Malphurs ASP: Chapter 1 preparing


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Notes based on chapter 1 of Aubrey Malphurs' Advanced Strategic Planning - as used at LTCi, Siliguri

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Malphurs ASP: Chapter 1 preparing

  1. 1. 224 - Strategic Leadership Learning OutcomesThe student who successfullycompletes this course will be able to:1.! Explain how a vision is born.2.! Explain the role of faith in visioncasting.3.! Explain how to go public withone’s vision.4.! Explain the power of vision.
  2. 2. 5.! Explain the price of vision.6.! Explain the need forperseverance.7.! Explain the need or courage.8.! Describe the preparation forstrategic planning.9.! Describe the process ofstrategic planning.
  3. 3. Section 11 - Preparing to Think and Act1. A Vision Is Born2. Praying and PlanningCreate summary of one of these chaptersStudy chapter 1 in ASPStudy the introduction and chapters 1-2 inVisioneering.Subscribe to the free online Christian Vision ProjectNewsletter
  6. 6. PART 1PREPARE TO SAIL! The preparation for strategic planning
  7. 7. Understanding how you are doing andpreparing for whatyou are about to go through
  9. 9. When you get onto an airplanethere are all sorts of prelaunchchecks conducted - it is the samefor a boat before it is launched - allthe equipment must be in goodworking order, which in turnensures the journey is smootherand quicker - the same principleapplies to strategic planning. Sothis chapter consists of 11 pre-launch checks for a leader - byusing these it will help you preparefor strategic planning.
  10. 10. Malphurs suggests that if a leaderdoes not establish why a team isdoing strategic planning, thensome in a team will fail to see theneed for it, which will lead toreduced effort and ineffectiveness.So in order for success to beattained the 11 points need to beexamined and understood.
  11. 11. 1. UNDERSTANDING THE IMPORTANCE OF STRATEGIC PLANNING1. SP makes a differenceChurches which are moreeffective use SP - the use of aplan which involves evaluationand long term planning hasbeen shown to work in 85% ofchurches that moved fromplateauing to growth.
  13. 13. 1. UNDERSTANDING THE IMPORTANCE OF STRATEGIC PLANNINGMalphurs suggests mostchurches which are making adifference have a strategicthinker with either a planwritten down or well formed intheir head.
  14. 14. 2. SP addresses 3organisational questions- identity, who are we, what isthe church’s DNA?- where are we going? (missionand vision)- Ministry strategy, how will weget there?
  15. 15. 3. SP addresses 3 affects thelong-term life of the churchThe circumstances in whichministry is performed areconstantly changing - we haveto adapt and change, SP is thevehicle for this.SP helps us to navigate (using anaval analogy) difficult waters,or to set a course for a newdestination.
  16. 16. 4.SP addressesalignment issuesAre the church’s vision,values, mission etc.aligned?
  17. 17. 2. DEFINING STRATEGIC PLANNINGStrategic planning is “the envisioningprocess that a point leader uses with ateam of leaders on a regular basis tothink and act so as to design andredesign a specific ministry modelthat accomplishes the GreatCommission in their unique ministrycontext.”
  18. 18. Process - it is not an event but isongoing. It acts like a compassdirecting the course of the churchaccording to the church’s identity(core values), direction (mission andvision) etc.An envisioning process -Malphurs suggests in ASP youenvision the future and then ask,“How will we get there?” [This willbe explained more fully later on.]
  19. 19. Comparison of Conventional and Visionary Strategic Planning VisionaryStrategic Conventional StrategicElements Strategic Planning Planning Learns from past Learns from all sources. Tends to1.Learning sources. Creates preserve and rearrange new categories. established categories. Synthesis - uses Analysis - breaks goals intuition and2. Thinking down into steps. creativity. It’s very “messy.”
  20. 20. Strategic Conventional Visionary Strategic Elements Strategic Planning Planning3. Questions What was or what is? What could be? Past orientation. It Future orientation. works forward from4. Time the past. It is long- It works backward. term & brings the More short-term, tend past forward with it. to break with the past. Assumes little Assumes much5.Change change will take change will take place. place. More of the same- Little of the same- we6. Future we can anticipate the can create the future. future.
  21. 21. Strategic Conventional Visionary Elements Strategic Planning Strategic Planning May impede May include some 7. Relationship visionary strategic conventional planning. elements. Decentralized - add Centralized - stick 8. Control to and adjust the to the plan. plan. Less team More team 9. Team involvement. involvement.10. Decision making Compromise. Consensus. 11. Planning Long-range. Short-range. Formal (by the Less formal (more 12. Process book). open).
