Catalyst 1

FEBC Leadership Workshop

Culture Change

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Catalyst 2

Introduction

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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

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Catalyst 4

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 involved with 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.

What They Did

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Catalyst 5

What do you think of this approach?

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Catalyst 6

The End Result

Congregation

Welcome Team

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What effect does the Welcome Team have on the church as a

whole?

Catalyst 8

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.

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Catalyst 9

How do you change the culture of a church?

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Catalyst 10

Agenda

Introduction: The Welcoming Church

Creating Focus Vision World Record House Culture Check

Culture Change The Inner Game Training The ABC Model Modeling

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Focus

Catalyst 12

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

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Catalyst 13

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.”

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Catalyst 14

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.”

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Catalyst 15

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

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Catalyst 16

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

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Catalyst 17

Definitions

Concept Definition Example: Medicine

MissionThe fundamental purpose of a group or organization, why it exists

Diagnosing and healing people of sickness and disease

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Catalyst 18

Definitions

Concept Definition Example: Medicine

MissionThe fundamental purpose of a group or organization, why it exists

Diagnosing and healing people of sickness and disease

Vision A clear picture of the future that inspires action Eradicate chicken pox worldwide

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Catalyst 19

Definitions

Concept Definition Example: Medicine

MissionThe fundamental purpose of a group or organization, why it exists

Diagnosing and healing people of sickness and disease

Vision A clear picture of the future that inspires action Eradicate chicken pox worldwide

StrategyA long term plan to achieve the vision made up of steps or goals

• Build a clinic with diagnostic & treatment equipment• Build a research lab dedicated to chicken pox research

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Catalyst 20

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)

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Catalyst 21

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 22

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!!

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Catalyst 23

Reasons why Change Efforts Fail

1. Establishing a sense of urgency

2. Creating the guiding coalition

3. Developing a vision and strategy

4. Communicating the new vision

5. Empowering people for broad-based action

6. Generating short-term wins

7. Consolidating gains and producing more change

8. Anchoring new approaches in the culture

Source: Kotter

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Catalyst 24

Reasons why Change Efforts Fail

1. Establishing a sense of urgency

2. Creating the guiding coalition

3. Developing a vision and strategy

4. Communicating the new vision

5. Empowering people for broad-based action

6. Generating short-term wins

7. Consolidating gains and producing more change

8. Anchoring new approaches in the culture

Source: Kotter

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Catalyst 25

Mapping out the new culture

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Catalyst 26

Culture = Behaviors

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Catalyst 27

What behaviors are present in a “proclaiming church?”

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Catalyst 28

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 is really 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 29

Outreach Model

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Interacting with non-christians

Building friendships

Significant conversations

Faith conversations

Conversations about Jesus

Individual prayer

Group prayer

Opportunity for…

Answering faith questions

Opportunity for…

Catalyst 30

Culture CheckOutreach Behaviors 1 2 3 4

Believers commonly interact/spend time with non-believers

Believers make time to engage acquaintances, colleagues & friends in conversations on life topics

Believers recognize or create opportunities (best place & time) to start meaningful conversations

Believers recognize or create opportunities (best place & time) to turn a topic towards faith

Believers help the unchurched take one step closer to faith in God as appropriate

Believers articulate the gospel in different ways using plain English

Believers commonly discuss spiritual topics with non-Christian friends or acquaintances

Believers know how to address several common faith questions without being afraid or belligerent

Believers are praying daily for opportunities to share the gospel with non-believers

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Catalyst 31

Culture CheckOutreach Behaviors 1 2 3 4

Believers pray in groups for people and for outreach opportunities (small group, prayer meeting, committees, etc.)

Believers speak freely about their faith/church in everyday conversation

Believers have a variety of good friendships with unchurched people in their lives

Believers are faithful in outreach even if there is no “success”

Believers encourage each other in outreach by sharing stories – both good & not so good

Believers look for and seize outreach opportunities during the course of everyday life out of habit

Believers come up with ideas for helpful church programs that encourage outreach in the congregation (& make them happen!)

Believers pray daily & individually for unchurched acquaintances by name

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32Catalyst 08/17/12

The Inner Game

33

How do you get high performance?

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34

Timothy Gallawey

Catalyst

Performance = Potential − Interference

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35

What are interferences to talking about Jesus with unbelievers?

