A Time to Die: Church renewal depends on leadership, Baucom says
By Jim White Monday, March 01, 2010FALLS CHURCH, Va. (ABP) — Jim Baucom, pastor of Columbia Baptist Church in Falls Church, Va., has helped lead three established congregations to renewal and growth. He says doing the same thing in other churches, while not easy, is possible — with the combination of factors.
“I think it should be said that growing a church to relevance and vitality from near-death is an extremely rare incidence that requires a confluence of ‘favorable conditions,’” he said. What are those conditions?
Emphasizing that there is no magic formula, Baucom said he believes that certain transferable principles may guide a congregation in transition from hopelessness to new vision and new vitality. The transition begins with leadership.
A ‘change agent’
“A new leader is an absolute necessity, and that leader must be a change agent,” he said — noting that a change agent heightens the crisis in order to heal the system, much as chemotherapy temporarily sickens the patient but destroys the cancer. The pastoral change agent uses the crisis to implement necessary changes — small at first, then larger. These changes eventually create a cultural shift in the attitudes and expectations of the congregation.
“Once the church family becomes convinced that it can be effective again, and the first small waves of growth begin to generate excitement, something of a snowball effect is generated. Over time, the new growth overwhelms the old system as those who enter the ‘new church’ live out the new mission without the fear created by previous failures they never even knew. In other words, as new members are added, the church becomes the church they believe they joined.
Of course, he cautioned: “Inevitably, a few of the traditional members will leave the church.”
Inwardly secure
To move a congregation from self-absorption to having a missional focus and confidence in the future, the pastor must be “more committed to being relevant and effective than being universally liked,” Baucom said. “A portion of the traditional constituency of the declining church would rather see their church die than change (though they would never say so). Dramatically declining churches typically become unhealthy in ways most members cannot understand.” Churches that experience lengthy decline begin to panic about the future. They turn inward and develop a survival mentality that reduces the church’s ability to functional effectively, he said.
Decisions such churches make tend to meet the members’ needs but do little if anything to share the gospel with others. “Most leaders console and comfort such a system, engaging in hospice care that eases the suffering but limits the possibility of restored vigor,” Baucom contended.
Relational
Tremendous relational work is necessary to keep those who choose to remain on board. Although they may resist change initially, they are generally thrilled to see their church thrive and excited to be part of the journey when they witness successes.
“Some of those who remain may be unhappy with facets of the new church, but their voices are drowned out by the vast majority of people who are thrilled with the new direction, especially if they believe that the new thing is built on the foundation of the old,” Baucom advises. “For this to happen, the new leader must begin his or her work by helping the traditional church clearly define its core values and competencies. New ministries are created as extensions of old values, and in a very real sense the church simply does much better what it has done well in the past, casting itself into a new era to reach new generations.”
Patient
“In a real sense, the work of turning a church around is not one movement, but many smaller ‘shifts,’ each of which is ‘set’ by intentional periods of rest. The church moves forward, then rests; then moves again, then rests, again and again,” Baucom said.
At each stage of its growth, such a church pauses briefly to allow the change to gel. “To most, this feels like one constant and rapid push forward, but the leader instinctively freezes the system after each primary shift before prompting the congregation to initiate new changes. This is a careful balancing act,” Baucom cautioned. “If the leader moves too quickly, he or she will cut himself or herself away from the body. The most likely response to systemic change, by far, is to remove the change agent.
“If the leader pauses too long between change phases, the system becomes complacent and stuck, especially once the initial threat of congregational death has passed and the change platform has cooled,” he continued.
Baucom said many would-be change agents “become too patient or too exhausted and either leap from the change platform or lie down upon it. Either response short-circuits the change cycle and ends the turnaround.”
Confident
“I think it goes without saying that the change-agent must have a certain charisma and a degree of confidence tempered by humility and love for people,” Baucom said. “Over time, the congregation begins to trust the change agent implicitly IF the people believe that the leader has the church’s best interest at heart consistently, follows God unflinchingly, and loves the people unfailingly.”
Aware of own limitations
“Along the way, the leader must also draw around himself or herself gifted, selfless and spiritually mature leaders (or disciple such leaders himself or herself) who can implement the change he or she envisions. I say this, because the change agent is almost always a visionary communicator with limited ability to translate change into programs and ministries without the assistance of a platoon of gifted administrators and ministers. The leader must know his or her own limitations and interdependence with others in order to be effective long-term.”
