Empowering Leaders

In yesterday's post I discussed an insightful article by Will Mancini on the vehicles needed to cast and share vision. There I started to consider application of these principles to leadership development, and continue here with some more thoughts on empowering leaders and application to our church.

Mancini is a co-author with Aubrey Malphurs on a superb book called "Building Leaders" (sample chapter on empowerment here), a guide to building a leadership development process in the church. He shares on the great importance of empowering leaders in this book, with a summary on his web site. Take a close look at the list above. Do you see how vitally important leaders are for casting vision across all levels of the organization? Empowerment is not easy! It's painful and at first inefficient. More from Mancini:

#1 Empowerment increases the scope of unknown ministry outcomes.

#2 Empowerment requires a sacrifice of short-term ministry efficiency.

#3 Empowerment requires giving away authority that previously provided the basis of personal ministry success.

#4 Empowerment necessitates close support and authentic community with other leaders.

What's my takeaway for a mid-sized church with a strong leader, wonderful volunteers, yet is too big for the pastors to know everyone and drive everything and too small to have a large staff or a solid culture of leadership development and empowerment?

1. It is essential to have a significantly higher level of interaction, support, and community with our small group leaders. (And not just as conduits to distribute information, but in recognition these are our most valuable set of leaders in the church.) 
2. It would be of tremendous benefit to more intentionally foster a leadership development culture in our church, by increasing communication and discussion, encouragement, and empowerment. Again not just top-down, but leader to leader, taking time to dream, dialogue openly, and pray together.
3. Our preaching of vision is strong, but can be made more effective by some advance planning so that the message is repeated and reinforced in other venues.
4. We should continue to re-evaluate our communications and branding as well as our structures and titles involving volunteers.
5. We have to be more willing to risk short-term pain and even failure to develop the culture of empowerment needed for us to have a significant kingdom impact.

Is your church empowering leaders? Can your ministry leaders and small group leaders articulate the church's vision? Is it their vision too? 

Casting Vision and Developing Leaders

Casting Vision and Developing Leaders - the two are a lot more connected that it might seem at first glance.

I read an excellent blog post today by Will Mancini - The six vehicles for church vision: how many are you using? Everybody knows the great importance of preaching for casting vision, but there you're leaving a tremendous amount of influence on the table if it's the only (or even the primary) venue for vision. Please read the whole article, but here's some key points from the six vehicles he describes.

Vehicle #1 - The Connecting Environment. Small groups are where vision sticks or bounces off. It's actually the primary vehicle because it is the most relational.

Vehicle #2 - The Leadership Pipeline. Highly underrated! Will writes "The leadership pipeline is the vehicle where vision is transferred from leaders to other leaders. It assumes a leadership development culture. It supposes there are time and places where only leaders meet to pray, dream, dialogue and train together."

Vehicle #3 - The Preaching Event. There is no substitute, as it connects the vision to the Word of God and the act of worship.

Vehicle #4 - The Structural Story. The supporting structure and systems, and your attitude toward staff and volunteers matters a great deal.

Vehicle #5 - The Visual Brand. Everything speaks.

Vehicle #6 - The Voice of Each One. Essential, though it may take a long time to get there if starting from a centralized preaching-centric approach. "Vision transfers through people not paper."

In my next post I'm going to discuss the need for empowering leaders and share some thoughts on applications within our church.

What are your thoughts? Are you using all six vehicles? If not, what needs to change?

More on Reveal

Several months ago Willow Creek and Bill Hybels made quite a splash with the results of a study called "Reveal." This study was on the overall health of the church, and it looked at a variety of questions, considering responses broken down by the relative maturity of the respondents in their faith. The most dramatic conclusion was that many churches, including Willow Creek, were far less successful in helping build self-feeding mature disciples than they could have imagined.

The result of this study was published in a book, "Reveal", and the survey taken in hundreds of churches of a variety of sizes and denominations, wth several more results now available. There is an FAQ and a demographics report online. Ed Stetzer of Lifeway Research has a lot to say in a recent post about this study as well. So why is this current and important?

