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PURPOSE

Covenant For:Living Word Church of God

and Healthy Growing Churches

Completed on:June 22, 2014

Revised on:July 9, 2014

Completed by:Greg Wiens

Dave VogelpohlDoug Talley

This covenant, established between Living Word Church of God (LWCOG) and Healthy Growing Churches (HGC) is for the purpose of expanding the Kingdom of God through the Living Word Church of God (LWCOG). This covenant is a two-year commitment, entered into by all parties; to initiate the healthy outward focused vision and ministry.

The Process of the Consultation: Greg Wiens discussed the consultation process with Tim McKenzie who

discussed the process with the leadership of the church The leadership completed a self-study of LWCOG and the consultation date

was set for May 29-June 1, 2014. The HGC Consultation Team of Greg Wiens and David Vogelpohl was

identified and then they prepared for the consultation weekend by reading the self-study, reflecting, praying, studying, discussing, and creating questions to ask during the weekend.

The HGC Consultation Team spent focused time in prayer and listening to the heart of God regarding the information about LWCOG.

On Friday, May 30th the HGC Consultation team arrived and met with Pastor Tim to discuss the weekend and review his assessments.

The staff: Kathy Kujat, Nate and Elizabeth Ludwig, Caressa Johnson, Tammy Cox and Kyle and Sarah Hamer were interviewed and their input gathered.

On Friday evening, the team met with congregational members in a focus group to gain further insight into the church and culture. This group was very open and forthright and produced a wealth of insightful information. Valuable insight and information came as a result

On Saturday morning the consultation team met with the leaders of LWCOG to listen to their hearts, hear the changes they would make, and gather additional answers to questions that had come up during the focus group meeting. Also some information was given to these leaders on what the HGC team was beginning to hear.

Following the focus group with the Leadership of LWCOG, Pastor Tim, his and some staff joined in lunch and further sharing.

Saturday afternoon Greg Wiens shared information with the about 25 leaders and congregants about church life cycles, values, health and growth principles and how they apply to LWCOG.

The HGC Consultation Team met with Pastor Tim and Carol for dinner and more input.

The HGC Consultation Team met Saturday afternoon/evening to discuss the results from the congregational self-study, staff interviews, the focus group, Board and Leadership team interviews, as well as time spent with Pastor Tim and Carol.

The recommendations were formulated and agreed upon. On Sunday morning Greg and Dave presented their findings and

recommendations to Pastor Tim Additionally Greg preached during the Sunday service on being a healthy

missionally outward focused church. The recommendations were connected to the sermon and scripture.

Following the service on Sunday (June 1), Greg presented the recommendations to the church and as people left, they were given the recommendations in written form.

Pastor Tim asked for a verbal affirmation of the recommendations as presented by Greg. The congregation affirmed the recommendations

HealthyGrowingChurches.org

through a voice vote and Pastor Tim asked Greg to proceed with the writing of the covenant.

MISSIONAL ASSETS:

1. The congregation is friendly and open. We heard repeated examples of how the congregation cares and loves for each other as well as those outside the body.

2. The Sunday morning worship experience is uplifting and challenging. This includes Pastor Tim’s teaching as well as the music.

3. The facility is in good condition, clean and welcoming to guests. It is located in a very accessible location and has room for expansion.

4. The Sunday Children’s ministry attracts families with young children. The children enjoy themselves and want to return.

5. Everyone throughout this process was open to learning. We found everyone including the lead pastor, staff, elders and congregation very teachable. They wanted to learn how to be a more effective Biblical Body of Christ.

RECOMMENDATIONS FOR MISSION:

1. In order to build a healthy spiritual foundation upon which to build a new lifecycle for Living Word Church of God there is a need to appropriately and Biblically prepare our selves, personally, for God to move in our midst. This would include:

A. Forty-day guided season of prayer culminating in a Prayer Summit to be held at the church and led by Healthy Growing Churches.

B. The Prayer Summit would be two-hour service, which would allow a each person the opportunity to break free from the any and all issues/ bondages in preparation for the future of the church.

2. The staff would develop a healthy, effective and balanced model of team leadership. This would allow Pastor Tim to function in the areas of his giftedness and calling as well as the entire staff.