  22. 22. The point leader - SP requires a“captain of the ship” to be in chargeof day-to-day implementation andbe responsible for the process.Sometimes this person will need tomake decisions quickly andindependently - at others they willchallenge the team to contribute,influencing but not dominatingthem.
  23. 23. The Leadership Team - this is vital(Malphurs calls them the strategicleadership team [SLT] - ministry has to beaccomplished through a team - goodleaders work in teams and use their wisdomand gifts - it is not a one man show. Moses,Jesus and Paul all exemplify this.Thinking and Acting needed - you haveto think and dig deep into the basics ofwho and what “you” are and what the Biblesays. Remember that different models ofchurch and ministry wok in different places- then you act upon thought and the Bible!
  24. 24. A Specific Ministry model -ASP will produce a uniqueministry model - ask the rightquestions and you get a specificanswer - regular application of theprocess results in continualredesign and fine tuning.Obeying Christ’s GreatCommission - what does Christwant for his church - Matt28:18-20, 1 Cor 10:31 etc.
  25. 25. The church’s unique ministrycontext - ministry is contextual -do not copy or mimic otherpeoples good ideas, learn fromthem but you do not open afranchise of MacChurch
  26. 26. 3. OBSERVING TWO ADDITIONAL ASPECTS OF STRATEGIC PLANNINGBiblical - Malphurs stresses that SP is abiblical idea. Moses (esp. along withJethro) was strategic, Joshua strategisedin taking the PL, the Gt. Comm isfollowed by Acts 1:8 and then themissionary journeys.Not Operational Planning - OPaddresses what a church should be doing(mission and vision) - this is included in(as a part of) SP.
  27. 27. 4. UNDERSTANDING THE NEED FOR STRATEGIC PLANNINGMalphurs suggests the typical(American) church is like a shipwithout a compass, drifting withoutany sense of navigational plan - aconclusion based on his ownresearch observations. He concludedthat there was a need to puttogether mission, vision, core valuesand strategy - which is where thisbook comes in.
  28. 28. His research suggested that less than20% of churches pursued strategicplanning - the result is (generally)stagnation.He suggests also that his SP needs tobe deeply theologically based - andso precludes using the worldstechniques.He also says that good SP is basedon an envisioning process which asks“why” questions of the church andits direction. In this way it does notjust plan but dreams God’s dreams.
  29. 29. 5. ADDRESSING THE PURPOSE OF STRATEGIC PLANNINGWhat is the benefit of SP, what goodwill it do for your church?Malphurs gives 26 reasons!I shall not give the full text for thesebut if you want to read more you canfind it here:
  30. 30. 1. To discover the organizations strengths,limitations, and weaknesses.2. To build on its strengths and minimize itsweaknesses.3. To facilitate organizational communication andbuild the organizations trust.4. To understand and implement spirituallyhealthy, Christ-honoring change.5. To get our people―leadership team andcongregation―on the same page.6. To encourage and promote spiritual revival.
  31. 31. To discover and articulate your ministry’s core values.1.To develop and communicate your God-given mission.2.To develop and articulate an inspiring, compelling vision.3.To understand and relate more effectively to the community.4.To develop a disciple-making process for the entire church.5.To assess, recruit, and develop a strong staff team.
  32. 32. To mobilize the congregation to serve and do the work of the ministry.13.To make wise decisions about the facilities and their location.14.To inventory and assess current giving.15.To explore new streams of giving to increase current income.16.To design a stewardship strategy to help people be good stewards of their finances.17.To analyze and evaluate the organizations budget, looking for ways to best handle the finances.18.To raise additional funds and to direct capital funding projects.19.To know how to implement the entire strategic plan.
  33. 33. To regularly evaluate and improve the organizations ministries.21.To discover the ways God is blessing organizations across America and abroad and why.22.To know and work with the latest technology (Internet, website, and other).23.To empower the governing board and pastor to lead with excellence.24.To build a lay and staff leadership development process.25.To develop a marketing strategy that will best position the church in the community to glorify God.
