Money Matters - Basic Causes Of Financial Difficulties

Most people have problems with finances, but they just don’t know why.

According to the latest surveys, over one-half of all families in America are presently experiencing financial difficulties.  And the real truth is many do not seem to know why they are having these difficulties.  If these type problems are so common, then it would be important to understand the reasons they exist.

The following is a listing of some reasons of financial difficulties.  This listing can be a means of educating oneself in these most critical areas.

1. Failure to follow scriptural principles.  The Bible is full of guidelines regarding financial principles.  In fact, one half of all parables and one out of six verses in the New Testament deal with stewardship.  Get the Bible and start an in-depth study of the guidelines and principles in the Word of God.
2. Failure to identify priorities.  A person and family must identify their priorities if they are ever going to be successful in their financial life.
3. Failure to discipline.  This horrible word causes people more problems than anything else in the world.  Discipline must be exercised in every phase of a person’s life and in the world of finances it is critical.
4. Failure to establish goals.  A person who has no goal is a person without direction.  A person without direction is going nowhere.  A person must establish the financial goal for themselves if they ever want to arrive at a successful financial position in life.
5. Failure to control spending.  A written control is necessary to control impulsive spending.  Limits must be established and kept.
6. Failure to establish a budget.  A budget is not a nervous breakdown on paper.  It is a clear guideline of where your money comes from and where it goes.  Do not negate the importance of a written budget…it is vital to anyone’s financial success.

Things Every Minister Needs to Understand About People

Knowing what people need and want is the key to understanding them. And if you can understand them, you can influence them and impact their lives in a positive way. Listed are five things about understanding people:

• Everybody Wants to Be Somebody. There isn't a person in the world who doesn't have the desire to be someone, to have significance. Even the least ambitious and unassuming person wants to be regarded highly by others. Once that piece of information becomes a part of your everyday thinking, you'll gain incredible insight into why people do the things they do. And if you treat every person you meet as if he or she was the most important person in the world, you'll communicate that he or she is somebody - to you.
• Nobody Cares How Much You Know Until He Knows How Much You Care. To be an influencer, you have to love people before you try to lead them. The moment that people know that you care for and about them, the way they feel about you changes. If you want to help others and become a person of influence, keep smiling, sharing, giving, and turning the other cheek.
• Everybody Needs Somebody. Contrary to popular belief, there are no such things as self-made men and women. Everybody needs somebody to come alongside and help. If you understand that, are willing to give to others and help them, and maintain the right motives, their lives and yours will change.

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.

Overwhelmed

I frequently converse with ministers and business leaders who are overwhelmed. They need help and I have solutions. I am good at what I do. However, all too often my attempts to help prove futile because leaders are notorious for not allowing themselves to see beyond assumed responsibilities and circumstances. They have problems focusing. For some it might be their Attention Deficit Disorder kicking in, and for others it is simply personal neglect. Just as a mechanic’s car often needs the most repair, and a plumber’s house needs a leaky faucet fixed, leaders seem to avoid personal changes of routine and lifestyle.

Sadly this is all too common. Many leaders assume roles and responsibilities they should not assume and therefore settle for a constant state of chaos and mediocrity. Numerous potential problems arise when a leader reaches a saturation point but refuses assistance and is unwilling to change habits.

I want to highlight a five of the potential problems and emphasize a few solutions for each.

The first potential problem: Addiction to adrenaline. Workaholics get used to the adrenaline they feel when meeting certain goals or deadlines. Many leaders develop a sense of pride at being busy; often boasting whenever their schedule hits overload because it feeds their false ego of self-importance. They have a hard time saying “no” to new responsibilities.

The intensity one feels when overwhelmed develops stress. This affects the quality of their relationships. Stressed leaders can become very controlling, territorial, moody, and sharp with their reactions to others. Stress also has negative affects on health in the long term.

Depression often sets in when someone who is addicted to adrenaline attempts to slow down or relax. Time with God, loved ones, and for personal development tends to be neglected or placed on the backburner. Those things simply aren’t the leader’s priority, and that is a big part of the problem.

Suggested solutions include:

• Establish a maximum number of hours to focus on work each day.
• Refuse to take work home with you.
• If an extra request for you to do something means you cannot accomplish it without adding to your maximum allotted workday hours then say “no” to the request.
• Schedule time off on a regular basis.

The second potential problem: Burnout. The body, mind and emotions are designed for a balance of work and rest. Time must be made for both. Burnout sneaks up on you, and when it comes it can be very difficult to conquer.

Burnout produces a cacophony of emotions. One might develop a sense of guilt, anger or regret. These are hard to overcome when one is in a state of burnout.

Are You Listening To Me!

I can hear my mother still to this day yelling, "Are you listening to me?" Being the single mother of 5 children left her without much patience.  I believe much of her frustration as a single, struggling mom, was she felt that no one heard her.

Mom worked all kinds of jobs to try to provide for us kids, so she was not home much. We pretty much raised ourselves. My 4 brothers and sisters were just about as unruly as children left to their own devices could get.

When Mom finally made a pit stop at the house, she would find it in shambles. Then, with the frustration of a mother trying to do her best, but failing miserably, she would simply lose it. "Are you kids listening to me?" The truth of the matter was, we weren't listening to a word she was saying. We were too busy having a blast doing our own thing.

I once read a story of a pastor who was asked by a woman in his church for a few minutes of his time. The pastor agreed to meet with her and while they talked, she said flatly to the pastor, "My father molested me when I was a little girl". Without missing a beat, the pastor said, "I believe you." The woman was shocked! She couldn't believe that someone had finally believed her.

