leadership that multiplies leadership dr. paul borden

LEADERSHIP THAT LEADERSHIP THAT MULTIPLIES MULTIPLIES LEADERSHIP LEADERSHIP

Dr. Paul BordenDr. Paul Borden

DEVELOPING JUDICATORY DEVELOPING JUDICATORY STAFF AS CONSULTANTSSTAFF AS CONSULTANTS

Paradigm Shift For DenominationsParadigm Shift For Denominations

OLD MODEL

National Denominational Office

Middle Judicatories Local Congregation

* Authority Flows Down* Money Flows Up* National Agenda

Wisdom Dominant

NEW MODEL

Local Congregation Middle Judicatories National Denominational

Office

* Mission of each level is different

* Money Flows Down When Justified

* Lower Level Resources One Above It

DEVELOPING JUDICATORY STAFF AS DEVELOPING JUDICATORY STAFF AS CONSULTANTSCONSULTANTS

PrimaryPrimary– Congregational Congregational

TransformationTransformation– Congregational ReproductionCongregational Reproduction

SecondarySecondary– Mobilize Mission DollarsMobilize Mission Dollars– Credential, Legal, Financial, Credential, Legal, Financial,

and and Pension ServicesPension Services

New ParadigmNew Paradigm – – Judicatories Do Judicatories Do Four Things for CongregationsFour Things for Congregations


Denominations (Judicatories) Must First Denominations (Judicatories) Must First ModelModel

Take Responsibility for Number of Take Responsibility for Number of Transformed Reproducing Transformed Reproducing CongregationsCongregations

Staff must face consequences Staff must face consequences (positive/negative) of accountability(positive/negative) of accountability

Accountability then extends to pastors Accountability then extends to pastors and congregationsand congregations

Focus on Islands of HealthFocus on Islands of Health

Assumes AccountabilityAssumes Accountability


Transformation and ReproductionTransformation and Reproduction

Staff act as Catalytic Agents for Staff act as Catalytic Agents for Judicatory Judicatory

Accountability for What?Accountability for What?


Work with a few congregations Work with a few congregations intenselyintensely

Start with those most open to changeStart with those most open to change

Staff members have the ability to Staff members have the ability to produce changeproduce change

Being Catalytic Agents Being Catalytic Agents AssumesAssumes


Knowledge – What makes Knowledge – What makes congregations dysfunctional and congregations dysfunctional and healthyhealthy

Skills – Diagnostic, Prescriptive, Skills – Diagnostic, Prescriptive, CommunicationCommunication

Character – Courage, Vision, Empathy Character – Courage, Vision, Empathy for those Leading Changefor those Leading Change

Ability to Produce ChangeAbility to Produce Change


Congregational Consultations Congregational Consultations

THE TOOL FOR CHANGETHE TOOL FOR CHANGE


CONGREGATIONAL CONGREGATIONAL

INTERVENTIONS !!! INTERVENTIONS !!!

Offer HopeOffer Hope

Expose DysfunctionsExpose Dysfunctions– SystemsSystems– PeoplePeople

Congregational Interventions!!!Congregational Interventions!!!

ConsultationsConsultations

Power and Influence Changes Power and Influence Changes HandsHands

Lay leaders holding it for personal Lay leaders holding it for personal significancesignificance

Pastor/Leader and Leaders who are Pastor/Leader and Leaders who are outward focusedoutward focused


Systemic ChangeSystemic Change

Week End Event – Line in the Week End Event – Line in the SandSand

One Year – Mentoring, coaching , One Year – Mentoring, coaching , and trainingand training


Time Issue for ConsultationsTime Issue for Consultations

Create Stress – That is goodCreate Stress – That is good

But must occur quicklyBut must occur quickly


Consultations/InterventionsConsultations/Interventions

Cannot lead systemic change by Cannot lead systemic change by themselvesthemselves

Need the influence of key outsidersNeed the influence of key outsiders

(Role of the Judicatory – Spend (Role of the Judicatory – Spend Denominational Influence for Denominational Influence for Change)Change)


