Back in 1998, I gathered our small team at the church I planted the year before for one of our regular leadership huddles. The topic that day: The Value of Goal Setting.

This conversation—and the way we talked about goal setting back then—is still a practice I use today and one I continue to see teams benefit from.

Here’s what I shared with our team.

We’re All Goal Seekers

Even if you’re not a “goal setter,” you are a goal seeker by nature. Our minds are wired to aim at something. When we don’t set intentional goals, our minds wander until they find one—often not the best one.

Without clear goals, we fill the gap with busyness. But with clear goals, we fill it with purpose.

Why Goal Setting Matters

Walt Disney once said, “Of all the things I’ve done, the most vital is coordinating the talents of those who work for us and pointing them toward a certain goal.”

He was right. Setting goals gives your team four things every leader needs:

1. Progress – Goals stretch us beyond what’s comfortable. They help us grow and take steps of faith.

2. Clarity – Goals give direction. They align everyone’s energy around what matters most.

3. A Plan – Once you name a goal, you naturally start planning how to reach it.

4. Accountability – Clear goals assign clear responsibility. Everyone knows who’s owning what.

The Root of Goal Setting

Every goal grows from one of two roots:

• Vision – What God wants to accomplish through you.

• Problems – What needs to improve to move forward.

When you start with either of these, your goals become statements of faith—tangible ways you’re trusting God to work through you.

Long-Range and Short-Range Goals

In that old huddle, we talked about both kinds:

• Long-range goals (1–5 years): These are your big dreams—your BHAGs (Big Hairy Audacious Goals). Back then, ours was 500 by September ’98 and 1,000 by 2000.

• Short-range goals (3–6 months): These are the steps that make those dreams possible. They’re the prayers, plans, and practices that move the vision forward.

Rick Warren once said, “Most people overestimate what they can do in one year and underestimate what they can do in five.” That’s why both matter.

How to Make Goals That Stick: Be S.H.A.R.P.

Every strong goal should be S.H.A.R.P.

• Specific – Know exactly what success looks like.

• Heartfelt – It has to matter deeply to you.

• Accountable – Someone owns it.

• Realistic – Big enough to challenge, small enough to reach.

• Planned – A strategy that makes it happen.

Goals Are Statements of Faith

At the end of that 1998 huddle, I reminded our team:

“Goals are simply statements of faith—declaring what we’re trusting God to do.”

More than 25 years later, I still believe that. The tragedy isn’t missing your goal—it’s having no goal to reach.

Let’s be leaders who seek God, set goals, and watch Him do more than we could ever imagine. Ephesians 3:20

Reflection Question:

What’s one statement of faith—one goal—you’re trusting God for right now?

BONUS RESOURCES:

• A free growth plan download to help you with goal setting

• A free goal setting template

Also, here’s the document from 1998….

I've always loved George Barna's definition of vision:

"Vision is a clear mental picture of a preferable future imparted by God to His chosen servants, based upon an accurate understanding of God, self, and circumstances."

 Twenty-seven years ago, God gave Cindy, me, and an incredible team a vision to plant a church in the Myrtle Beach area. 

Back then, I remember sitting across from person after person, sketching that vision on a napkin. Iwould pull out a napkin and sketch the Grand Strand area, explaining how we were going to plant churches all across our city. 

 I'd map out the Carolina Forest community and describe how those 30,000 acres of pine trees would one day be cleared, making room for a city with a population of 60,000 people, and how God wanted to use us to impact the lives of those future residents.

I'd draw the 25 acres of property we owned and explain how the entire community would come to our campus to participate in the Carolina Forest Community Center sports leagues for kids. 

These leagues wouldn't just be about athletics—they would be faith-based, designed to impact the faith and character of children in our community.

I'd also sketch out the local schools, sharing how we would build relationships with the staff and students, serving them and leaving a lasting faith impact on the lives of everyone connected to those schools.

This was the vision—big, bold, and entirely God's.

This weekend, Cindy and I had the privilege of returning to Carolina Forest Community Church as they celebrated 27 years of ministry. As I walked the property, I was flooded with emotion, seeing firsthand how the vision we once sketched on a napkin has continued to flourish long after I left.

What began as a dream is now a vibrant reality. (Check out my Instagram stories from yesterday).

The 25 acres are now home to four baseball fields, two basketball gymnasiums, a football stadium, and a practice field, where thousands of kids play sports and hear the gospel each year. 

I spoke with countless people who had come to faith through the church's ministry. And I embraced so many of the people with us in those early years—those who paid the price laid the groundwork, and made the vision happen. I even got a moment to share with the church how proud of them I was.

Here are three key insights about vision I am reflecting on from this weekend.

Be Patient. Some aspects of the vision God gives you will happen slower than you expect. In fact, the vision God gave you may be carried out by someone else, and that's okay. His timing is perfect, and there's wisdom in waiting. 

Be Grateful. My heart overflowed with gratitude for those who took up the mantle and faithfully carried the vision forward–even when it was carried differently. I saw the joy in the faces of people as they eagerly shared how God had used them to advance this vision. It was a powerful reminder that it's never about one person; it's about the community God builds around His mission.

Be Bold. Seeing what was once just a sketch on a napkin now fully realized in vibrant reality stirred my heart to keep dreaming even bigger. Never stop dreaming big—God's work isn't finished yet. There's always more He wants to accomplish, and He takes joy in using His people to fulfill His mission.

The vision God gives you might feel too big to handle, but that's the point. It's not your job to control the outcome—it's your job to be obedient and bold enough to pursue it. Because when God's in it, the vision is always bigger than you.