Last week the Wall Street Journal ran not one but two articles on this Reveal study! Less Seeking more Thrills and Churches Work on their Message. Willow Creek is definitely changing the way they're doing several things in response to this, including kicking up the level of content. As I pointed out last week, Granger Community Church also reported their own results with the Reveal study and the ways they are looking to change in response to it. Again, they're looking to be more intentional on their discipleship training and teaching. What kind of results are prompting this? In mainline churches, a whopping 83% believe that many religions can lead to eternal life. What about evangelical churches? 57% believe this as well (has someone changed the definition of evangelical on me??!) Other answers showed similar discrepancies with biblical teaching. In other words, even in churches where leadership is strong and where the authority of the bible is a core value, a huge number of members and attenders would not agree with the essential teachings of their church. This has really caught the attention of leadership in churches who are trying to live out the great commission. I wonder what a study of our church would Reveal?

Chapter Two

I was suprised (but not too surprised) to learn on Tim Steven's blog that Granger Community Church is about to undergo some sweeping changes. Some of these include...

• Changing weekend services - four 75-minute instead of five 60-minute services. This is both to add some significant artistic and participative opportunities.
• Halting their long-running Thursday night midweek service "New Community".
• Once a month First Wednesday service seeks to provide an awesome worship experience.
• The other Wednesday nights will have three very focused "Journey Bible Study" tracks: Encounter, Empower and Engage.

These changes are primarily a resonse to their recent 'Reveal' study. Tim stresses that they are not changing direction, just switching gears. Chapter One ends, Chapter Two is beginning for Granger. I pray this goes well for them, and have every expectation that it will.

To understand the why, and to see how they handle communication of change in a truly excellent fashion, you really need to watch the video of the service in which this was announced: July 3rd service 'Trading Pop Beads for Pearls'. One reason I found this so interesting and will be watching to see how it develops is because we're thinking about very similar issues - how to make best use of a mid-week service or teaching, and how to best make disciples and teach people how to feed themselves.

Response to our Vision Path

In response to our recent Vision Path for the next two years, the Deacons at Calvary were asked to prayerfully consider this Vision and direction, and answer the following question:

Because I now understand _____________, (an insight)
I am going to _________________________, (an action step)
so that _______________________________. (an outcome or purpose)

Having spent a lot of time working on the Vision Path, and with a lot of other prayer recently on my purpose and calling, I really gave this question a lot of thought. In fact, I felt led to consider taking a step in each of our four top priorities: 1) upcoming sabbatical for our pastor, 2) becoming a church of small groups, 3) intentional leadership development, and 4) building a strong financial base. So here's how I answered the question...

Because I now understand that it is up to every one of us, together, to do our utmost to serve out a kingdom purpose, and that God has SHAPED me to encourage and equip others for ministry…

I am going to…

… step up as a Volunteer Ministries Director,
     so that we can more effectively engage people in ministry during the sabbatical.
… serve as a Small Groups Coach,
     so that small group leaders will be better supported as they shepherd their groups.
… study diligently on the practice of developing leaders and on effective ministry (more on that next post)
     so that I can learn more about how to be an effective leader and developer of ministry leaders.
… give away my ‘economic stimulus’ check as an offering towards the Connection Center
     so that we don’t have to take away funds from our operating budget to pay for the building.

I just don't think we can afford to sit around and play games with ministry when God has called us to be agents of change, transforming lives in our community and in our church, as he longs to call many unto him and build them up as followers of Christ, loving and serving one another. Let's roll!

Calvary Baptist Vision Path (Part 10) - Conclusion

That wraps up the ten-part series on the Vision Path for Calvary Baptist Church for 2008-2010. The strategic priorities are as follows:

Vision Path Overview
1: Sabbatical for Pastor Chuck in 2009
2: Becoming a Community of Groups
3: Intentional Leadership Development
4: Build a Strong Financial Base
5: Maximization of Facilities
6: Communication Improved at all Levels
7: Strengthen First Impressions Ministry
8: Strategic Staff Development


What's the next step? For each strategic priority we've identified champions on the Strategic Leadership Team who will assemble a Ministry (Support) Team to implement that focus. These teams will be empowered and equipped to carry out their priority, and we'll try to have a mixture of people currently active in the ministry area with new potential leaders. The implementation process itself is part of one of our priorities: Leadership Development. The timeframe for these activities is fairly aggressive - some are already in progress, and some will lay the foundations for what will be a longer term effort. We will need a lot of prayer, and a lot of people excited about the impact God can have on our church and our community, to carry us through to a higher level of impact, transforming lives.

