Barnabas Leadership Group Gathering 3

© 20013 E. Stanley Ott
Gathering 3

We must be the
People of God
before we do the
work of the
People of God
PrayerWord
Share

Growth in Soul Care and
Leadership Capacity
Walking with Jesus

Learning
(read)
Leading
(lead)
Reflecting
(heed)

Gui Besana for the New York Times 10/12/13
The Mona Lisa
“Collecting” without Noticing

Mutual Invitation
Each may speak __ minutes
Everyone speak a first time before a second time
Pause and reflect on what is said before the next
person
First person begins. Pauses for reflection.
Accepts clarification questions.
Then invites the next person to speak. You may
pass until later but you invite the next person.

Learning the art of noticing
your Leadership Moments
• Leadership Examen
• Mutual Peer Coaching

leader
follower
vision
Call to
action
team
delegation
development

The Circle of
the Leader

Then when he (Barnabas) arrived (in
Antioch) and witnessed the grace of
God, he rejoiced and began to
encourage them all with resolute heart
to remain true to the Lord; for he was a
good man, and full of the Holy Spirit and
of faith. Acts 9:23-24

Rule of Life
and PPT

The Circle of
the Follower

The Value of the
Person:
Love
Dignity &
Respect

Ways to Value Those You Would Lead -
Those You See with “People Eye’s
Value People Through:
• Your Vision for them
• Your Presence to them
• Your Relationship with them
• Your Communication with them
• Your Appreciation of them
• Their Compensation
• By Building Community
• Loose-Tight Expectations

Greek: the more you
know the more
educated you are!
Hebrew: you are as
educated as you
do what you know!

Leadership is HEBREW
http://principlesforlifeministries.com/2012/01/04/the-problem-with-heroes-both-super-and-human/
What do you see as your leadership growing
edge?

The Circle of
Vision

The Philosophy of the Circle:
To lead you must “see” where
you are going and have a plan
to get there.
The Practice of the Circle:
Have vision. Plan action.

Video: Stephen Covey – “Goal”

Outstanding vs Typical leaders:
1. Achievement motivation.
2. Long-term initiative or strategy.
3. Ability to focus on group goals over
individual goals.
4. Use of power through consensus-
building.
5. Ability to persuade members to support
group goals.
6. Deep grounding in spirituality.
Rosemarie Ong: Nygren, D. J., & Ukeritis, M. (1993). The future
of religious orders in the United States: Transformation and
commitment. Santa Barbara, CA: Praeger.

Kinds of challenges:
Technical (linear)
Adaptive (nonlinear
–flux)

Ron Heifitz “Leadership on the Line”

“The Work of Leadership”
HBR or Google:
bostonsix.com Heifetz
Notes on “The Work of
Leadership” Google:
Stickyfaith.org Heifetz

Approaching the adaptive challenge
requires:
Humility (in times of rapid change, what
you know can mislead you – Dilworth)
Inquiry
Experimentation (probe)
Godly Gumption
We don’t “solve” adaptive
challenges – we navigate them!

Wicked problems often crop up when organizations
have to face constant change or unprecedented
challenges. They occur in a social context; the
greater the disagreement among stakeholders, the
more wicked the problem. In fact, it is the social
complexity of wicked problems as much as their
technical difficulties that make them tough to
manage (Camillus, 2008, 100).

Complex Adaptive Complicated
Chaotic Simple
The Cynevin Framework

Goal Setting and planning for
Adaptive (non-linear) Challenges
1. Trusting God

2. The Role of Wisdom
“Wisdom is a tool for decision-
making in light of uncertainty.”

3. Mutual Invitation
Each may speak __ minutes
Everyone speak a first time before a second time
Pause and reflect on what is said before the next
person
First person begins. Pauses for reflection.
Accepts clarificaiton questions.
Then invites the next person to speak. You may
pass until later but you invite the next person.

4. 3D
Dialog –
Each person speaks in turn
around the circle or using
Mutual Invitation
Discussion –
Open discussion
Decision –
By group consensus or the
group leader
Tag Consulting

5. Discernment
6. The Cynevin
Framework
7. Action-Learning

ACTION
• ADAPTIVE CHALLENGE
Objective, opportunity, obstacle
LEARNING
• BUILD TEAM
Diverse group of 4-8, capable, passionate with a heart for God
PROCESS
• PRACTICE Q & R PROCESS
• TAKE ACTION
• LEARN FROM YOUR ACTIONS -
READY -FIRE - AIM

ACTION LEARNING: Finding our way in turbulent times
READY
FIRE
AIM
Q & R
ACTION
LEARNING

Planning Rhythms
Vision – Goals - Plans

The Power of Goal Setting and Planning

Goal Setting and planning for
technical (linear) leading moments

SMART Goals
Specific
Measurable
Aim High
Realistic
Timeline
W & W Goals – What and When

Sustaining Goals
versus
Advancing Goals

The 10-90 Rule
10% Technical
What are we going to do?
90% Tactical
How to keep people on board?
(leading people without losing them)
Whether the problem is simple or
complicated– requiring a straight forward
process or is complex adaptive – requiring
inquiry and experimentation, wisdom
uses the 10-90 Rule before implementing
a plan.

