Living on the Edge of Disaster.

Are you about to crash and burn because your personal life doesn't measure up to the expectations of the ministry? Here are three warning signals to watch for.

1. Anger. Anger usually results when we feel that we have lost control of a situation or circumstance. Many times we instinctively know that some area of our lives is out of control. That is when we become less tolerant of those around us.
Outward bursts of wrath are easy to detect. Another expression of anger is harder to recognize, but it needs to be viewed as a "red flag" of a troubled heart: sarcasm.

Anger turned inward often comes out in the form of sarcasm. This form of anger is veiled in humor and it may seem harmless, but it has a detectable "edge" to it. It subtly fires darts of hidden criticism.

In Ephesians 4:26-27 we read, "Be angry, and do not sin: do not let the sun go down on your wrath, nor give place to the devil" (NKJV). This scripture is not giving us a license to entertain the emotion of anger. Rather, it is saying that we must deal with this damaging emotion before the day ends. If we don't, we will give place to Satan.

2. The Elijah Syndrome. A second symptom of spiritual bankruptcy is what I call the "Elijah Syndrome". We first see it demonstrated in the life of Elijah himself. The syndrome is displayed in the infamous church service described in I Kings 18:21-40.

But in I Kings 19:9, we see that in not time at all, Elijah went from basking in the blinding light of God's glory to cowering in the corner of a dark cave. He became imprisoned by despair. When we are facing any kind of difficulty, one of the most effective lies Satan feeds us is that no one can understand what we are going through. "No one else has it as bad as I do," we think.

As a result, we begin to cut ourselves off from those who can offer us wise counsel. We are then left to our own distorted reasonings and perceptions.

What to do When People Don't Worship

Although we put so much effort into preparing for our worship services with music practices and prayer meetings, there are some in our churches that we know are not going to worship.  It doesn't matter how wonderful the music sounds or how exciting the service may be, some people just aren't going to be involved at all in worship.  The Spirit can be so powerful and the anointing be so strong and there are people whose lives are clearly being changed, yet there will be that select few who are content sitting in their seats doing nothing.  What do we do when people don't worship?  How do we get those people to worship?

Teach on worship. 

Colossians 3:16:

Let the word of Christ dwell in you richly in all wisdom; teaching and admonishing one another in psalms and hymns and spiritual songs, singing with grace in your hearts to the Lord.

Teach on worship in your bible studies.  Have lessons on worship during Sunday School.  Teach on worship during your mid-week services.  Show what can happen when everyone is with one accord and in one place doing the same thing. (Acts 2)  There are many passages in Scripture that teach on worship.  Some people may not worship because they really don’t know how to worship.  Maybe they are new to church and do not feel comfortable outwardly expressing themselves yet.  Maybe they really don't know what worship is or how to demonstrate it.  It is our responsibility to teach on these things.  We can't expect these people to worship if we haven't first taught them what worship is and how to worship.

10 Tips For Leading Change

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.

When They've Heard It All Before

How do we preach to those who have heard it all? Here are seven ingredients:

• Round out Bible characters. For many sermon veterans, familiar Bible characters are flat, one dimensional, either good or bad. But real people have inner tensions, complications, and mixed motives. When a preacher portrays that, listeners identify readily.
  
• Get specific about application. An example is more powerful than an explanation. There’s a world of difference between telling someone that prayer changes things and sharing a fresh example of a situation transformed by prayer.
  
• Let it grip your soul. A critical quality in preaching effectively to those who’ve heard it all is sincerity. If our sermon is honest and heartfelt, a truth as common as “Jesus loves you” can thunder in the hearts and minds of our listeners.
  
• Address the tough question. We would like to think that hearing a lot of sermons would answer most of a person’s questions. But people who have heard it all love to hear a preacher tackle the tough ones.
  

Eight Refocusing Questions

Every Church needs to answer the following eight strategic questions:

 1.  Why do we exist as a church?  (Biblical Purpose)

2.  How has God worked in our past?  (Ministry Milestones)

3.  Whom has God called us to reach?  (Ministry focus)

4.  Who has God shaped us to be?  (Core Values)

5.  Where is God leading us in the future?  (Vision)

Guard the Gates - Part 1

Early on in my days as an RN, I greatly enjoyed working with patients who had come through multiple trauma situations. Even when I was in nursing school, I would frequently spend my evenings at work as a patient care tech, in the Emergency Department or in the Surgical Intensive Care Unit. The reason was because these areas were generally the hubs for patients who had multiple trauma insults to contend with. Then when I graduated from nursing school, I went to work in the SICU and it was there that I found a niche specifically with neuro-trauma and the other injuries associated with the brain and the spinal cord.

There have been numerous times that I have seen patients that hardly had a mark on their body but had been dealt a massive blow to the head to the extent that they never recovered. In fact, far more than I would like to have liked, we would send them to long-term care facilities basically in a very obtunded or comatose state. Never again would they function normally and be able to assume even the most basic of daily functions of living. A perfectly healthy body but with horrific brain injury that disabled them.

