The Strategically Small Church

It’s about time! That was my first reaction to picking up The Strategically Small Church. Written by small church pastor and Leadership Journal editor Brandon O’Brien, this book was a breath of fresh air in an era that is replete with “how to” books written by big guys about their big places. O’Brien vicariously pushes back against the conventional wisdom of the church growth movement and shares a very encouraging word to those who faithfully plod along.

O’Brien introduces his monograph with some helpful explanation behind the book’s title. A strategically small church isn’t necessarily an intentionally small church, but rather a church that is comfortable in its smallness because it has recognized some of the unique advantages that smallness offers to both congregation and community. Utilizing the strengths of its size, the small church can leverage what it brings to the table and make a significant impact. O’Brien quotes Chuck Warnock, who has said that “small churches are in desperate need of brand revival.” This was an important insight, because the number one problem of the small church is not its size but its perception. Being small is not the problem, according to the author. The problem lies in the insecurity and defensiveness that rises out of the failure to meet the expectations of their selves and others.

According to research in the book, 94% of churches in America are less than 500 in attendance, 177,000 of which are less than 100 in weekly attendance. Just over 5% of churches statistically average between 500 and 2,000, with one half of one percent exceeding 2,000 in weekly attendance. O’Brien suggests that there is a real problem if the 94% of small churches try to mimic the one half of one percent who are over 2,000 each week instead of working within their strengths and giftedness to meet the needs of their communities. The author suggests that small churches should recalibrate the metrics of success. He believes that bigger churches appear more successful because the possess statistics in areas that we already know how to measure. It is easy to put a statistic on church growth, but how does one measure kingdom growth?

The core of the book describes four strengths that small churches need to assess as such and build upon. The first strength that the small church inherently possesses is authenticity. Due to their size, small churches more naturally offer possibilities for personalized and intimate relationships. Small churches are somewhat more transparent, making hypocrisy more difficult to mask. O’Brien encourages the small church to simply stay authentic and to resist the temptation to be something they are not. By avoiding trendiness and business models the small church can maintain a high level of authenticity.

The second strength the writer points out is that small churches are lean. Instead of trying to “become all things to all people,” the small church should seek to do the things that no one else is doing and find a particular niche that the entire church can rally around. Programs should be developed solely on community need and giftedness within the body to exercise those programs. If a small church has members that have a particular interest that the church is incapable of developing, the author recommends that those particular members adopt a kingdom mindset and go serve that particular need through the auspices of a neighboring church.

Strength number three is for the small church to equip its members to serve as the missional presence of Christ through their jobs and neighborhoods. He cites statistics that reveal that people have significantly less discretionary time and income than their grandparents who devoted endless hours and dollars to their churches. Because of this socio-economic trend, O’Brien believes churches can be more effective by training their memberships to serve as they are and where they are rather than developing programs that depend on the church building to serve as the epicenter of ministry. Small churches need to shift their value system from attracting to sending and recognize the importance of making Kingdom contributions.

Finally, small churches should recognize the intergenerational advantages it possesses and use the older generations to mentor the young. This chapter offers the suggestion that small churches not feel pressured to age grade every ministry, but to let the natural blending of both young and old foster a family environment.

In conclusion, O’Brien confesses that the problem of the small church is that the very thing it’s attempting to achieve is the very thing that is undermining the very opportunity it’s been afforded. By exercising the natural strengths due to its size, the small church can, as it always has, continue to make an impact people’s lives and communities.

The Strategically Small Church is an excellent read for anyone in a church under 300. If you are a member of such a church, you’ll benefit deeply by this thoughtful and well written book. I would recommend that you purchase a copy, and after you’ve read it, share it with a friend or your pastor who is a part of a small church. It may be the most encouraging gift you give this year.

Marks of a World Changer: #2 Spiritual Formation

The second mark of a world changer is that world changers are people who find inner strength through practicing the principles of spiritual formation. Notice Acts 4:13, which states, “The members of the council were amazed when they saw the boldness of Peter and John, for they could see that they were ordinary men with no special training in the Scriptures. They also recognized them as men who had been with Jesus” (NLT).

