Preparing the CrewChapter 2

Advanced Strategic Planning

Preparing the CrewChapter 2

Advanced Strategic PlanningAssessing readiness

Steps 1-6

All good navigators prepare their boat before leaving the harbour. Their maxim is “If you have it, it should work.” In some way this is also asked of the crew - do they know where they are going, what they are expected to do?Within ASP it is vital to assess the readiness of the team and church before starting the process.

Step 1: Secure the support of the Empowered Leadership

Is the church ready to pursue SP? This starts with the church’s empowered leadership - do the people who have power support the process?Governing board, pastor, staff, matriarch, patriarch etc. need to be in support.

Malphurs has produced a Readiness for Change Inventory which he suggests a pastor should take in helping him consider whether his board are open and ready to beginning the SP process: http://www.malphursgroup.com/images/PDFs/ReadinessforChange.pdfHe also suggests that if a board is resistant to change then you have to take time - 3-5 years is his suggested period - during this time you can choose ways to educate them and help things progress.

Are the Board ready and open?

by Aubrey Malphurs, Ph.D.Directions: Each item below is a key element that will help you to evaluate your church's readiness for change.Strive for objectivity-involve others (including outsiders) in the evaluation process. Circle the number that most accurately rates your church.

Readiness for Change Inventory

1. Leadership. The pastor and the church board (official leadership) are favorable toward and directly responsible for change. Also, any influential persons (unofficial leadership: the church patriarch, a wealthy member, etc.) are for change, score 5. If moderately so, score 3. Only the secondary level of leadership (other staff, Sunday school teachers, etc.) is for change while unofficial leadership opposes it. Here it is less likely to occur, score 1

2. Vision. The pastor and the board have a single, clear vision of a significant future that looks different from the present. The pastor is able to mobilize most relevant parties (other staff, boards, and the congregation) for action, score 5. The pastor but not the board envisions a different direction for the church, score 3. The pastor and board have not thought about a vision, and/or they do not believe that it is important, score 1.

3. Values. The church's philosophy of ministry (its core values) includes a preference for innovation and creativity. Though proven forms, methods, and techniques are not discarded at a whim, the church is more concerned with the effectiveness of its ministries than adherence to traditions, score 5. If moderately so, score 3. The church's ministry forms and techniques have changed little over the years while its ministry effectiveness has diminished, score 1.

4. Motivation. The pastor and the board have a strong sense of urgency for change that is shared by the congregation. The congregational culture emphasizes the need for constant improvement, score 3. The pastor and/or the board (most of whom have been in their positions for many years) along with the congregation are bound by long standing traditions that are change-resistant and discourage risk-taking, score 1. If somewhere between, score 2.

5. Organizational Context. How does the change effort affect the other programs in the church (Christian education, worship, missions, etc.)? If the individuals in charge are all working together for improvement and innovation, score 3. If some are, score 2. If many are opposed to change and/or are in conflict with one another over change, score 1

6. Processes/Functions. Major changes in a church almost always require redesigning processes and functions in all the ministries of the church such as Christian education, church worship, etc. If most in charge of these areas are open to change, score 3. If only some, score 2. If they are turf protectors or put their areas of ministry ahead of thechurch as a whole, score 1

7. Ministry Awareness. Does the leadership of your church keep up with what is taking place in the innovative evangelical churches in the community and across America in terms of ministry and outreach effectiveness? Does it objectively compare what it is doing to that of churches that are very similar to it? If the answer is yes, score 3. If the answer is sometimes, score 2. If no, score 1

8. Community Focus. Does the church know and understand the people in the community-their needs, hopes, aspirations? Does it stay in direct contact with them? Does it regularly seek to reach them? If the answer is yes, score 3. If moderately so, score 2. If the church is not in touch with its community and focuses primarily on itself, score 1.