But perspective is everything. Here’s the truth: Saying “no” doesn’t make you mean, indifferent, or prideful. It simply means you’re clear about your priorities.

Saying “no” does:

• Align your actions with God’s priorities.

• Keep you realistic about what’s possible.

• Give you the focus to scale your work.

• Protect your time, energy, spiritual and mental well-being.

Remember, every “yes” is a “no” to something else. Struggling to say “no” could be the very thing holding back your leadership development.

Tips for saying “no”:

• Offer alternatives when possible.

• You don’t owe anyone an excuse—honesty is enough.

• Resist the urge to fabricate reasons. Just say “no”.

“We will never create movement unless we develop a culture in which leadership development is normative.” ~Mac Lake

Everyone wants to have the kind of team culture where you’re “teaching a man to fish” as the old proverb advises. But traditional approaches to leadership often focus on filling individual leadership positions, which is more like giving one fish to one person. The more effective and sustainable strategy lies in fostering a culture of leadership development. 

By prioritizing the growth and reproduction of leaders within the organization, teams can create a dynamic and resilient environment that propels them toward a culture of replication. Let’s explore the importance of cultivating a culture of leadership development by outlining four key elements to be talking about as you create this culture.

Talk about the current reality

Before embarking on any transformational journey, it is crucial to assess the current state of leadership development within the organization. You have to acknowledge the starting point. This requires an honest evaluation of existing practices, strengths, and areas for improvement. Use tools like the Organizational Leadership Development Assessment to gain valuable insights into the organization's strengths and weaknesses. This allows you to be intentional about identifying opportunities for growth.

Talk about the vision

Once you’ve established where you are, you can point to where you’re headed. To create a culture of leadership development, it is essential to establish a clear vision that inspires and motivates the team. Communicate the vision to all stakeholders, emphasizing the benefits of developing leaders at every level of the organization. By fostering enthusiasm and commitment towards this new reality, you create a shared sense of purpose and collective buy-in from team members.

Talk about the goals 

Defining tangible goals and milestones is critical to keep the momentum going. Determine the number of leaders you aim to establish at various levels within the organization. These milestones provide a sense of direction and create a roadmap for success. Additionally, break down these goals into manageable steps so you can make sure that progress is measurable and attainable.

Talk about the wins

Celebrating wins and recognizing achievements along the way is going to go a long way in maintaining enthusiasm and momentum on your team. Acknowledge and praise the progress made by individuals and teams as they develop their leadership capabilities. By emphasizing progress rather than perfection, you create an environment that values continuous improvement and encourages individuals to take risks and grow.

Building the Culture Together

It is important to remember that building a culture of leadership development is a collaborative effort. It’s not just about one person at a time, filling spots where there are immediate gaps. Engage the entire team in the process, empowering them to contribute ideas, share experiences, and take ownership of their leadership development. Encourage peer-to-peer mentoring, create opportunities for cross-functional collaboration, and provide resources and training that enable individuals to enhance their leadership skills.

If you’re ready to take the next step in your culture of leadership development, Multiply Group would be honored to walk alongside you. Book a discovery call with our team to discuss how you can take your next step.

Additionally, if you’d like to read more in-depth on this concept of creating a leadership development culture, we encourage you to read The Multiplication Effect. 

As a church leader, you have the responsibility of supporting the growth and development of your team members. Creating a culture of learning within your organization not only benefits your team but it also has rippled benefits for the church as a whole. When your ministry teams are continuously growing and developing, they become more effective in their roles and are better equipped to serve the congregation. But how do we get to a place where learning is valued?

Importance of Creating a Culture of Learning

When you create an environment where learning (asking good questions) is valued, your team members are more likely to take initiative and seek out opportunities for growth. This can lead to increased productivity, better teamwork, and improved morale.

This culture of learning allows for innovation, a key ingredient to sustainability and longevity in ministry. By continuously learning and making space for adaptability, your ministry teams are able to better serve the congregation.

The Power of Asking Questions and Being Curious

You can’t talk about learning without highlighting the importance and power of asking questions and being curious. When your team members are curious, they are more likely to seek out new knowledge and ask questions that lead to deeper understanding. Curiosity can lead to innovation, creativity, and a growth mindset.

Encouraging your team members to ask questions and be curious also creates an environment of open communication and collaboration. When your team members feel comfortable asking questions, they are more likely to share their ideas and work together to find solutions to problems.

Tips for Encouraging Ongoing Growth and Development

As a leader, there are several things you can do to encourage ongoing growth and development among your team members. Here are a few tips to get you started:

1. Foster a Learning Environment

One of the best ways to encourage ongoing growth and development is to provide opportunities for learning. This could include workshops, conferences, online courses, or even just providing books or articles for your team members to read. By providing opportunities for learning, you demonstrate that you value your team members and are invested in their growth. Is there space for collaboration, new ideas, and thoughtful questions? By creating this margin, you’ll foster en environment where learning is encouraged.

2. Set Goals and Expectations

Setting goals and expectations is essential for creating a culture of learning. When you set clear goals and expectations for your team members, they know what is expected of them. These goals and expectations should push for growth. Staying comfortable doesn’t usually lead to innovation on your team. While you push for growth, be sure to set goals that are specific, measurable, achievable, relevant, and time-bound (SMART).

3. Lead by Example

As a leader, you have the power to set the tone for your organization. When you lead by example and demonstrate a commitment to ongoing growth and development, you show your team members that learning is important. Be sure to take advantage of opportunities for learning yourself–ask questions, and share what you have learned with your team members.
Looking for ways your team can be better learners? You can enroll in our Leading With Questions e-course today! There is a wealth of innovation and engagement waiting to break through on your team. All you need to do is uncover the tools of asking the right questions…at the right time. Learn all about it in this course, and unlock amazing growth potential on your team.