The verse points out three things about Peter and John. First, they were ordinary guys. Fishermen by vocation, in fact. There was nothing extraordinary about them, whether it be physical features, intelligence, eloquence, or charisma. Average Joes, so to speak.
The second thing it points out is that they had bypassed conventional wisdom, which said that you had to have completed Rabbinical school in order to articulate religious concepts. No sheepskin on the wall for Peter and John.

The third thing is that the only distinguishing feature about them is that they had spent time with Jesus. For three years, Peter and John had sat at the feet of the master teacher. They had been with Jesus on good days and bad. They had witnessed miraculous acts performed by Jesus that words could scarcely portray. They had listened intently as he taught with imagery and metaphor. Time with Jesus was the distinguishing mark.

Have you been spending time with Jesus? Spiritual formation is the process that transforms our selfish souls into the Savior’s likeness. Some will speak of spiritual formation as the practice of spiritual disciplines, such as Bible reading, prayer, fasting and the like.

The point is this: many Christ followers expect a 60 minute weekly worship experience to meet their basic spiritual needs. That’s like saying that brushing your teeth or showering once a week is good enough. Or maybe more appropriately, eating food once a week will physically sustain your body’s needs.

World changers are people who make a difference in their environments. They do so because they are spiritually nourished and motivated from a vibrant relationship with Jesus Christ.

Making Ideas Happen

One of the things that I appreciate most about my career peers is the level of creativity they possess. Think about what the average pastor has to produce over the course of a year. There are sermons to be researched, written and then orally communicated to attendees that possess on average a seven minute attention span. There are services for special occasions ranging from holidays to weddings and funerals. There is program administration, which requires a pastor to take a concept and lead volunteers to action. And in addition to all of this is the routine writing of letters, articles, and in my instance, a blog where I make about four posts per week. All of that to say that over a lifetime, a pastor creates volumes and volumes of material, beginning often with nothing more than a Bible, a pen, and a legal pad. Many ideas get implemented. But I suspect many are left to wither and die on the corner of a napkin that is tucked in a desk drawer.

Making Ideas Happen by Scott Belsky is one of the best reads I’ve picked up in 2010. While it is clearly written for a business audience, I think it is very applicable to the pastors and clergy of our communities of faith. The title was compelling because I’m one who typically spends most of his time with the right half of the brain. Getting the plethora of ideas turned into reality has always been a sticking point for me. Thankfully, I’ve been blessed in my ministry career to be partnered with people who are excellent at gaming out those annoying nuts and bolts. Belsky’s book is helpful because through it I have discovered that I need to assume the responsibility for turning those wonderful ideas into action plans.

I think it’s important to note that Making Ideas Happen is not a book about how to become creative or how to increase creativity. By and large, the author assumes that the reader’s primary challenge is not the absence of creativity. The book is about how to take your ideas and turn them into something tangible. Any idea, regardless of good it may be, is nothing more than an idea unless it is executed. In fact, according to Belsky, an average idea with a plan of implementation is always better than a great idea with no plan of implementation.

The book is written in three broad sections. The first section deals with how to organize and execute ideas. Beginning with a bias toward action, the author walks the reader through basic steps of how to organize and structure an idea so that the idea can transition from concept into something that is concrete. The best basic advice he provides is that once the idea is conceived it must immediately be viewed as a project. Treating the idea as a project aids the creative mind in the actual implementation of the idea as well as fending off any distractions that might rear their heads.

Section two deals with “othering.” Ideas need members of the community to speak to them in order to help shape and refine them. I found this section intriguing because Belsky advocates vulnerability and transparency over and against vanity and narcissism. Anyone who has had an idea faces the temptation to become protective and possessive. Vanity can prevent the honest evaluation from others that is often necessary to put the concept in motion. As I read this I thought of artists, musicians and entertainers who have split up or sued over “creative control.” Belsky goes 180 degrees against that line of thought and encourages creative people to expose their ideas to feedback and evaluation. He makes it simple, asking the reader to consider whether creative control is the goal versus implementation. Great question!

In the concluding section, Belsky discusses the implications of creativity upon leadership styles. This section is helpful because Belsky addresses issues such as how creative people express leadership and how creative people prefer to be led. This section may have been worth the price of the book.

