Ten Red Flags Indicating Ephesians 4 Might Be Turned Upside Down at Your Church

by: Bill Donahue

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I don’t think my pastor understands what I do or believes my work and ministry matter.

This oft-repeated, sad comment reveals bad theology and, more sadly, the neglect of church leaders. How can we ignore the ministry and work of so many people, often leaving them to believe their lives, work and ministry are less important than the paid staff?

I just returned from a weekend retreat to discuss “vocation” with Steven Garber of the Washington Institute for Faith, Vocation and Culture. We discussed this issue at length and why the church still has so far to go in valuing people’s work and calling in the ordinary everyday world.

Garber’s work addresses the whole range of what it means to be alive and engaged in the world with our whole being. Visions of Vocation: Common Grace for the Common Good.  He says “vocation” includes our occupation, but is so much more. It includes “also families, and neighbors, and citizenship locally and globally” and that “faith shapes vocation, and vocation shapes culture.”

Speaking specifically about our occupations, Garber mentions friend and pastor Tom Nelson, author of “Your Work Matters,” as one who gets it right, a leader who needed to repent before his large congregation of his ignoring their work and not supporting their ministry.

Here’s a few minutes of his story and why he wrote the book.

Does your work matter to your church leaders?

Here are 10 red flags suggesting there is a problem and that maybe Ephesians 4 has been turned upside down.

1 – The staff consistently pleads for more volunteers to help them do their work.

2 – You are asked to give more money so “we (the staff) can get more ministry done.”

3 – Announcements are filled primarily with “what is happening here” and “how you can get involved and serve here” with the ministries “on campus.”

4 – “Success” is measured primarily by attendance at services, dollars donated, buildings completed, and how staff members have met their ministry goals.

5 – When there’s more ‘ministry’ to be done, plan A is hire more staff who recruit people to their team.

6 – You hear more about the staff members’ lives and work (often the pastor’s family, ideas, vision, writing, travels, etc.) that vision, ministry, lives and callings of people in the church. (We hear, ‘pray for pastor as he travels…’ yet there are so many members who travel the world each week for their work. Who prays for them? I wonder what they think when they hear such a plea.)

7 – The “pastoral prayer” almost never includes a blessing or intercession for people who labor in the name of Jesus each week in their daily work, except maybe on Labor Day weekend.

8 – “Ministry” is defined primarily as that which is done in programs officially sponsored by the church.

9 – Reports about “how we are doing as a church” are limited to updates about finances, building programs, or peak attendance at holiday services.

10 – High capacity people and influential community leaders (particularly the wealthy who “have the gift of giving”) are only viewed as potential board members or donors, not as people to partner with as they use their vast influence, skills and experience to impact to shape our world for the gospel. (One executive said, “Basically, the message I get is, ‘leave your work at the door, but be sure to bring your wallet.’” – Yikes!

Turn This Around

To turn this around leaders and members alike must recover a biblical understanding of vocation, work and “ministry.” And we must pray with and for those who labor in their ministry – their calling—every day, everywhere.

God of heaven and earth, we pray for your kingdom to come, for your will to be done on earth as it is in heaven. Teach us to see our vocations and occupations as woven into your work in the world this week. For mothers at home who care for children, for those whose labor forms our common life in the city, the nation and the world, for those who serve the marketplace of ideas and commerce, for those whose creative gifts nourish us all, for those whose callings take them into the academy, for those who long for employment that satisfies their souls and serves you, for each one we pray, asking for your great mercy. Give us eyes to see that our work is holy to you, O Lord, even as our worship this day is holy to you. In the name of the Father, Son, and the Holy Spirit. Amen. (by Steve Garber, Visions of Vocation, p. 239)

LEADERS: For one pastor’s journey into this transformation that helped him reframe how he viewed his calling and the work of the congregation, please read this short article in Christianity Today.

>> Read more from Bill.

Tags: Bill Donahue, Church Volunteers, Ephesians 4, Red Flags, Volunteer leaders, ministry

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4 Keys for Developing a Vibrant Church Life Filled with Multiplying Leaders

by: Ed Stetzer

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Churches should be run by teams of volunteers—those committed to work together for the cause of Christ, serving one another and the world, because they have been gifted and called to do so.

Yet, this is an ongoing struggle for many churches. Perhaps it is an ongoing struggle for EVERY church.

Recently, I shared with my own church the kind of things we looked for in our ministry teams. It’s not perfect—and we’re not perfect—but we are looking for ministry teams that will be in partnership with the staff, will take ownership of areas of ministry, will be part of the fellowship of the church, and will be involved in apprenticeship to raise up new people to serve with them.

These four things—partnership, ownership, fellowship, and apprenticeship—are key for a church that is serving one another and a hurting world in the name of Christ. As such, let’s explore them one at a time.

1. Partnership

The first step to becoming a part of a ministry team is to exercise partnership.

At the beginning, most volunteers will speak of their ministry as “helping” a staff member—you want them to move beyond that and see their role as leading the ministry as a partner with the staff. They become co-laborers.

For example, at Grace Church, the church plant at which I am the teaching pastor, we have lay leaders who assist with finances. They become key ministry leaders by altering their definition and expectation of their ministry. Rather than being a helper to me or the executive pastor, they become a partner with the specific staff member managing the financial area of ministry for Grace Church. It’s their ministry now—we are partners.

This shift in mentality will bolster leaders’ sense of responsibility and encourage forward thinking rather than simply taking orders. Partners in ministry take charge, working together to recruit other partners and to plan and oversee weekly responsibilities.

2. Ownership

The second facet of key leaders is their ability and propensity to take ownership.