As ministry leaders and pastors, we strive to create a culture of diversity where all members of our congregation can feel seen, heard, and valued. However, creating a truly unified community requires more than just preaching from the pulpit or offering kind words of welcome. It also requires a commitment to diversity within your very leadership.

In recent years, the importance of diversity in leadership has gained increased attention in the business world. Studies have shown that diverse teams outperform homogeneous ones, bringing a wider range of perspectives, ideas, and experiences to the table. These benefits extend beyond the bottom line, as diverse teams also tend to foster greater creativity, innovation, and employee engagement.

What research has proven true in the business world also hold true in the context of church leadership. When we learn to diversify our leadership intentionally, we open the door to a wider range of voices and perspectives. This, in turn, can lead to a more vibrant, engaged, and thriving community.

But what does diversity in church leadership look like? 

It goes beyond simply having a few people of different ethnicities or genders in positions of power. It involves intentionally seeking out and elevating leaders who represent a range of ages, abilities, and perspectives. It makes space for new voices to be heard.

Practically speaking, there are a few strategies we can use to promote inclusivity and diversity in church leadership roles:

1. Start with a commitment to diversity. This means actively seeking out and promoting leaders from underrepresented groups. It also means acknowledging and addressing any biases or blind spots that may be preventing you from seeing the full range of potential leaders in your community.
2. Expand your leadership pipeline. Look beyond your current leadership team and consider ways to bring new voices into the fold. This might involve reaching out to young adults, people with disabilities, or those from different socioeconomic backgrounds.
3. Offer leadership training and mentorship opportunities. Many people may have the potential to be great leaders, but lack the skills or support they need to succeed. Offering training and mentorship opportunities can help build a stronger and more diverse leadership pipeline.
4. Foster a culture of support. Finally, it's important to create a culture where all members of the community feel valued and supported. This might involve offering language translation services, making physical accommodations for people with disabilities, or actively seeking out feedback from members of underrepresented groups.

Diversity in leadership is not just a nice-to-have; it's a necessity for building thriving and inclusive communities. It’s going to be a game-changer for the growth and innovation of your church.
But even with the best of intentions, putting diversity into practice can be a delicate challenge. We want to equip you with tools and resources to do this in a way that will resonate with your team and not create harm.

Reach out to us at Multiply Group if you’re looking for someone to equip you in the best way to grow the diversity in your leadership.

“Structure isn’t just a business concept, it’s also a vital spiritual principle.” (The Multiplication Effect)

We’ve got a problem. Too many churches are forging ahead in their mission without a clearly defined or executed structure in place. Ministry teams are being led without structure in the leadership. Pastors are feeling the weight of having to drag their church along because the structure is either undefined, misaligned, or confusing. 

Why does structure make so much of a difference?

Without structure, churches and ministry teams are left with diminished energy, diminished impact, and diminished spiritual growth. 

Here are three areas your church will improve when you develop a healthy structure.

Energy

Do you remember the story in Exodus 18 when Moses is burnt out from his one-man show of leading the people of Israel? His energy was gone because he was doing everything himself…without a proper structure in place. After his father-in-law, Jethro, advises him to create a sustainable structure for leadership, Moses is able to move forward and delegate with intentionality.

Maybe the energy you or your team lacks could be improved if you got intentional with your structure.

Impact

There are rising needs all around us. It seems everywhere we turn, people are longing for hope, for healing, and for practical help. As the church, what a beautiful opportunity to step in as a reflection of Jesus to a broken world. But, without the proper structure, we will be less efficient with our impact. Instead of less people doing more, what if we had systems where more people carried a multiplied impact for our growing communities?

If you long to do more, give more, and be more for your community…the answer lies in a healthy church structure.

Spiritual Growth

If something is growing, can we assume it’s always good? We’d argue “no.” Weeds grow…mold grows…and we don’t want those growing. So, how do we help cultivate a church that is not only growing, but simultaneously spiritually growing? It’s all about structure!

Healthy structures support the spiritual development of the people in your church. Your staff, leaders, ministry teams, all need to be a part of a structure that is intentional to maintain the right spiritual DNA so they are growing in a healthy way!

How do I structure my church?

Identifying the areas where you’re lacking is such a great first step in getting a healthy structure for your church. But you might find yourself in a place where you’re overwhelmed and unclear on what your next step is. 

We would love to step in as the “Jethro” for your next steps. Sometimes, an outside perspective of your team is healthy in identifying pitfalls and gaps. Contact our team Multiply Group today to book a discovery call where we can walk alongside you toward healthy structure on your teams!
Additionally, we’ve created resources for you on how to best create structure and multiply your leadership effectively! Check out one of our favorite tools, The Multiplication Effect. This book will be such an impactful resource to you as you navigate not only the “what,” but the “why” behind multiplication and structure in your leadership.

A Pastor’s Guide to Healthy Transparency

Leadership is often associated with strength, confidence, and authority. However, vulnerability is a trait that should not be overlooked in leadership. Vulnerability can help leaders build stronger relationships with their team members, foster trust and authenticity, and create a more positive and supportive work environment. This is particularly important in the context of the church, if leaders desire to cultivate leaders who multiply with impact. 

In this blog, we will explore the benefits of vulnerability in leadership and offer practical advice for church leaders to become more transparent and authentic with their team members.