For too long people have polarized themselves around labels such as abstract and analytical. The author demonstrates that through discipline the creative person can have the best of both worlds. Making Ideas Happen was helpful on many levels, and I whole heartedly commend it to you for your reading pleasure. I believe you will find it beneficial.

Marks of a World Changer: #1 Conviction

In Acts 17:6, those first generation Christ followers had developed quite the reputation. They were known as those who were “turning the world upside down.” One may be surprised at the rapid growth of the Christian movement following the Day of Pentecost, but we should not be surprised at how quickly and fiercely opposition to the gospel of Jesus sprung up. When the gospel advances and good things begin to happen, somebody is going to become upset.

Acts 4 reports the initial development of persecution and opposition the gospelers. Undeterred, the apostles continued to advance the gospel with boldness and courage. They were out to change the world, and change the world they did.

What characterizes a world changer? What marks can we detect from Peter and John that will encourage us today?

First, world changers are people of unwavering conviction. In Acts 4:1-12, opposition arose over the apostle’s assertion that Jesus had risen from the dead. The religious leaders dutifully denied such things as possible. Yet Peter and John were unshakable on this significant theological point.

I think it’s important to note that the opposition to the gospel that I’m speaking of is over a significant point of doctrine. It wasn’t over carpet color or song selection or dress code for church. It was an attack directed at the very heart of the gospel. For them the resurrection of Jesus was not a negotiable point. They believed without reservation or hesitation.
Every person in world history who has made a significant impact for good or bad was a person of unwavering conviction. If you desire to be a world changer, you’re going to need to determine what your non-negotiable convictions are and stick to them like glue.

Integrity by Dr. Henry Cloud

Henry Cloud may be best known for his series of works co-authored by John Townsend on the subject of Boundaries. But his most helpful contribution to my life has been his book titled Integrity. It was recommended to me about a year ago by a friend, and when I saw it at a local bookstore I picked it up and read it. I am not sorry!

Without going into tremendous detail, Cloud defines integrity as "the courage to meet the demands of reality." That alone should pique your interest. From that starting point Cloud presents the case for integrity as the unifying ordering of one's character which allows the leader to meet the demands of reality. The book is organized around six aspects of character, which I list as follows.

1. The ability to connect authentically which leads to trust.
2. The ability to be oriented toward the truth which leads to finding and operating in reality.
3. The ability to work in a way that gets results and finishes well which leads to reaching goals, profits, or the mission.
4. The ability to embrace, engage, and deal with the negative which leads to ending problems, resolving them, or transforming them.
5. The ability to be oriented toward growth which leads to increase.
6. The ability to be transcendent which leads to enlargement of the bigger picture and oneself.

I think this book would be helpful to any leader, manager, or person who desires to do some genuine "heart work." You will find the benefits to be enriching.

Six Kinds of Critics by Mark Driscoll

One of the blogs I frequent is The Resurgence, the blogsite of Mark Driscoll, pastor of Mars Hill Church in Seattle. Today I came across this video clip that I thought was very helpful on Six Kinds of Critics. Good counsel!

Leading from the Second Chair (part 5)

The other thing I’d like to add concerning leadership in the church is that the most dominate model for leadership in the New Testament is parenting. Consider Paul’s words in 1 Thessalonians 2:7-12, “As apostles of Christ we certainly had a right to make some demands of you, but instead we were like children among you. Or we were like a mother feeding and caring for her own children. We loved you so much that we shared with you not only God’s good news but our own lives, too. Don’t you remember, dear brothers and sisters, how hard we worked among you? Night and day we toiled to earn a living so that we would not be a burden to any of you as we preached God’s good news to you. You yourselves are our witnesses—and so is God—that we were devout and honest and faultless toward all you believers. And you know that we treated each of you as a father treats his own children. We pleased with you, encouraged you, and urged you to live your lives in a way that God would consider worthy.” (NLT) Notice the "family" words in the passage.

