FEBC Leadership Workshop

1. FEBC Leadership Workshop Culture Change Catalyst

2. Introduction Catalyst

3. Presenting Problem • The board has received feedback that new attendees think the church isn’t very welcoming or friendly • Some of the comments… • “On the first Sunday, nobody stopped to talk with us before or after the service…” • “We’ve been attending here for 2 months & no one has invited us over for meal” • “The church is one big clique…” • Several new families have already left the church • Size of the Church: • Sunday morning attendance: approx. 250 • Growth in the past 5 years: from about 170 to 250 Catalyst

4. What They Did • Create a Welcome Team • The mandate of the program: making the church more welcoming, more friendly for newcomers • The Welcome Team would be made up of greeters & ushers (already in existence) • Greeters would be in the front lobby and info desk • Ushers in the sanctuary • Info desk to be set up in the lobby to direct people & answer questions (church staff will be involvedwith greeters) • 2 teams on alternating months • The Welcome Team will recruit, train & coordinate greeter and ushers • May expand the program with other ideas: doing a welcome lunch, newcomers coffee, etc. Catalyst

5. What do you think of this approach? Catalyst

6. The End Result Congregation Welcome Team What effect does the Welcome Team have on the church as a whole? Catalyst

7. Key Points • Programs can be an effective way to get things done by bringing structure & organization & coordination • New Program ≠ Culture Changed • Some things need to be common to all members of a church • The FEBC vision is a culture change vision station: • It is outward looking not attractional • How do you change the culture of a church? We will be a fellowship of churches that equips and inspires one another so that the Gospel of Jesus Christ is proclaimed by every member of every church at every opportunity. Catalyst

8. How do you change the culture of a church? Catalyst

9. Agenda • Introduction: The Welcoming Church • Creating Focus • Vision • World Record House • Culture Check • Culture Change • The Inner Game • Training • The ABC Model • Modeling Catalyst

10. Focus Catalyst

11. Creating Focus Vision is a clear picture of the future that inspires action • It defines the best possible outcome - the ideal picture • It is a goal or an objective – the target • It will challenge the status quo • It must be important & relevant to inspire people to join in • It should help to generate a spark of excitement or energy • It needs to be short & memorable: “The main thing has to fit on a t-shirt” • It has a time limit • It’s not a description of activity or methods Catalyst

12. Examples of Vision Statements • William Wilberforce: To abolish slavery in the British Empire. “Never, never will we desist till we have wiped away this scandal from the Christian name… and extinguished every trace of this bloody traffic.” • Henry Ford: “I will build a car… It will be large enough for the family… But it will be low in price that no man making a good salary will be unable to own one.” • Nehemiah: “Come, let us rebuild the wall of Jerusalem, that we may no longer suffer derision.” Catalyst

13. Examples of Vision Statements • Wright Brothers: To invent and build the first successful flying machine. “We were “afflicted with the belief that flight was possible” • John Goodyear: To stabilize natural rubber After being told that ‘rubber was dead’, he replied “I am the one to bring it back”. • Martin Luther King Jr: The end of segregation in the USA. “I have a dream that one day on the red hills of Georgia, the sons of former slaves and the sons of former slave owners will be able to sit together at the table of brotherhood.” Catalyst

14. The Apostle Paul’s Vision • He has reconciled you by Christ’s physical body through death to present you holy in his sight, without blemish and free from accusation – Colossians 1:22 • We proclaim him, admonishing and teaching everyone with all wisdom, so that we may present everyone perfect in Christ – Colossians 1:28 • …To be a minister of Christ Jesus to the Gentiles with a priestly duty of proclaiming the the gospel of God, so that the Gentiles might become an offering acceptable to God, sanctified by the Holy Spirit – Romans 15:16 • May he strengthen your hearts so that you will be blameless and holy in the presence of God our Father when our Lord Jesus comes with all his holy ones – 1 Thessalonians 3:13 Catalyst

15. Where Do You Get a Vision? • A problem that needs a solution • A need that must be met • A better outcome that can be achieved • A divine mandate or calling that must be answered • All of the above Catalyst

16. Definitions Catalyst

17. Definitions Catalyst

18. Definitions Catalyst

19. Why is Vision Important? • It create focus, eliminating distractions • A vision is about what we will do and what we will not do • The alternative are aimless activity or constantly changing goals • Churches or non-profit groups need a common objective: • The implied vision of every business is making a profit • People want to be part of something significant • A safeguard against the proliferation of personal agendas or scattered goals • The process of defining a vision builds the leadership team: • By becoming clear on the what • By grappling with the why • A visioning process sets the stage for finding & evaluating the best options and solutions • The what guides us in finding the how – (the Goodyear lesson) Catalyst

