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Five Things you must do to get Unstuck!
Has your church replaced truth with tradition? Have you done the same things for so long that neither God nor man could change things at your church? Do committees and programs substitute for the moving of the Holy Ghost? Has your church become boring and predictable? If so, your church may be stuck in a rut and may be unable to see a way out.
In his book, Rut, Rot or Revival, A.W. Tozer states,
"The treacherous enemy facing the church of Jesus Christ today is the dictatorship of the routine, when the routine becomes "lord" in the life of the church. Programs are organized and the prevailing conditions are accepted as normal. Anyone can predict next Sunday's service and what will happen. This seems to be the most deadly threat in the church today. When we come to the place where everything can be predicted and nobody expects anything unusual from God, we are in a rut.
The routine dictates, and we can tell not only what will happen next Sunday, but what will occur next month and, if things do not improve, what will take place next year. Then we have reached the place where what has been, determines what is, and what is, determines what will be. That would be perfectly all right and proper for a cemetery. Nobody expects a cemetery to do anything but conform. The greatest conformists in the world today are those who sleep out in the community cemetery. They do not bother anyone. They just lie there, and it is perfectly all right for them to do so.
You can predict what everyone will do in a cemetery from the deceased right down to the people who attend a funeral there. Everyone and everything in a cemetery has accepted the routine. Nobody expects anything out of those buried in the cemetery. But the church is not a cemetery and we should expect much from it, because what has been should not be lord to tell us what is, and what is should not be ruler to tell us what will be. God's people are supposed to grow. As long as there is growth, there is an air of unpredictability. Certainly we cannot predict exactly, but in many churches you just about can. Everybody knows just what will happen, and this has become our deadliest enemy."[ read more...]
Balance in life does not come naturally. For many of us, our lives are lived in extremes. Incredible things happen when ministry and life are lived at their fullest. The problem however, is that when one area of our life is lived at an extreme, the others become out of balance.
Spending larger amounts of time in one area causes the other areas of our life to become anemic. Few vocations understand this more than the ministry. Our dedication to God and commitment to His church often cause us to have an imbalanced allocation of energy and time resources. Sadly, our families are too often the benefactors of the lessor of the imbalance.
Someone once said, “Time waits for no one!” How true! We really do only have one life and one chance at making the moments of every single day of that life count. Moments that are divided between our jobs, families and ministries. Moments that we will never get back. Moments that turn hours into days. Days into years and years into lifetimes.
- How do you manage all those moments?
- What are the priorities that you have set to budget those precious moments?
- What rules have you put into place to guard the distribution of those moments?
- Is your life so frenzied that you really have no idea who should get the best of “you”?
1. Define and understand your own reaction to change in order to compare it to the reactions of others.
Even the happiest of changes may cause a feeling of loss for what existed before. As a leader, perhaps you see that the change will save the company, enhance the product, diminish costs, or make the organization more competitive. But what will occur that is outside your own comfort zone? To be a leader of change, you must identify how the change will impact your own personal situation. What stresses will you experience that you will either consciously or unconsciously pass on to others? Will you also fear for the future of your job or your department? Will you survive, but see many of your colleagues go? Will you have to learn a new skill or move to a new location? Only if you take the time to specifically define your own reaction to change can you put yourself in the shoes of those you lead who will have their own reactions, fears, and behavioral fallout.
2. Involve those people who will be affected by change in both the planning and implementation process.
When change is dictated, resistance is the automatic response to the stimulus. Leaders are able to gain much more cooperation when they invite others to join the plan. Include them in figuring out how to implement change, even when they are obvious in their opposition. Co-opting the opposition is the best way to get their buy-in. Leaders may even end up with some better ideas for making the change work.
3. Communicate the vision so others can understand and buy in to the change.
The benefit of the end state must become the driving force to persuade employees to work through the agony of change. There must be something better waiting, and it must be visible throughout the pain. Often leaders have a vision that makes great sense. However, this bright future may not be shared beyond the inner circle. Failing to understand, employees feel uncertain as to why they must change and where they are going. Uncertainty itself can be more painful than change.
4. Share all possible information about change with the widest audience possible. When you think you have spread the word, start over.