When people see themselves in ministry as empowered, they eventually own their ministries. They learn about it so they can do it better (and leads others in that ministry). In order to be most effective, key leaders discuss the vision with staff members, read books about successful practices, attend conferences or training events, or contact ministry workers from other churches who have established similar ministry areas. As a result of their study, key leaders will be equipped to provide confident, informed leadership of their area.

Sometimes, lay leaders may feel uncomfortable taking ownership because they do not wish to overstep a staff member’s job description. Sometimes staff are too insecure to let a non-pastor own a ministry. However, staff members who understand the importance of raising up key leaders should express their desire for ministry partners to take ownership under their headship. Staff members and key leaders need to view their roles as partners with staff members equipping and key leaders owning.

3. Fellowship

The third important area within key leadership is that of fellowship.

Ministry team members within the church must be involved in the small group ministry of your church. Everyone who is serving needs to be in community—one is not exclusive of the other. Even pastors need to be in small groups.

Small groups are not simply a tack on to the important ministry that takes place in the worship service and preaching. Rather, people who do not move from sitting in rows on Sunday morning to sitting in circles in an authentic community will likely drop out of church, not grow spiritually, and not connect with others.

Without that connectivity, individuals can go through incredibly difficult times and remain isolated and without support. Thus, key leaders must lead the way into genuine community with other believers. Ministry teams must see it as normal to be involved in small groups. That’s the only way they’ll know the people with whom they are partnering in ministry.

4. Apprenticeship

In partnering, pastors equip lay leaders to do works of ministry. Through that partnership, ministry teams and key leaders take up ownership and say, “I will lead; I will own this area.” Ministry teams and key leaders then model and live out fellowship by being involved in community.

The final significant aspect of key leaders is apprenticeship.

As churches continue to grow, more and more ministry team members must participate in ministry and resolve to become key leaders. Otherwise, the foundational group of key leaders will be unable to sustain the growing numbers of people to whom they minister. For example, if an outreach team of three helps a church of 200 remember to do outreach by planning events and mobilizing strategies, an outreach team of five or six will be needed to minister to a church of 300. Similarly, as the number of attending families grows, so must the number of children’s ministry leaders.

Thus, churches must think in terms of multiplication of ministry teams and key leaders—more in partnership, ownership, and fellowship. As ministry team members commit to become key leaders, they should look for other individuals to come alongside and instruct in their specific ministry role. Since roles will expand as a church grows, key leaders must recruit and train new leaders to step into expanding roles.

Apprenticeship toward partnership, ownership, and fellowship will lead to a vibrant church life filled with multiplying leaders.

A Vision for Developing Leaders

Pastors, ministry teams, and key leaders must work together to create a healthy leadership culture in which ministry teams members partner with staff members to provide intentional leadership over an area of ministry.

Within that ministry, key leaders must take ownership over its implementation and its multiplication by practicing apprenticeship with promising volunteers. As key leaders engage in partnership, ownership, fellowship, and apprenticeship, they will afford their ministry area room to grow, and, as a result, do their part to ensure the continued growth of the church.

That helps us to move beyond church as a spectator sport and to look more like 1 Peter 4:10 where, “based on the gift they have received, everyone should use it to serve others as good stewards of the manifold grace of God.”

Read more from Ed here.

Tags: Ed Stetzer, Volunteer Development, Volunteer leaders

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Five Reasons You’re Not Getting Leadership Development Results

by: Mac Lake

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You’re spending time, money and man power trying to develop leaders in your organization but your leadership pipeline remains dry and devoid of any new potential leaders. Why aren’t you getting the results you want? Here are five potential problems you should consider as you evaluate your efforts.

• You’re trying to develop leaders too fast. We want leadership development to be fast, easy and linear. But the truth is it’s slow, messy and customized to the learner. True development takes time. When we rush development we short cut the process and don’t get the results we’re looking for.
• You’re not using a reproducible model. If you survey your staff you’ll likely discover that each are using different processes to develop leaders. Left to their own they had to come up with something, so they did. And now there are varying levels of success across the organization. But no one has every stopped long enough to ask, “What are the best practices for developing leaders in our industry?” I’d recommend you communicate, coordinate, collaborate and develop a reproducible model you can use across all departments.
• You’re building your development on the shoulders of one person. We love it when there’s one person in our organization that’s a leadership development machine. It comes natural to them. They’re passionate about it and there’s a constant outpour of new leaders coming up behind them. This is a huge benefit to an organization until that person leaves. Building a culture of leadership development requires building an army of leadership developers in your organization.
• Your training isn’t adding value to your leaders. I hear this comment all the time, “We tried getting our leaders together for development but they stopped showing up over time.” Listen carefully…People will attend things that add value to their lives. Stop blaming them for not showing up and take a look at what you’re delivering. Was it boring? Was it irrelevant? Was it all lectures? Did it violate adult learning principles? Could they apply the principles in their leadership at home, work and ministry? Make it valuable and they won’t want to miss it.
• Your training is not accessible. Leaders today need options. Offering training at one time in one location is restrictive and inhibits people from participating. Leadership development will have broader impact when it’s delivered anytime, at any place and at any pace. This means less control and will require more leaders willing to invest themselves in reproducing new leaders. But with new tools such as Ministry Grid, a new online leadership development resource by Lifeway, accessibility to leadership development increases exponentially.

If you’re not getting the results you want then take time, evaluate and make adjustments. Allowing your leadership pipeline to remain dry is damaging the future impact of your mission.

Read more from Mac here.

Tags: Mac Lake, Staff, Volunteer leaders

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