Calvary Baptist Vision Path (Part 9) - Strategic Staff Development

Vision Path Strategic Priority #8 - Strategic Staff Development

Calvary is led by its pastor. He is assisted by a ministerial staff that serves at his discretion. Together, this pastoral team encourages, equips, and empowers the members of Calvary to serve the ministry of the church as fully devoted followers of Christ. We currently have a full-time senior pastor and office administrator and several part-time staff in ministerial and admin positions.

Key Convictions & Principles:

• The Biblical model for church leadership is pastoral leadership.
• Healthy, growing churches are led by pastors, who equip, encourage, and empower congregational members to do ministry.
• Ministerial staff members should serve from a sense of calling, and a covenant relationship should exist between the church and staff members.
• The best predictor of future performance/behavior is past performance/behavior.
• Calling, Character, Competency - look for these in considering a hire.

Specific Goals:

• Identify gifted potential staff that God might wish to bring to the church
• Develop existing staff members by providing staff members opportunities for both professional and personal growth
• Increase staff focus on personnel development for ministry

Resources, Responsibilities: Requirements for our strategic priority of “Build a strong financial base” must be met.There will inevitably be pressure to abandon the priority of establishing a strong financial base, and the accompanying goals, but the long term health of the church requires rigor in pursuing this goal. This priority will be overseen by the senior pastor with the assistance of the personnal team.

Key Outcome Targets: Eventually provide full-time staff for each of the five purposes; Worship, ministry, evangelism, discipleship, fellowship; and administration; provide other program and support staff as needed.

Clarifying the "Win": This priority will be a "win" when current staff are developed to their full potential in character and competency, with any new staff hire in response to much prayer, careful evaluation, and in good stewardship.

Calvary Baptist Vision Path (Part 8) - Strengthen First Impressions Ministry

Vision Path Strategic Priority #7 - Strengthen First Impressions Ministry

The First Impressions Ministry plays a vital role in our church, a visible demonstration that we love and welcome every person, that they matter to God and matter to us. As we continue to grow it will become more difficult to maintain an inviting atmosphere.

Key Convictions and Principles:

• Every person who steps foot on the Calvary Campus is dearly loved by God
• First Impressions Ministry Team members are partners with the people who pray for and invite their friends to visit
• Good stewardship requires us to do our absolute best with everything that God entrusts to us, and this includes guests He has brought here
• Guests will likely have a strong impression of us (positive or negative) within the first ten minutes of driving onto our grounds
• We want guests to have a 'Wow!' experience on visiting Calvary that leads them to tell and invite their friends, family and neighbors.

Specific Goals:

• Form a First Impressions Ministry Support Team
• Develop First Impressions Ministry Coordinators for each aspect
• Coordinate with new Facilities and Grounds Team
• Improve responsiveness and accountability for visitor requests and responses

Resources, Responsibilities: Potential budget items include grounds maintenance, landscaping, signage; maintenance and repair issue tracking system; First Impressions Ministry Team and Facilities and Grouds Team will have responsibilities, overseen by Pastor Chuck.

Key Outcomes: First Impressions Ministry Support Team will be commissioned; Team leaders identified and coordinated to consider all key aspects of First Impressions, including Greeters, Ushers, Hospitality, Information Desk; Training activities and documents will be developed for all aspects of First Impressions Ministry.

Clarifying the "Win": This priority will be a "win" when the environment for everyone is welcoming, friendly, clean, and non-stressful, when first-time visitors feel at-home, and when there are no external distractions preventing God from speaking to their hearts.

Calvary Baptist Vision Path (Part 7) - Improved Communications

Vision Path Strategic Priority #6 - Improve Communications

Calvary will develop a process for intentional communication between the staff, church leadership, church family, and community.