Sometimes I hear that church is like a business and should be run by CEOs. Others suggest church is like an athletic team that should be run by coaches. Others still compare the church to the military (think “Onward Christian Soldiers”) which is led by generals. I’ve even heard that church is like the government, and should be led as a democracy in which the will of the majority prevails. While each of these proposed models were part of first century culture, Paul did not look to business, sports, the military or the government as a model for church leadership. He looked to the family, and observed that families are led by parents. That’s the model he chose.

What does this say about how churches should operate? What does this say about how churches should be led? Those are good questions. But maybe we’re missing a more basic question: what kind of organization is the church? Maybe the nature of the organization determines the nature of leadership for the organization. It all depends on what you’re after.

Leading from the Second Chair (part 4)

In concluding this week’s series of postings on church leadership, I want to add a couple of thoughts from the New Testament that have helped shape my understanding of God’s design for church leadership. The first thought comes from a miracle story in the gospels. Matthew 8:5-9 tells the story of a Roman centurion who had a sick servant. He went to Jesus on behalf of his servant and asked him to heal him. The centurion expressed great faith and told Jesus that he didn’t think it necessary for Jesus to go to the servant. “Just say the word,” the soldier said, “and he’ll be healed.” It’s a great story about great faith. But tucked in the story is one of the best leadership principles in the New Testament.

The centurion explained to Jesus why it was not necessary for him to go. He said, “I know this because I am under the authority of my superior officers, and I have authority over my soldiers. I only need to say, ‘Go,’ and they go or ‘Come,’ and they come. And if I say to my slaves ‘do this,” they do it” (Matthew 8:9, NLT). Did you catch it? Because the centurion was “under” authority, he was placed in a position “over” his subordinates. Interestingly enough, this Roman made the same observation about Jesus.

Those under God’s authority will be effective when the opportunity arises to be in positions of authority. Spiritual leadership works that way. It’s always more concerned with being under God’s authority than being in positions of authority. Many books are being written on how to “Lead from the Second Chair.” In the church of Jesus Christ, we’re all always in “the second chair.” It’s not our church, for it rightfully belongs to Jesus Christ. When we are rightly related to the head of the church, many leadership “issues” may become resolved. It begins with recognition that Jesus is in charge.

Leading from the Second Chair (part 3)

The third observation I would make about how the post resurrection disciples viewed spiritual leadership is from Acts 1:23-26. Having nominated Barsabbas and Matthias, they “all prayed, ‘O Lord, you know every heart. Show us which of these men you have chosen as an apostle to replace Judas in this ministry, for he has deserted us and gone where he belongs.’ Then they cast lots, and Matthias was selected to become an apostle with the other eleven.” (NLT)

The disciples used an Old Testament process for making decisions, that of casting lots. This was a practice that had been in existence from the time of Moses, so it would have been familiar and comfortable (cf. Proverbs 16:33). Obviously, after the Spirit came at Pentecost, this practice was no longer utilized as the disciples learned to listen to and move with the rhythm of the Holy Spirit. The point is that they assumed that God had a vested interest in the leadership selection process. So the observation is this: Leaders were selected by discerning God’s will.

I wonder what would happen in our churches if our leadership selection processes were more committed to finding God’s will than plugging holes and twisting arms? Sometimes I hear desperate complaints from people who can’t fill leadership voids because, “people are just uncommitted.” While we may feel that we have problems filling leadership vacancies, God does not have a problem filling leadership vacancies. It begins with prayer. It continues with a Scriptural understanding of the task at hand. It involves valuing a person’s character and walk with God more than their talents and skill set, and concludes with discerning God’s will. This certainly takes a little more time and energy, but doing things right usually does.

Leading from the Second Chair (part 2)

This week’s series of posts relates to leadership and leadership development in the early church. Yesterday I observed from Acts 1:15-16 that the Bible should be the basis for leadership decisions in the church. In today’s post I want to share a little about the qualifications for leadership in the church. It should be no surprise that the qualifications for leadership in the church are spiritual in nature. What kind of spiritual qualifications am I talking about?