The Benefits of Vulnerability in Leadership

1. Builds Trust and Authenticity

When leaders are vulnerable, they open themselves up to their team members, which fosters trust and authenticity. Vulnerability can help leaders connect with their team members on a deeper level, which can lead to stronger relationships and a more positive work environment. When team members see their leaders as genuine and authentic, they are more likely to trust them and follow their lead. As you exemplify this kind of leadership, watch the healthy ripple effect it will have.

2. Encourages Creativity and Innovation

When leaders are vulnerable, they create a safe space for their team members to be creative and innovative. When team members feel comfortable sharing their ideas and taking risks, they are more likely to come up with new and innovative solutions to problems. Vulnerable leaders create an environment where team members feel safe to experiment and take risks. And you’ll begin to open doors for more solution-driven teammates. 

3. Demonstrates Humility and Strength

Contrary to popular belief, vulnerability does not equate to weakness. How often do we allow ourselves to believe this? In reality, vulnerability demonstrates strength and humility. Vulnerable leaders are willing to admit their mistakes and ask for help when needed. This demonstrates to their team members that it is okay to make mistakes and ask for help. Vulnerable leaders create an environment where team members feel comfortable admitting their mistakes and seeking help when needed.

Healthy Ways to Become More Transparent and Authentic

1. Share Your Story

One way for church leaders to become more vulnerable with their team members is to share their personal story. This can include sharing their struggles, failures, and successes. When leaders share their story, they demonstrate that they are human and have experienced challenges just like everyone else. This can help team members relate to their leaders on a deeper level and foster trust and authenticity.

2. Admit Your Mistakes

Another way for church leaders to become more vulnerable with their team members is to admit their mistakes. This can be difficult, but it demonstrates humility and strength. When leaders admit their mistakes, they show their team members that it is okay to make mistakes and that they are willing to learn from them.

3. Ask for Help

Church leaders can also become more vulnerable by asking for help when needed. This can include asking team members for input or advice. When leaders ask for help, they demonstrate that they do not have all the answers and that they value the input of their team members. You encourage ownership from others as you invite them into conversations.

4. Listen with Empathy

Ministry leaders demonstrate vulnerability by listening with empathy. When leaders listen to their team members with empathy, they create a safe space for their team members to share their thoughts and feelings. This can lead to stronger relationships and a more positive work environment. 

If you’re looking for a fast, easy, and short lived path to leadership, we wouldn’t recommend practicing vulnerability. But if you’re looking for longevity, health, and multiplication in your leadership…it’s a must. 

Find more resources on developing healthy leaders at multiplygroup.org or book a call with us and lets discover your best next step to develop more and better leaders..

Have you ever considered whether your leadership falls into the category of a “boss” approach versus a “coach” approach? It’s an interesting distinction when you begin to play out the trajectory of the leaders under your supervision as a “boss.” With a God-directed calling, a clear mission, and a vision for fruitful discipleship as a pastor, your ministry simply cannot afford to miss out on the power of developing more leaders who will carry out that mission forward with confidence and clarity. That’s why making the shift from boss to coach is a must.

Leadership has had a traditional approach of top-down management–a boss mentality that places one figure at the top, with an org. chart below carrying out directives. Many leaders approach their role as a boss, where they set the rules and enforce them, expecting their team to follow suit. While this approach can be effective, it's not always the most fruitful or long-lasting. As a leader in the church, adopting a coaching approach to leadership can be a game-changer. 

Leaders who desire to invest in community, build up leaders, and multiply their impact will benefit from making this shift. 

What is the Coaching Approach to Leadership?

Coaching is a leadership style that focuses on empowering others to achieve goals. Unlike a boss, a coach does not just tell people what to do. Instead, a coach helps his or her team members identify their strengths and weaknesses and works with them to develop their skills and abilities. The coach provides guidance, support, and accountability, allowing individuals to take ownership of their progress and growth. This ownership is a key distinction between boss-led teams and coach-led teams. 

Tips for Transitioning from Boss to Coach

If you're a church leader who's used to the traditional boss approach, transitioning to a coaching style can be challenging. Here are some tips to help you make the shift:

1. Start with Self-Awareness

Self-awareness is the foundation of effective coaching. Before you can help others, you need to understand yourself, your strengths, and your weaknesses. Take some time to reflect on your leadership style and identify areas where you can improve. Ask yourself the tough questions like, Am I afraid to trust my team? Am I trying to prove my own value? Am I addicted to being the hero? Any of these motives sneaking into your leadership will kill any potential development of future leaders.

2. Build Trust

Trust is essential in coaching relationships. Your team needs to trust that you have their best interests at heart and that you're invested in their growth and development. Building trust takes time, but you can start by being open, honest, and transparent. Listen to your team members' concerns and ideas, and respond with empathy and understanding.

3. Ask Questions

Coaching is about asking questions, not giving answers. Instead of telling your team what to do, ask them what they think and how they would handle a situation. Encourage them to think critically and come up with solutions on their own. Asking questions helps individuals develop their problem-solving skills and fosters a sense of ownership over their growth and development.

4. Set Goals

Coaching is goal-oriented. Set clear, measurable goals with your team, and work with them to develop a plan for achieving those goals. Regularly check in to monitor progress and provide support and feedback. Goal-setting helps individuals stay motivated and focused on their development. And as you regularly do this, your team will discover you’re all necessary parts of this common goal. Each skill and talent is necessary in accomplishing the best work as a whole.

5. Be Accountable

Accountability is critical in coaching relationships. Both you and your team need to be accountable for your actions and commitments. Set expectations, hold yourself and others accountable, and celebrate progress and achievements along the way.