A. This would be initiated by instituting a coaching relationship to enable Pastor Tim to learn to lead through a team.

B. Pastor Tim would take a two-three month Sabbatical as soon as possible: i. Rest, restore and healii. Allow him to discern his future ministry model through

identifying his: 1. Caring (Passion)2. Capability (Skills)3. Capacity (Time)4. Commitment (Intention)

C. All current and future staff would be assessed to identify their calling.D. All staff would be trained to be equippers of ministers E. A staffing ministry model would be developed to identify the roles,

responsibilities and accountabilities for each staff position.


F. A clear leadership development strategy would be implemented (Staff, board and lay)

G. A goal review system would be implemented to ensure missionally aligned and impactful ministries

3. The church would be strategically organized for health, impact and effectiveness through identifying an outward focused vision and values for the next phase (5-10 years) of ministry to create a new life cycle within the existing LWCOG congregation.

A. Identifying a compelling and outward focused vision that the entire church owns and is committed to fulfilling.

B. Identifying the values which clarify how ministry is done through Living Word

C. Identify mission critical systems, such as:i. Communicationii. Financialiii. Planning

D. Train the Elder council to function in Governance:i. Provide Boundaries for Pastor Tim

a. MissionallyGoals

b. FinanciallyP&L, Balance Sheet

c. Personally (Morally and Ethically)Calendar

ii. Thinking Partners with Pastor Timiii. Protect the pastor

E. Identify, recruit, assess, train and deploy catalytic leaders to create the new lifecycle.

4. The church would evaluate all ministries in light of this vision and values in order for the resources to be focused and aligned.

A. Identity and develop the top two missional ministries emphases:i. Strategically align resourcesii. Strategically appropriate resources

B. Insure all goals, staff and ministries support this vision or are adjusted to do so.

C. Set aside all plans for building or relocation for the next two years to build the above infrastructure and solid foundation so that when such a move is necessary, it is done through a unified and financially sound strategy.

KEY ASSUMPTION:LWCOG is well positioned for significant Kingdom impact in the surrounding community. The passion of the staff, volunteers, and the commitment to be an outward focused, Kingdom expanding church, has the potential to create


a “God moment” where the move of God through deeply committed people will expand the ministry and the number of disciples.

Covenants Necessary for this Ministry PlanTHE COACH COVENANTS:

The coach will be accountable to the HGC Coaching Strategist. The coach will present progress measures in their coaching meeting. The coach will prepare for monthly training and coaching of the pastor. Develop an appropriate time line for the implementation of this

ministry plan with the Lead Pastor to ensure it is accomplished during the next two years.

The coach will guide the pastor to train and hold the pastor accountable for fulfilling the mission of the church through the accomplishment of these covenant recommendations:

o The forty day prayer preparation (#1),o The Prayer Summit (#1),o A spirit of moving beyond the past pain (#1),o Pastor Tim leading through a team (Tribal Leadership (#1),o A healthy sabbatical (#2) and re-entry as identified,o Identify what the pastor’s long term future engagement with

LWCOG is (#2)o Improving the Problem Solving EQ of the Lead Pastor (#2)o Staff team based upon assessments (#2) and role expectations

needed,o An effective leadership development system of staff, board and

laity (#2),o A staff goal review system (#2),o The outward focused, diverse and effective ministry teams are in

place (#2).o Identify and clarify an outward focused vision, mission, and

values (#3),o Identify, develop and implement all mission critical systems

necessary for effective ministry (#3),o An effective Leadership Accountability Model of Board

(Governance) (#3),o A ministry audit (#4) o The coach will assist the pastor in developing culturally and

generationally appropriate ministries (#4) to reach young families in the area.

o Identify, recruit, assess, train and deploy catalytic leaders to create the new lifecycle

THE CHURCH OF GOD (CHOG) IN MICHIGAN COVENANTS: CHOG in Michigan will provide the financial resources as identified to

fulfill its obligations in this covenant.HealthyGrowingChurches.org

CHOG in Michigan will be a partner with LWCOG as LWCOG seeks to be a healthy multiplying church in concert with other like minded churches in the CHOG in Michigan.