Key Areas of Communication:

• Communication between Leadership (Staff and Volunteer Ministry Leaders)
• Communication between the Leadership and the Members/Attenders
• Communication within the Church Family
• Communication Between the Church and the Community

Specific Goals:

• Coordinated master calendar with high visibility
• Continually cast vision
• Improve communication of events within congregation
• Form a communications / marketing team

Resources, Responsibilities: Will need appropriate software and hardware. Communications Team will coordinate with office staff; staff leader will be Amy.

Key Outcome Targets: Improved Communications on all levels; Information sharing between all church leadership so that events and activities complement and not compete with each other; Marketing that will increase church recognition in the community; Website that is current, accurate, user friendly, and reflects our commitment to excellence.

Clarifying the "Win": This priority will be a "win" when staff and congregation alike feel like communication is promoting, not hindering, ministry or fellowship, and when the community is aware of the vision and events of Calvary.

Calvary Baptist Vision Path (Part 6) - Maximization of Facilities

Vision Path Strategic Priority #5 - Maximization of Facilities

Calvary will maximize its use of current facilities and carefully consider needs for the future. We've been in our current building for eight years. At present there is no team in charge of building maintenance and much of the responsibility for urgent repairs falls upon our senior pastor. There is a need to maintain our building and grounds with excellence that is on par with the community in which we live. As Calvary has grown, and adult classrooms have been transitioned into the Connection Café and additional children’s classrooms, we now lack adequate space for our small groups and Sunday morning Life Development Classes, and this is hindering our growth. In addition, our junior and senior high youth groups have not had their own meeting space for a year and will need a youth friendly space that allows for worship with a youth band, activities, Bible study, and “hang out” time.


Key Convictions & Principles:

• Buildings and properties are never more important than people
• The first impression that our guests have when coming on to our property should be welcoming and communicate to them our commitment to excellence
• Our children, youth, and adults need space that is created just for them that shows that they are important to us
• Our campus should be the place where the community comes to do life together

Specific Goals:

• Consider existing space usage strategically
• Complete Connection Center (3,168 sq ft building, volunteer labor)
• Form a team to consider future building projects
• Form a Facilities and Grounds Team to oversee all maintenance and repairs

Resources, Responsibilities: The new Facilities and Grounds Team will be responsible for maintenance and repairs, a Facilities Expansion Team will consider new buildings, and the staff leader will be our Senior Pastor, Chuck Grant.

Key Outcomes: Completion of Connection Center in time for use by Summer Camp this June; Current Properties are well maintained and reflect our commitment to excellence; High participation in classes and activities offered in the connection Fall 2008 / Spring 2009; Proposal for future building projects by the end of 2009.

Clarifying the "Win": This priority will be a "win" when we are excellent stewards of what God has entrusted to us, when adults, students, youth and children have adequate space that does not hinder fellowship, growth or outreach, and when plans for expansion are carefully considered both from a strategic and financial viewpoint.

Calvary Baptist Vision Path (Part 5) - Build a Strong Financial Base

Vision Path Strategic Priority #4 -Build a Strong Financial Base

Another term for this priority is "Financial Freedom in Christ." The Calvary family both wants to be faithful stewards of the financial resources that God has entrusted to us in order to further His Kingdom, and to be a model encouraging the development of financial freedom in Christ to its members. Establishing a strong financial base will allow us to respond effectively when the Lord leads, will allow us to staff and expand strategically as opportunities arise, and will allow us to be more faithful in stewardship of His resources.

Key Convictions & Principles:

• God is the primary owner of all wealth
• God entrusts resources to His Body for faithful stewardship
• Calvary will model financial health to its members
• Tithing is a spiritual discipline emphasizing our dependence on God’s provision

Specific Goals:

• Maintain three months’ operating expenses in reserve
• Budget 1.5% of structural value per year for maintenance and repairs
• Encourage financial freedom in Christ for church members
• Prepare for next staff strategic hire by saving up six months' salary
• Aim for income to exceed operating expenses by 10% before any new building

Resources, Responsibilities: The Treasurer and the Finance Team are the key people involved in overseeing this priority, though it has implications throughout the church. We have recently started a series of small group bible studies based on the Crown Financial Ministries and will continue to expand the impact of this excellent study.