Through tears she said, "For years I have tried to tell my family members, but no one would listen to me". It was such a relief to finally have someone who listened and believed her. The pastor asked, "What can I do for you?" "Nothing she replied, I just needed someone to listen and believe me."

Strategies For Discipleship

Good leaders motivate, mobilize, direct and resource people to fulfill a vision.  Our Lord knew well how to do all of these with His own disciples.

For too many years we have viewed the Pastor of the church as the sole supplier of edification in the church and as a result, he has little time to develop other leaders around him. 

Whether you are the president of a corporation, the quarterback of a football team, a general in an army or a pastor of a church, it is important to realize the value of having a team around you who support  and who work to carry out your vision.  Without this, your desire to carry your church into a new dimension of revival may never take place.  It will never become a reality as you alone do not have the resources or human ability to do it by yourself.   God’s will for your ministry is bigger than you alone.  You are going to need a team around you to help you get the job done.

Take the quarterback for instance.  His goal is to get the ball from one end of the field to the other.  He can run the ball.  He can throw the ball.  He can probably even kick the ball a bit, but he has a problem.  There are several obstacles on the other side of the line of scrimmage who are just waiting for that ball to move so they can come and take it a way from him. 

His problem is not that he does not know what to do.  It’s not that he does not know how to do it.  His problem is that he cannot do it alone.  It’s impossible.  He needs a team around him who will block for him.  He needs people who he can hand the ball off to once in a while.  There needs to be someone on his team who he can throw the ball to and trust that that person will do all he can to run it through a defensive line of huge, strong, mean, people who do not want the ball to get past them.  Most importantly, he needs blockers.  These fellas will systematically put themselves in harms way to protect the quarterback.  Because if the quarterback is in any way hurt or removed from the game due to injury, the game is over for his team. 

You see the quarterback is not the fastest.  He is not the strongest.  He is not the most agile.  He is however, the one calling the plays.  He is the one who knows what it’s going to take to get the ball to the other end of the field.  The quarterback does not make the touchdowns, he puts the ball in the hands of the ones who will.

Many pastors have thought for too long that they alone are the quarterback, the running back, the blockers and the entire defensive line.  For this reason, their churches are too often stuck at the line of scrimmage with no means of advancing toward the desired goal. 

Tips To Effective Preaching

Let’s look at some real examples of effective preaching. Our text will be from Acts 2 where Peter preached on the day of Pentecost, and from Acts 3 where the lame man was healed while they were on their way to the temple. In both of these instances Peter ministered in such a way that thousands were saved. I think we can learn a lot from Peter (Acts 2:14-38 & 3:12-26).

Effective preachers must study. As you look at these two messages from Peter, you will see that he had studied the word. In both instances he was suddenly given the opportunity to preach, and he was “instant in season and out of season” (2 Timothy 4:2). There is no shortcut to “studying to show yourself approved, a workman that needs not be ashamed, rightly dividing the word of truth” (2 Timothy 2:15).

When I first started preaching I would minister on a different book of the bible every service – and we had three services each week! I used at least seven commentaries on each book. After researching them thoroughly, I would then seek the Lord as to how He wanted me to present the message and what kind of application He wanted for His people.

This took a lot of time and effort, but it was well worth it. It placed ample research under my belt to draw upon later when I wouldn’t have as much time. Taking shortcuts to in depth study will rob you of the rich jewels that the Lord desires to give you from His word and Spirit.

Effective preachers must memorize the Word. There is nothing more powerful than the Word of God. Peter, in his sermon on the day of Pentecost, quoted large and obscure passages of scripture. He didn’t pull out a scroll and start looking things up, he knew them by heart. We have the promise that His word will not return to Him void (Isaiah 55:10-11). It is sharper than any two edged sword (Hebrews 4:12). The word will do more in the hearts of people than I ever can. When I was first saved I made up my mind that I wanted to give people God’s answer to the problems of life and not only what I thought. My opinion is not worth much, but what God has to say is of eternal value.

Nothing has helped me in my preaching and teaching more than the memorization of scripture. Even if people have a hard time taking it all in, it will go on to work in their lives for years to come. Jesus said the Holy Spirit would “bring all things to your remembrance whatsoever he has said unto us” (John 14:26). His promise is that He will bring the appropriate scripture to us when it is needed the most. It was said of Jesus that when He was in a house in Capernaum, and there was so many people crowding into the house that there was no longer any room, that “He preached the word unto them” (Mark 2:2). It’s the word that makes our ministry truly effective as it did Jesus’.

Back Row Bullies

They may not sit in the back row.  In fact many times they sit closest to the front.  Most would say they are “Faithful” as they seldom miss a service.  They appear to be the backbone of the church.  They pay their tithes.  They dress right.  They look right, but once you really get to know them, you find that they are the Back Row Bullies of the church.

These people all too often run the church.  They decide who is going to do what.  They decide how loud the music is and what color the walls of the sanctuary are going to be.  Little happens in the church that they don’t know about and don’t in some great way influence the out come of.  Theirs is a mission.  Theirs is a job that nobody else will do.  Without them they know that the church would fall apart.   They are the Back Row Bullies.

No one is quite sure how they gained such influence.  Maybe it has to do with the amount of money they gave at one time or even still.  They may have family within the church whom they have great influence over.  Their measure of sacrifice is probably great, but nonetheless, they are Back Row Bullies.

We all know what a bully is.  It’s someone who pushes their weight/influence/resources around to cause you to do something you would not ordinarily do.  Let me break that down a bit.  You ordinarily would not put up with someone creating division in the church behind your back, but since they give so much money…  You otherwise would not allow them to have the position in the church that they have, but because their influence over so many in the church is strong… 

Are You Stuck in a Rut?

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."