6. Provide Feedback

Feedback is an essential part of coaching. Provide both positive and constructive feedback to help your team grow and develop. Be specific, timely, and focus on behavior rather than personality. Feedback helps individuals identify areas where they can improve and highlights their strengths.

Transitioning from a boss to coach is a mindset shift that requires time, effort, and patience. But the benefits are enormous. By adopting a coaching approach to leadership, you can empower your team to take ownership of their growth and development, leading to a more engaged, fulfilled, and productive community. Most importantly, you’ll be investing in a multiplying effect of leadership to carry out meaningful kingdom work in the years to come. Let’s steward this potential well!

If you are looking for additional resources to make this shift, reach out to our team at Multiply Group! We are here to partner with you as you make this boss-to-coach shift. Let’s tackle your goal together!

Developing leaders in your church is a crucial part of building a strong, vibrant community of believers. But all too often, church leaders struggle to answer the question of "how" to develop leaders. In this blog post, we'll explore the importance of understanding the "why" behind leadership development.

For many churches, the primary motivation for developing leaders is the need to address a shortage of leaders.

They see a leadership gap hindering their mission and overloading their staff, and they see leadership development as a way to fill that gap. While this may be a necessary reason to focus on leadership development, it's not always the most effective approach.

When we're driven by our own pain and the need to address a problem, we're more likely to create short-term strategies that don't produce the long-term results we want. Instead of building a strong, consistent pipeline of leaders, we end up in a start-stop cycle, focusing on leadership development for a season and then neglecting it again when the pain subsides.

But there's another way to approach leadership development.

Instead of focusing on our own needs and problems, we can actually work to cultivate the leadership gifts in others. When we're motivated by the potential of others rather than our own pain, our efforts at leadership development become a natural part of our routine. We focus on building leaders who can fulfill their God-given potential and contribute to the mission of the church.

Ultimately, the most effective leadership development strategies are those that are built on a deep conviction and a long-term vision. When we're driven by a passion for helping others grow and develop, we're more likely to create a plan that produces the quality and quantity of leaders we need. So take some time to consider the "why" behind your leadership development efforts. By understanding your motivations, you can build a strategy that truly makes a difference in the lives of your church's leaders.

Leader take aways:

1. Reflect on the "why" behind your leadership development efforts. Are you driven by a need to address a leadership shortage, or are you motivated by a desire to cultivate the leadership gifts in others? Understanding your motivations can help you create a more effective leadership development strategy.
2. Create a long-term vision for leadership development. Instead of focusing on short-term solutions to address immediate problems, think about the impact you want to have on the leaders in your church in the long run. This can help you create a plan that is sustainable and produces lasting results.

And if you want some help with your vision for leadership development book a call with our team here!

But where do you start?

Here are four thoughts and a free resource you can take advantage of today!

First, you have to do the work of creating a culture of leadership development. Reshaping the culture requires changing the way you talk about development. Leadership development is less about a program and more about the person. If you strive to grow great people, you will grow a great organization. But you'll never have an authentic leadership development culture if you merely do leadership development to place people in roles to make your ministry machine run. (Check out the free download at the end of this blog to assess your leadership culture)

The second is structure. There's not doubt you want to scale your organization. So you work hard to market, promote and draw people in for growth. But growth will reach a cap if you still need to build a healthy structure where people feel known, cared for, and developed. Creating a structure with healthy ratios is the key to scaling.

Third purposeful content is essential to the success of your leadership development efforts. You can help your leaders grow and develop the skills they need to thrive in their specific roles by providing targeted and relevant training and resources. But most organizations fall short of this type of intentionality. They may provide development, but the aim is limited to understanding the organization's mission, values, and operational systems rather than the specific leadership skills needed to thrive in leadership roles.

Finally, it's essential to focus on multiplying people - not just developing individual leaders but empowering key leaders to pass on what they have learned to others. By following this approach, you can create a culture of leadership development that will have a lasting impact on your organization. I am fond of telling church staff, "Your job isn't to develop leaders; your job is to develop developers." So many leaders have the ability to reproduce themselves but they are not being asked or empowered to do so.

I've written a book designed to equip you to build an intentional leadership development strategy, titled "The Multiplication Effect" and you can order it here. This book delves into the critical elements of a successful leadership development program, including a defined culture, intentional structure, systematic approach, purposeful content, and a focus on multiplying leaders.

I also have a FREE resource that you can download right now to asses how strong YOUR foundation of Leadership Development is. Download it here to see how you score.

Don't wait, take whatever next step is best for you and start building a solid foundation of leadership in your organization!

Leadership development is a topic that is widely discussed in the business world, but what about in the church? Can we say that Jesus was developing leaders, or was He making disciples? 

My answer may surprise you - it's both.

You see, leadership development is simply the discipling of leaders. It's impossible to separate the two. I've often run into this issue where churches feel that leadership development is too much of a corporate concept and not derived clearly from the pages of scripture. But leadership development should be an extension of a church's discipleship strategy.

Jesus was a master disciple-maker, and we can learn so much from His model of discipleship. 

The following portion of this blog is my response to a conversation with a leader who asked me what I say to churches who struggle with leadership development in the church. (PS this is one of the most frequent topics I'm asked about on interviews lol)

Here are two things about leadership development being not just biblical but also something Jesus modeled clearly. 

One thing is that most people struggle with misdefining leadership. Typically, people define leadership based on a cultural norm, not a biblical principle. 

Jesus was a leader. He had a team of twelve people. He had a mission, He had a vision, He created a culture. He transformed people. He inspired people. 

He was a leader, and he reproduced leaders. So that's frist thing we have to define leadership based on biblical truth, not the cultural realities around us. 