Most PastorsMost Pastors

ProblemsProblems

– Never led systemic changeNever led systemic change

– Never broken 200 barrierNever broken 200 barrier

– Trained for peace not confrontationTrained for peace not confrontation

– Lack required knowledgeLack required knowledge

– Lack requiredLack required


TRAINING STAFF MEMBERSTRAINING STAFF MEMBERS

Character (Peace/Confrontation)Character (Peace/Confrontation) KnowledgeKnowledge SkillsSkills

– All can be addressed through trainingAll can be addressed through training

(Extensive and Rigorous)(Extensive and Rigorous)

Lack of ExperienceLack of Experience– Demands a special hireDemands a special hire


Addressing ProblemsAddressing Problems

Observe a good consultationObserve a good consultation

Participate in a good Participate in a good consultationconsultation

Conduct a good consultation Conduct a good consultation with oversightwith oversight


Implementing the TrainingImplementing the Training

One – The Prophet Dealing with One – The Prophet Dealing with DysfunctionsDysfunctions

One – Facilitator Offering HelpOne – Facilitator Offering Help


Put Staff Members in TeamsPut Staff Members in Teams

Offer Hope – Cast VisionOffer Hope – Cast Vision

Deal with Dysfunctions – Be a Deal with Dysfunctions – Be a ProphetProphet

Provide Prescriptions – Offering Provide Prescriptions – Offering Help for ChangeHelp for Change


Consultation ProcessConsultation Process

Self-StudySelf-Study SurveySurvey Generate QuestionsGenerate Questions

End result – Strengths, End result – Strengths, Weaknesses, PrescriptionWeaknesses, Prescription


Need InformationNeed Information

Friday Afternoon – Interview the PastorFriday Afternoon – Interview the Pastor Friday Dinner – Interview the Pastor and the Friday Dinner – Interview the Pastor and the

Pastor’s SpousePastor’s Spouse Friday Night – Conduct a Focus Group (Cross Friday Night – Conduct a Focus Group (Cross

Section of the Congregation)Section of the Congregation) Saturday 9-3 – Meet with Leaders (Usually Saturday 9-3 – Meet with Leaders (Usually

Board and any Staff Members)Board and any Staff Members)

– Determine their ExpectationsDetermine their Expectations

– Provide Analysis of the CongregationsProvide Analysis of the Congregations

– Conduct Training about Healthy Conduct Training about Healthy CongregationsCongregations

– Offer Tentative Prescriptions for ChangeOffer Tentative Prescriptions for Change


Typical Consultation AgendaTypical Consultation Agenda

Saturday Evening – Write ReportSaturday Evening – Write Report– Five StrengthsFive Strengths– Five ConcernsFive Concerns– Five Prescriptions (With Deadlines for Five Prescriptions (With Deadlines for

Accountability)Accountability) Sunday Morning – Observe Conduct and Sunday Morning – Observe Conduct and

PreachPreach a Vision Messagea Vision Message

Sunday Afternoon – Conduct a Town MeetingSunday Afternoon – Conduct a Town Meeting– Summarize Training with LeadersSummarize Training with Leaders– Provide Analysis of the CongregationProvide Analysis of the Congregation– State Strengths, Concerns, and PrescriptionsState Strengths, Concerns, and Prescriptions– Take QuestionsTake Questions


Typical Consultation AgendaTypical Consultation Agenda

Large and small congregations Large and small congregations are different:are different:– QuantityQuantity– QualityQuality

Health and Growth Relate - Health and Growth Relate - Outward Focused MissionOutward Focused Mission


Two AssumptionsTwo Assumptions

Staff Held Accountable for Staff Held Accountable for Number of Growing Number of Growing Congregations Each YearCongregations Each Year

Payment and Job Security were Payment and Job Security were Tied to PerformanceTied to Performance


Bottom LineBottom Line

leadership that multiplies leadership dr. paul borden

Documents

itdeveloping judicatory

judicatory accountability

denominational influence

money flows

congregations dysfunctional

good consultationconduct

congregations intenselystart

good consultationparticipate