Love for the church
“What made me uniquely qualified for turnaround was vision, energy, charisma, communication skills, and an intense love for people grounded in the traditional church. Because I loved the old thing and had a certain set of leadership skills, I could lead the turnaround,” he said. “I do not discount, even a little, what it means to be the son of a successful traditional-church pastor nurtured in the heart of great traditional churches any more than I do my enthusiasm for entrepreneurial creation of new things. In our context, the turnaround pastor must have both in equal measure.”
Another factor affecting the ability to turn around a declining church is the number of new, vibrant churches that have emerged in the area. The greater the number of exciting, effective, ministry-oriented churches in the area, the more difficult the turnaround will be.
“All that said,” Baucom concluded, “there is no joy like turnaround leadership, in my book. And there is no leader loved so much, trusted so thoroughly and embraced so quickly as the proven, successful change agent. Turnaround pastors become cemented into their church systems like no other leaders, save perhaps the founding pastors of new churches.”
A high school buddy reviews the The DISC Model of Human Behavior. via Guy Harris @ The Recovering Engineer
The foundation for the DISC model comes from the work of a Harvard psychologist named Dr. William Moulton Marston in the 1920’s. He developed a theory that people tend to develop a self-concept based on one of four factors — Dominance, Inducement, Steadiness, or Compliance. This idea forms the basis for the DISC theory as it is commonly applied today.
Later psychologists and behavioral specialists developed a variety of practical tools to apply Marston’s theory. Currently, there are many assessment and measurement tools based on the DISC model.
Dr. Robert Rohm — founder and president of Personality Insights, Inc of Atlanta, Georgia — has developed the best collection of practical application tools using the DISC model that I have found. Through his work, his publications, the work of his team, and a network of Human Behavioral consultants certified to teach his material; he has reached millions of people around the world.
In the DISC model as taught by Personality Insights consultants, the full range of normal human behavior is defined by a circle divided into quadrants as described below.
Divide a circle in half horizontally. The upper half represents outgoing or fast-paced people. The lower half represents reserved or slower-paced people. Outgoing people tend to move fast, talk fast, and decide fast. Reserved people tend to speak more slowly and softer than outgoing people, and they generally prefer to consider things thoroughly before making a decision.
Julia Rothwax offers helpful thoughts about being a special needs sibling in “My Brother, Autism, and Me” via The Daily Beast
HBO’s recent biopic Temple Grandin presents the life story of a gifted autistic woman. As the sibling of an autistic brother, I watched the film with particular interest. The early scenes brought back memories of my family life: my brother’s incomprehensible tantrums, odd mannerisms, and language delays; my mother’s daily, unrelenting struggle to help him; the various professionals devoted to teaching him. But something was also missing in Temple Grandin—the “me” character. Where was her sister?
Grandin’s mother mentions a sister once in an early scene, but this sister never comes up again. I was especially struck that she wasn’t at Grandin’s graduation. Was she there in real life, but left out by the filmmakers because she wasn’t considered integral to the story?
Truth or fiction, the absence is not surprising. As a group, siblings of special-needs children are often overlooked. Among the many pains of having a disabled sibling, the one that hurts most is the pain of feeling forgotten—lost in the crisis of autism.
My brain may not be able to handle my Facebook friends, but I am not giving any up! via Mashable
Stan Schroeder writes:
Ever heard of Dunbar’s Number? According to British anthropologist Robin Dunbar, it’s the cognitive limit to the number of people you can be friends with. The number is 150, meaning your brain can only handle that much friends, and – shockingly enough – it also applies to Facebook.
Even if you have thousands of friends, that number is really meaningless as far as true friendships go, Dunbar told Times Online. He supports this with traffic data. “The interesting thing is that you can have 1,500 friends but when you actually look at traffic on sites, you see people maintain the same inner circle of around 150 people that we observe in the real world,” he said.
This is a well-known concept. The company that produces Gore-Tex fabrics, Gore (as famously explained in Malcolm Gladwell’s book The Tipping Point), keeps its employees divided into small teams because in very large teams the relationship between people start to deteriorate.
