Communication Strategies for Transformat

COMMUNICATION STRATEGIES FOR TRANSFORMATIONAL CHANGE : 

1 COMMUNICATION STRATEGIES FOR TRANSFORMATIONAL CHANGE Oliver R. Phillips Director, Mission Strategy US/Canada Leadership Workshop

What is Preaching? : 

2 What is Preaching? In the Black Diaspora Christians have come to expect sermons to be poetic masterpieces that are biblically rooted, politically prophetic, intellectually stimulating, emotionally evocative, rhetorically polished, pastorally positive, personally sensitive, and reverently and joyfully delivered.

The Tale of the Pygmies : 

3 The Tale of the Pygmies In the 20th century it was known that a group of pygmies existed in Myanmar, formerly known as Burma. In the 50’s and 60’s interest was awakened primarily be the efforts of conservationist Alan Rabinowitz. Upon arrival, he found 100 remaining pygmies. Speaking to 39 year old Dawi – Infant mortality rate was high Inbreeding encouraged genetic abnormalities. They could have bred with the Asian pygmies. Chinese pygmies were also a possibility. Their choice: Integrate with other groups Die!

Slide 4: 

4 MEMBERS MEMBERS “CAWKI” IS DEAD

The Workshop and its Objectives : 

5 The Workshop and its Objectives Many congregations are declining due to an inward focus, and see their pastor as someone who should only minister to their needs. But pastors must anticipate a better future. This workshop offers hope to pastors of congregations that have lost their outward focus. By preparing for and leading systemic change, pastors can bring new life into the culture of a congregation, guiding it to answer God’s call to reach people with the good news. “Communication Strategies for Transformational Change” offers practical explanations for how to: Develop a vision and communicate a strategy for its implementation Motivate a congregation to embrace the vision Develop resources, ideas, and personnel to prepare for change Embrace and implement change Embed a new DNA into the life of a congregation

Ordinary People Can Make Good Leaders : 

6 Ordinary People Can Make Good Leaders Peter Drucker once said, “No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.”  How true.  There are never enough natural born leaders in any church to fill all the leadership positions of that church.

Aiming Real Leaders at the Mission Field : 

7 Aiming Real Leaders at the Mission Field “Am I going to get passionate about the mission of Jesus or stand around just keeping house as the place falls in?” Only God produces real change, and only God grows the Church. However, it is also true that God usually works through leaders who function wisely and are committed to God.

From Heroic to Post-Heroic Leadership : 

8 From Heroic to Post-Heroic Leadership The heroic leader – determines the direction, finds the right answers, & manages functions. The heroic leader works well in a hierarchical model. The post-heroic leader – shares power & community building. Acts 6 represents a post-heroic model. Jesus gave up power in order to serve – John 13:3-5, 12, 15

From Guarded to Vulnerable : 

9 From Guarded to Vulnerable The old model of leadership demands that we conceal our weaknesses. This isolates members of the team. Paul is our example of a vulnerable leader – 2 Cor. 12: 7-10 The vulnerable leader is approachable and is a catalyst for genuine relationships. Vulnerable leaders encourage trust-building and caring for each other.

From Positional Authority to Earned Authority : 

10 From Positional Authority to Earned Authority Positional authority has become less important than earned authority. Command & control must give way to communicate, collaborate, & cooperate. The Barnabas model was earned authority. Genuine authority comes from relation & servant leadership.

From Task to Community : 

11 From Task to Community Values and practices must come before goals & numbers. We must move from Great Commission to Great Commandment. Jesus said “Come, follow me, and I will send you out to fish.” Modern Church Plan Task Community (optional) Emerging Church Community (essential) Vision Task

Are You an Architect or a Gardener? : 

12 Are You an Architect or a Gardener? An architect must be precise, organized and persistent, and doesn’t often change. An architect – CEO, head pastor, in charge, in control. The architect is certain that if we follow the plan, we will succeed. Communities are built by gardener-types. The gardener is always willing to diverge from the original plan. A lot of growth is out of the gardener’s hand. Gardeners depend on the soil.

