How to Lead in Good & Bad Times


The need for leadership varies according to place and situation. Sometimes, a church is growing and certain style of leadership is needed. Sometimes, things are rougher or just getting started, so another kind of a leader is needed. A good leader is able to know which season is which and how to lead in that moment.

I came across this in Ben Horowitz’s book, The Hard Thing About Hard Things: Building a Business When There Are No Easy Answersshowing the kind of leadership needed at different moments in a church.

Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win.

Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive.

Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs.

Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture.

Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six.

Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid.

Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully.

Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children.

Peacetime CEO aims to expand the market. Wartime CEO aims to win the market.

Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant.

Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone.

Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions.

Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements.

Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand.

Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle.

Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.


How to Transition a Church from Small Groups to Missional Communities


Over the past couple of weeks, I’ve shared 7 things that I and my church has learned since we transitioned our church from small groups to missional communities. At the time, things were going great. We had over 85% of our adults in a small group, but it wasn’t producing the change, discipleship and leaders we hoped it would. So, we made the change to missional communities. Below are 7 things we learned in the process:

  1. Always Start with Why
  2. Get Essential Leaders on Board
  3. How to Handle Someone who is not on Board
  4. Leaders Lead by Example
  5. Remove Barriers to What is Most Important
  6. Prepare for Losses
  7. Celebrate Small Wins
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Book Notes | Mission Drift: The Unspoken Crisis Facing Leaders, Charities, and Churches


Wess Stafford, President and CEO of Compassion International said,

I can think of many Christian organizations that have lost their spiritual commitment. I can’t think of one secular organization that found its way to a Christian commitment. Any leader who inherits a strong Christian commitment must shepherd the culture and steward that commitment.

In a nutshell, that’s why this new book by Peter Greer and Chris Horst Mission Drift: The Unspoken Crisis Facing Leaders, Charities, and Churches is so important. Having just preached a vision series at Revolution and going through a process of re-clarifying the win or why of Revolution Church, this book was incredibly refreshing to read, as well as incredibly challenging as I think through the task of keeping the mission clear, putting things into place to protect this clarity and keeping everyone on the same page.

The stories they tell of organizations who less than 50-100 years ago who were Mission True and had a clear Christian identity, to now simply collecting money is scary.

Here are a few things that stood out to me:

  • Without careful attention, faith-based organizations will inevitably drift from their founding mission.
  • According to studies, 95% of Christian organizations said mission drift was a challenging issue for them.
  • Mission True organizations know why they exist and protect their core at all costs. They remain faithful to what they believe God has entrusted them to do. They define what is immutable: their values and purposes, their DNA, their heart and soul.
  • Mission True organizations decide that their identity matters and then become fanatically focused on remaining faithful to this core.
  • If we aren’t entirely convinced that our Christian faith is essential to our work, then we won’t be willing to make the tough decisions to fight for it.
  • It’s often Christians who seem most likely to be the biggest critics of bold Christian distinctiveness in our organizations.
  • Mission drift is a daily battle.
  • Mission True organizations know who they are and actively safeguard, reinforce, and celebrate their DNA. Leaders constantly push toward higher levels of clarity about their mission and even more intentionality about protecting it.
  • The single greatest reason for mission drift is the lack of a clear mission and vision.
  • If leaders aren’t bleeding the mission, drift will always trickle down.
  • When we begin to see our priority as a growing ministry, instead of a faithful one, we sow the seeds of drift.
  • Leaders always act in accordance with their beliefs.
  • Mission True organizations find a way of stating and measuring what they believe matters most.
  • What’s not measured slowly becomes irrelevant.

Highly, highly recommend this book to any pastor or leader who works with a non-profit.

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Culture Trumps Strategy


One of the reasons that churches fail to change or be effective is the leaders change the wrong things.

Culture eats strategy for breakfast. -Peter Drucker

In their book Mission Drift: The Unspoken Crisis Facing Leaders, Charities, and ChurchesPeter Greer and Chris Horst point out corporate culture is tough to pin down. It’s difficult to define. But it sure is easy to feel. Culture is just “what happens.”

Every church says their strategy is to welcome new people, help people meet Jesus, grow in their relationship with Jesus, develop leaders and plant churches. Yet, for a very few churches is this reality.

Most churches do not see guests, new believers, baptism’s or disciples.


Their culture fights it.

So what do you do? How does a pastor change a church?

Go for the culture. Define the culture you want. Then go for that.

Don’t tell me that your strategy is the great commission if you aren’t seeing anyone start following Jesus.

Peter Greer said, “Leaders cultivate corporate culture within faith-based organizations just like they cultivate their own spiritual lives.”

You must create boundaries, policies, rules (whatever you want to call them) to keep the culture you are going for clear and on track.

You must celebrate the things that matter most, that help you accomplish your culture.

If your culture that you are going for has new Christians in it, celebrate when that happens. If it is baptism’s, celebrate when they happen. Tell stories. Show videos. Preach sermons.

Don’t leave it to chance. Too many pastors seem content to leave their desired culture to chance and hope that a strategy will enable to accomplish their vision.



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