9. Evaluation. Does the church regularly evaluate its ministries? Does it evaluate its ministries in light of its vision and goals? Are these ministries regularly adjusted in response to the evaluations? If all of this takes place, score 3. If some takes place, score 2. If none, score 1

10. Rewards. Change is easier if the leaders and those involved in ministry are rewarded in some way for taking risks and looking for new solutions to their ministry problems. Also, rewarding ministry teams is more effective than rewarding solo performances. If this characterizes your church, score 3. If some times, score 2. If your church rewards the status quo and only a maintenance mentality, score 1.

11. Organizational Structure. The best situation is a flexible church where change is well received and takes place periodically, not every day. If this is true of your church, score 3. Some churches are very rigid in their structure and either have changed very little in the last five years or have experienced several futile attempts at change to no avail, score 1. If between, score 2

12. Communication. Does your church have a variety of means for two-way communication? Do most understand and use it, and does it reach all levels of the congregation? If this is true, score 3. If only moderately true, score 2. If communication is poor, primarily one-way and top-down, score 1

13. Organizational Hierarchy. Is your church decentralized (has few if any levels of leadership between the congregation and the pastor or the board)? If so, score 3. If there are people on staff levels or boards/committees who come between the congregation and the pastor or the board, then more potential exists for them to block essential change, score 1. If between, score 2.

14. Prior Change. Churches will most readily adapt to change if they have successfully implemented major changes in the recent past, score 3. If some change, score 2. If no one can remember the last time the church changed or if such efforts failed or left people angry and resentful, score 1.

15. Morale. Do the church staff and volunteers enjoy the church and take responsibility for their ministries? Do they trust the pastor and/or the board? If so, score 3. If moderately so, score 2. Do few people volunteer and are there signs of low team spirit? Is there mistrust between leaders and followers and between the various ministries? If so, score 1.

16. Innovation. The church tries new things. People feel free to implement new ideas on a consistent basis. People have the freedom to make choices and solve problems regarding their ministries. If this describes your church, score 3. If this is somewhat true, score 2. If ministries are ensnared in bureaucratic red tape and permission from "on high" must be obtained before anything happens, score 1

17. Decision-Making. Does the church leadership listen carefully to a wide variety of suggestions from all the congregation? After it has gathered the appropriate information, does it make decisions quickly? If so, score 3. If moderately so, score 2. Does the leadership listen only to a select few and take forever to make a decision? Is there lots of conflict during the process, and after a decision is made, is there confusion and turmoil? Then, score 1.

IF YOUR SCORE IS47-57: The chances are good that you may implement change, especially if your scores are high on items 1-3.28-46: Change may take place but with varying success. Chances increase the higher the score on items 1-3. Note areas with low scores and focus on improvement before attempting change on a large scale.17-27: Change will not likely take place. Note areas with low scores and attempt to improve them… if possible. Consider starting a new church and implement your ideas in a more "change-friendly" context.

Does he see the need / importance / benefits? Will he help to convince others?Is he aware of a need to change - is he resistant to change? Is he stuck in the old patterns? Is he afraid of failure if he tries something new such as a failure of the process and that the people will not follow?Entering a new process or stage is a frightening time for many people.

Is the Pastor ready?

This might be just the worship leader, youth pastor - or many more staff in a large church. These are the people who are most likely to be involved in implementing the process - they can make things difficult by being uncooperative. Many of the reasons for resisting that applied to a pastor apply here also.This might lead (after time trying to help them get on board with the idea) of letting them go and find other jobs - it will be best for the church!

Are the Staff ready?

Often found in small churches - a person who has been in the church for many years and has great influence (power). It is worth knowing that the average small church pastor stays only 3-4 years. A person who has been there a long time is often respected and trusted. Such people must be won over by the pastor. They might, or might not, be spiritual people!

Is the Matriarch / Patriarch ready?

Step 2: Recruit a Strategic Leadership Team

A ministry is only as good as the people who lead it. It is important not to take the willing volunteers, the faithful people, but the real ministry leaders in the church. The leaders will own the results - and put them into action.Most often God works through people - they represent the church and lead the process - in recruiting this team you have to get their full commitment.