THE PASTOR COVENANTS: To own the responsibility of accomplishing the consultation recommendations

and growing a healthy congregation that is reaching people for Christ. Develop an appropriate time line for the implementation of this

ministry plan with the Coach to ensure it is accomplished during the next two years.

To provide leadership to the board and the congregation in accomplishing the mission of the church and the following consultation recommendations:

o The forty day prayer preparation (#1),o The Prayer Summit (#1),o Fulfilling the necessary steps for moving beyond the past pain

(#1),o Leading through a team (Tribal Leadership (#1),o A healthy sabbatical (#2) and re-entry as identified,o Identify what his long term future engagement with LWCOG is

(#2)o Staff team based upon assessments (#2) and role expectations

needed,o An effective leadership development system of staff, board and

laity (#2),o A staff goal review system (#2),o The outward focused, diverse and effective ministry teams are in

place (#2).o Improving the Problem Solving EQ of the Lead Pastor (#2)o Identify and clarify an outward focused vision, mission, and

values (#3),o Identify, develop and implement all mission critical systems

necessary for effective ministry (#3),o An effective Leadership Accountability Model of Board

(Governance) (#3),o A ministry audit (#4) o Develop culturally and generationally appropriate ministries (#4)

to reach young families in the area.o Identify, recruit, assess, train and deploy catalytic leaders in the

church (#4). The Pastor will be held accountable by the Board of Elders as outlined

in this covenant. The Pastor will be accountable to the coach for performance outcomes

and attend all coaching meetings. The Pastor will lead and train the Board of Elders. The Pastor will fulfill all ministry assignments made by his coach. The Pastor will report progress measures to his coach quarterly.


The Pastor will become involved in training clusters or training sessions. These meetings may serve as a monthly coaching session.

The Pastor must protect his personal relationship with God and his/her family.

KEY ACCOUNTABILITIES OF THE PASTOR: Develop a healthy, growing, effective church staff team to accomplish

the mission (paid/volunteer). Remain in a learning posture in which he is growing personally and as

a leader. Implement recommendations identified in this covenant. Develop a spiritually growing governance team to support the mission.

ELDER BOARD MEMBERS: All current board members will learn and practice the principles of the

Leadership Accountability model and will fulfill the three primary roles of governance (See Appendix B):

o Setting boundaries for the pastor: Missionally through annual goals Financially through the P&L and Balance Sheet Personally through the Calendar

o Being a thinking partner of the pastoro Protecting him

All current leaders will be committed to the new life cycle and will resign in a positive and productive manner if requested by the pastor and/or coach.

All new leaders will be committed to the new life cycle and will resign in a positive and productive manner if requested by the pastor and/or coach.

LWCOG CHURCH LEADERSHIP (at all levels) To follow the Lead Pastor’s leadership. Each person on the board will be

primarily committed to the overall mission of the church. To complete the consultation recommendations within this covenant. Will seek to create a new catalytic lifecycle based upon the compelling

outward focused vision, consistent values and missionally aligned ministries.

Ensure the outward focused mission of the church is accomplished. To be outward focused and to engage the church’s local community of lost

people for Christ. Pray specifically and frequently for:

o God’s favor for LWCOG and the area of its ministry environment.o Leadership recruitment and developmento Conversion growth

Work cooperatively with the coach and CHOG in Michigan to see the fulfillment of these covenant recommendations.


LWCOG CHURCH COVENANTS: LWCOG will be accountable to the Elder Board to support these covenant

recommendations and to fulfill the ministry assignments as outlined by this covenant and the coach.

To follow the leadership of the Lead Pastor, the board, and the coach. LWCOG will fulfill ministry assignments as outlined by the pastor and

coach. LWCOG will form an intercessory prayer team to pray weekly for the

recommendations and the implementation process, the health and growth of the church, the coach, the pastor, the leaders and the progress measures of LWCOG.

LWCOG will fulfill their financial obligations to CHOG in Michigan at an eventual 2% level.

The church will embrace the new outward focused mission. The church will agree to read all suggested materials, books and

attend trainings in order to help them in their understanding of church lifecycles and being Missional.