Key Outcomes: Build up emergency reserve by one month of expenses per year for the next three years; introduce proper maintenance allocation starting in 2009 budget; by Fall 2010 we will have a half-year salary reserve in advance of a strategic staff hire; by 2010 our income should exceed operating expenses by 10% in advance of any new building; by end of 2010, 10% of church membership will have had the Crown financial Bible study.

Clarifying the "Win": This priority will be a "win" when we as a church model the wise financial stewardship practices that we teach to our members, including having in place a prudent level of emergency reserves as well as saving in advance for expanding staff or facilities, and when our creativity and volunteer spirit allows us to do this without negatively impacting ministry or missions.

Calvary Baptist Vision Path (Part 4) - Intentional Leadership Development

Vision Path Strategic Priority #3 -Intentional Leadership Development

The upcoming sabbatical and ongoing growth at Calvary require us to complete the transition of a pastor-does-the-ministry model appropriate for small churches (<150>become more intentional about leadership development. There are three key needs for improving volunteer ministry: i) caring more for volunteers as people; ii) an intentional leadership development process; iii) improved strategic and operational planning for ministry. Addressing these needs together will help develop new leaders and strengthen existing leaders, prevent burnout, provide a greater level of satisfaction for those serving, and increase the overall effectiveness of ministry at Calvary.


Key Convictions and Principles:

• Biblical Leadership must reflect integrity, trust, passion, and a servant's heart
• Leadership begins with a clear and compelling vision, and influences others to a change in heart, priorities or actions towards that vision.
• Leadership development is best learned when it is taught within the context in which it will be practiced, and is strategic when aligned with the vision path.
• Leaders develop leaders – modeling, mentoring, and motivating.
• The most strategic thing a leader can do is to develop potential leaders
• The best environment for learning to lead is one where people are cared for as people, encouraged, equipped, and empowered.
• Current leaders must become more intentional in mentoring others, and must increasingly delegate authority, not just responsibility.

The goals below address our needs at the organizational level, in large groups, small groups, and one-on-one. They also provide some practical venues to leadership training to be put in practice.


Specific Goals:

• New Strategic Leadership Team to help broaden base of leadership
• Provide Servanthood And Leadership Training (SALT)
• One-on-one leadership training and coaching
• Leadership development in small groups
• Implementation of Vision Path itself will be a training opportunity for new leaders and ministry teams

Resources, Responsibilities: The greatest resource investment will be time, but we really do see leadership development as an investment that in the long-term will help free up a small number of overworked ministry leaders as well as increase overall passion and effectiveness of ministry. Pastor Chuck will lead the effort on this priority, supported by the new Strategic Leadership Team.

Key Outcomes: Strategic Leadership Team formed at the May business meeting; Regular SALT meetings aimed at equipping the Core; Every supported ministry has a leader and apprentice who can clearly communicate the purpose and vision of their ministry, and who understand the need to reproduce themselves; Deacons and Ministry Area Leaders will be accountable for one-on-one mentoring of other leaders; a 50-100% increase in the number of identifiable ministry leaders and apprentice leaders

Clarifying the "Win": This priority will be a "win" when the number of people actively leading a ministry or actively participating in its direction increases at least two-fold, when these leaders are enthusiastic and empowered in their ministry areas, and when they rate the training as useful and encouraging rather than a time sink.

Calvary Baptist Vision Path (Part 3) - Small Groups

Vision Path Strategic Priority #2 -Becoming a Community of Groups

Calvary will transition from a church with groups to a community of groups, where the vision of Calvary - the development of fully-devoted followers of Christ - is accomplished primarily within group life. As Calvary grows in size, the spiritual, emotional, and physical needs of our church family and the community cannot be met solely by the staff. In addition, we believe that life change happens as personal relationships are developed and people participate in a close knit small group that is providing encouragement, discipleship, and accountability.

