601 Spiritual Leadership: Section 14, Chapter 4, Core Values


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601 Spiritual Leadership: Section 14, Chapter 4, Core Values

  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 14 -Discovering Core Values7. Going Public, Part 18. Going Public, Part 2Create summary of one of thesechaptersStudy chapter 4 in ASP,Study chapters 7-8 inVisioneering.Print an article on vision andstrategic leadership to sharewith your learning team:
  4. 4. PART 1PREPARE TO SAIL! The preparation for strategic planning
  5. 5. Understanding how you are doing andpreparing for whatyou are about to go through
  6. 6. PART 2SET THE COURSE The process of strategic planning
  7. 7. Determining who you are, where you are going, andhow you will get there
  8. 8. http://enrichmentjournal.ag.org/200004/018_discover_cor e_values.cfm
  9. 9. Discovering Core Values Malphurs, Advanced Strategic Planning, Chapter 4
  10. 10. Malphurs suggests churches have acongregational or corporate soul -this idea is a leadership concept andembraces the church’s unique values -soul is not used here theologically.This chapter is about tapping into thechurch’s soul at its deepest level -something which is done well bysuccessful congregations.Previously we have determined if thechurch is ready to set sail - now is thetime to set the course. Will Mancinicalls the the church’s vision path
  11. 11. The process goes like this:Values discoveryMission and visiondevelopmentThe crafting of astrategy (addressing yourministry community, disciplemaking process, ministryteam, location and facilities,and finance)
  12. 12. These steps form an onboardcompass - and develops somethingunique for your situation andcommunity, it does not clone otherchurches ideas.This section asks the question:Why do we do what we do?It taps into your ministries heartand soul - that is, the core valuesthat undergird all you do - theseexplain who you are, your identity -the DNA of your church, thefoundation upon which yourmission and vision will be built.
  13. 13. This acts like a GPS - tells youwhere you are now - and thenhelps you to prepare for the future.According to Malphurs the corevalues of the Jerusalemchurch were,1. We value Bible doctrine 2:42, 432. We value fellowship 2:42, 44-463. We value praise and worship2:42, 474. We value evangelism 2:40-41, 47
  14. 14. “perhaps more than at any previoustime, an organisation must know whatit stands for and on what principles itwill operate. No longer is values basedorganisational behaviour an interestingphilosophical choice - it is a requisitefor survival”Blanchard et al“The most important single element ofany corporate, congregational ordenominational culture...is the valuesystem”Lyle Schaller
  15. 15. This chapter will define corevalues and help you discover and communicate chruch values.The process of strategic planning Values discovery Mission development Vision development Strategy development
  16. 16. The importance of valuesPersonal values speak of what ismost important in a persons life -congregational values do the samefor a church. Malphurs suggests 9reasons they are important.
  17. 17. Nine Reasons Why Values Are Important 1. Determine ministry distinctives 2. Dictate personal involvement 3. Communicate what is important 4. Embrace good change 5. Influence overall behavior 6. Inspire people to action 7. Enhance credible leadership 8. Contribute to ministry success 9. Determine ministry mission and vision
  18. 18. 1. Determine ministry distinctivesEach church is unique - style, people,etc. all add to the culture of itTwo examples follow - these areused as they were easy to find andcut and paste from the internet! Butthey do give a good idea of what thismeans.You learn a lot about a church beforegoing into a building by reading theirvalues - it also means you need carein not simply duplicating what othersdo but really find out what you areabout.
  19. 19. Willow Creek exists to turn irreligious people into fullydevoted followers of Jesus Christ.Ten core values bring clarity to the things thatmatter most at Willow. They guide how weachieve our mission, influencing majorleadership decisions as well as everydayministry plans. They even help us navigatestaffing and budget issues. In short, they keep usfocused on the unique call God has given us asa local church.http://www.willowcreek.org/beliefs
  20. 20. We believe anointed teaching is the catalyst fortransformation in individuals’ lives and in the church.This includes the concept of teaching for life change(Romans 12:7; 2 Timothy 3:16–17; James 1:23–25).We believe lost people matter to God, andtherefore, they matter to the church. This includesthe concepts of relational evangelism and evangelismas a process (Luke 5:30–32; Luke 15; Matthew18:14).We believe the church should be culturally relevantwhile remaining doctrinally pure. This includes theconcept of sensitively relating to our culture throughour facility, printed materials, and use of the arts (1Corinthians 9:19–23).