Pray specifically and frequently (at least weekly) foro Conversion growth for the congregation.o God’s favor for LWCOG and the area of your ministry

environment.o Leadership recruitment and developmento Process and progress measures

Work cooperatively with the coach and CHOG in Michigan to create synergy.

To increase their ownership of Biblical giving of tithes and offerings in order to fully impact their community.

Attend covenant review meetings to discuss progress and any other covenant concerns.

PROGRESS MEASURES TO BE REPORTED (Quarterly): Worship attendance (for each worship service and combined total)

o Children and Adults (broken down by age grouping) First time visitors

o Follow-up contacts made Visitors returning for a second time Income (Offerings and other) Small groups (number of groups and people)

o Adult education and small groups Conversions

o Adult Baptisms or Reaffirmations of Faith Leaders in training Community Ministries (Outreach/Service/Compassion) Specific events or ministries designed to reach your community.


Essential Health Recommendation Venues:1. Resolving Past Pain2. Leadership Team Model3. Strategic Organization4. Outward Focused Ministry and Goal Alignment

Objective 1: Resolving Past PainA. COMPLETE A forty-day guided season of prayer culminating in a Prayer Summit to

be held at the church and led by Healthy Growing Churches. a. HGC will provide the materials which can be reproducedb. The pastor/staff will copy and disseminate the material in advancec. The pastor will lead this emphasisd. The church will process the prayer time through their Sunday Services

B. COMPLETE The Prayer Summit would be two-hour service, which would allow a clean break from the past and a clear preparation for the future of the church.

a. HGC member will lead this sessionb. Church will pay expenses for this leadership.

C. COMPLETE Ensure past relational pain (State, Staff, Leaders and Congregants) has been dealt with Biblically and completely.

o The pastor, board and HGC will identify all issues to be resolved.o HGC will work with the church through the efforts of relational

restoration with the CHOG in Michigan and other appropriate parties

Objective 2: Leadership Team ModelA. 1-3Q2015 Pastor Tim will use his assessment and debriefings to improve

his leadership effectiveness through EQ in Problem Solving. B. 4Q2014 – 3Q2015 The Pastor will lead the staff and Council in leadership

training with material/books recommended by the coach. C. 2015 – 2016 The Council will hold the Pastor accountable for growth in

the area of delegation and leadership development. USE MID-YEAR AND END OF YEAR REVIEWS TO EVALUATE PROGRESS.

D. 2014 – ongoing follow up Pastor will complete the debriefing by HGC to strengthen his pastoral/leadership skills by (2013).

E. Aug 2014 – July 2016 This would be initiated by instituting a coaching relationship to enable Pastor Tim to learn to lead through a team.

F. COMPLETE Pastor Tim would take a two-three month Sabbatical as determined by the coach and board:

a. Relax, Refresh, Restore, Re-Vision and Re-Engageb. Allow him to discern his future ministry model through identifying his:

i. Caring (What are his true Passions?)ii. Capability (What are his Skills?)iii. Capacity (What Time is he available?)


MINISTRY PLAN (MINISTRY FOCUS 2014-2016):

iv. Commitment (What choices or Intentions does he have to make?)c. Coach Pastor Tim through identifying his primary calling with regard to the

future as the Lead Pastor of the LWCOGi. His roleii. His involvementiii. His relationship to church

d. The board (through the HGC coach) that primary responsibilities are covered:i. Sunday Teachingii. Leading and Coordinating the staffiii. Emergency Pastoral responsibilities (crises)

G. COMPLETE All current and future staff would be assessed to identify their calling.a. A level one assessment and debrief would be performed on each staffb. Their roles would be clarified and ministry descriptions written out

H. 1Q-2Q 2015 All staff would be trained to be equippers of ministers (USE THE 4-Cs MODEL) (See Appendix C)

a. Given the four levels of leadership as:b. Workersc. Worker Leadersd. Leaders of Workerse. Leaders of Leadersf. The staff would be assessed as to their current level of leadershipg. The staff would be trained to lead as Leaders of Workers

I. 2Q – 3Q 2015 A staffing ministry model would be developed to identify the roles, responsibilities and accountabilities for each staff position.