Leadership Moments and Movements
1. Soul Care
1. Your Rule of Life
2. Luke 6:40
1. Moments – the art of noticing
1. Leadership Examen (A week prior to triad)
2. Mutual Coaching Triad
2. Movements
1. Weekly PPT
2. Personal and work Goals by__?
3. Address an adaptive challenge
4. 10/90

Five Matters for moving forward
1. Our own discipleship (Luke 6:40 ~ leadership)
2. Continue your Leadership Examen one week
before your peer coaching triad meets. Work on
the “art of noticing” your leadership moments –
both after the fact and while you are in them.
1. Develop a set of your own goals and objectives –
for your work or some other venue of life. Share
to share with your triad/quad and with a
Barnabas Coach by ___?
1. Identify an adaptive challenge you/your church
faces. How will you address it? Pp 24-29. When?
Share with your triad.
5. Hupomone and Paraclete

What do you think about this:
In our manic day with its heavy
pressure of present demand,
planning is a spiritual
discipline?

Ideas
Goals

Doxological
Koinonial Missional
A 3-D
Vision

Every LIfe

Leadership Examen –
one week before your
triad/quad meets
Mutual Coaching –
triads and quads
between large group
meetings
Reflecting = the art of noticing your leadership moments

It is appropriate that this issue of the Innovations
Journal follows one devoted to complexity science,
theory, and systems. As Goldstein (2008, 2) points
out in his lead article to that issue, we are in a
century of complexity, with unprecedented
interconnectivity, scale, novelty, unforeseen new
structures with unexpected new properties, and
radical innovation and transformation. These
problems and issues are “wicked.” There is no
definite formulation of the problem. Each problem is
essentially unique, often has not been faced before,
and is entwined with other problems. The search for
solutions never stops. Solutions are not good or bad
or limited, but are judgment calls and are often

Heifitz (1994) calls these situations when there is no obvious
definition of a problem or a solution Type III situations or
adaptive problems. He contrasts these with Type I problems,
technical problems, where the problem is definable and can
be solved with technical knowledge and abilities and Type II
problems when the problem is clear but the solution is not.
More and more, leaders face Type II and III situations that
require new leadership skills and competencies, a dynamic
process that emphasizes the need for quality, flexibility,
adaptability, speed, and experimentation. They “bring to mind
the idea of an energetic dance that binds the leader and
followers, in which each side is fully present, active, and able
to shape the other. In that sense, the teaching of leadership
can –in fact, must- be a life-giving activity (Warren Bennis in
Parks, 2005, xi).

The following slides are action-learning
teaching slides from Acts 16:5

The Action Learning Project
(question) – An Adaptive Challege:
Objective
Opportunity
Obstacle

The Action Learning Team (ALT)

The Questioning and Reflection Process

Two Ground Rules:
1.Speak only to ask a question or in
response to a question.
2. The learning coach has the power to
intervene
• (Michael Marquardt)

ACTION LEARNING
ALT Teams Do
their Homework
ALT Teams
Take Action
ALT Teams
Communicate
• Do our plans
fit the Vision?
• Learn
• Reflect
• With Session

The Commitment to Taking Action

LEARNING COACH
• GUIDES THE ACTION LEARNING PROCESS
• KEEPS FOCUS ON LEARNING AND ACTION
• ENSURES PARTICIPATION FROM THE WHOLE TEAM
• LINKS TEAM TO OTHER LEADERSHIP
• OBSERVES & COMMENTS ON GROUP PROCESS

Some Action Learning Training Slides
To get them go to
www.vitalchurchesinstitute.com
Login Username:
Password:

Why are we doing this?
The world is changing and we need to change to meet
the world’s needs. “Today’s turbulent world forces us
to learn faster and better in order to survive. Problems
are ever more difficult for us to decipher, much less to
understand and resolve. Dilworth (1998) said that
change “now tends to outdistance our ability to learn.”
Existing knowledge tends to misdirect rather than
facilitate problem resolution.”
Michael Marquardt, Action Learning in Action

So what does that mean to us?
• Our church has an Acts 16:5 leadership team
that prays, studies and works with our Session
and other leaders to build the church
• The leadership team called you…the Action
Learning Team (ALT) to address various
opportunities for growth and vitality
• As new opportunities and challenges arise,
more ALTs may be called

What does an Action Learning Team (ALT) do?
Address an adaptive challenge - an objective,
opportunity or obstacle – something for which our
present knowledge is inadequate – for which we
don’t have a ready-made solution. Something the
solution for which would be significant.

