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FEBC Leadership Workshop Culture Change 08/17/12 Catalyst 1

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  • Slide 1
  • FEBC Leadership Workshop Culture Change 08/17/12 Catalyst 1
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  • Introduction Catalyst 208/17/12
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  • Presenting Problem The board has received feedback that new attendees think the church isnt very welcoming or friendly Some of the comments On the first Sunday, nobody stopped to talk with us before or after the service Weve 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 308/17/12
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  • 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. Catalyst 4 What They Did 08/17/12
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  • What do you think of this approach? Catalyst 508/17/12
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  • The End Result Catalyst 6 Congregation Welcome Team 08/17/12 What effect does the Welcome Team have on the church as a whole?
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  • Pros + + The greeter schedule ensures that someone is usually present & responsible for the welcome (focus) + Greeters are smiling and engaging newcomers have a pleasant first impression when they walk through the door + Greeters will be on the lookout for spotting newcomers no newcomer should fall between the cracks + Greeters & ushers can work together from door to seat + The info desk allows people to approach the greeters/staff on their own terms if they have more questions + Its fairly easy (and quick) to train 12 people to be on the welcome team Cons Some newcomers only have 1 interaction with member during a service (or several): a greeter The welcome can seem a bit superficial If greeters/ushers are absent or miss the person, theyre not being welcomed Some new people like to be anonymous or dont want to be bothered Having greeters makes it easier for those who are shy or busy to not meet & engage visitors What happens after the service, during the rest of the week: who invites newcomers over or helps them get plugged in? There is a danger that others in the congregation dont see welcoming as their job ultimately that we havent address the problem Catalyst 7 Welcome Team/Greeters 08/17/12
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  • 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? Catalyst 8 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. 08/17/12
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  • How do you change the culture of a church? Catalyst 908/17/12
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  • Agenda Introduction: The Welcoming Church Creating Focus Vision World Record House Culture Check Culture Change The Inner Game Training The ABC Model Modeling Catalyst 1008/17/12
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  • 02/16/12 Catalyst 11 Focus
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  • 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 Its not a description of activity or methods Catalyst 1208/17/12
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  • 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 1308/17/12
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  • 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 1408/17/12
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  • The Apostle Pauls Vision He has reconciled you by Christs 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 1508/17/12
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  • 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 1608/17/12
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  • Definitions ConceptDefinitionExample: Medicine Mission The fundamental purpose of a group or organization, why it exists Diagnosing and healing people of sickness and disease Catalyst 1708/17/12
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  • Definitions ConceptDefinitionExample: Medicine Mission The 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 Catalyst 1808/17/12
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  • Definitions ConceptDefinitionExample: Medicine Mission The 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 Strategy A 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 Catalyst 1908/17/12
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  • 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 2008/17/12
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  • 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
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  • 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 2208/17/12
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  • 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 02/16/12 Catalyst 23
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  • 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 02/16/12 Catalyst 24
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  • Mapping out the new culture Catalyst 2508/17/12
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  • Culture = Behaviors 6/18/11 Catalyst 26
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  • What behaviors are present in a proclaiming church? 6/18/11 Catalyst 27
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  • 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 Gods intervention on what we envisioned will surpass our picture of the future Catalyst 28
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  • Outreach Model 08/17/12 Catalyst 29 Interacting with non-christians Building friendships Significant conversations Faith conversations Conversations about Jesus Individual prayer Group prayer Opportunity for Answering faith questions Opportunity for
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  • Culture Check Catalyst 30 Outreach Behaviors1234 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 08/17/12
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  • Culture Check Catalyst 31 Outreach Behaviors1234 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 08/17/12
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  • 32 Catalyst 08/17/12 The Inner Game
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  • How do you get high performance? 33 Catalyst 08/17/12
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  • Timothy Gallawey 34 Catalyst Performance = Potential Interference 08/17/12
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  • What are interferences to talking about Jesus with unbelievers? 35 Catalyst 08/17/12
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  • 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 3608/17/12
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  • Training 37 Catalyst 08/17/12
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  • The ABC Model Catalyst 3808/17/12
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  • Blanchard/Daniels Catalyst 39 B AC 08/17/12
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  • Blanchard/Daniels Catalyst 40 B AC Vision/Goal 08/17/12
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  • Blanchard/Daniels Catalyst 41 B AC Vision/Goal BehaviorExamples: Making the shot during a hockey game Making the shot during a hockey game Not making mistakes drilling in the wrong place Not making mistakes drilling in the wrong place Trying various solutions until something works Trying various solutions until something works Staying on topic during a meeting Staying on topic during a meeting 08/17/12
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  • Blanchard/Daniels Catalyst 42 AC Vision/Goal ActivatorExamples: Commands Commands Instructions, directions Instructions, directions Vision statements Vision statements Teaching Teaching Preaching Preaching B 08/17/12
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  • Blanchard/Daniels Catalyst 43 AC Vision/Goal ConsequencesExamples: You win the game You win the game You get a bonus You get a bonus Recognition Recognition Correction Correction Nothing Nothing B 08/17/12
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  • An Example Catalyst 4408/17/12
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  • Blanchard/Daniels Catalyst 45 B AC Vision/Goal Which affects your behavior more A or C? What percentage would you assign to each? Its 15-25% for A and 75-85% for B 08/17/12
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  • Why? 6/18/11 Catalyst 46
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  • Positive Reinforcement Positive reinforcement is the most powerful type of consequence Most effective when it is Positive Immediate Certain Positive reinforcement is the job of the leaders Examples: Momento to celebrate accomplishment Money/Bonus Celebrations of accomplishment (meals, awards, etc.) Recognition 6/18/11 Catalyst 47
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  • Summary Points Consequences that are positive & immediate reinforce behavior the most Its 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 48 Catalyst 08/17/12
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  • Catalyst 4908/17/12 Modeling
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  • Banduras 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 5008/17/12
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  • Banduras 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 5108/17/12
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  • 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 doesnt 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 5208/17/12
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  • Pauls 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 Catalyst 5308/17/12
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  • Summary Points Leaders need to look for opportunities to model the right behaviors Modeling means being transparent & visible If the culture isnt 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 Catalyst 5408/17/12
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  • Backup Slides Catalyst 5508/17/12
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  • Vital Behaviors Catalyst 5608/17/12
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  • 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 Catalyst 5708/17/12
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  • 6/18/11 Catalyst 58
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  • Catalyst 5908/17/12
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  • 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) Catalyst 6008/17/12
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  • 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 Its the job of the leaders to help the team discover the vital behaviors Its about focus: knowing what few things to concentrate on The goal may require different vital behaviors based on the context What its NOT Its not just activity activity needs to be evaluated in light of the vision Catalyst 6108/17/12
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  • 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 Catalyst 6208/17/12
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  • 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 6/18/11 Catalyst 63
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  • 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 Catalyst 6408/17/12