For one, those considered for leadership were to be people who had been intimates of Jesus. Acts 1:21-22 says, “So now we must choose a replacement for Judas from among the men who were with us the entire time we were travelling with the Lord Jesus—from the time he was baptized by John until the day he was taken from us. Whoever is chosen will join us as a witness of Jesus’ resurrection.” (NLT) Clearly the expectation was for those considered for leadership were first and foremost people who were close to Jesus. Notice that close proximity to Jesus trumps talent, skill, upside, education, and track record. The most important thing any spiritual leader can possess is a vibrant and dynamic walk with Christ.

The second qualification that is called out is character. In Acts 1:24, the disciples prayed, “O Lord, you know every heart.” Literally the prayer was, “Lord, you are the heart-knower.” It reminds me of that famous story in the Old Testament that recounts the selection of David by Samuel. Samuel looked over Jesse’s sons, and was impressed by size and physical appearance. God then reminded Samuel that he didn’t look on the outward appearance, but on the heart. (1 Samuel 16:7) As I think about God’s emphasis on knowing the hearts, I am reminded that God is far more interested in character than competence. Don't forget that before Judas was a betrayer he was a thief! Judas’ replacement was to be a person who was an intimate follower of Christ and a person of character and integrity. Those should be the primary items we focus on as we look for spiritual leaders today.

Leading from the Second Chair

Americans love to talk about leadership. From the President of the United States all the way down to our son’s little league baseball coach, we evaluate and assess the leadership qualities that people possess. Evidently Americans love to read about leadership. Amazon.com, for example, yields nearly 62,000 book title matches from a simple search for “leadership.” Even more amazing than that, Amazon.com boasts 72 new titles on the subject of leadership that have been released in the last 30 days. That’s two new books per day for the last month!

Leadership concerns are not new. The disciples in the upper room were also concerned about leadership. In the midst of their prayer meeting, Peter rose to address a leadership need: finding a suitable replacement for Judas Iscariot.

There are several important observations we can make from Acts 1:15-26 concerning leadership for the early church that we can apply to today. For example, Scripture was the basis for their leadership decisions. Acts 1:15-16 states, “During that time, when about 120 believers were together in one place, Peter stood up and addressed them. ‘Brothers,’ he said, ‘the Scriptures had to be fulfilled concerning Judas, who guided those who arrested Jesus. This was predicted long ago by the Holy Spirit, speaking through King David’.” (NLT)

Implied in those verses is that the disciples prayed with their Bibles open. They were sensitive to God in prayer, and informed by God through the Scriptures in their prayer. Their leadership decisions were informed by and based on the Bible. I think it’s very important for churches today to follow the same practice. After all, the Bible is not silent on the subject of leadership. The lives of people like Joseph, Moses, Joshua, David, Solomon, Nehemiah, and Daniel provide excellent role models for leadership from the Old Testament. The New Testament is not void of leadership either, and speaks much of the qualifications for spiritual leadership. But more about that later.

If the Bible is to be our authority for faith and practice, then it makes sense that the Bible should inform our leadership decisions in the church.

Vision and Leadership

Here's an excellent quote on Vision and Leadership:

"If you want to build a ship, don't drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea." -Antoine de Saint-Exupery

Management Rewired

Recently I picked up and read Management Rewired by Charles Jacobs. While I confess I don’t know much about business or what’s trendy in business management, I did find this book interesting and helpful, primarily due to the fact it is different than some of the other books I’ve read on the topic. Using some of the latest research on brain science and neurology, Jacobs offers some insights as to why leaders and organizations do what they do and how they can do them better. I thought I’d share a few of the notes I took from the book that I found to be insightful.

· Leadership is primarily concerned with ideas. Good leaders get the big ideas right. When they do, a lot of other things will fall into place. Jacobs elaborates by saying that the power of an organization is in its ability to generate ideas.
· Jacobs argues that leaders cannot change organizations, but they can change people who change the culture of the organization.
· This transformation is accomplished through the power of storytelling.
· Much of our thinking is organized in stories. Stories and metaphors help us to organize our experience of the world. The more we tell the story, the more the story shapes us.
· If you want to know what’s going on in your organization, you have to figure out what story the people are telling themselves.
· You change your environment by changing your story. It is important to craft the story with a predictable outcome that promotes the change you want to see.
· Rather than emphasizing organization, leaders should work on shaping the culture that shapes thinking. Culture is a convenient way of thinking about patterns in behavior in a organization that isn’t hardwired by policies, procedures, or structure.
· The right hemisphere of the brain sees “wholes” and is responsible for our emotions. The left hemisphere of the brain is the center of logic. It delays immediate gratification. The power of story is that story unites the two hemispheres.
· One of the reasons organizations make poor decisions is their unwillingness to delay immediate gratification.
· Leadership isn’t about forcing people to do one’s bidding. It’s about telling a story so that people can do what they need and want to do.