  21. 21. We believe Christ followers should manifestauthenticity and yearn for continuous growth. Thisincludes the concepts of personal authenticity,character, and wholeness (Ephesians 4:25–26, 32;Hebrews 12:1; Philippians 1:6).We believe a church should operate as a unifiedcommunity of servants, with men and womenstewarding their spiritual gifts.This includes theconcepts of unity, servanthood, spiritual gifts, andministry callings (1 Corinthians 12 and 14; Romans12; Ephesians 4; Psalm 133:1).
  22. 22. We believe loving relationships should permeateevery aspect of church life. This includes theconcepts of love-driven ministry, ministryaccomplished in teams, and relationship building (1Corinthians 13; Nehemiah 3; Luke 10:1; John 13:34–35).We believe life-change happens best in community.This includes the concepts of discipleship,vulnerability, and accountability (Luke 6:12–13; Acts2:44–47).We believe excellence honors God and inspirespeople. This includes the concepts of evaluation,critical review, intensity, and excellence (Colossians3:17; Malachi 1:6–14; Proverbs 27:17).
  23. 23. We believe churches should be led by men andwomen with God-given leadership gifts. This includesthe concepts of empowerment, servant leadership,strategic focus, and intentionality (Nehemiah 1–2;Romans 12:8; Acts 6:2–5).We believe the pursuit of full devotion to Christ andHis cause is normal for every believer. This includesthe concepts of stewardship, servanthood,downward mobility, and the pursuit of kingdom goals(1 Kings 11:4; Philippians 2:1–11; 2 Corinthians 8:7).
  24. 24. Fellowship Bible Church Dallas: Valueshttp://www.fellowshipdallas.org/about/our-values/MISSION - Our mission is to lead people in agrowing relationship with Jesus Christ.VISION - The Vision of Fellowship Dallas is tobe a midtown Dallas church of grace-filledpeople empowered for communitytransformation and new church formation sothat the Gospel is faithfully transferred fromperson to person and generation to generation.
  25. 25. Our ValuesIn all that we do, we at Fellowship Dallas seek tofaithfully pursue the following core values: Dependence on God through Worship andPrayer We worship and pray to God in recognition of Hisholiness and supremacy and as confession of ourhumanity and need, and He rewards us with adeeper knowledge and experience of Himself. Mark14:3-9; John 4:23-24; 1 Thessalonians 5:16-18
  26. 26. Culture of GraceWe extend to all people the unmerited love,acceptance and forgiveness that we ourselves havereceived from God through the crucifixion andresurrection of Jesus Christ.  Ephesians 1:2-10;2:1-10 Biblical TruthWe learn and live by the timeless standard of Godsinspired Word, making it the lens through which weview our relationships, circumstances and decisions. 2 Timothy 3:16; Hebrews 4:12; Colossians 1:28
  27. 27. Authentic CommunityWe pursue honest, caring and encouragingrelationships that follow the model set for us by theTrinity, and that lead to maturity in Christ for all. John 13:34-35; Ephesians 4:2-16; Romans 12:3-8Missional LivingWe go out and actively share Gods love, grace andtruth with those in our spheres of influence, in ourcommunity and in the world, just as Jesus went outfrom the Father to save the world.  Matthew28:19-20; 1 Corinthians 9:19-23; 1 Peter 3:15-16 
  28. 28. Leaving a LegacyWe sustain the Christian faith and prepare futureleaders by the intentional transfer of the gospel andall biblical truth, knowledge and wisdom from personto person and generation to generation. Romans15:14; Ephesians 6:4; 1 Timothy 1:18; 2 Timothy 2:2
  29. 29. 2. Dictate personal involvementIn marriage you look for a personwith the same, or similar, personalvalues - do the same in looking fora church. A new pastor wouldwant to know these values beforeconsidering a position at a church- if the two do not agree a“divorce” will quickly ensue.Incidentally: if you plant a churchthen usually the planters valuesbecome the church’s.