Key Convictions and Principles:

• Life-change happens best in small groups
• Strong relationships are built when people “do life” together in a small group
• People’s emotional, physical, and spiritual needs are best met by those who know them and love them
• Every group deserves a shepherd leader who loves them, and is equipped to help them grow

Specific Goals:

• Form Small Group Support Team to oversee all Small Group Ministry
• Develop a team of small group coaches
• Develop shepherd leaders within small groups
• A small group for every person at Calvary
• All church leadership participating in a small group

Resources, Responsibilities: The emphasis on being a church of groups will require a significant time commitment from the Small Group Coaches and the Small Group Leaders as they move from a “facilitator” role to a “shepherd” role. Amy will be the staff leader of the Small Group Support Team.

Key Outcomes: There will be a small group available for every one who wants to participate (e.g. increase number until we have one group per 10 members/attenders); primary pastoral care will come from within small groups (supported by staff, not done by staff); measurable growth in personal commitments to discipleship, ministry, missions, worship, and fellowship within the Small Groups and within the church body.

Clarifying the "Win": This priority will be a "win" when exciting life change is occurring in small groups, when people are drawn into a group by the good things happening there, when members feel loved and equipped by their leaders, and when leaders fell loved and equipped by their coaches.

Calvary Baptist Vision Path (Part 2) - Sabbatical

Vision Path Strategic Priority #1 - Sabbatical for Pastor Chuck in 2009

Next summer Chuck and his wife Janis will take a 3-4 month sabbatical. We're only about six years overdue in doing this, so it's well deserved indeed. As you can imagine, this will have a pretty significant impact on the life of the church. What we don't want it to be is a time to just 'endure' and 'cover' the things needed to get done so he can return to the same situation as before. Rather, we want this to be a catalyst that highlights the need and benefit for an essential transition in our church - from being a small church where pastor-does-the-ministry to a growing church where pastor-equips-for-ministry. We've left the small church stage (under 150-200) but have not crossed the next growth barrier (of 400-500 attendance) into a smoothly run operation led by several experienced full time pastors. Technically, it's called the "awkward size" stage of church life. The second key transition that needs to be made is within Chuck and his leadership style - from an overworked involved-in-everything personal style focused on ministry to a much more coaching and developing style focused on the people who will do and lead ministry. To be clear, Chuck knows this and is looking forward to it (mostly!)

Specific Goals:

• Raise the vision of the congregation to step up to ministry
• Extend the influence of our pastor by leadership development
• Renewal (spiritually, emotionally, physically, relationally)
• Position the church to break through the 500 growth barrier

Resources, Responsibilities: We've applied for a Clergy renewal grant and should hear back on that around July. A Sabbatical Planning team will be formed to work out the details of the sabbatical, the pre-sabbatical preparation, mid-sabbatical preaching and duties, and post-sabbatical reintegration and sharing of vision. The Strategic Leadership Team will in some ways function as the staff would in a larger church in terms of support.

Key Outcomes: Chuck and Janis will enjoy a great sabbatical; Chuck will return with a clearer sense of vision and how he can best lead us in the future; the congregation will fully understand the biblical model of ministry and will have successfully stretched itself in 2009.

Clarifying the "Win": This priority will be accomplished if Pastor Chuck and the congregation are together eager and equipped for every member to serve in ministry according to their SHAPE and led by a shepherd who loves them and trusts them to do the things God has prepared in advance for us to do.

Calvary Baptist Vision Path (Part 1) - Overview

Over the past several months we've been taking a close look at our vision and doing some strategic planning to be more intentional about our ministry priorities and choices at Calvary Baptist. Senior Pastor Chuck Grant has led the process, with heavy involvement and support by a new Strategic Leadership Team as well as the core group that attends our Wednesday evening service. It's our third 'long range plan' since his arrival in 1997. Then as now, our focus is on the fulfillment of the Great Commandment and Great commission. In Chuck's words:

"Healthy churches are purpose driven, culturally relevant, kingdom oriented, and intentionally strategic. The driving purpose behind the ministry of Calvary is the development of fully devoted followers of Christ. Our business is to encourage people to become like Jesus and our product is changed lives. In order to fulfill our purpose we must be both culturally relevant and kingdom oriented. The strategic plan, or “Vision Path: 2008-2010” will help us to focus on our most important priorities, allocate resources accordingly, and evaluate our progress continually."