Now the second thing I would say is somebody says, "Well, leadership development doesn't belong in the church and it's not biblical." 

To this I would say is you gotta look at the life of Jesus. 

In Studying the life of Christ chronologically and you see an incredible picture of what Jesus did with his disciples, and you begin to realize, "Wow, he did leadership development." 

I'm going to say a lot of detail in a shortened overview, but I want to show you a few things that might surprise people. (Use this chart below for reference.)

Jesus' public ministry began in the fall of 26 ad (some people dispute that date, that's not the point right now) 

So it's the fall of 26 ad on the chart. You'll see the charts laid out by the years, but it's also laid out by Winter, spring, summer, and fall. So Jesus' baptism, his temptation, was that fall. And then he travels around, does some teaching his early ministry, then goes back down to Jerusalem and has Passover, interacts with Nicodemus. And then that summer, he moves to Capernaum. He does a tour through the 240 villages of Galilee. 

Now, look at the fall. One year after his baptism and temptation he looks at Peter, James, Andrew, and John, and He says, "come follow me, and I'll make you fishers of men." He met those men a year earlier... 

That was an invitation, not into leadership. That was an invitation into discipleship and followership, and that invitatiion took Jesus one year of interaction. 

Now, look at what happens next. Jesus begins to teach, and they follow him. We know they're following him at this point. He does another tour through the 240 villages, villages, and Galilee. And again, this surprises so many people. His twelve apostles are not with him on this trip. We know four disciples are, but the twelve are not because after that He meets Matthew and says, "come follow me." He invites Matthew into a followership relationship. 

And if you look at the summer of 28 ad, you'll notice this falls at the midpoint of Jesus' public ministry. Jesus goes up to a mountain, and He prays all night long. The Greek word for praying all night long is the only time that word is used in the Greek. And it means to pray without ceasing throughout the entire night. 

Now, why is Jesus doing this? 

At this point, if you look at the timeline, it is the height of his opposition and popularity. Jesus goes up, and he exhausts himself in prayer. I have to imagine in the context that we have that Jesus is praying, "I have to choose my key leaders that I'm gonna surround myself with." He went before God, and he prayed because he had many disciples and followers at this point. So picture Jesus thinking through the names, praying through them, and scripture says the following morning he came down from the mountain and from among them, how many we don't know, could have been hundreds from among them. He chose Twelve. Why? That they might be with him, that he might send them out, that he might do leadership development with them. That's Luke six.

Now we know in Luke 9:12, he sends out the twelve. And what does he do? He gives them authority and power. Right? Now, if you look at that, it's the Winter of 29 ad, which is almost six months after he selected them as apostles. 

So here's what you see: selection, training, and empowerment. 

Immediately after he appoints the twelve, he does the sermon on the mount where he teaches these twelve. Yes, there's a crowd there, but his focused teaching is at the twelve on looking at God's word. 

Hey guys, this is not about externals. The Pharisees are looking at this Torah as externals. I'm talking about internal change. Then he gives seven Kingdom of God parables. 

Why does he do that? 

Because he is teaching the kingdom of God, he is telling these twelve, "Guys, I'm giving you seven mental images so that when I send you out to teach the kingdom of God, you've got these seven memory devices, seven stories that you can carry with you. And by the way, the first is the parable, the four soils, a discipleship diagnostic tool". 

I could keep going through more of this, but you can see He's doing leadership development all day long.

I'll leave you with a verse and a challenge.

Ephesians 4:11-12 "So Christ himself gave the apostles, the prophets, the evangelists, the pastors and teachers, to equip his people for works of service, so that the body of Christ may be built up"

What if we moved beyond only discipling like Jesus and stepped into leading like Jesus?

Next Steps

If you want to learn how to build an intentional strategy to disciple leaders like Jesus then book a FREE call with my team, The Multiply Group, and we will help you discover your best next step.

You can also get the book "The Multiplication Effect", and it will teach you how to build a culture of leadership discipleship. 

I entered his office a little starstruck. And I started talking. What seemed like five minutes later, he looked at me and said “Mac, do you have a question for me? We only have about two minutes left.“

I lost a golden opportunity because my desire to impress him overtook my desire to learn from him. Instead of asking and listening, I talked.

Fast forward many years later, I was sitting with a young church planter in LA when we discovered we had a mutual friend. He pulled out his phone, snapped a quick selfie of the two of us, sent it to our friend and said, "Hey, look who I'm having lunch with."

Within seconds our friend replied with these works, "Ask big questions."

I love that advice. I now try to follow it anytime I meet with a big leader. A "big leader," by the way, is simply anyone who is further along than you or someone you admire for how God has used them.

Each time we sit with someone who knows more, has accomplished something we respect, has led on a bigger level, has a marriage we admire or parenting skills that put us in awe, these are all golden opportunities for us to learn and grow.

Recently, I flew to Arizona to meet with someone I consider to be a big leader. On my flight out, I got out my notebook and wrote out 10 strategic questions I wanted to ask that I felt would help grow my leadership. Thinking through specific questions ahead of time helped me maximize the time I had with this leader.

Here are some questions you can use whenever you're meeting with a big leader:

• How would you describe your leadership style?

• Who has influenced your approach to leadership?

• Which books have most shaped you?

• What is your approach to developing those you lead?

• What do you attribute to being the greatest contributing factor to your church's growth?

• What ingrained a "movement mentality" in your spirit? How do you plan on reproducing that in others?

• What does your church do well?

• How would you describe your strategic approach to planting a church in this culture?

• What are the things you find yourself telling church planters over and over again?