In the midst of change, the best advice is, "Communicate, communicate, communicate.' Unless information is proprietary or may be helpful to the competition and harmful to the organization's success, it should be shared widely. lf employees understand why actions are taken, what is expected, and how the change will lead through the steps toward the vision, they are much more likely to come along on the journey. When employees do not have information, they are more likely to resist or even sabotage change efforts that appear to threaten their stability and security. When Lockheed and Martin Marietta began the merger process, the leaders of both organizations traveled to every major site and talked directly to employees. The message was carried in videotapes, written documents, and personally by leaders at all levels.
5. Explain the impact of change on individuals more than on the organization.
When the status of one's job is in danger, an employee really doesn't care about organizational success. At a time when GE was downsizing, employees were attending training programs at the same time that they were wondering whether their desks would still be there when they returned to their offices. Corporate leadership was talking about the need to slim down for future financial success, but employees were used to a culture in which they were GE employees for life. Productivity was significantly degraded while employees wondered about the personal impact, not the organizational impact, of the change.[ read more...]
Insanity is doing the same thing over and over and expecting different results. If you are not pleased with the results you are seeing in a given ministry or program, make a change.
Positive change requires vision. Vision is always needed to begin a new ministry or program, but it is also needed to continue it. We too often allow vision to guide us to begin something, but then leave vision out of the picture when growth or decrease begin to happen. It will take constant vision casting to cause a given ministry to continue to have growth.
Change it up! It is in our nature to try to find a norm or comfort zone. However, when people find these, they begin to relax. Once they relax, it is very hard if possible at all to re-motivate them. One pastor told me he will throw a hammer through a wall before he allows people to think that change is not happening in the church. Constant change is exciting!
Change only what needs changing. Don’t get in the way of progress. Allow those areas and people who are having success to continue without interference. There are always areas of the church that need help. Only make changes there. If modifications are to be made in an area of the church that is doing well, make sure they are small modifications that will not offend those who are causing progress.[ read more...]
Have you ever thought of the various motivators in your life?
Early in my life I found my father to be a great motivator. His way of motivating is not one I would quickly recommend. I remember one morning when my brother and I were making a little too much noise, a little too early in the morning. Dad wanted to encourage us to “Quite Down!”. His way of motivating us to a more docile nature was to cause our heads to come together with such force as to render us almost unconscious. This was one of the more unkind ways my dad had of motivating his kids.
Thank God that all the people in my life weren’t so barbaric in their way of motivating me.
I remember Mrs. Klewer. She was my 8th grade English teacher who motivated me to learn to read. She allowed me to get a passing grade if I would read a short story of about 20 pages. The reading material was probably on the 1st or 2nd grade level. However, she knew that even this was a great challenge for me and encouraged me in my struggle. As soon as I finished the short story, she put another one in front of me. And so on and so on, until I was getting straight A’s in her class and found a love for reading which I never knew I had. Throughout my high school and college career I would get straight A’s in English because of the gentle nudging (motivating) of someone who could have overlooked my potential but didn’t.
Motivators, some times they come in the form of the Policeman who writes the citation motivating us to “slow down”. In other times they are the kind hearts around us who cheer from the sideline of our life, “You can do it!”. We are all motivated by something. Money. Recognition. Love. Personal Ambition. This list could get very long and would change depending on the person making it.
I wonder though, how often I have allowed God’s Purpose be my motivation. His Purpose takes me beyond my personal goals. Why do I want to be a good preacher? Is it to be heard of men and recognized as such? Or is it so I may persuade men and women to come to the Lord?
Why do I want to be a good father? Is it so my children will call me blessed and so I would have the respect of my neighbors as being a good father? Or is it so my children will learn of my example that their Heavenly Father too is One who can be trusted to keep them and minister to their needs.
What is God’s purpose in my life? I want to find it. I want to know it.[ read more...]
1Thus saith the LORD unto me, Go and get thee a linen girdle, and put it upon thy loins, and put it not in water.
2So I got a girdle according to the word of the LORD, and put it on my loins.
3And the word of the LORD came unto me the second time, saying,
4Take the girdle that thou hast got, which is upon thy loins, and arise, go to Euphrates, and hide it there in a hole of the rock.
5So I went, and hid it by Euphrates, as the LORD commanded me.
6And it came to pass after many days, that the LORD said unto me, Arise, go to Euphrates, and take the girdle from thence, which I commanded thee to hide there.
7Then I went to Euphrates, and digged, and took the girdle from the place where I had hid it: and, behold, the girdle was marred, it was profitable for nothing.
