “you must have worked hard” fosters motivation and a growth mind-set, while the language “you must be smart” fosters the belief that intelligence is fixed. The small change in language makes a profound impact.

In organizations, in churches, and in families, language matters. Many have said that “words create worlds,” and I have found the phrase to be true. As leaders, the language we use helps shape the cultures we lead.

The words you use to articulate your mission, values, and strategy are essential. You can use language as a powerful tool to bring clarity and direction to the teams you lead and the people you serve. Or you can, as many do, underestimate the power of language and create confusion without careful attention to the words that describe the direction of your organization.

Tags: Attention, Awareness, Brand, Eric Geiger, Language, Words create worlds

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The Truth of God Must be Applied to the Heart

by: Eric Geiger

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Charles Spurgeon said, “Every Christian is either a missionary or an impostor.” As disciples of Jesus, we are simultaneously sent to live on mission. Living on mission is part of what it means to be a disciple. Biblically, there is no such thing as a disciple who does not live on mission. As Christ was sent for us, we have been sent to the world around us.

As church leaders consider “discipleship” and “mission,” they must not view these as divorced from one another, as if “we disciple people” and then later “challenge them to live on mission.” We don’t graduate from discipleship and move on to mission. Both are always essential and deeply connected. We must challenge people and teach people to live on mission as we disciple them. And we must continually disciple them as they live on mission.

Discipleship is neither information nor behavioral modification but is ultimately transformation. In the book Transformational Discipleship, we unpack a framework for transformation based on research. God is not bound by any framework, but He often transforms His people as:

• Godly leaders apply
• the truth to hearts
• while people are in a teachable posture

As the image illustrates, the convergence of godly leaders, the truth of God, and a teachable posture results in our hearts being more and more conformed to His image.

An encouragement about mission and discipleship:

In the research behind Transformational Discipleship, we discovered that an “outward focus” puts people in a teachable posture. A church that is serious about discipleship provides mission opportunities for their people, not just for the benefit of those who will be served but also for those who are serving. Mission opportunities, in reality, are simultaneously discipleship opportunities:

• A mission opportunity makes someone eager for preparation. The church member who finally shares his faith at work and is asked questions he cannot yet answer has a new motivation to learn some of the lessons he has heard for years.
• A ministry assignment puts people in a position of being wholly overwhelmed, where they know they need Him and His power. A sense of mission drives us to prayer and dependence on Him.
• A mission assignment has the potential to rock and change one’s perspective of the world, people, and the need for the gospel to advance more rapidly.

As you seek to develop doers and not merely hearers, mission opportunities put the people you serve in a teachable posture. God will use mission to transform the people you serve.

A caution about mission and discipleship:

Without the truth of God applied to our hearts, a teachable posture will not result in transformation. In other words, the truth of God must be applied to the heart in the midst of mission. If we don’t apply the truth of the gospel, mission engagement can degenerate into attempts to earn God’s favor or alleviate guilt.

We live in an altruistic society where people are encouraged to do good, to engage in humanitarian work, and to serve our society. People want a mission. And people want a law—a list of things they can check off to feel justified and approved before God. We must be careful not to make mission a new law.

Church leaders must constantly remind people of the why of mission in the midst of mission, that we serve a missionary God who came here to rescue us, that we live as sent believers because Jesus was sent here for us. Mission must not be our justification but our response to our justification.

We must remind the people we serve to rejoice more in what Christ has done for us than what Christ does through us. If awe for what He does through us surpasses awe for what He has done for us, mission is our idol instead of our response.

Jesus gives us this example. When the disciples came back to Him filled with excitement over the result of the mission assignment Jesus had given them, Jesus cautioned them to rejoice in their forgiveness rather than their influence.

The Seventy returned with joy, saying, “Lord, even the demons submit to us in Your name.” He said to them, “I watched Satan fall from heaven like a lightning flash. Look, I have given you the authority to trample on snakes and scorpions and over all the power of the enemy; nothing will ever harm you. However, don’t rejoice that the spirits submit to you, but rejoice that your names are written in heaven.” (Luke 10:17-20)

Discipleship and mission are deeply interwoven. As we disciple people, we must help them understand that mission is part of their discipleship. And we must constantly remind people of the grace of God as they serve Him.

> Read more from Eric.

Tags: Discipleship, Eric Geiger, Transformation, Truth of God

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Avoiding the Danger of Mission Drift

by: Eric Geiger

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There is a tendency in any organization, in any ministry, toward wandering. For a season, people might be focused and motivated to move in a single direction, but then something happens. Things catch their attention. Other priorities come up. The urgency that was once so acutely felt fades to the background. Slowly the organization drifts toward giving time, energy, and resources to ancillary matters. The mission is no longer central; the focus is no longer intense.

That’s why one of the duties of leadership is saying the same thing over and over again. A wise leader is a repetitive one.

Church leaders must not only be aware of their core convictions and mission but must also articulate them plainly before people over and over again. Church leaders must constantly be reminding.

Wise leaders look for the wandering, and quickly move to address it.