In the final pages of this monograph, Jacobs' lists five characteristics that mark Transformational Leadership. They are summarized as follows.

1. In order to shift the paradigm, leaders have to change the way people think within the organization.
2. Any successful paradigm shift must be a participative process. For example, Plato influenced thinking by asking questions.
3. Leaders can influence paradigm transformation by conveying an aspirational but credible view of the future.
4. This view of the future is communicated through story. Leaders have to tell a better story than the story the people are currently telling themselves.
5. Finally, transformational leaders use the story to create focus and urgency on what’s critical for success.

Jacobs' book is an excellent read. While I only touched on some of the great stuff I found, there's plenty more that's helpful, even for pastors like me who continuously communicate the greatest story ever told.

Disney Dynamics 4

What do you think of when you hear the word “classic?” As a guy in his mid forties I tend to think of classic automobiles, such as the ’57 Chevy or the ’65 Ford Mustang. One of the more intriguing things about Disney World was its ability to retain all that is classic without becoming a historical land mark.

As a Baptist, I think there is great value in our tradition. The early church, after all, was rooted in the tradition of Old Testament Judaism. Those first and second generation believers retained important traditions that contributed to how they would worship, fellowship, and even govern themselves. At the same time they abandoned the practices that were no longer appropriate or feasible.

I think churches and individual Christians periodically need to evaluate matters of faith and practice with this illuminating question: Are we cherishing time honored traditions? Or are we merely perpetuating history?

Believe it or not, I am not against tradition. We all have them. As I reflect on how my family recently celebrated the Christmas holiday reveals that tradition is both helpful and healthy. However, we can quickly lose sight of the value of tradition when our lives, our families, and even our faith is reduced to perpetuating history. If all we do is perpetuate history, nothing meaningful is accomplished and we eventually end up alone wondering why the world has passed us by.

Simon Sinek on Communication

Great clip shared with me by Brent Clark.

Disney Dynamics 2

I think one of the base concerns for those who travel is the expense involved. Going places will cost money, and going to nice places will cost a lot of money. That being said, I was impressed that Disney didn't gouge their visitors for every last nickel in their pockets.

Case in point, Disney permits you to bring your own food and beverage into the park. Because we have lived in St. Louis and have family that still live near St. Louis, our family has frequented Six Flags on several occassions. When we visit Six Flags we pack lunch in a cooler, exit the park and "tailgate" on the blistering asphalt. At Disney, however, we didn't have to worry about smuggling sandwiches and bottled water in to the park. Like most public venues, Disney searches backpacks and drawstring bags. Got a sandwich? Not a problem! Got a bottle of water? No big deal! Packing a light lunch each day was permitted, and for a family of four, this amounted to savings in the neighborhood of $200.

Example two is photography. We happened upon a pavillion where Tigger, Pooh Bear, and Eeyore were available for photo ops with guests. Disney provided a photograher who would take a picture that was available for purchase. But we were also encouraged to use our own cameras as well. No purchase required and the Disney photographer even used our cameras to take pictures for us.

The final example is the Disney policy on the fast pass. At Disney there is no charge for fast passes on attractions (compared to the $70 per person fee at Universal Studios). The only rule is that you can only have one at a time.

These three simple gestures are examples of how to add value to an experience without conveying the feeling that the bottom line is the bottom line. Is Disney a for profit corporation? Absolutely. Do they convey that to their guests? Absolutely not.

I think churches and not for profit organizations can learn much from Disney. Disney doesn't sell a product, it sells an experience. When we focus on the right things and significant things the money will take care of itself. How you deal with money reveals your true mission and purpose.