The Vision Path then is a roadmap. It's an imperfect one, but useful. Not static, but subject to change as God directs. It represents our best thoughts on how to proceed based on what we perceive God to be doing, and is a useful tool to monitor progress and provide accountability.

Key “Strategic Priorities” on the Vision Path for 2008-2010

1. Sabbatical for Pastor Chuck in 2009
2. Becoming a Community of Groups
3. Intentional Leadership Development
4. Build a Strong Financial Base
5. Maximization of Facilities
6. Communication Improved at all Levels
7. Strengthen First Impressions Ministry
8. Strategic Staff Development

This overview is the first part in a series that will present our Vision Path. I hope it's useful for small group leaders and other members of Calvary, but I also hope it might provide some ideas for other medium churches in a situation similar to ours (not they would find these priorities useful, but that by layout out our process from mission to vision to vision path they may find it a useful example of the strategic planning process). Send me an email if you would like a PDF copy, or have any questions on the Vision Path or our strategic planning process.

Clarifying the Vision of the Church

As we have been seeking to better understand what God is calling us to be and to do, we needed to pause briefly in our strategic planning process. Herrington describes that the "vision path is the next level of detail... It explains the meaning and implications of the vision. Vision describes the big picture of where the church is going, and visionpath begins to fill in details of how the church will get there." So first we just wanted to spell out some key aspects of the vision that would guide the development of the vision path. Though we have a ways to go in describing a clear, shared, compelling vision of the future to which God is calling us, the follow are definitely important pieces of this framework:

• Biblically Sound – Culturally Relevant

We will communicate a passionate message of God’s love which is culturally relevant, uncompromised and biblical.


• Accepting Environment

We will enthusiastically welcome all people at Calvary and provide a contagiously friendly environment where all are accepted and loved.


• Living Life on Purpose

We will encourage living an abundant and intentional life, never ceasing to grow, as we yearn to see all become fully devoted followers of Christ.


• Active in the Community

We strive to become vitally involved in our community, agents of transformation helping those who are hurt, and sharing God’s love with all around us.


• Nurturing Families

We are urgently committed to excellence in all aspects of ministry to families, radically devoted to serving the children and youth of our community.


• Connecting in Groups

We are not just a church with groups; we are a church of groups. We rely on small groups as a primary way to develop authentic relationships and to grow spiritually.


• Every Member a Minister

We will empower, encourage and equip every person to serve God according to their SHAPE as an expression of our radical devotion to Jesus Christ.

Vision of the Church

I like Jim Herrington's definition of vision - "Vision is a clear, shared, and compelling picture of the preferred future to which God is calling the congregation." Clear – so that people understand it. Shared or it leads to disunity. Compelling so it motivates the congregation to action. To be honest, we've been less clear on the vision for our church than on our purpose or values. When we say that we are encouraging the development of fully-devoted followers of Christ, what does that look like in practice? How does Calvary do that any different than other churches?

As part of our recent processing developing a strategic plan for priorities over the next two years, we've had some excellent discussion on our strengths and weaknesses, as well as some opportunities we have at this time, as well as some threats that must be guarded against. These discussions at our Wednesday evening services have included a broad cross-section of the congregation. A key benefit of doing this has been a better understanding of some things we could be doing better. From a high-level perspective, it was encouraging to see that there was strong unity among the congregation and a set of top priorities for improvement were identified. At the same time, there was not consensus on what 'success' in our mission would actually look like in the future. We could definitely benefit from a vision that was a bit more clear, shared, and more compelling to action. Fortunately, doing just that is one of the top hopes for our Pastor on his sabbatical next year. One thing we know is that we God is able and willing to do amazing things in our community and in our hearts - and we long to be used by Him to make a tremendous positive impact on our community. Next time I'll share some aspects of our vision that seemed to be clear.