From Directing to Empowering (1) : 

13 From Directing to Empowering (1) The American Management Association leadership concept is planning, organizing, and controlling. Many large church leaders adopted this model. In the business world growth is measured by financial profit; in the church world success is measured by numerical growth. In the midst of a changing world, when uncertainty abounds, we cling to the existing church.

From Directing to Empowering (2) : 

14 From Directing to Empowering (2) Only 8% of the iceberg is above the water. Empower others through Eph. 4:11-13,16 Existing leaders must realize that they are not the only ones that can drive. Servant leadership through the washing of the feet of the disciples.

From Destination to Journey : 

15 From Destination to Journey I am looking forward to enjoy the sights on the trip! When are we going to get there? When you begin a road trip, are you focused on your final destination, or are you looking forward to the adventure you are about to begin? Emerging Leaders Existing Leaders

Slide 16: 

16 If you want to build a ship don’t drum up people together to collect wood and don’t assign them tasks and work, but rather teach them to long for the sea. Antoine deSaint-Eexupery

Barriers to Leading Change : 

17 Barriers to Leading Change Most pastors do not see themselves as leaders of congregation. Few pastors are wiling to assume the role of leader who takes responsibility for mobilizing the congregation to accept the mission of obeying our Lord’s Great Commission. They become the congregational chaplain, preacher, theologian and so forth. Leading the community is not part of their paradigm. The incentive to change is particularly absent when the ministry environment reacts so negatively and often labels change as unspiritual. “Faithfulness vs. Fruitfulness.” Many congregations are led by a handful of people who have gained that position by default. They deteriorate to conserving the status quo. They then go about protecting their own status which would be threatened by an influx of new people. Most congregations are designed to be small, remain small and function ineffectively. Authority, responsibility and accountability are not aligned.

Factors in Leading Change : 

18 Factors in Leading Change Healthy congregations are outward focused. Few pastors have taken seriously the role of leading an entire congregation to change from conducting ministry for personal consumption to conducting ministry for the purpose of transforming the community. The ineffectiveness of most congregations has led to a theology of smallness that validates our sickly existence and makes us feel better about it. Discussing success, effectiveness, and bold visions in such an environment is frowned upon. Highly dysfunctional congregations become that way over time. Leading such congregations to change takes time and costs emotionally. Good leaders use that time to prepare wisely for the eventual removal of barriers and the creation of incentives that produce systemic change rather than incremental change.

Leadership Behavior : 

19 Leadership Behavior Passion -- At the heart of all effective leadership is passion. Courage -- Tackling change demands courageous leaders who are willing to risk all for the sake of the Great Commission. Flexibility -- Effective congregational behaviors will vary from congregation to congregation. Missional -- People are willing to follow and risk greatly if they are convinced that the tasks and accompanying risks are going to accomplish something greater, bigger and more wonderful than they could ever achieve on their own. Wisdom -- Wisdom is the ability to incorporate, assimilate and synthesize biblical knowledge with human experience to produce spiritual behavior that is balanced, complete and honoring to God. Positive -- Positive leaders develop new leaders and disciples who have been convinced that they can do many things in time and space that will have eternal value. Responsibility/Accountability -- Leaders do not blame others if the mission fails. Most excuses reflect issues of mission, vision or denial.

Communication Skills : 

20 Communication Skills The primary skill required for strong leadership in the church is the ability to use words. Every spoken word, every phone call, every e-mail, every verbal interaction with people in the congregation reflects an overall communication strategy for change. Communication needs to be in a positive manner, but also communicating key negative behaviors. While leaders are communicating in a positive manner, they are also gathering followers who will be instrumental in helping them achieve change and preparing for the time when change will actually happen.

Creating and Communicating Urgency : 

21 Creating and Communicating Urgency Realize that the majority of people in our communities are lost to God and that being lost matter deeply to God? This assumes people value God’s heart. Communicate the biblical purposes of the church. Paint a picture of where the congregation is headed if it does not change. Help people see their community. Help people sense the loss of those who have left. Create healthy urgency not based on guilt but mission. Shame and blame do not produce change.