  30. 30. 3. Communicate what is importantThey state, “This is whatreally matters, this is whatwe care about”We see this in theJerusalem church in Acts2:42ffMalphurs asks this questionof any pastor who islooking to move on fromtheir current position...
  31. 31. 3. Communicate what is importantThey state, “This is what“Does yourreally matters, this isyouposition force whatwe care about”to compromise,We see this in thedeny, or abandonJerusalem church in Actsyour fundamental2:42ffministry values?”Malphurs asks this questionIf yes, it is probablyisof any pastor who time toleave - ifto move it somelooking no, give on frommorecurrent position...their time.
  32. 32. 3. Communicate what is important“Does yourposition force youto compromise,deny, or abandonyour fundamentalministry values?”If yes, it is probably time toleave - if no, give it somemore time.
  33. 33. 4. Embrace good changeChange is happening - allover the world, in India, andeven in North East India! Thechurch is not exempt fromits effects. Core valuesreflect core beliefs and helpyou to know if change isgood and acceptable or bad.Does it align with what webelieve or contradict /oppose them?
  34. 34. 5. Influence overall behaviorA church’s values are ministryshaping, what Malphurs calls thevalues impact. They impact eachdecision and how we act as aresult of it - they have producedour attitudes, our decisions, goals,priorities, problem solving,spending etc.In Acts 6:1-7 the church faced apossible split over discrimination -time was not taken by leaders todo the job but to delegate it whilstthey did what God called them to.
  35. 35. 6. Inspire people to actionBeliefs motivate people toministry, to action. Beliefsenergise all people. Wemight talk of the need forevangelism - if someonedoes not believe it theywill do nothing. To get realaction they have to believesomething at a deep level.
  36. 36. 7. Enhance credible leadershipGood leadership is essential togood organisations - and goodleadership is driven by goodvalues - your values determinewhere you are going, and whatyou are, as a leader.Your lifestyleis then a model of those values.If your life contradicts thosevalues then you will losecredibility.
  37. 37. 8. Contribute to ministry successTo experience success you needto stick to a certain set of beliefs- these are the foundation for allof your policies and actions.Understanding and living outthese core values makes“success” possible - in fact theyare more effective than technicalskill or ability. Values makepeople work harder and longer -they unite you in a commoncause and impact people aroundyou.
  38. 38. 9. Determine ministry mission and visionThe mission is what the church ismeant to be doing - the vision iswhat that looks like.The mission is a statement of thechurch’s direction - the vision is asnapshot of the same.The first tells us where we aregoing, the second shows us wherewe are going. Both parts are vitaland are located with values attheir heart and soul.
  39. 39. Of all that makes up acongregations heart and soulvalues are probably the mostimportant aspect. This isbecause values arefoundational to mission andvision, the y influence thesethings powerfully. We might saywe will fulfill the GreatCommission - but if we donnot value evangelism there isno chance - we will actuallyhave another mission.
  40. 40. The definition of valuesCore values are the constant,passionate, biblical core beliefs thatdrive the ministry.ConstantValue hang on tightly - they holdthings together even in times ofchange - and can take 3-8 years tochange.Values do change - but noteasily or readily. This is good as theydictate behaviour - and if they changeit can create uncertainty. Bad as someneeds need to change but they don’t.
  41. 41. PassionateWhat you feel and caredeeply about - values touchthe heart and soul of thechurch and produce emotions- not only what you believebut how (emotionally) youbelieve it.Values you feel mostpassionately about are theones that are most powerfulin shaping what you do.People will be drawn tosimilar values on thisemotional level.
  42. 42. BiblicalMost values of a ministry arefound in the Bible. We mightfind many things in ourministry that are not in theBible, computers, ac, cars.Some values are not in theBible but do not contradictthe Bible.
  43. 43. Values are Core BeliefsAre beliefs and values synonymous?A belief is a conviction or opinionyou hold to be true based onlimited evidence. It is not, bydefinition, a fact. A fact is aconviction held by a number ofpeople based on significant andextensive evidence. The doctrinesheld by a church are usually factsbased on scripture.Values arebeliefs. Hence a value statementand faith statement will bedifferent.