  34. 34. 6. DETERMINING THE NUMBER OF PEOPLE INVOLVED IN SPMalphurs suggests 25-30people in an ASP process - lessif the church is small - why?- people occasionally have tomiss meetings- a broad spectrum of opinionsis required- larger means less chance ofextreme groups swaying theprocess
  35. 35. 6. DETERMINING THE NUMBER OF PEOPLE INVOLVED IN SPThere might also be timeswhen you involve the wholechurch in part of the process -e.g. When talking about giving
  36. 36. 7. CONSIDERING THE TIME FOR STRATEGIC PLANNINGTime commitment and cost areimportant considerations in SP.Initial process - 9-12 months,meeting every 3-4 weeks - suggestedFriday night 6-9pm and Saturday8am-12 noon.Meeting 1 - chapters 1, 2, 3#2 - chapters 3, 4#3 - chapters 5, 6#4 - chapter 8
  37. 37. #5 - chapter 9#6 - chapter 10#7 - chapter 11, 12#8 - chapter 13, 14Other meetings can coverspecific areas which areimportant to the church /group, implementation thentakes place - the church thencontinues this process forthe rest of their life on a lessregular basis.
  38. 38. 8. WEIGHING THE COST OF STRATEGIC PLANNING- the cost for the people drafting theinitial work - these might already be onstaff.- if you meet outside of the church thenthe cost of hiring a hall etc.- the cost of a consultant to help youthrough the process ( common in theUSA: $500-1000/day- research for the community phase andenvironmental analysis
  39. 39. 9. DECIDING ON THE LOCATION FOR STRATEGIC PLANNINGWhatever place is used it has toallow for the best thoughtprocess and action:- church facility - whiteboard,tables, internet access, videofacility, wall space- other locations where theremight be reduced chance ofdisturbances
  40. 40. 10. USING CREATIVE TOOLS FOR STRATEGIC PLANNINGFunctional tools - see previous section 9Process tools:- brainstorming- Storyboarding, most used by Malphurs,Scale of 1 to 10 - on a specific issue
  41. 41. Do you have to have full agreement(unanimity) for a decision to bemade?Compromise suggests we all givea little for the sake of the biggerpicture - often people are leftfeeling unhappy.In consensus people approachthe decision with the attitude thatthey will try to support thedecision of the team, even if theydisagree with it - because they eelit has had a fair hearing.
  42. 42. Within this people can agree todisagree without disturbing othersas they feel they have had a fairhearing for their point of view.This is not the same as majority rule- taking a vote on every thing!“The problem with majorityrule is that most churches havemore immature than maturebelievers - thus the spirituallyimmature can control thedirection (or lack) of thechurch.”
  43. 43. Consensus differs frommajority in the peopleinvolved - spiritually maturepeople are involved -Malphurs argues this cansave you countless hours offruitless discussion.
  44. 44. 11. USING AN OUTSIDE CONSULTANT FOR STRATEGIC PLANNINGMalphurs suggests this is thewise action (if at all possible.)Someone who has been throughthe process and knows thepossible areas of difficulty orsticking points - they will guidethe church.As he would be an outsider thereis no problem of church politicsbeing involved - objectivity.
  45. 45. 11. USING AN OUTSIDE CONSULTANT FOR STRATEGIC PLANNINGMalphurs suggests this is theHe also gives extra credibilitywise action (if at all possible.)to the process.Someone who has been throughThe major problem here is thethe process and knows thecost.possible areas of difficulty orA full paper on this issue cansticking points - they will guidebe found here:the church.http://As he would be an outsider no problem of church politicsimages/PDFs/FiveReasons.pdfbeing involved - objectivity.
  46. 46. 11. USING AN OUTSIDE CONSULTANT FOR STRATEGIC PLANNINGHe also gives extra credibilityto the process.The major problem here is thecost.A full paper on this issue canbe found here:
  47. 47. THE COMMITMENT TO STRATEGIC PLANNINGThe church must commit to theprocess - meaningful action flowsout of commitment. Will people giveit full energy and make it a highpriority?The pastor must commit to thechurch - he needs to provide anexample of being committed andseeing the value of the process.
  48. 48. PRE-PLANNING CHECKLISTScore the following 1 =stronglyagainst, 10= strongly for 5, 6 = notsure.1. Is your church ready for SP?2. Is this ministry willing to takethe necessary time to do SP?3. Is the church willing to spendthe funds necessary to think andact strategically?
  49. 49. 4. Is the organisation willing to meet inthe best possible place to accomplish itsplanning?5. Which of the strategic thinkingprocess tools will you use, which won’tyou - why?6. Do you believe it would be wise to hirea consultant? Why, why not? Is lack ofmoney a good reason for not using one?7. If you are going to start the SP processwhat commitment will you make to it?What will you set aside to achievesuccess?