Kindle the MIND : 

22 Kindle the MIND The primary objective of this sermon is to present some controversial topic with which the congregants could grapple. The preacher should objectively present all sides of the issue, and leave it up to the listeners to draw their own conclusions, and to act on new revelations.

Energize the WILL : 

23 Energize the WILL People must be encouraged to move from inactivity and malaise to reflection and action, having being presented with new accounts of existing conditions and realities. The preacher’s task is to offer motivation and methodology.

Disturb the CONSCIENCE : 

24 Disturb the CONSCIENCE Congregants should be made aware of the missional omission in the practice of ministry. Paul’s dictum should be a guide to preachers, “I have not hesitated to proclaim to you the whole will of God” Acts 20:27(NIV). It is the preacher’s responsibility to remind Christians whenever they fall short of the standards of justice and righteousness.

Stir the HEART : 

25 Stir the HEART With this sermon one can find themes of praise, mercy, grace, hope, theodicy, and the steadfast love of God. “The steadfast love of God never ceases, his mercies never come to an end. They are new every morning” (Lam. 3: 22 – 23).

Cast a Vision : 

26 Cast a Vision Vision does not necessarily start with the pastor. However, most pastors who arrive to lead congregations that lack vision, hope, and morale will find that if they do not generate vision, no one else will. A pastor who starts a new ministry in a typical, dysfunctional congregation that is either on a plateau or in decline must realize that many of the members do not understand the congregation’s mission and the pastor’s role in that mission. How to cast vision: Cast vision primarily by telling stories, telling stories, and telling stories. Cast vision by being positive. Always help people see what the church can become if a new mission is embraced. Cast vision by painting the goal for the entire group, rather than for individuals. Cast vision every time you talk to individuals or have the opportunity to speak or write to a group.

Develop More Leaders : 

27 Develop More Leaders Good leaders are constantly raising up new leaders. One of the pastor’s primary responsibilities is to develop his/her staff and board members as leaders. A congregation grows in proportion to the number of new leaders that are being developed every year.

Developing Key Teams in Preparing for Change : 

28 Developing Key Teams in Preparing for Change Analyzing the situation Team One: Developing Resources Team Two: Developing Ideas Team Three: Developing Personnel

Develop Resources : 

29 Develop Resources Develop a prayer team. This team meets for prayer and more prayer. Training occurs through the focus of the prayer. Develop an ideas team. The purpose of this team is to help the pastor develop arguments for urgency and create vision in order to address the urgency. Focus on needs within the community. Develop Personnel. Training leaders to implement change. Teach healthy leadership and healthy congregations. Train leaders to establish missional audits, determining how each of the congregation’s ministries can be brought into alignment with the mission. If a ministry cannot be brought into alignment it should be discarded. Sort through the structural issues of authority, responsibility and accountability. The pastor and lay leaders nearly need to become sick of hearing themselves talk about vision and need. Do not lose influence. Walk the fine balance. Train, train and train some more.

EXEGETING YOUR COMMUNITY : 

30 EXEGETING YOUR COMMUNITY The three are biblical models that can be used to biblically support contemporary models of community assessment: Non-participant Observation -- its biblical foundation is Moses sending the twelve spies to the Promised Land (Deuteronomy 1:19-25).  Principles: Observe, record, analyze, process, record again. Participant Observation -- its biblical foundation is Nehemiah’s assessment of the situation of Jerusalem’s walls (Nehemiah 1-2).  Principles: Listen, ask, observe record, analyze, process, and prompt. Revelation -- its biblical model is Joshua listening to God’s revelation about what to do with the city as he would face Jericho (Joshua 6).  Principles: Pray, listen, observe, and respond

Team One – Prayer & Intercession : 

31 Team One – Prayer & Intercession Pray regularly for changes that lead to health and growth. Pastor meets regularly with team to pray more corporately than individually. Pray that the spiritual needs of the community be placed above those of the congregation. Pastor would lead team in prayer walks through the community. Pastor would work with team through a map of the community. Create lists of economic, social, political, educational needs of the community. This team represents spiritual resources for the engagement to come.

