Think Positively

Psalm 118:24 reads, “This is the day which the Lord hath made; we will rejoice and be glad in it.”  The writer of this Psalm understood that if he was going to be a happy person, he was going to have to encourage himself.  Who knows what all this person was dealing with at that moment of his life?  The day he penned these words may well have been the worst day of his life.  His determination however was that he was not going to allow his circumstances to determine his outlook on life. 

Only you can decide for you if you are going to be a positive and happy person.  There is much in the world to worry and be sad about, but that does not mean that you have to live a sad or worried existence.

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. 

Car Washes and Leadership

I marveled as I observed each presentation. The goals were impressive, and every presenter received accolades at the conclusion of each delivery. It was an annual goal setting and calendar planning session. It was expected that I would be impressed. When everyone was finished the pastor asked me if I had any questions for the various department leaders now that the presentations were finished. I did have a few.

“How many people on your team or in each department have any clue as to what you just presented? As the department leader did any of you create these presentations on your own and without the input of your team? Were any of these presentations simply modifications to last years? Did anyone achieve what was proposed to do last year? How do you hold yourselves accountable to attaining these goals? Do you or they know how you are going to accomplish these goals? How do your goals support the goals of the other departments? Are the goals of every department mutually supporting one common church vision? Are the goals of any one department pulling in a separate direction and counteracting the goals of another? Did the church develop its vision first and then have every department develop goals that are essential in order to reach the vision? Are your goals self-serving or do they benefit everyone else? Are any departments competing for people, calendar time, resources or talents in order to achieve your goals? How do you intend to measure these goals in order to track them? What data did you use in order to set your goals? Does anybody know exactly where this church is heading and what its vision is?”

These were just a few of the questions I asked. Surprisingly nobody had answers for any of these questions.

I then told them a true story. Recently my wife and were stopped at a traffic light. A Day Care Center was located on the corner and we observed over twenty children and a few teachers having a car wash. It was hilarious! Each child had on a little yellow T-shirt with the Day Care Center logo emblazoned proudly across the front. They were running, chasing each other, and expending a lot of energy. It looked like a swarm of little bees humming around. One little boy was chasing some girls with a soapy sponge. Another was spraying his friends with the water hose. There was a cacophony of screaming and laughter in the air. We both laughed at the sight of the people actually doing all of the work. The teachers were washing the cars and trying in vain to get everyone to cooperate with them.

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.

Storm the Gates - Part 3

As the attack of Mansoul continued by Prince Emmanuel’s troops, the second captain came to the Ear Gate. The first attack had come from Captain Boanerges who was absolutely confident in what he had to say. Captain Conviction, whose main assistant was Mr. Sorrow, was just as confident but his attack on the Ear Gate came in a bit different manner. Their uniforms they wore were pale and their insignia was the book of the Law that issued a flame of fire. He said to the inhabitants:

‘Hear, O Mansoul! Thou, O Mansoul, wast once famous for innocency, but now thou art degenerated into lies and deceit. Thou hast heard what my brother, the Captain Boanerges, hath said; and it is your wisdom, and will be your happiness, to stoop to, and accept of conditions of peace and mercy when offered, especially when offered by one against whom thou hast rebelled, and one who is of power to tear thee in pieces, for so is Shaddai, our King; nor, when he is angry can anything stand before him. If you say you have not sinned, or acted rebellion against our King, the whole of your doings since the day that you cast off his service (and there was the beginning of your sin) will sufficiently testify against you. What else means your hearkening to the tyrant, and you’re receiving him for your king? What means else your rejecting of the laws of Shaddai, and your obeying of Diabolus? Yea, what means this you’re taking up of arms against, and the shutting of your gates upon us, the faithful servants of your King? Be ruled, then, and accept of my brother’s invitation, and over-stand not the time of mercy, but agree with thine adversary quickly. Ah! Mansoul, suffer not thyself to be kept from mercy, and to be run into a thousand miseries, by the flattering wiles of Diabolus. Perhaps that piece of deceit may attempt to make you believe that we seek our own profit in this our service; but know it is obedience to our King, and love to your happiness, that is the cause of this undertaking of ours.

‘Again I say to thee, O Mansoul, consider if it be not amazing grace that Shaddai should so humble himself as he doth: now he, by us, reasons with you, in a way of entreaty and sweet persuasions, that you would subject yourselves to him. Has he that need of you that we are sure you have of him? No, no; but he is merciful, and will not that Mansoul should die, but turn to him and live.’