Core Values of the Church

The mission of our church is not subject to change, as Christ's mission is unchanging. Our understanding of it may (should) improve, and the words we use to discuss it may vary, but we're looking to encourage people to become fully-devoted followers of Christ. What that looks like from one church to another may vary somewhat. In the same way God makes each of us unique as individuals, our churches and communities are also unique. Core Values are those things that help define a church, and express some of the heart of what God has called our particular congregation to be. Last year we spent some time discussing our Core Values, and the following expresses what we feel is most important at Calvary.

Christ-Centered Lives
Agents of Change
Loving Relationships
Volunteer Ministry
Authentic Leadership
Relevant Preaching
You are Loved

These core values are consistent both with our mission and who we are. We want to put Christ first in all things, and make sure that all we say and do communicates His love for all people. We want to share and live a clear biblical message, spoken not only in words but also in deeds. Calvary is a place for family, friends, and faith. Each one of us is called to serve, and has been uniquely shaped by God to do the good works He has prepared for us to do. It's important for us to accept and meet people where they are, but to encourage them to take a next step towards or in a relationship with Jesus Christ - to transform not only ourselves but our community.

Mission of the Church

Any biblical consideration of the mission of our church, of any church, must consider Christ's mission. Two tremendous passages that provide insight into this are the Great Commandment and the Great Commission:

"Teacher, which is the greatest commandment in the Law?" Jesus replied: 'Love the Lord your God with all your heart and with all your soul and with all your mind.' This is the first and greatest commandment. And the second is like it: 'Love your neighbor as yourself.' All the Law and the Prophets hang on these two commandments." (Matthew 22:36-40, NIV)

"Therefore go and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, and teaching them to obey everything I have commanded you. And surely I am with you always, to the very end of the age." (Matthew 28:19-20, NIV)

Bottom line - we want to be who God wants us to be and do what He wants us to do. Our mission is to live out the commandments of Jesus Christ. What does this involve? Looking at these two passages, we are to worship God with all that we are, fellowship with other believers, evangelize and disciple people, and serve others. Based on these biblical passages, this is how we see the mission of our church:

"Calvary Baptist Church is a is a community of faith encouraging the development of fully devoted followers of Christ through commitments to church membership, spiritual maturity, personal ministry and world missions."

Transitions

For the past several months our church has been spending a lot of time in prayer and discussion as we've sought to be more intentional in strategic planning - both to clarify the vision and to focus efforts on our next steps in pursuing the vision. The urgency of this stems from two significant transitions we're facing. The long-term transition is that of shifting the mindset from a pastor-does-the-ministry small church to a pastor-equips-for-ministry growing church. Through our senior pastor's leadership over the past eight years we have broken out of the big 100-150 attendance barrier and have shifted away from the comfort of a place where you know everybody. But we've not yet reached the point where we have a well-trained experienced staff equipping dozens of volunteer leaders for ministry, nor are we likely to see fully see that mindset for volunteer ministry before we break through the next growth barrier of 500 or so. The second important transition is short-term, with Pastor Chuck planning to take a long-overdue sabbatical next year.

Pastor Chuck has pulled together a Strategic Leadership Team, both to start a more formal planning process and to form an advisory group and sounding board that will help in some aspects that would be covered by the staff in a larger church. The process we've been following has been to start with our mission and values, clarify our vision, and put together a 'vision path' of priorities or major goals to focus on over the next two years. One book that has been helpful in doing this has been "Leading Congregational Change - A practical guide for the transformational journey," by Jim Herrington, Mike Bonem, and James Furr. The book covers several important areas including preparation of the heart, a cohert planning sequence for change, as well as essential attitudes for leaders shepherding the change. Fortunately, we're starting from a fairly strong and unified position, looking to establish focus and elevate the vision, rather than navigate a turnaround or overcome great internal resistance.

During this process I've learned a lot about myself, my co-laborers in Christ, and have grown in awe and wonder of God and the love He has for all people. I'm very excited about our growing emphasis on helping people better connect to God and to each other in relationships, growing in Christ-likeness, developing faithful leaders with a heart to serve others, towards a goal of becoming better equipped to share God's love with those in our community who don't yet know Him. I'll be sharing more about our vision and vision path in upcoming posts.