Team Two – The Dream Team : 

32 Team Two – The Dream Team Help the pastor develop arguments for the urgency and create vision in order to address the urgency. Develop a list of urgent community needs to be addressed in the future. Implement fresh research about what the community expects from the church. Inform Team One about their prayer priorities. The task is not to implement, but to generate ideas. Devise comprehensive strategies for implementing vision.

Team Three – The Implementation Team : 

33 Team Three – The Implementation Team Start with those already committed to a new mission and vision (non-specific membership). Pastor meets with team monthly. Pastor develops a curriculum that focuses on the creation of healthy leaders. Pastor teaches that leaders are passionate, courageous, flexible, missional, wise, and positive people who take responsibility for leading. The team embraces a vision that is bigger than the congregation. Develop an over-all strategy to lead the congregation through the systemic change required for the transformational process. Accept the task of becoming the pastor’s main ally in the battle for change.

The Battle Begins : 

34 The Battle Begins No one builds a tower without first counting the cost (Luke 14:28-30). No king goes to war without adequate preparation and planning (Luke 14:31-32). No meaningful, lasting, and substantive change comes apart from the Spirit of God. Leading systemic change is a major, costly undertaking that will always be resisted. Team Three must be adequately prepared and ready for the fight. Never take a knife to a gunfight. If you can’t stand the heat, get out of the kitchen! No pain, no gain.

Can we get some help here? : 

35 Can we get some help here? Outside help is required for most Consultation versus intervention Finding the right tools and consultants Intervention Model: Big picture An Intervention Mode: Detail What do you like about your church? What would you change to improve your church? What would you like your church to look like in two years? One Crucial Caveat Everyone can use some extra help

It’s time to really move : 

36 It’s time to really move Leverage the intervention Warning label Running with purpose A new congregation, a new job

A New Congregation – A New Job : 

37 A New Congregation – A New Job A new congregation means that the pastor has a new job description; he must lead change. Train staff and board Define responsibilities The pastor is the spiritual leader who stands as God’s representative communicating clearly God’s mind from God’s word for this congregation. The pastor must tie the mission and vision together by telling stories of how its working. The pastor must develop a preaching calendar that reflects the new mission and vision.

IMPLEMENTATION : 

38 IMPLEMENTATION Present new mission statement (outward-focused). Present clear statement of vision (the big picture). Present strategies for implementation. Set the roll-out date for new DNA. Conduct a ministry audit for alignment and focus. Identify new leaders. Determine structural changes to facilitate implementation.

A Word about Structure : 

39 A Word about Structure Structure never changes first! If the primary focus is on structure, all changes will be like lightening rods that attract chaos from those wanting to stop change. However, if a congregation is going to implement a new mission and achieve a new vision, then the structure must change. Hopefully, once the sense of urgency has been accepted and the new vision embraced, discussions about the need for changing structure would be most welcome. The new structure should clearly identify authority, responsibility, and accountability. In the new structure, the staff (paid or un-paid) leads (manages) and the board governs.

A New Way of Thinking : 

40 A New Way of Thinking Staff members are more important than board members. Resist the temptation of placing the best leaders on the board. Pastor should develop behavioral goals and specific performance goals for staff evaluation. Staff members must accept three goals: Number of new disciples recruited by their ministry. Number of new people that they will train for ministry. Specific numbers or percentages by which ministry will grow.

TERMS : 

41 TERMS Mission – is the answer to the bottom-line question as to why your congregation exists. It presents the ultimate purpose for being. Vision – is the description of a preferable future if your mission is accomplished. The vision must be described in bigger terms than your congregation. Foundational Principles – are truths that are transferable across cultural and social divisions; they serve as the basis for mission, vision, values, structures, and behaviors. Strategies – are broad ministry initiatives required to accomplish the mission and achieve the vision. Tactics – are specific behaviors and programs that implement the strategies. Alignment – means that there is consistency between the foundational principles, mission, vision, strategies and tactics.