When?
The Action Learning Group begins
when the Session or other
appropriate authority blesses the
formation of an ALT to solve a
significant challenge and to
implement its solution.
“Now that you know these things [reflection],
you will be blessed if you do them [action].”
John 13:17

Who?
Four to Eight imaginative and high initiative
people with a passion for the challenge
assigned the ALT. People with sound rapport
and relationship with the congregation,
Session, and the pastor.

Our Working Agreements
“Let us be the people of God before we do the work of the
people of God.”
- Chuck Miller
• Set a meeting time – commit to the time necessary to do
a good job – such as an evening meeting three weeks a
month for three months or a Saturday all day meeting
once a month for 4 to 7 months and so on.
• 20 minutes of Word-Share-Prayer
• Team introductions
• Establish team covenant and rules

Covenant Ideas
• Engage in Word-Share-Prayer at each meeting
• Share a meal once a quarter
• Rotate monthly prayer partners
• Engage in Bible study and prayer in our personal lives
• Develop friendships with others on team
• Keep team conversation within team
• Communicate directly and thoroughly

More Covenant Ideas
• Keep team confidentiality
• Communicate!
• Clarify vision and expectations
• Serve with freedom and within
boundaries
• Loyalty

1. Speak by asking questions or answering them. This rule
prevents people from just offering opinions based on what they already know. In
the first meetings of the group, the asking and answering of questions about the
challenge the group is seeking to solve opens everyone to new ideas – that’s
why it is an action-LEARNING group.
2. The learning coach has authority to intervene. This
person will not enter the problem-solving discussion of the team. The learning
coach has certain responsibilities:
1. Intervene whenever a person is “making a speech” rather than
responding to a question or asking a question.
2. Ask the team to summarize its learnings every fifteen minutes or so.
3. Near the end of the meeting ask “who is going to do what” before we
meet again – because its an ACTION-learning group.
Review Two ALT Ground Rules

Assess the project – what are we
asked to solve, design, implement,
launch?
What is the opportunity, objective,
or obstacle that we are to address?
Review the ALT challenge

How?
• Focus on the right questions rather than the right answers
• Clarify the nature of the objective, opportunity or obstacle
• Reflect on possible solutions
• Take action
• Always take time to learn!
• “Now that you know these things [reflection], you will be blessed if
you do them [action].”
John 13:17

Meeting 2, 3 or 4
• Word-Share-Prayer
• Reframe the project
• Set goals
• List issues
• Communicate to
congregation and Session
as appropriate
• Summarize
• Make Assignments

Meeting 3, 4 or 5
• Present knowledge
• What learning do we seek?
• What experimental actions will
advance our learning?
• Communicate to congregation and
Session
• Summarize
• Make Assignments

Meeting 4, 5 or 6
• Alternative solutions?
• Resources?
• Further experimental actions?
• Change/transition issues?
• Communicate to congregation and
Session
• Summarize
• Make assignments

Meeting 5, 6 or 7
• Word, share, prayer
• Choose a solution
• Develop action plan
• Address change and transition issues
• Communicate to congregation
and Session as appropriate
• Summarize
• Make assignments

Meeting 6, 7 or 8
• Word, share, prayer
• Present to Session if appropriate
• Implement plan
• Share learnings, solutions, and
process in a deliberate and systematic
way

A key website for action learning is the
World Institute of Action Learning:
www.wial.org
www.wial.org/publications/articles

The significance of a
permission-giving
environment

Levels of “Sending”
permission-giving
ministry
1. We tell you what to do.
2. You ask us what to do.
3. You ask us for permission for
what you want to do.
4. You act on your own but inform
us immediately.
5. You act on your own and inform
us routinely.
6. You Act on your own.
the acts 16:5 initiative

"Shift from a controlling leadership
to a permission-giving leadership"
YES!
A NEW IDEA!
Does it move us in
the direction of our
DEFINING VISION?

Barnabas Leadership Group Gathering 3

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