Who will choose the team?The senior “leaders” in a church should do this.

Whom will they choose?The SLT should be leaders in your church - spiritual leaders who have influence - not pew fillers. People like: senior pastor, board members, staff, lay leaders, office holders, small group leaders, influencers, etc. Malphurs suggests women should not be forgotten in the process - even if they are not allowed to “lead” in a church.

Why have these people on the team?- as leaders they generate congregational trust- they should be spiritually mature and gifted- a team shows it is not a one man show or idea- the team should know the church and people well- the team will probably outlast the pastor at the church.

Why would these people want to be on the team?- they care about Christ’s church and its future - same for local church- they care about their locality- they believe church brings hope- they want to make a differenceAll of these desires would be fulfilled by being involved in the SLTThe number of members and meeting dates were discussed in section 1

Who leads the team?Senior pastor - the obvious and preferred choice - the only hesitancy is over whether he has the abilities required. Malphurs suggests that many pastors are not leaders - in this case choose another person with the relevant gifting and experience to lead the team.

What do you expect of the team?- prayerfulness- positive enthusiasm for the process- a team player but not a yes man!- a consensus person in decision making- committed to attending meetings for the whole process- participate in all aspects of the process- able to keep a confidence

- use of gifts and talent to help in the process- help with implementation- be prepared for each session- proactively promote the work of the SLT in the congregationBefore any commitment is made meet with prospective SLT members - explain what it is all about, allow them to ask questions, talk it through - Malphurs suggests a covenant of commitment which outlines the above expectations is signed

Step 3: Improve communication with the congregation

If you want to take over a country you have to capture the media outlets - in church you have to communicate too.It builds trust - if they do not trust you, you cannot lead them - communicate as much as possible as often as possible.Do it through the senior pastor - if at all possible - if not use another senior, gifted communicator

How will you communicateInformal is very good - casual chatting, openly speaking about the process - SLT need to spread the message within their sphere of influenceFormal - One way through newsletters, videos, skits, announcements etc.Two way through opportunities to speak and get feedback, questions etc. - but be ready for some feedback from people who might not be happy!

Communicating well - a few simple questions:- who needs to know- what do they need to know- who will tell them- how will we tell them- when and where should we tell themMalphurs also suggests a proper grievance process - recognise we should not complain (Phil 2:14, Eph 4:2) but someone people still do! Base the process on Matt 5:23-24, 18:15-19 - then do it.

Step 4: Assess the church’s readiness for change

Malphurs observes that as change is affecting the world at a rapid rate today his reason for writing the book was to help the church face the effects of this and function best during such times of change. In this step he suggests ways the church can asses their readiness for change to take place. He suggests 2 Cor 3:18 shows an internal change taking place in the believer that is then seen in outward changes in church life and ministry, and prevents us falling into ruts.

It has ben said:From the start of recorded history to 1900 knowledge doubledFrom 1900 to 1950 it doubled againFrom 1975 onwards it doubled every five yearsCurrently it is said to double every two yearsChange is happening - and we need to ensure we are ready and equipped to face it. Not liking, not wanting, change will not stop it happening. Ask: will continuing to do what you are doing create a better future?

We saw this earlier - now he suggests every member of the SLT take the inventory.Consider each persons results as well as the group as a whole. What should you do if you do not score well? Will you recommit or stay the same?

Take the readiness for change inventory

This will be taken in step 5.An online version is available here: http://www.malphursgroup.com/images/PDFs/MinistryAnalysis.pdfThis asks all sorts of questions regarding the church’s readiness to change. Out of this you will discover if the church needs tweak change or deep change.

Discuss the results of the church ministry analysis

Discuss the results of the church ministry analysis

Often churches needing deep change will not face up to it. Look at how people responded to the result of the analysis: denial, anger, questioning the tool, admit the struggle, accept the problems and have a concern to rebuild and move on etc?