a. The Leadership Wheel would serve as a tool for building a transformative team

b. All staff ministry roles would be clarified and written JOB DESCRIPTIONSc. Future staff roles would be identified and descriptions written

J. 3Q – 4Q 2015 A clear leadership development strategy would be implementeda. Staff development plan would be written out and implementedb. Board development plan would be written out and implemented

GOVERNANCE MODEL TRAINING TO BE DONE DURING MID YEAR REVEW VISIT

c. Potential lay leadership development plan would be written out and implemented – 4C MODEL INTERVIEW

K. 1Q2015 A goal review system would be implemented to ensure missionally aligned and impactful ministries

a. The lead pastor will submit goals to the Elder Board for Missional accountability

b. The staff will submit goals for their ministry area and for annual reviews (See Appendix B: Calendarized Meeting)

Objective 3: Strategic OrganizationA. 4Q2014 – 1Q2015 Identifying a compelling and outward focused vision that the

entire church owns and is committed to fulfilling.a. The coach will assist the pastor and church in evaluating the

psychographic needs of the surrounding community. (September 1, 2013)


b. The coach will lead the pastor through the process of Re-vision/New Identity for LWCOG, which can be clearly understood by un-churched people in the community. (2013)

B. 1Q2015 Identifying the values which clarify how ministry is done through LWCOG.a. The coach help the leadership clarify current values versus aspirational

values.C. 1Q2015 Identify mission critical systems for the health and growth of LWCOG, such

as:a. Communicationb. Financialc. Planning

D. 3Q – 4Q2015 Train the Elder council to function in Governance (See Appendix B) MID YEAR REVIEW TRAINING, SCHEDULE VISIT BY DAVE IN JUNE-JULY

a. This would involve training the Elders as well as modeling how it works through the actual meetings. Such as:

b. Provide Boundaries for Pastor Timi. Missionally

1. Goalsii. Financially

1. P&L, Balance Sheetiii. Personally (Morally and Ethically)

1. Calendarc. Thinking Partners with Pastor Timd. Protect the pastor

E. 1Q-2Q 2015 Identify, recruit, assess, train and deploy catalytic leaders to create the new lifecycle.

a. Understanding what kind of leaders are needed to create new lifecyclesb. Learning how to lead catalytic leaders (See Appendix C)

Objective 4: Outward Focused Ministry and Goal AlignmentA. 1Q 2015 Perform a ministry audit of all current ministries to determine their

congruence with the Mission, Vision and Values developed in Objective #3.a. Ministries that that support such will be strengthened.b. Ministries that no longer support the new vision will either be adapted to do so

or no longer be resourcedB. 1Q 2015 The top two missional ministries would be identified and resourced

strategicallyC. 4Q2015 Insure all goals, staff and ministries support the Mission, Vision and Values

through implementing an annual review of such performed by the staff and held accountable by the Elders.

D. 1Q2015 The church will plan three quarterly outreach events a year (beginning 4th quarter 2014) that will brand LWCOG as an important agent of change in the greater Genesee County and demonstrate.

E. 2014 – 2016 Set aside all plans for building or relocation for the next two years to build the above infrastructure and solid foundation so that when such a move is necessary, it is done through a unified and financially sound strategy.

FINANCIAL COMMITMENTS


The CHOG in Michigan will pay for the second half of the coaching during the two-year period ($3,200 + onsite and expenses).

CHOG in Michigan will also provide matching funds for assessments on staff.

The CHOG in Michigan will pay up to $1000 of the Sabbatical expenses The LWCOG will pay for half of the first half of the coaching during the

two-year period ($3,200) The LWCOG will pay for the HGC Covenant Implementation ($1,000) The LWCOG will pay for assessments of staff (at the HGC Network

rate--$495/person). The LWCOG will pay for expenses (airfare, hotel, etc.) for onsite visits

and training.o e.g. Prayer Summit, Reviews, Coaching onsites (two).

The LWCOG will support of the CHOG in Michigan at 1% of its income for year one and 2% for year two.

COVENANT REVIEW DATES

This covenant will be reviewed in six-month segments to assure progress, recalibrating any essential adjustments and to allow all parties to celebrate

and make mid course corrections.