The number is a bit different for boys and girls, Dunbar claims, without going into specifics. “There is a big sex difference though … girls are much better at maintaining relationships just by talking to each other. Boys need to do physical stuff together,” he said.
Hey … facebook profile pics for the shy. Live long and prosper. via Holy Kaw
Artist Visualbug has created a few Facebook no photo images for those popular, but shy Facebook users. Who knew Batman was on facebook?
Author Don Miller responds to Pat Robertson with love, sensistivity, and grace … to bad Pat didn’t do the same – via RELEVANT.
Back in the day, the comment Pat Robertson made yesterday would have infuriated me. Robertson essentially blamed the devastation that took place in Haiti on the idea that, generations ago, people in Haiti sold their souls to the Devil and are now paying for it. I’m reminded of a similar comment made in a debate on CNN, in which yet another religious figure blamed the devastation in New Orleans following Katrina on the debauchery that took place in that town.
Luckily, or perhaps providentially, Tony Campolo was also on the show and pointed out that the French Quarter was fine, that it was low-income minorities who were devastated, and then asked his fellow guest point blank whether God was angry with low-income minorities. The other guest really didn’t know what to say. Any answer would have painted him a loon.
Regardless, Robertson’s comments further divide people of faith from, well, people of faith. I don’t want to debate the theological ramifications of Robertson’s statements, I only want to point out some perspectives that ease my anger, and instead, cause me to pity him. I consider this a more mature response than I would have had a few years ago. Here are a few perspectives that, hopefully, will keep you from throwing a stapler through a wall:
• Many controlling personalities are drawn to the idea of a severe, vengeance-oriented God. …
• Another truth that gives me a more grounded perspective on Pat Robertson is that he really doesn’t represent most conservatives. …
• I’ve also found that the more I trust in Christ’s redemption to be sufficient, the less overtly religious I am. …
An appropriate response to Haiti:
“For I was hungry and you gave me something to eat, I was thirsty and you gave me something to drink, I was a stranger and you invited me in..”
An appropriate response to Pat Robertson:
“You seem angry and tired. Christ loves you. He is not impressed with your religious posturing. He really loves you. You don’t have to hide behind anything anymore. The good news really is that good.”
Donald Miller is a speaker and author of A Million Miles in a Thousand Years and Blue Like Jazz (both Nelson). This article originally appeared on his blog. Reprinted with permission.
President Obama reminds us “Why Haiti Matters” in the week’s Newsweek. Let’s rise to the challenge!
In the last week, we have been deeply moved by the heartbreaking images of the devastation in Haiti: parents searching through rubble for sons and daughters; children, frightened and alone, looking for their mothers and fathers. At this moment, entire parts of Port-au-Prince are in ruins, as families seek shelter in makeshift camps. It is a horrific scene of shattered lives in a poor nation that has already suffered so much.
In response, I have ordered a swift, coordinated, and aggressive effort to save lives in Haiti. We have launched one of the largest relief efforts in recent history. I have instructed the leaders of all agencies to make our response a top priority across the federal government. We are mobilizing every element of our national capacity: the resources of development agencies, the strength of our armed forces, and most important, the compassion of the American people. And we are working closely with the Haitian government, the United Nations, and the many international partners who are also aiding in this extraordinary effort.
We act for the sake of the thousands of American citizens who are in Haiti, and for their families back home; for the sake of the Haitian people who have been stricken with a tragic history, even as they have shown great resilience; and we act because of the close ties that we have with a neighbor that is only a few hundred miles to the south.
But above all, we act for a very simple reason: in times of tragedy, the United States of America steps forward and helps. That is who we are. That is what we do. For decades, America’s leadership has been founded in part on the fact that we do not use our power to subjugate others, we use it to lift them up—whether it was rebuilding our former adversaries after World War II, dropping food and water to the people of Berlin, or helping the people of Bosnia and Kosovo rebuild their lives and their nations.
At no time is that more true than in moments of great peril and human suffering. It is why we have acted to help people combat the scourge of HIV/AIDS in Africa, or to recover from a catastrophic tsunami in Asia. When we show not just our power, but also our compassion, the world looks to us with a mixture of awe and admiration. That advances our leadership. That shows the character of our country. And it is why every American can look at this relief effort with the pride of knowing that America is acting on behalf of our common humanity.