Such questions plant seeds of doubt that can lead to change. Ask questions that: Force people to think, make them face issues they might prefer to avoid, that catalyse and challenge thinkingThe Bible uses questions - God asked Adam about eating the fruit of the tree, Jesus in Matt 22: 41-46 used them.“Why” is a great question - e.g. Why do you think you will get different results by doing the same thing over and over?

Ask probing questions

Feelings have to be addressed as well as minds. Malphurs suggests Gal 5:22-23 are essentially emotions (?) and that Nehemiah wept about Jerusalem.Emotions often make a powerful and lasting impression which is hard to break down.You need to think about how best to tap into emotions in your situation.

Address people’s emotions

Transformation is at the heart of biblical change - 2 Cor 3:18, Rom 12:2 - through transformation we become more Christlike, Gal 4:19, and show the fruit of HSp. Every Christian should be being transformed.Church’s etc. Have to decide if nothing or everything should change - opinions will vary as to which. We need a theology of change to help us through this.

Embrace a theology of change

Function

Function

Function

What is the church here for?

Function

What is the church here for?

Worship, evangelism, prayer, fellowship...

Function

What is the church here for?

Worship, evangelism, prayer, fellowship...Decide what is timeless and should not be changed - the timeless, core ingredients of ministry.

FormThe form of things simply serves the function - a vehicle to get us there, they reflect the culture of the church.Forms will be affected by the culture of the day. At all times these must serve the greater function of the church.FreedomDecide what is open for change - structure, policy, procedure etc.? Values, mission, vision will [possibly] never change.

FormThe form of things simply serves the function - a vehicle to get us there, they reflect the culture of the church.Forms will be affected by the culture of the day. At all times these must serve the greater function of the church.FreedomDecide what is open for change - structure, policy, procedure etc.? Values, mission, vision will [possibly] never change.

Do you question the validity of

something in church because it was not done while you were growing up?

Step 5: conduct a church ministry analysis

This is about assessing the reality of the situation (not about what might be). Malphurs suggests using his own one - freely downloadable - and says the SLT should take it.http://www.malphursgroup.com/images/PDFs/MinistryAnalysis.pdf

It asks the basics - how are we doing and what kind of church are we?It removes the possibility of hiding from reality and makes people face up to issues.Malphurs suggests Nehemiah did this in 2:11-17, and Paul in Acts 15:36, to see how they are doing?It prompts “what could be?” - identifying weaknesses can lead to correction which leads to greater effectiveness of vision in the future.

Why the analysis is important

It produces the iceberg effect - the analysis blows away any fog allowing the church to see icebergs, they then can see if they can readjust to avoid them.It surfaces complacency - do you say, “well we aren’t losing people” or “Most churches are struggling” - but does not let them off the hook.Biblically leaders addressed this by creating a sense of urgency - Neh 2:17-18, Isa 55:6, Hos 10:12, Matt 28:18-20, 2 Cor 5:14-6:2

It prompts change - people see the iceberg and change course - Malphurs uses the analysis to estimate how much longer the church has to live - this produces a response of wanting change.Having said that there is a need for objectivity - do not distort things to produce an effect - be open and honest but do not mislead people.Malphurs says correlating the results here is a long (2 days) process, and other surveys are available online.

Step 6: set reasonable time expectations for the planning process

SP provides a process that will be change and new direction to your church - but this does not happen overnight, it will take time, and you have to ask will the congregation be ready for it? Change will be a constant part of the process, even from the early stages. If the church is in decline the process will take longer.

Malphurs suggests the change process will take 3-10 years - though healthy churches will always have some change going on. This will be a problem for some churches - and he tells of a church that had only one year left, and died in the process.The best response to the time factor is patience - will people hang in when the excitement is gone, when it is not feeling new and fresh and when people come and attack us?

Often church people take their cue from the pastor - is he willing to stick with it for the longer term? The final step of preparing is laying a spiritual foundation - something so important Malphurs gives a whole chapter to it in his book.