Daystar Church Five-Fold Leadership Organization

1. DaystarChurchFive-Fold Leadership Organization Why change our leadership structure? - Why now? L. Self, 590.3202 27-Sept-07, Rev 0

2. Why change our structure? To achieve our VISION 2

3. How do we change? Promote a culture of: • Excellence • Consistency • Teamwork 3

4. Excellence • First, we must do everything with a spirit of excellence.   • Dr. Weston repeatedly uses the word “sharp”.   This is a synonym for excellence. We can not expect excellence from our teams until we allow them to focus.  Our immediate challenge is to get everyone gift tested and begin the process of integrating the “80%” of our church that is not involved in ministry to allow the “20%” that is doing everything to select their passion and become excellent at it. • We will now explore the seven step process for implementing the leadership organization, with the 47 specialized leadership positions, that will run the church. 4

5. Excellence • The first step is to determine the needs and the preferences of the Pastors. This is accomplished by allowing each pastor and their spouse to independently pray over and nominate one person per position in the matrix organization. • This summary shows the name of the nominees and the number of nominations, by position. 5

6. Excellence • The second step is determining the gifting for each nominee. • The Gift Evaluation tool is used to identify the top three gifts that each nominee has been blessed with. • This personalized letter will be sent to each person inviting them to the Five-Fold training for their gifts. 6

7. Excellence • The third step is determining the areas of ministry that the nominee is passionate about. • A Ministry Passion survey is used to identify areas that the nominee is passionate about, and therefore inherently motivated to do. 7

8. Excellence • The fourth step is a confidential meeting with each of the nominees and their spouse. • This discussion is facilitated by the “Coffee Talk” form. The discussion is held over a cup of coffee, hence the name. • The intent is to understand the commitment level and long term ambition of the nominee. 8

9. Excellence • The fifth step is to pull all of this together into an overview. • The overview is listed by position, that includes the nominees, the number of nominations and their associated gifting, passions and commitment level. 9

10. Excellence • The sixth step is for each Team Administrator and the Church Administrator to pray over and analyze the information. • One recommendation per position must be the result. • The Five-Fold Leadership matrix organization chart is used as the structure. 10

11. Excellence • The seventh step is a final review and prayer session by the Lead Pastor as a final “blessing” of the Five-Fold Organizational Model. • The Lead Pastor has knowledge and wisdom that may not be available to the other members of the team. 11

12. Consistent • Second, we must become consistent.  • It is easy to have great ideas, harder to realize them and extremely difficult to sustain them over time.   The difference in something done well once and something done well continually is not education but behavior modification.  • We must train to, coach and exemplify the behavior we desire before we will get it from our team.   • A large component of this shift in behavior will result from the structure of the Five-Fold Leadership matrix organization and the written job descriptions, processes, procedures and check lists that will follow. 12

13. Consistent • The first step to being consistent at anything in life, is effective time management. • Quadrant two must become a significant part of our day and quadrants three and four should be minimized. 13

14. Consistent • Detailed process descriptions must be created, trialed and tuned until a solid and repeatable process is “alive” for each core process. • Who, What, Where, When, Why and How “5W+H” should be described for each step and all participants must be effectively trained. 14

15. Teamwork • Third and finally, we must consistently deliver excellence through teamwork.   •  Teamwork is often misunderstood as a team leader barking out orders to the team, usually under the guise of “effective communication” to “make things happen” and scolding them when it doesn’t work.    This is NOT teamwork. This is a dictatorship. • Teamwork is surrounding yourself with people who are better at their area of responsibility than you are and then letting them lead while you serve and support them.  • This means making decisions together.  This means trying things that you think won’t work for the sake of the team, often to be pleasantly surprised that you were wrong and the idea does indeed work.   15

16. Teamwork • Our challenge is leading the transition from a culture of generalist to specialists.  • Our current staff must become comfortable with having decisions made by the team. We must take time to understand and consider their input.    • “Me” and “I” must be removed from our vocabularies and “we” and “our” must replace them.   “I” will always fail; “we” will always succeed.  • The teams that we are creating must feel like they are leading the church, fully empowered and supported, because if we do this correctly – they will be! 16

17. Teamwork • As issues and information move through the funnel it is filtered. • The ministry sub-teams, Team Leaders, and the Five-Fold Pastors filter and take care of issues and disseminate information. • This filtering effect is a necessity as the church grows and exceeds the capacity of the “Staff” to act alone. 17

18. Teamwork • It is natural to experience a period of confusion and potentially a performance lag, as the teams are formed and the culture migrates from one of central control to the target model of distributed control. • The challenge to senior leadership is to protect the congregation from this, as the teams progress. 18

19. Teamwork • As we begin the transition to a structure where the church is ran by a large organization of specialists, we must understand the natural cycle of teams and the role and style of leadership required to navigate each cycle. • Notice the larger circle with the L in the center as the team progresses from a mechanical wagon wheel to a self directed organism. Natural Cycle of Teams Deputize Courtesy: Mission Possible Inc. 1300 Pasadena Avenue Atlanta, GA 30306 19

20. Why now? • We are relocating to a new building that has more than double our current worship capacity, in the Summer of 2008. • Our church is operating effectively with our current model, at our current level. The challenge is that we are at the end of the capability span for a centrally controlled structure where a few key leaders run the church. • This model has served us well and has been very successful up until now. The known limit for such a model is ~1000 people in attendance. We are exceeding this every weekend. 20

21. Why now? • Pastor has a vision to take the church to the next level. • Therefore, it is time for us to put a model in place that will accommodate 2400 people in attendance, as this is the capacity of our new facility. • Dr. Weston is assisting us with the Five-Fold Leadership model implementation and knowledge transfer. 21

22. Conclusion This church will be operated by laity and the staff will exist to coach, empower, support and lead them. This is known as an inverted pyramid of leadership. Pastor NEW way OLD way Pastor 22

23. Conclusion We must consistently deliver excellence through teamwork to prepare Daystar Church for the explosion of souls that we will have the privilege of ministering to, once we relocate to our new campus in the Spring. Many have heard our witness and our testimonies about the greatness and presence of our God. They will come, it is our responsibility as Christians to fulfill the Great Commission and be ready! God does not call the equipped, He equips the called! We are not called to attend church – we are called to BE THE CURCH!! 23