Disney Dynamics

Last week my daughter’s high school band performed at Disney World in Orlando. It seemed like a wonderful reason to load up and make the trek. When you take a family trip during peak season you can count on several things such as heavy traffic and elevated prices. What I didn’t count on was some lessons that I learned from my four days in the House of Mouse.

We were very fortunate to be accompanied by a relative who is a Disney Vacation Club member. It was like having a private guide to direct us through our experience. As we walked through the various parks I was amazed at what he was able to teach me about “The Happiest Place on Earth.”

For example, I was immediately impressed by the park’s immaculate condition. According to Wiki Answers, Disney world received 42.8 million visits in 2005. Yet there were no signs of trash, grime, or filth. Not a speck of dust. No graffiti in the rest rooms. No paper cups aimlessly wandering across the walkway. No chipped paint, scuffs, or burned out light bulbs. The park looked brand new.

I learned that every night a massive staff comes in to clean. They power wash the entire park 365 nights a year. From the parking lot to iconic castle, it was obvious that Disney employees take tremendous pride in taking care of every square inch of their property.

You’ve probably heard that consultants are valuable in part because they are able to provide you or your organization with a fresh set of eyes. They are able to see the proverbial cob webs that we tend to overlook and the scratches and dents we somehow have grown accustomed to living with. What do you do when you have 42 million fresh sets of eyes come through your place each year? Better yet, what will you do when you have a couple of families visit your church with their fresh sets of eyes this weekend?

The Nines

Yesterday I sat at my desk and participated in a unique online learning experience called "The Nines." Leadership Network and Catalyst came together and enlisted about 70 ministry leaders who were given 9 minutes to share something they were passionate about. I didn't have the time to sit through every single presenter, but I did participate in about seven hours worth of the event. Here are some random thoughts regarding "The Nines."

1. Concept
I thought the concept was brilliant. I once read that 80% of the useful information within any book can be found in the first two chapters. Permitting speakers to have 9 minutes required them to bring the cream to the top. I will admit that I was skeptical that this technological feat could go smoothly, but in the end it was very well done. The vast majority of video/audio quality was exceptional.

2. Content
I was pleased and impressed with the content that was presented. I assumed that the presenters would spend their time talking about all things that were the latest and greatest and how to do the latest and greatest, but I was wrong. The majority of the presenters that I watched dealt with matters of the heart. Character, integrity, spiritual formation and self care were very common themes. With the exception of one, the presenters came across as humble and genuinely trying to be helpful. I concluded my participation feeling positive, encouraged, and hopeful.

3. Presenters
I consider myself a pretty well read guy, so I was familiar with the names and ministries of many of the presenters. I liked the fact that I had never heard of some. I also liked the diversity of the teaching cast. Nice touch. I appreciate that not much time was spent on lavish introductions.

4. Picks
I think the most helpful presentations to me personally were Troy Gramling, Skye Jethani, and Mark Driscoll. Brian McLaren should get an Academy Award for the most creative video.

Does Anyone Want to Volunteer?

Last month Iowa Governor Chet Culver made an impressive announcement. He shared that the state of Iowa ranked 5th in the nation for volunteerism. In 2008, some 886,000 people volunteered to serve their communities through civic organizations, churches, clubs, and organizations. In addition, the city of Des Moines ranked 10th in the nation among United States cities for volunteerism with a volunteer rate of 38.2%.

As a pastor, I work with volunteers everyday. So it would stand to reason that this story created immediate interest. Any leader of a not for profit organization understands the value of volunteers. At the same time, any leader of a not for profit organization is always looking for more!

In this month's edition of Rev! magazine, Jonathan McKee and Thomas W. McKee outline the seven deadly sins of volunteer recruitment.

Sin #1: Expecting public announcements or sign up sheets to get volunteers. Many churches, including my own, utilize this method of recruitment. We make announcements and hope people will respond. According the authors, volunteers don't want to "volunteer." They want to be personally asked to become involved in a ministry opportunity. When recruitment is made strictly through announcements or sign up sheets, we place the burden of response on the volunteer. And when we are non specific in our requests, we usually wind up with non specific responses.