• How have you seen your role change in your church plant at the various growth barriers/levels?

• What is your greatest concern right now in your leadership? What are the factors causing that?

• How are you balancing the time between investing in key leaders who will stay and in key leaders who you're sending out?

• How well are you managing your time by keeping top priorities to a minimum? What are the greatest challenges in doing so? If you've been successful at it, what has led to your success?

• What are your biggest challenges with leadership development?

These questions will serve you well if you remember to do the other part of the equation: Ask and Listen.

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What happens when you are not around? How well do church services function? How does your area of ministry operate without you?

What goes wrong? What goes right? 

Who is leading in your absence? Who steps up when you are out?

When the leader is absent, the wheels tend to come off, and anything that could go wrong will go wrong. That's when you return from vacation or a long weekend off and think to yourself, "I want to get away more, but when I am gone, no one can seem to run things effectively." 

Of course you know that never taking a vacation is not an option. So what do you do? I want to recommend practicing "Strategic Absence." Strategic absence is the practice of leading from the back of the room. You are physically there, but you allow someone else to lead the team while you stand back, keep quiet and let them take charge. If you are a high control leader, being present but hands off may be difficult, but being strategically absent may be the very thing your leaders need from you. 

For example, if you are a worship director, practice being strategically absent once a month by letting one of your key leaders run the service while you stand silently in the back. This will do a few things for you:

• It will give you a different perspective of worship. Being in the back of the auditorium, you will see things you do not see from the stage.
• If the leader makes mistakes, you are there to witness it happen. Now you can provide even more concise coaching.
• You will also see what that leader does well and be able to praise them for their specific strengths.

That is just one example, but hopefully you can see how this could apply to any area of ministry. You can practice strategic absence by letting someone else lead a meeting, preach, plan an event, counsel, mentor, disciple, lead a training, and more. 

Wise leaders teach others to do what they do. That level of development will generate better leaders and ensure things will go more smoothly in your real absence.

Give it a try this year and prepare to enjoy your vacations more than ever.

Some of my favorite Seinfeld episodes are those about the "soft talker," "close talker," and the one about Dan, the "high talker." But one they didn't cover is the loud talker. 

The loud talker is that friend you are afraid to meet in a coffee shop because everyone in the shop can hear when he talks. He isn't shouting; his voice is just...loud. And it always amazes me that these individuals are typically unaware that they are loud talkers. 

Leaders can have that same lack of awareness. Your voice is louder or carries more weight as a leader than you might realize. And when we are consistently the loudest voice, it can drown out the voices of others.

Your team has good ideas, different perspectives, wisdom, and insights that can and should contribute to your organization's vision. But, they may never exercise their voice or even discover their voice if not given a chance. 

When the leader's voice is always the loudest it:

1. limits creativity
2. narrows perspectives
3. leads to missed opportunities
4. hinders development
5. decreases a sense of ownership among the team

So what can you do?

1. Make a habit of having everyone else speak first
2. Affirm the great ideas and insights your team shares
3. Thank the team for their input 
4. Integrate the philosophy that it takes a lot of bad ideas to come up with the best ideas
5. Step out of the room and let your team brainstorm without you

Not only will you see more and better ideas emerge, you will also discover people who are showing more significant potential for leadership. You will find new strengths among your team. And you will see the engagement level of your team skyrocket.

Don't end up being a parody on an episode of Seinfeld; quiet your voice and enjoy the benefits of allowing the voices of others to be heard.

As I browsed through the Business Leadership section at a Barnes & Noble Bookstore, a book title caught my eye and stopped me in my tracks. "Why Employees Don't Do What They're Supposed to Do and What to do About It" by Ferdinand Fournies. I was a 29-year-old leader who only had volunteer leaders reporting to me, but the book title described the pain I was feeling. I immediately bought the book, took it home, and devoured the lessons it contained.  

When I finished reading the chapters that described 16 reasons why people don't do what you want them to do, I photocopied the table of contents and posted it on the wall beside my desk.  

For the first time, I realized that when people are not doing what they're supposed to be doing, it is often my fault, not theirs! That hurt, but it was a necessary wake-up call. 

Placing blame on those we lead is like a built-in default mode for most of us. When a leader's performance is off, we can find ourselves complaining, criticizing, or reprimanding without stopping to think about the why. Fournies' book gave me a tool to help assess poor performance. This, in turn, helped me take appropriate steps to help those I lead.  

If you're curious about the 16 reasons, here they are:

1. They don't know why they should do it
2. They don't know how to do it
3. They don't know what they are supposed to do
4. They think your way will not work
5. They think their way is better
6. They think something else is more important
7. There is no positive consequence to them for doing it
8. They think they are doing it
9. They are rewarded for not doing it
10. They are punished for doing what they are supposed to do
11. They anticipate a negative consequence for doing it
12. There is no negative consequence to them for poor performance
13. Obstacles beyond their control
14. Their personal limits prevent them from performing
15. Personal problems
16. No one could do it

It's easy to point the finger and blame, but I promise you'll get better results from your team if you take the time and effort to get to the root of the issue and help coach them towards higher performance.

Mike got into student ministry because he loved Jesus, loved teenagers, and wanted to disciple students to live Christ-centered lives. As he stood before his group of volunteer leaders with a handful of weighty ministry decisions and the people in the room waiting for him to lead, he wondered how he went from his simple vision for serving as a youth pastor to the weight he felt of leading a team. The one thing he knew in that moment was that he felt severely unprepared to lead in the way his people needed him to lead.

While Mike isn’t a real person and his student ministry has been made up, the pressure he feels to lead as a pastor is not. I often find full-time church staff members who feel untrained or ill-equipped for their role. When this is the case...