Catalyst 08/17/12

Catalyst 36

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

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37

Training

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Catalyst 38

The ABC Model

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Catalyst 39

Blanchard/Daniels

BA C

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Catalyst 40

Blanchard/Daniels

BA C

Vision/Goal

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Catalyst 41

Blanchard/Daniels

BA C

Vision/Goal

BehaviorExamples: 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

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Catalyst 42

Blanchard/Daniels

A C

Vision/Goal

ActivatorExamples: Commands Instructions, directions Vision statements Teaching Preaching

B

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Catalyst 43

Blanchard/Daniels

A C

Vision/Goal

ConsequencesExamples: You win the game You get a bonus Recognition Correction Nothing

B

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Catalyst 44

An Example

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Catalyst 45

Blanchard/Daniels

BA C

Vision/Goal

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

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Catalyst 46

Why?

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48

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

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Catalyst 49 08/17/12

Modeling

Catalyst 50

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

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Catalyst 51

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

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Catalyst 52

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

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Catalyst 53

Paul’s Modeling

Therefore, I urge you to imitate me – 1 Corinthians 4:16

Follow my example, as I follow the example of Christ – 1 Corinthians 11:1

Be imitators of God, therefore, as dearly loved children… - Ephesians 5:1

Join others in following my example, brothers, and take note of those who live according to the pattern we gave you – Philippians 3:17

You became imitators of us and of the Lord… - 1 Thessalonians 1:6

For you yourselves know how you ought to follow our example… We did this… in order to make ourselves a model for you to follow… - 2 Thessalonians 3:7,9

In everything, set them an example by doing what is good – Titus 2:7

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Catalyst 54

Summary Points

Leaders need to look for opportunities to model the right behaviors

Modeling means being transparent & visible

If the culture isn’t changing, the leaders are probably not setting the example

Modeling works best through “incarnational” living – through frequent interactions with people

Peer modeling is more powerful than expert modeling

Stories as vicarious modeling

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Catalyst 55

Backup Slides

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Catalyst 56

Vital Behaviors

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Catalyst 57

Case Study: The Carter Center

• Vision: eradicate guinea worm disease

• The enemy: Dracunculus medinensis that can grow up to 3 feet

• Symptoms: fever, painful blisters & open sores

• Location: 20 countries of Africa & Asia

• Treatment:

Winding the worm out with stick over days/weeks

Minor surgery

• Carriers: humans

• Life cyle…

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Catalyst 58 6/18/11

Catalyst 59 08/17/12

Catalyst 60

The Breakthrough

• They discovered villages in “infected regions” that had comparatively few cases of guinea worm

• Further study revealed certain local habits: Women poured the water through their skirts or cloth One container was used for carrying water & one container

for filtered water

• Preventing infected individuals from bathing in the water source would also help stop the cycle (recovery)

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Catalyst 61

Vital Behaviors: The Concept

• Definition: the few important behaviors that get the most results in achieving the objective

• Behaviors are specific action steps Only what you can see or hear (what you can film) “Taking initiative” or “being a good parent” are not a behaviors

• It’s the job of the leaders to help the team discover the vital behaviors

• It’s about focus: knowing what few things to concentrate on

• The goal may require different vital behaviors based on the context

What it’s NOT…

• It’s not just activity – activity needs to be evaluated in light of the vision

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Catalyst 62

What Are The Vital Behaviors For…

• Effective teaching of students Use praise frequently to reinforce learning (instead of

punishment) Alternate frequently between teaching & questioning/testing

• A long-lasting marriage relationship

Start tough conversations with statements that communicate respect and shared purpose

Halt emotional escalation in a respectful way by taking a time-out

• Successful weight loss Exercise on home equipment Eat breakfast Weigh yourself daily

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Catalyst 63

What Are The Vital Behaviors For…

• Effective leadership of a group or team Communicating clear goals Measuring progress towards those goals Systematic involvement of the team in decision-making &

problem-solving The right response by the leader after actions are taken Building trust through consistent follow-through

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Catalyst 64

Discovering Vital Behaviors

How do you discover vital behaviors?

Two approaches:

1. Through positive variance: discovering the person or groups with

2. Through trial and error: Brainstorming, process mapping, etc. Short-cycle tests

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