November 2014May 2015

November 2015May 2016


Developing Passionate Leaders for Missional Churches

Living Word Church of Godand Healthy Growing Churches

Congregational CovenantJune 22, 2014

APPENDIX A (Congregational handout on Sabbatical):

A sabbatical is one of the most effective and yet least understood tools in developing a leader’s passion and purpose. There is a reason that every seven years the Israelite fields were to remain fallow...unfortunately, as far as we can tell, the nation of Israel never took this sabbatical concept seriously and lived to regret it.

All leaders must build into their church culture the mechanisms for them to take three months every seven years. This sabbatical can meet a number of different purposes, one of which can be to just rest. However, a sabbatical should be much more:

Relax Refresh Restore Re-Vision Re-Engage

The difference between each of these is: Relax is simply doing nothing. Breaking the cycle of work by learning to do very

little, keeping no schedule. Refresh involves doing things that refresh the body, mind, soul and spirit; like

golf, climbing, biking, reading, camping... Restore means to now begin to regain some of the original passion one had in

ministry. This involves reading, praying, thinking about ministry. Revision is where the leader spends time with others who can challenge him/her

to do things differently than before in their life. The leader would visit these resource people, talk with them on the phone, journal about heir time with them and seek what God would have them learn from these resource people.

Lastly, Re-Engage is setting up a schedule to get back into the saddle slowly. As the sabbatical comes to an end, it is suggested at the leader intentionally reengage in the ministry to bring a new presence in leadership. This also includes a time for the leader to understand where the ministry is (after an extended without him/her) and to allow others to understand how the leader has changed during his/her time away.

If leaders just jump right back in without this Re-Engaging plan, then there is a high probability they will end up back to where they were when they left (i.e. everyone just acts like they did before the sabbatical). So one must ensure that when they come back, time is allowed both the leader and the church time and a process to come up to speed with where God is taking you.


APPENDIX B: Leading the Church to Health through Godly Governance

These are the practical ways of making a Leadership Accountability Model (Governance) work for a church. It allows the pastor to lead while providing a balance of responsibility, authority or accountability.

PURPOSE:An Elder sits on the board to ensure that the Church fulfills its mission and makes progress toward the fulfillment of its vision. They do NOT represent any one constituency; they solely represent the mission of the church. They are willing to do whatever it takes within their authority to help the church fulfill its’ mission. To do this they fulfill three roles: 1) Making sure the pastor maximally leads toward the vision (Boundaries), 2) Help him/her think through difficult situations (Thinking Partners), 3) Provide protection. They have responsibility and authority through their ratification and election by the assembly and they are accountable to the body for the governing of the church. They only have authority as they act in concert with the entire board.

ROLES:Setting Boundaries

Missionally Financially Personally

o Morally/EthicallyThinking Partners

Help the pastor think through the issuesProtecting the Lead Pastor

The Lead Pastor should not have to defend him/herself The moment a leader defends himself of herself, they have appear defensive

NORMAL MEETING AGENDA;Twice per year, the other two meeting agendas are given below

Teaching Accountability Thinking Partners Prayer

TEACHING: Communication/Conflict management Leadership skills Vision Future Analysis

o Lidso Trendso Lifecycles

Spiritual FormationACCOUNTABILITY:

Missionalo Goalso Quarterly update


o Asking questions of how can we eliminate obstacles? Financial

o Balance Sheet Assets and Liabilities If there is an increase/decrease, why?

o Profit and Loss statement Is the cash flow positive or negative, why?

Personal—Moral and/or Ethical Calendar Is there time allotted for the family? Is there down time for personal restoration? How does the pastor restore himself or herself? Is vacation scheduled and taken? How many nights/week are out?

THINKING PARTNER: Giving perspective to the Lead Pastor from “outside” Bringing your own expertise You must leave the decision with the Lead Pastor and not be offended if

he/she chooses a course of action different from your recommendationPRAYER—You should pray for the:

Mission/Vision Staff, Leaders, Each other Lost people Future Obstacles

CALENDARIZED MEETINGS:1. Goal Setting Meeting (Once per year, just before/after the fiscal year begins)

Previous year goal reviewo Lead Pastor Performance Review

Not a matter of what wasn’t accomplished, but what was accomplished

Next years goalso Negotiate agreement on goalso They will be the basis for missional accountability for the next yearo Lead Pastor presents all of the goals as his/her own

Staff each set goals for their own ministry area (consistent with their IPOD)

Lead Pastor negotiates with each staff (or senior staff) so that the Lead Pastor owns the staff goals as his/her own.