20. Case Study: World Record House • Defining the vision: the minimum time to build a house • Specifications: • 1,500 square foot, one-level house • Finished interior • 2 bedrooms • Double garage • Concrete pad foundation (no basement) • Landscaped • Construction materials are limited to what the plans call for • “Unlimited” resources: manpower, tools, equipment • Built to code (California) • The site has been prepared Catalyst

21. Formulating an Outreach Vision • Formulate the vision based on the best outcome possible - NOT what we think is possible (world record house) • Take time as a leadership team to outline why is needed: • The need & benefit • Leaders must be ready & able to make the case for the vision statement • Ensure the entire leadership team is committed to & owns the vision before proceeded forward • Anticipate & prepared for questions or resistance as the vision is communicated: • Vision launch to the whole church: • Take time to emphasize the why more than the what – take them along the journey • Communicate it over and over!! Catalyst

22. Reasons why Change Efforts Fail • Establishing a sense of urgency • Creating the guiding coalition • Developing a vision and strategy • Communicating the new vision • Empowering people for broad-based action • Generating short-term wins • Consolidating gains and producing more change • Anchoring new approaches in the culture Source: Kotter Catalyst

23. Reasons why Change Efforts Fail • Establishing a sense of urgency • Creating the guiding coalition • Developing a vision and strategy • Communicating the new vision • Empowering people for broad-based action • Generating short-term wins • Consolidating gains and producing more change • Anchoring new approaches in the culture Source: Kotter Catalyst

24. Mapping out the new culture Catalyst

25. Culture = Behaviors Catalyst

26. What behaviors are present in a “proclaiming church?” Catalyst

27. Summary • Do we have a clearly stated vision statement • Our visions are often determined by what we know (think) is possible • There is often a big gap between what we think is possible and what isreally possible • As leaders, there is danger in “incremental thinking” • As leaders, it is important to be clear on the “what” regardless of the “how” • God’s intervention on what we envisioned will surpass our picture of the future Catalyst

28. Outreach Model Individual prayer Group prayer Answering faith questions Opportunity for… Opportunity for… Catalyst

29. Culture Check Catalyst

30. Culture Check Catalyst

31. The Inner Game Catalyst

32. How do you get high performance? Catalyst

33. Timothy Gallawey Performance = Potential − Interference Catalyst

34. What are interferences to talking about Jesus with unbelievers? Catalyst

35. Summary Points • Interference can mask potential to look like a lack of skill • Interferences are internal; obstacles are external • Removing interferences can unleash surprising change in behavior • Anticipating & addressing the top interferences is an important component of leadership • Culture change strategies need to address interferences – i.e. how to reduce or eliminate them Catalyst

36. Training Catalyst

37. The ABC Model Catalyst

38. Blanchard/Daniels A C B Catalyst

39. Blanchard/Daniels Vision/Goal A C B Catalyst

40. Blanchard/Daniels Vision/Goal A C B Behavior Examples: • Making the shot during a hockey game • Not making mistakes – drilling in the wrong place • Trying various solutions until something works • Staying on topic during a meeting Catalyst

41. Blanchard/Daniels Vision/Goal A C B Activator Examples: • Commands • Instructions, directions • Vision statements • Teaching • Preaching Catalyst

42. Blanchard/Daniels Vision/Goal A C B Consequences Examples: • You win the game • You get a bonus • Recognition • Correction • Nothing Catalyst

43. An Example Catalyst

44. Blanchard/Daniels Vision/Goal A C B Which affects your behavior more… A or C? What percentage would you assign to each? It’s 15-25% for A and 75-85% for B Catalyst

45. Why? Catalyst

46. Summary Points • Consequences that are positive & immediate reinforce behavior the most • It’s even more powerful when A matches C • What is celebrated the most is reinforced the most • Culture (behaviors) is determined in large part by what is celebrated & recognized • Leaders need to be intentional (strategic) about what behaviors they recognize/celebrate • Stories as reinforcers Catalyst

47. Modeling Catalyst

48. Bandura’s Study • Bandura & his team put an ad in the paper to recruit people with a phobia for snakes • Increased exposure progressively: • Watching from behind a window • Opening the door • Being in the same room • Close to the snake handler • The study was successful: most people overcame their crippling fear of snakes • Duration: Approximately 3 hours Catalyst

49. Bandura’s Study • Modeling is a powerful form of influence to change behavior (The Informercial) • Effective leaders leverage modeling to change culture (behaviors) • Vicarious experiences is the best substitute for modeling • Logical persuasion, comparatively, is weak! • Peers are more influential role models than outsiders because we related to them Catalyst

50. Why is Modeling so Powerful? • Because people can see the behaviors in real life – sometimes (often?) for the first time • Because seeing it demystifies it • Because some behaviors are so complex that telling people how to do it doesn’t help • Because we relate to the example or story emotionally – we see ourselves in that position • Because we are visual learners, in a visual culture • Because when words and actions align, it signals that something is important Catalyst