  44. 44. Values are Core BeliefsAre beliefs and values synonymous?A belief is a conviction or opinionyou hold to be true based onA church needs It is not, bylimited evidence.to discover itscore values fact. A fact Malphursdefinition, a or beliefs - is asuggests there by a number ofconviction heldare usually between4 and 11 - he uses the storyboardpeople based on significant andtechnique to help a church find outextensive evidence. The doctrineswhat these are.held by a church are usually factsbased on scripture.Values arebeliefs. Hence a value statementand faith statement will bedifferent.
  45. 45. Values drive the ministryChurches are on a journey and thedestination is their mission andvision. Mission determines the portand vision is a picture of what itwill look like when it gets to thatport.Malphurs notes that manychurches have not thought throughand described this process as hedescribes it.If a church is off course the valuesare not aligned with mission andvision - the values will be takingyou somewhere, it is just notwhere you think you are going.
  46. 46. Further definitions - just to helpyou more!Functions not formsValues are functions (timeless)not forms of doing things whichare timely - fellowship might be afunction, how you do that is timedependent, a small group mightbe good now but this couldchange.
  47. 47. Values explain why you do what you doYou have the small group in order to createcommunityEnds, not means to endsSmall group meetings are a means to an end not theend itself - the end (value) might well be fellowship orcommunity.
  48. 48. Kinds of values7 kinds that exist in tensionConscious versusUnconsciousMost church members are notaware of the church’s values -they exist for them at anunconscious level. Churchleaders should make theseconscious through thediscovery process. Knowingthe values then helps peopleanswer the question, “Why arewe doing what we do?”
  49. 49. Shared versus UnsharedShared lead to a common cause -unshared away from it. In effectshared values are the key unlockingthe door of a common cause. Whenleaders and the people share valuesthey will accomplish their mission.
  50. 50. Personal versusOrganizationalPeople and organisations both havevalues - when you look for a newchurch you use your own values indeciding if you want to go. Dynamicchurches usually have people withthe same values - struggling churcheshave the opposite.If the values of the staff are the sameas those of the senior pastor thencommitment is greater, positiveattitude, greater job satisfaction -and of course, the opposite is true.
  51. 51. Actual versusAspirationalActual values you practiceeach day - aspirational mightbe ones we “like” but don’tdo - e.g. Evangelism when noone has seen a person bornagain in years. Aspirationalare not bad - they simplyhave to be acknowledged assuch, and then moved into -they tell us what we want tobecome.
  52. 52. Single versus MultipleUsually one value towers over allothers - Malphurs calls this theunifying value - it unifies the churchand communicates its centralthrust, it dictates the pastors role,and that of the people.The table over the page shows this.There is a danger if one single valuedominates that the church becomesa niche church and is biblicallyimbalanced.Values should be held inbalance.
  53. 53. Corporate versusDepartmentalThe church has corporatevalues - and each departmentwill have their own values too- these usually are in line withthe broad church’s valuesGood versus BadBad - valuing men abovewomen, rich over poor, oldover young, etc.
  54. 54. The discovery of core valuesWho discovers thecore values?This is the job of the SLT.The whole church mightbe involved in the processif the church is small - ifnot it is good to getpeople involved in givingfeedback on what the SLTthink.
  55. 55. Whose values are discovered?Congregational values reflectpersonal values - so you need to lookat both.Personal organisational valuesCore beliefs of the people who arethe church. 3 levels;1. The typical attender - willdetermine if they are happy at thechurch2. The staff - determine if they willstay, and how effective they will be inworking.3. The church board -
  56. 56. Malphurs suggests it is vitalfor people moving intoministry to identify theirown values - this also thenhelps them see if they are acompatible match withchurches / ministries etc.
  57. 57. Corporateorganisational valuesMalphurs suggests these arediscovered as they arewithin the people - you donot impose them on people,a leader helps people toidentify them. These are thechurch’s gut level values.It is possible to changevalues - but as noted earlierthis can be a long process.
  58. 58. How are values discovered?Discussion - obvious reallyStudyYou might look at the statementsform other churches here -sometimes things leap off thepage as something you identifywith.The core values auditSee on following pages - and atthis link:http://enrichmentjournal.ag.org/201001/201001_056_Core_Values_sb.cfm
  59. 59. Directions: Using the scale below, circle the numberthat best expresses to what extent the followingvalues are important to your church (actual values).Work your way through the list quickly, going withyour first impression.1 = not important2 = somewhat important3 = important4 = most important1. Preaching and teaching Scripture:Communicating God’s Word to people.2. Family: People immediately related to oneanother by marriage or birth.3. Bible Knowledge: A familiarity with the truths ofthe Scriptures.