Staff are held accountable for their goals by the Lead Pastor Lead Pastor held accountable for the goals presented to the

Governance Board2. Budget Meeting (Once per year, before the fiscal year begins)

Line item analysis Salary of Lead Pastor

o Lead Pastor sets staff salaries


APPENDIX C: Levels of Leadership

There are four kinds of leaders in the church: Workers who develop their gifts often become Worker Leaders and thereby

increase their influence Worker leaders influence others by setting the bar and using their gifts in an

excellent manner Luke 10.2 Leaders of Workers assume the responsibility to develop leadership skill sets,

which are different from simply using their gifts. Acts 20.28ff, Ephesians 4 People who lead Doers Leaders of Leaders learn how to lead leaders differently from leading

followers. Paul in some of epistles-Paul writes to leaders… People who lead people who lead doers

1. Workers--Do the work of ministry and are needed in churches of every size. They are gifted and use their gifts for the building up of the body.

Spiritual Gifts—Ro 12, 1 Cor.12-14, Eph. 4, 1 Pet. 4 Churches of every size need these godly, gifted and called individuals

2. Worker Leaders—Begin to influence other workers because of the exceptional commitment to using their gifts for the church.

Ask for Laborers—Luke 10.2 Leaders in churches below 250 are most often worker leaders…they get the work

doneo Also many Workers are needed

They do the work and are directly involved in ministry Teachers, small group leaders, student leaders Play instruments, sing, visit and preach They set the pace for everyone else (heroes)

o E.G. Teaching team leaders (Kindergarten)

3. Leaders of Workers—These people have developed the skill of leading doers They clearly articulate expectations to workers

o They communicate clear directionso They develop systems for workers

They develop the gifts of workers They develop their own leadership skills They motivate others through recognition of their efforts…encourage others They can get involved in doing the ministry and then back out appropriately Are exceptionally gifted in their ministry area Set goals for ministries Primary leaders of churches above 250 and below 800

o Also many Workers and Worker Leaders are needed

Transitioning Worker Leaders to Leaders of WorkersHealthyGrowingChurches.org

Ask them to what level of leadership do they aspire? If not the next, help them adjust their expectations If the next level, help them develop:

o Motivation and Encouragement skillso Recruitment and assessment skillso Systems and accountability skillso Training materials and skills

Through intentional leadership development

4. Leaders of Leaders (of workers)—These people have developed the skill sets of building and motivating leaders

1. Give leaders direction, not directions2. Allow Values and Vision to determine behavior3. Content with indirect success4. Develop Leaders of Workers skills in others5. Can speak the hard words6. Provide accountability for leaders of laborers7. Can keep vision the driving force, not the process8. Primary leaders in churches over 800

a. Also need Workers, Worker Leaders and Leaders of Workers

Transitioning Leaders of Workers to Leaders of Leaders2. Ask them to what level of leadership do they aspire?3. If not the next, help them adjust their expectations4. If the next level, help them develop:

a. Visionb. Valuesc. Systemsd. Speaking the truth in lovee. Accountability (for goals)f. Goals Setting

5. Intentional Leadership Development (often outsourced)

Overview of Church LeadersChurches of all sizes need WorkersChurches under 250 need Worker Leaders

And they need WorkersChurches 250-800 need Leaders who lead Workers

And they need Worker LeadersAnd they need Workers

Churches over 800 need Leaders who lead LeadersAnd they need Leaders of WorkersAnd they need Worker LeadersAnd they need Workers

Skill sets needed at each level:Workers

Spiritual GiftsWorker Leaders Skills


Spiritual Gifts deploymentOn-going improvement

Leaders of Workers SkillsRecruitingAssessingMotivating/EncouragingSystemsAccountability for activityTraining workers

Leaders of Leaders of WorkersVisionValuesSpeaking the truthSystemsAccountability for goalsGoals Setting


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