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Attracting People with Your Convictions
By: David Church
One of the perceived obstacles to winning people to Christ is that the convictions we hold are not attractive to the world. I beg to differ with that. If the convictions we hold are no different than those of the world then why would they want what they already have? Why would they be attracted to what we have? Attraction, by definition, means to draw an object away from one thing towards another. The law of attraction states that the force doing the attracting has to be greater than the force holding back.
What we have is much greater than what the world has;
1 John 4:4
4 Ye are of God, little children, and have overcome them: because greater is he that is in you, than he that is in the world.
Still, there is this perceived notion, that what we have is not what this world wants. Even though we know what we have is greater, the world doesn't know. They will not be attracted to what we have unless they can see it for themselves.
In 605 BC, the Babylonians invaded Jerusalem. Instead of destroying the nation, Babylon decided to destroy Israel's identity and culture. They turned Israel into a slave state. In the process of doing so, they selected the most promising children of Israel and shipped them off to be immersed into Babylonian culture.
At least four of these children were taken to the king's palace. Daniel was one of these four. He would be given and new name, a new wardrobe and taught a new language. Daniel did not protest these changes to his identity. Who could blame him? It seemed as if God had abandoned him.
Then the king asked one more thing of Daniel;
5 And the king appointed them a daily provision of the king's meat, and of the wine which he drank: so nourishing them three years, that at the end thereof they might stand before the king.
This is where Daniel drew the line. Consuming the king's meat and drink meant that Daniel would be eating meat offered to the false gods of Babylon. He would not have any part of it. So Daniel asked the chief of staff for permission not to eat the king's food. This presented a serious problem for the chief of staff. He was responsible to the king for these four boys. If he gave this permission and they became pale and thin, the king would have his head. This man was not attracted by Daniel's conviction. In fact, he wanted nothing to do with it.
Daniel responded to this in unique way. We can all learn from what he did;
Dan 1:11-15 NLT
11 Daniel spoke with the attendant who had been appointed by the chief of staff to look after Daniel, Hananiah, Mishael, and Azariah.
12 "Please test us for ten days on a diet of vegetables and water," Daniel said.
13 "At the end of the ten days, see how we look compared to the other young men who are eating the king's food. Then make your decision in light of what you see."
14 The attendant agreed to Daniel's suggestion and tested them for ten days.
15 At the end of the ten days, Daniel and his three friends looked healthier and better nourished than the young men who had been eating the food assigned by the king.
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In a recent study of church growth, the following factors and strategies were noticed as being utilized in growing churches while churches that were declining were not using these principles.
1. Reach out to Newcomers. Focusing on the needs and concerns of newcomers, making inquiry convenient and non-threatening, and allowing people to move at their own pace, characterized the growing churches.
2. Build Member Commitment. While reaching newcomers is most important, the growing churches expected much of members, and active involvement of everyone was sought.
3. Train and Involve Laity. There was always a bold, compelling vision for the congregation’s future as well as ways of equipping and deploying laity drawn to the vision for ministry.
4. Make Bold Plans. Churches with goals and dreams far beyond current ministries and resources were more likely to grow than other churches, all other things being equal.[ read more...]
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...]