John Bunyan wrote another classic besides Pilgrim’s Progress. It was a book called The Holy War. The focus of the story was the capture of a city called Mansoul. In it Diabolus (the devil) has taken it and the battle rages as the Prince Emmanuel works to recapture it. The way it was overcome was because the gates of the city had been compromised. Diabolus and his wicked imps had traversed it by taking advantage of the Eye Gate and Eye Gate which are symbolic of the use of the senses to cause the capture of the city.

It is imperative that a minister guards the gates of his mind. He is constantly under the assault and duress of the devil and because of this, our mind must be worked on very diligently to prevent the capture of it. Don’t be surprised at the tares, which may loom among the wheat because this is the way it has to be. In fact Paul cautioned the ever-vigilant servant when he expressed the fact that there must be heresies to grow like clover in a pasture. The reason is for the church to be approved by God (1 Cor. 11:19).

7 Things to Consider When Asked to “Lead the Service”

All too often the people who lead the service mislead it.  These good people whom the Pastor has asked to help out in the service many times serve to cause frustration and confusion in a church service.

Leading a service properly can bring about a move of God that can break every yoke in the service.  Leading it improperly can cause people to go home more bound than they were when they came. 

Every element of the service should prepare the way for the next.  The end result of the service is the move of God in the alter.  When you get in the way of the progression, you kill the potential of what could happen.

Here are a few things to consider when asked to “Lead the service”. 

Keep it moving.  Don’t allow for delays or “dead air” places in the services.  In radio, “dead air” is when you hear silence.  It is also when the producer did his job wrong and did not prepare for those seconds of the day.  It is during this time that many people will change the channel or turn off their radio.  You don’t want this happening in the church service.  “No Dead Air!”

Do not continually comment.  If you are introducing the various singers and elements of the service don’t comment each time on the last person who sang or spoke.  Just introduce the next part of the service.

Be prepared.  Have a written outline of how the service will run.  This way you will not forget any part or aspect of the service.  (Forgetting to have the children’s choir sing when they have practiced all week will get a lot of people upset at you.)

Don’t ramble.  Recently I attended a service where the person who led the service in the Pastor’s leave, killed it with his constant rambling.  He actually spoke more than the preacher did.  He thought he was funny with his jokes and spiritual with his “little messages”.  Needless to say, the congregation did not pay much attention to the preacher when he was finally introduced, since they already heard plenty of oratory from the person leading the service.  I love preaching, but I have to admit, the guy leading this service wore me out.

Using Icebreakers In Your Church

As the name implies, an icebreaker session is designed to "break the ice" at an event or meeting. It is a technique that is best used with people who do not yet know one another very well. Ice breakers ease people through those uncomfortable moments that come with getting to know strangers.

Most people know us by our profession. We are known as a teacher, carpenter, doctor,                     housewife, etc. Some may know us from church, but they don't really know us in a meaningful way. Whether your group has known each other a long time, or has just recently gotten together, icebreaker sessions allow a group to get to know one another more intimately. A great icebreaker stirs us to talk about our hobbies, personal experiences or even our family backgrounds. A group that’s more in tune with each other makes better decisions. They feel a sense of trust and are able to work together more productively

How To Increase Giving In Your Church - Part 1

In his book "How To Increase Giving In Your Church", George Barna gives several key principles for effective stewardship. Our challenge is to create an enviroment and facilitate a mind-set in which people want to donate money to the church for the right reasons. The following are some guidelines toward achieving that outcome.

You are raising money for Life Transformation, not Organizational Survival. Your objective must be to advance the cause of ministry, not to perpetuate the survival of an institution. God can make great things happen in people's lives without an organization through which such ministry happens. Focus on the essential: Seeing lives changed for the glory and purposes of God.

People give to people and causes, not to institutions or programs. If you want to inspire people to become good stewards, help them see themselves as ministers. Their giving is a means of using their resources for the very reason they exist: to know, and serve God with all their hearts, minds, souls and strength. Encourage people to give to the church because it provides opportunities and means of helping people.

Repeat donors must be both inspired and persuaded. Great fund-raisers know how to identify the soft spot that inspires people to give generously. Eliciting such support is more than just finding a "hot button"; it initials penetrating both the head and the heart of the donor. Your goal should be to create a stewardship mind-set. You do not want to have to start from scratch every time you need money; you want to build on a foundation you have worked hard to develop, one that is based on trust, integrity and mutual benefit.

There is no substitute for absolute integrity. None! Honesty, transparency, accessibility - these are the characteristics on which a great stewardship campaign - and genuine, life changing ministry - are based. Integrity is not something to be fooled with. lose it and you will pay a major price for an extended period. Once the people's trust has been violated, the relationship cannot be restored until many years have passed and the donors who were hurt by the infraction are gone. Ministries cannot outlast that era.