Captain Conviction comes in and takes a different but just as effective method of preaching to Mansoul. Where Captain Boanerges relied on authority, Captain Conviction relies on passion and fervor. Notice how that he confronts them with their sin and their rebellion against God. He also establishes the fact that they have sold out their allegiances to a king who is far less superior to what King Shaddai had been toward them. He tells them that their actions are going to cause them increasing misery as time passes on if they do not respond to the gospel call. He tells them that they are to humble themselves before God because this is their only way of escape.

How to Prepare a Message

The Dangers of Liberty

John 8:31-36
31 Then said Jesus to those Jews which believed on him, If ye continue in my word, then are ye my disciples indeed;
32 And ye shall know the truth, and the truth shall make you free.
33 They answered him, We be Abraham's seed, and were never in bondage to any man: how sayest thou, Ye shall be made free?
34 Jesus answered them, Verily, verily, I say unto you, Whosoever committeth sin is the servant of sin.
35 And the servant abideth not in the house for ever: but the Son abideth ever.
36 If the Son therefore shall make you free, ye shall be free indeed.

Liberty, Liberation: Freedom from physical, political, and spiritual oppression.

• One of the dominant themes of the Old Testament is that Yahweh is the God who liberated the Israelites from their bondage in Egypt. (Passover)
  
• In the New Testament, God is the one who liberates people from bondage to sin through Jesus Christ. (Cross)

Freedom: The ability to be and do what one wants instead of being controlled by another.

• We are able to choose our actions and attitudes, our responses to others and to God.
  
• In another sense, we cannot be and do what we want because we are not independent of others or God.
  
• The Bible constantly affirms that the kind of freedom all persons have is the kind of freedom that slaves have.

Romans 1:1 Paul, a servant of Jesus Christ, called to be an apostle, separated unto the gospel of God,

Jude 1:1 Jude, the servant of Jesus Christ, and brother of James, to them that are sanctified by God the Father, and preserved in Jesus Christ, and called:

Colossians 4:12 Epaphras, who is one of you, a servant of Christ, saluteth you, always labouring fervently for you in prayers, that ye may stand perfect and complete in all the will of God.

Deuteronomy 34:5 So Moses the servant of the LORD died there in the land of Moab, according to the word of the LORD.
(Moses = Deuteronomy, Joshua, Judges, Kings, Chronicles, Psalms)

2 Timothy 2:24 And the servant of the Lord must not strive; but be gentle unto all men, apt to teach, patient,

2 Peter 1:1 Simon Peter, a servant and an apostle of Jesus Christ, to them that have obtained like precious faith with us through the righteousness of God and our Saviour Jesus Christ:

James 1:1 James, a servant of God and of the Lord Jesus Christ, to the twelve tribes which are scattered abroad, greeting.
(Moses = Chronicles, Nehemiah, Daniel, Hebrews, Revelation)

Slaves on drugs

• Slaves on opiates are oblivious to their carnal situation.
  
• Karl Marx declared that religion is the opiate of the masses.
  
• I believe that Paul taught that opiates are the religion of the masses:
  (Opiates = Ambitions, Hobbies, Obsessions)

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.

It's Not The Size of The Church, But Its Health That Counts!

I’ve heard many people say over the last year that, as we enter into the 21st century, it will not be the size of the church that matters, but its health that will ensure its survival. So, what about the health of the church? May I suggest a few guidelines for assessing the health of a congregation of any size?

1. Biblically based. Do your congregation members have a clear understanding of what they believe and substantial information to assist them in defending their faith? Is there a discipleship- training program?
2. Mutually concerned. Do your people genuinely care for one another? Is there a system in operation that easily allows your congregation to know when people have needs and a prayer chain to respond to those needs?
3. Socially concerned. If you do not have a small group ministry, do you have a Sunday School program that provides adequate time for your people to break bread together? Church is fellowship as much as it is a formal worship service.
4. Community saturated. Are you aware of the day-to-day decisions that are made in your community that affect the school system, the social programs, and the overall moral climate of the city you serve?
5. Financially stable. The church that is fiscally responsible will be able to weather any situation. Every pastor and board should insist on maintaining a certain dollar reserve, and do everything possible to avoid paralyzation of ministry through an unrealistic building or property debt. People must be taught by example to give and to give cheerfully.