In the passage above, we find the Lord telling Jeremiah to go and get a belt and wear it. He then tells him to take his belt and go to the Euphrates River and bury it among the rocks. The Lord comes back to Jeremiah sometime later and tells him to go and dig out the belt. Whenever Jeremiah does this, he finds the belt is now marred and useless.[ read more...]
A question haunts many conscientious leaders. Although many people receive the Holy Spirit, many do not remain. Their new birth often proves to be more of a stillbirth. How can we reduce the number of stillbirths and lead newborn Christians into meaningful relationships with the Lord and the church?
Statistics reveal that unless a new convert is able to develop six or seven new relationships in the church within 9 months, he will probably leave the church. To compensate for this, we need to develop a caring community to nurture and integrate these people into the life of the church. Such a program will include:
- A. A strong commitment from the leadership, not only to reap, but to keep the harvest;
- B. A method for nurturing new converts; and
- C. A way to help the new convert make friends in the church.
Here is a method that is working in several churches.
- Start with a new convert’s follow- up class to be taught by the pastor. He may later turn it over to someone else with the ability to care for, teach, and nurture new converts.
- Find one or two couples who are outreach oriented, motivated by love, and loyal to the pastor to work in the area of new convert follow- up.
As technological progress continues, it axiomatically leads to increasing rates of stress, overload, complexity, and change, speed, debt, and meaninglessness. Yet how can we protect ourselves, or families and our churches from the exhaustion and burnout of our age? The following suggestions may provide some relief, both for you and for those you minister to.
- Put more control in your life.
- Learn to laugh.
- Generate good will. The greatest thing we can do to buffer ourselves against the ravages of stress is to continually spread good will to those around us.
- Limit negatives. Stop negative self- criticism. Limit your time with negative people.
- Stop digging. If you're in a hole, the first rule is to quit digging. If you're overloaded, start saying "NO!"
- Accept your limitations. God is the author of limitations, and He gave them to us for our protection. We violate them at our peril.
- Defend your boundaries. Establish appropriate boundaries and defend them against the onslaught of an extraordinarily demanding world.
- Prune the activity branches. Like new branches on a fruit tree, additional activities and commitments add themselves to our lives every year, often without our permission.
- Value simplicity. No one ever lived a simpler, more unencumbered than Jesus.
- De-accumulate. Everything we own also owns us. Each possession must be cared for, maintained and paid for.
- Control the "paper tumor." Every year the amount of paper and information it contains seems to metastasize without pity. When at all possible, use the "OHIO" rule - "Only Handle It Once."
- Restrain technology. Maintain a healthy skepticism of any new technology and don't buy it unless you can control it.
- Value traditions. Identify the traditions in your personal, family and church life that have special significance and protect them vigorously.
- Establish stability zones. People generally benefit from having certain areas in their lives where change is kept to a minimum, and stability and reliability are assured.
- Move less often. Church leaders are often called on to relocate frequently. But at a time when the rest of the world continues to change so wildly, leaders who have a choice may want to consider the benefits of greater longevity in one position.
It would be foolish, or at best naive, for any of us to believe or even infer that what works for others will work for you as well. The Vision process, or Visioneering, is included in that statement. There is no cookie-cutter formula that works and produces for everyone. However, there is a common development route, or process, that can be modified to suit your environment, and it will work for everyone if allowed to. There are questions to ponder and ask at the inception of the Visioneering process.
Why is this important? It is important because every leader, church, or organization is not ready to undertake a successful Visioneering process. Before you waste your time and that of others you need to validate that this is the right thing for you to do.
To do this you will have to determine some things. Every church or business has its own unique and distinguishing traits and characteristics, including but not limited to:
· The number people and talents it has available
· The unity it either has or doesn’t have
· The spiritual maturity and understanding level of the people
· The level of commitment to excellence and continuous improvement
· The work ethic
· The corporate attitude
· Financial and resource strengths and/or weaknesses
What are yours? Write them down clearly and concisely. Do the necessary research. Thoroughness and honesty are absolutely essential.
Next, of course there are many other ingredients that must be considered as well, including but not limited to:
· The connection between the leader and the people
· The level of trust and confidence in leadership
· The size and commitment to and understanding of teamwork
· The organizational structure
· Area demographics (white or blue collar/wealthy or welfare/educated or non-educated/innovative or non-innovative/adaptability to change or resistance to any change, multicultural blend and ethnicity traits/ and etc.)
· The culture of the area and of the church
Once again, write these down clearly and concisely as well. Do the necessary research. Thoroughness and honesty are absolutely essential.[ read more...]