  60. 60. 4. World missions: Spreading the gospel aroundthe globe.5. Community: Caring about and addressing theneeds of others.6. Encouragement: Giving hope to people who needhope.7. Giving: Providing a portion of one’s finances tosupport the ministry.8. Fellowship: Relating to and enjoying one another.9. Leadership: A person’s ability to influence othersto pursue God’s mission for the organization.10. Cultural relevance: Communicating truth in away that people who are not like us understand it.11. Prayer: Communicating with God.
  61. 61. 12. Excellence: Maintaining the highest ministrystandards that bring glory to God.13. Evangelism: Telling others the good newsabout Christ.14. Team ministry: A group of people ministeringtogether.15. Creativity: Coming up with new ideas andways of doing ministry.16. Worship: Attributing worth to God.17. Status quo: A preference for the way thingsare now.18. Cooperation: The act of working together inthe service of the Savior.
  62. 62. 19. Lost people: People who are nonChristian andmay not attend church (unchurched).20. Mobilized laity: Christians who are activelyserving in the ministries of the church.21. Tradition: The customary ways or the triedand true.22. Obedience: A willingness to do what God orothers ask.23. Innovation: Making changes that promotethe ministry as it serves Christ.24. Initiative: The willingness to take the firststep or make the first move in a ministry situation.25. Other values:
  63. 63. Unique to the church valuesAsk yourself the followingquestions:What is unique about our church?What makes it different to otherchurches locally?Why would people choose tocome to your church and not toothers?Storyboarding discussedpreviouslyThe church’s budgetYou put aside or allocate funds towhat you value
  64. 64. Now it is useful to assess ifyour values are inward oroutward focussed - thosechurches with more inwardfocussed values tend towardsplateauing and dying.Malphurs notes that for achurch to maintainevangelism as a corevalue takes 3 times asmuch energy as for anyother value.
  65. 65. Determiningaspirational valuesMalphurs suggests two ofthese might be added toyour core values - possiblylook at other healthy,biblically functioningchurches and ask what ismissing - Acts 2:42-47 issuggested as the bestbiblical paradigm.Aspirational values will alsodirect you to a new stage ofmission.
  66. 66. The development of the core values statementThis is how we formulate astatement for the wholecongregation expressing thevalues.Preparation- decide the lead person indrafting (usually senior pastor),others help to draft and edit- why are we writing this? It givesthe values authority, brings clarityand communicates them well.
  67. 67. The process ofdeveloping the credo(statement)Step 1 - determine if itis a value or a formCore values are constant,passionate, biblical core beliefsthat drive the ministry. Ask: Isthe item an end or a means toan end? Asking “why are wedoing this?” determines thevalue.
  68. 68. Step 2 - determine the number ofvaluesThe storyboarding helps with this - usually it is5-10 - Malphurs says less is more and suggests 6 isthe best number.Step 3- decide on a credo formatKeep the statements simple, clear, straightforwardand powerful - use Bible references and makeapplication. Look at some examples online to getmore help.Step 4 - test the credo formatCheck out the format - is it clear, attractive, does itinclude too many values
  69. 69. Communicating the core valuesEveryone involved in theministry should beinvolved in this process -start with SLT and pastorand work it on through.The ways tocommunicate values arelimited only by yourcreativity.
  70. 70. Twoline
  71. 71. Kinds of ValuesConscious versus Unconscious Shared versus UnsharedPersonal versus Organizational Actual versus Aspirational Single versus MultipleCorporate versus Departmental Good versus Bad
  72. 72. How to Discover Your ValuesDiscuss the importance and definition of values. Study other churches’ credos. Do a Core Values Audit. Identify any single, driving values. Identify any unique-to-the-church values. Conduct a storyboarding session. Review the church’s budget.
  73. 73. Determining Actual Values Value Form BiblicalExample Small Group CommunityPurpose End Means to an endAnswers Why? What?