Right now, our search-and-rescue teams are on the ground, pulling people from the rubble. Americans from Virginia and California and Florida have worked round the clock to save people whom they’ve never met. Our soldiers, sailors, airmen, Marines, and Coast Guardsmen quickly deployed to the scene. Hand in hand with our civilians, they’re laboring day and night to facilitate a massive logistical enterprise; to deliver and distribute food, water, and medicine to save lives; and to prevent an even larger humanitarian catastrophe.
Greater help is on the way. This will be a complex and difficult rescue and recovery operation, and it takes time to move all of the resources necessary into such a devastated environment. But more American rescue teams, doctors, nurses, and paramedics will arrive to care for the injured. More water, food, and supplies will be delivered. An aircraft carrier has arrived. A naval hospital ship has been deployed. And additional aircraft and heavy equipment will restore communications and clear roads and ports to speed relief and hasten recovery.
In addition, in this new century no great challenge will be one we can solve alone. In this humanitarian effort, we’ll work closely with other nations, so that our work on the ground is efficient and effective even under what are very difficult conditions. We’ll also join with the United Nations, which has done so much to bring security and stability to Haiti over the years, and which has suffered terrible losses in this tragedy. And we’ll partner with the constellation of nongovernmental organizations that have a long and established record of working to improve the lives of the Haitian people.
It is also important to note that all of these efforts will be bolstered by the continuing good will and generosity of ordinary citizens. Governments alone are not enough. Already, a record number of donations have come in through text messaging. Money has poured into the Red Cross and other relief organizations. I want to thank the many Americans who have already contributed to this effort. And I want to encourage all Americans who want to help to go to whitehouse.gov to learn more.
And, lastly, in the days, months, and years ahead, we’ll need to work closely with the government and people of Haiti to reclaim the momentum that they achieved before the earthquake. It is particularly devastating that this crisis has come at a time when—at long last, after decades of conflict and instability—Haiti was showing hopeful signs of political and economic progress. In the months and years to come, as the tremors fade and Haiti no longer tops the headlines or leads the evening news, our mission will be to help the people of Haiti to continue on their path to a brighter future. The United States will be there with the Haitian government and the United Nations every step of the way.
In the aftermath of disaster, we are reminded that life can be unimaginably cruel. That pain and loss is so often meted out without any justice or mercy. That “time and chance” happen to us all. But it is also in these moments, when we are brought face to face with our own fragility, that we rediscover our common humanity. We look into the eyes of another and see ourselves. And so the United States of America will lead the world in this humanitarian endeavor. That has been our history, and that is how we will answer the challenge before us.
Find this article at http://www.newsweek.com/id/231131
© 2010
What a 100-year old coach can teaches about leadership. At the end of the day do you have friends, family & heath? via Fast Company
Tom Peters shares how starting something dull … check out his stories of Jim and Larry. Are you ready to be boring?
Not sure what you want to do when you grow up? Tom Peters suggests starting something dull or boring and sticking with it. The wisdom of the “millionaire next door” is this:
• They lived in the same town their entire life.
• They’re the first generation that’s wealthy; had no parental support at all.
• Don’t look like millionaires, don’t dress like millionaires, don’t eat like
millionaires, don’t act like millionaires.
• And most of their businesses, to quote the author, are businesses that could be called “dull.”
And so you want to know what you ought to do when you grow up? Why don’t you get into the dog walking business? Why don’t you clean mold out of basements? Which is to say, anything—in fact, even the stuff that sounds the most dull—can be seriously cool, seriously fun, and seriously profitable.
Seth Godin asks great questions: Does your job happen to you (victim) OR are you creating the change?
Does your job happen to you?
If you’re a willing cog in the vast machinery of work, it’s entirely possible that the things that occur all day feel like they’re being done to you.
The alternative is to create a job where you create forward motion, where you do things to the job, not the other way around.
Take a look at the language you use to describe what happened at work yesterday, that’s your first clue. If you’re not the one creating the change, perhaps it’s time to start.
Seth always pushes my buttons … gotta make some change today (and not just for my kids’ lunch money)!






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