Sin #2: Centralizing the enlistment process to an individual or a group. The article encouraged creating a culture of enlistment, where volunteer leaders are free to add members to their teams. This act shows that the leader is trusted to give direction to a particular responsibility, and also allows the volunteer leader the opportunity to build chemistry and teamwork within the ministry that the leader has been charged with.

Sin #3: Recruiting only those who are willing to make long term commitments. Sometimes people, especially new ones, are reluctant to make their first commitment to volunteer in church a long term commitment. In our particular church, Sunday School leaders are asked to commit for one year. Committee members are asked for a three year commitment. The writers encourage that churches develop ways to develop volunteers by providing them with excellent short term projects that will serve as first experiences. Short term success will yield longer term commitments.

Sin #4: Assuming that "no" means "never." No can mean no, but it can also mean something else. For example, "no" may simply mean "not now" or "not yet." This is a timing issue which means that the person needs to be followed up on at a later time. The word "no" can also mean that the opportunity is not the best fit for the volunteer. This is a passion issue which means the recruiter needs to help the potential volunteer find a better fit within the organization. Just because a person says "no" does not mean the answer is "no."

Sin #5: Recruiting warm bodies. Effective enlistment includes presenting the volunteer with a clear and complete written explanation of the responsibilities of the position.

Sin #6: Asking busy people to do busy work. Many times volunteers don't respond to opportunities because they don't sense the significance within the request. Committed people need to feel as though they are being asked to make an important contribution. The moment they sense they are doing "busy-work," they'll excuse themselves from participation. Volunteers need to feel as though their contributions are meaningful.

Sin #7: Forgetting that a large part of church leadership is devoted to volunteer management. There comes a time in the life of a leader (paid or volunteer) when they have to discern whether they are leaders of people or leaders of leaders of people. Growth in inhibited when leaders do not work toward expanding their leadership base. After all, one can only do so much.

The Adel Sweet Corn Festival

This past weekend my family enjoyed the 30th anniversary of the Adel Sweet Corn Festival in Adel, IA. Adel, the Dallas County Seat, hosts the annual celebration at the town square. The county courthouse was surrounded by vendors from near and far. The streets were filled with people of all ages. There was laughter as people paused to tell stories or catch up since their last conversation. One of the great features of the festival was the tasty sweet corn. Lots and lots of delicious sweet corn. And it was free!

Just off the southwest corner of the square was a tent where volunteers distributed the free corn. As my family approached the tent, a pleasant lady handed out paper plates, and we waited our turn.

My turn came quickly enough. As I approched the tong bearing volunteer I was required to answer one simple question. "How many?" I said, "two." I eagerly extended my paper plate, and behold! Free corn! I made my way to the tables that were set up in the street which were lined with generous portions of salt, pepper, butter, and paper towels. I buttered my corn, snatched up a handful of paper towels, and commenced eating. It was good, and the price was right.

Having completed my corn, my curiosity overcame me and I returned to the line. This time I was armed with a question.

"How many ears of corn will you folks give away this weekend?"

"150,000," said one. Then another chimed in, "We had 10 tons shipped in last night, and it took our volunteers two hours to shuck it all by hand." It was certainly a point of civic pride.

"How many?" they asked.

Again I said, "two."

Driving home that afternoon I reflected upon the experience and offer the following observations.

1. Know what you do well. Even if it's nothing more than sweet corn. Many times in life we miss what we do best by chasing the things we'd like to do best.

2. Celebrate what you do well. Our fine neighbors to the west took their best and threw a party, making their best the central focus of the celebration. I like to eat as much as the next person, but this community genuinely celebrated sweet corn without apology.

3. Use your strength to bring you together. People of all ages were present, walking around with butter dripping from their chins. I was impressed with how this event possessed the power to bring a community together, regardless of age or status. One can't help but wonder how many people had gathered the night before to hand shuck 10 tons of corn. But it stands to reason that there were several, given the fact they did it in 120 minutes.

4. Use your strength to reach out to others. The Adel Sweet Corn Festival was in Adel. But everyone was welcome. When groups come together around their strengths, it almost seems reflexive to reach out to others with what they've discovered.