Maybe you’re sensing that right now. Perhaps something seems off. In many cases, that “something” is a deep-rooted understanding of who you are as a church, a deeply shared commitment to the theology and doctrine that undergirds all your church does. What’s missing is that sense of identity that galvanizes, motivates, and focuses your people on your God-given mission. In many cases, the “core values” or the “mission” are merely words on the back of a bulletin that lose meaning because the people aren’t reminded of the heart behind the phrases. So if something just doesn’t seem right, it’s often because the majority of members have not fully ingested the stated mission and values of the church.

So how do leaders communicate the church’s mission and values?

1) Live the mission and values.

John Kotter stated, “Behavior from important people in the organization that is contrary to the mission overwhelms all other forms of communication.” In other words, if leaders do NOT live the mission, the slogans and communication pieces are an absolute waste of time and money. Living is deeper than “modeling.” One can “model” mission because it is in his/her job profile without authentically living it.

2) Teach the mission and values.

Wise pastors look for appropriate opportunities in their messages to remind the people “this is who we are” and “this is our mission.” But teaching goes beyond the sermon. Wise leaders look for other environments, from leadership meetings to small group gatherings, to remind people of the church’s identity.

Because wandering and drift happens, leaders are necessary. And it is necessary for leaders to both live and remind the people of the mission and values that are beneath the surface of everything the church does.

Many church leaders are finding that small groups are an excellent environment for instilling core values into the people of the church. Think about it as you enter this Fall season of ministry. You have a chance to refocus your people, to bring them back to the core of who you are as an individual church. Your small groups can be an environment where those values and mission are imbedded deep into the hearts and minds of your people.

In the division I lead at LifeWay, we have a team of custom content creators who are creating studies for churches, based on the church’s unique mission and values. If that would serve you well, then I encourage you to check out discipleshipincontext.com. Be it with a study aligned to your weekly messages, or through studies that stand on their own, LifeWay can partner with you to create custom studies that perfectly reflect your core values and help you create the unique culture you are praying for and striving for.

>> Interested in customized studies for your groups? Check out discipleshipincontext.com.

>> Read more from Eric here.

Tags: Eric Geiger, Mission, Mission Drift, Recasting Vision, Values

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Seven Checkpoints: The Critical First Eleven Minutes at Your Church

by: Eric Geiger

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If you ever check out multiple churches in a short period of time, you will likely be surprised by the differences in hospitality expressed to first-time guests. In some churches a guest knows exactly where to park, is graciously welcomed, escorted to the children’s area to drop off kids, and introduced to several helpful people. In other churches, a guest has no idea where to go and is not welcomed by anyone.

While some churches have become so guest-driven that they lose focus on Christ in a hyper-attractional attempt to draw a crowd, others almost ignore guests as a badge of their spirituality or a sign of their apathy. Both miss the mark, as hospitality is deeply biblical. For example, hospitality is included in the necessary qualifications for an elder (1 Timothy 3:2) because hospitality is a direct and tangible link to how Christ has received us. We were all strangers to the family of God and the household of faith. We were enemies, but God in His great mercy welcomed us. He has practiced hospitality toward us and challenges us to accept others as He has accepted us (Romans 15:7).

I am honored to work alongside Auxano in consulting churches on mission, strategy, and values. When we guide a church through a process, we also help them evaluate the hospitality that is expressed to a first-time guest. We know that the first 11 minutes at your church are really important. My friend and colleague Will Mancini believes, based on consultations with hundreds of churches, that a first-time guest will decide if he/she is returning in those first 11 minutes.

To get really practical and helpful, Will encourages church leaders to think about the following “seven checkpoints” in expressing hospitality:

1. Before Departure: Are directions and service times immediately accessible to guests from your church website?
2. Travel to Location: Do guests know where to turn into your church location?
3. Parking Lot: Do guests know where to park?
4. Building Entrance: Do guests know which door to enter?
5. Children’s Ministry: Do guests know where to take their kids?
6. Guest Center (or some other name): Do guests know where to go for more information?
7. Worship: Do guests know which door to enter?

It is helpful to look at these checkpoints through the eyes of a first-time guest. When a guest pulls into the parking lot, does he/she know where to park? Are there signs that direct where to go next? Clear and visible signs that direct people to the next point are helpful, but it takes people to express hospitality. Signs can direct a guest, but only a person can shepherd a guest.

You may find it helpful to divide the first few minutes of a guest coming to the service into waves or sections and then staff with people appropriately: parking, outside greeters, inside greeters/ushers, etc. Sometimes churches view these roles as “anyone can do them,” and thus, they merely fill slots. For strategic hospitality, the right relationally savvy people with grace-filled hearts must serve in these critical roles. These roles are more important than we often realize.

Be sure you have a plan for expressing hospitality to first-time guests. Having no plan sends the signal that “the message we preach has not impacted how we welcome you.”

> Read more from Eric.

Start a conversation with our team. We’re glad to offer our input. Your vision is at stake, so let’s talk.

Tags: 11 Minute Difference, 7 Checkpoints, Church Guest Experience, Eric Geiger, Guest Experience

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