1. They fail to lead with confidence
2. They make leadership mistakes that could have easily been avoided
3. They function more like doers than developers
4. They struggle to equip others in leadership because they haven't been equipped

These reasons (and others like them) are why I wrote Leading a Department in the Discipling Leaders book series. If you want to see your staff team's confidence, competency, and character grow, then this book is for you.

Each chapter is a training module you can use to disciple (mentor) your staff toward their leadership potential. Each chapter contains a character development study, a competency evaluation tool and practical content to help them grow in their leadership. Your staff will also be challenged to put what they are learning into practice by choosing one or more of the assignments from the “Put it Into Practice” section.

The chapters include the following topics:

Module 1: Personal Development

• Character: Self-Awareness - Leaders are keenly aware and honest about how their emotional and behavioral tendencies impact those around them. 
• Competency: Personal Development - Continuously pursue learning opportunities to gain new insights and wisdom that enable them to grow in character and leadership competencies

Module 2: Time Management

• Character:  Self-Discipline - Leaders yield to the Holy Spirit making the right decisions despite their emotions and temptations.
• Competency: Time Management - Steward time in a wise manner that minimizes distractions and maximizes personal contribution to the organization’s mission.

Module 3: Decision Making

• Character: Discernment - Leaders recognize and respond to the presence and activity of God. 
• Competency: Making Decisions- Weigh a variety of options to make a prayerful, wise choice that reflects God’s desired outcome.

Module 4: Communication

• Character: Authenticity - A leader acknowledges they are a broken and imperfect leader while trusting God’s grace and His Spirit to conform them to the image of Christ.
• Competency: Communication - Communicate clearly so others understand and take the appropriate action

Module 5: Coaching Others

• Character: Genuine Love - Leaders respond in a patient, caring and honest manner to those with whom they interact.
• Competency: Coaching Others - Guide an individual through a thought process to discover insights and action steps that lead to further development in their life and leadership.

Module 6: Leading Meetings

• Character: Zeal - A leader demonstrates an enthusiastic commitment to that which God has called them to accomplish.
• Competency:Lead Meetings - Plan and lead highly engaging meetings that enhance the team’s productivity and unity.

You can purchase copies of Leading a Department for your staff by clicking here.

Lifeway Research conducted a survey with pastors in 2021 to discover what they see as their most pressing needs in their churches today. Can you guess the #1 issue that was identified by the majority of pastors? It was leadership development that came in at the top of the list with 77% identifying it as their number one issue that is concerning them. (Click here to view the full article from Lifeway.)

While that is a shame, it's really not a surprise. I remember Leadership Network doing a similar study back in 2008 and got the same result.

So for over a decade now, US churches have admitted to struggling with developing leaders. Well, if you and your team are ready to change this narrative for your church or organization, we have a new resource that will Jumpstart Your Leadership Development Efforts.

This Team Development resource includes five training sessions you can use with your staff or team. Each session consists of a video, discussion questions, and exercises that will help you get more intentional about leadership development in this new year.

Click here to download this free resource to Jumpstart your 2022 Leadership Development!

To LEAD from a PLACE of overflow, you have to live from the PRACTICE of intake.

Daily leading is draining. If we are not careful, the demand to continually give and serve others can leave us empty. And, an empty leader is not a healthy leader.

I've never been able to make wise decisions, manage my emotions, or lead with pure motives when my soul is on E.

It fascinates me that Jesus said, "My yoke is easy, and my burden is light." Yet, so many of us in ministry complain of being overworked and under-joyed (I know that's not a word, but it is a reality).

Some of you may have been leading on empty for a long time. Others have been surviving on a half tank for longer than you want to admit. The scary thing is, leaders are adaptable. We can figure out HOW to lead from empty. And when we adapt to empty rather than adjusting to refuel, leading on E becomes standard, acceptable, and normative.

How full is your tank?

Don't accept E.
Don't tell yourself, "half-tank works for me."
Don't deceive yourself, saying this is just a season.

Pray, ask God to fill you with a fresh hunger for his Spirit.
Seek, stay in His Word until you hear His voice.
Be curious, dig deeper, ask better questions until your soul is so stirred that you cannot imagine it will ever be quenched.

Then, when you can no longer contain it, let God speak through you from the overflow.

"I'm sorry."

There's great power in those two words. They can radically change a relationship, restore trust and heal wounds. But only if they are said with a spirit of authenticity.

If you want to be proficient in delivering an apology, first think about what it feels like to receive an apology. 

Not all apologies carry the same weight. Some say, "I'm sorry," only because they were caught, to get someone off their back, or because they were forced into it.  

These are not apologies. They are statements that acknowledge the other person's displeasure but indicate the individual is still refusing to recognize their part in the offense. 

There are two primary reasons people struggle to say, "I'm sorry."

First, You are trying to control how others perceive you. This is when you put "a spin" on your behavior. "Oh, I'm sorry, I was tired, that's why I did that." Making excuses is a form of image management (an attempt to guard how others see you). And image management is a form of deceiving others. 

Second, You cannot handle seeing your own brokenness. To say "I'm sorry" is to admit your weakness, fault, or sin. For some, facing the truth about themself is too difficult to bear. In this case, we are not deceiving others; we are deceiving ourselves. 

In both cases, the underlying issue is a failure to find your identity in Christ. When you live in light of God's grace, you will have the ability to deliver an authentic apology that restores harmony and trust. But when your identity is not grounded in Christ, you will face great temptation to protect your image. 

An authentic apology includes:

• Reflecting on what you did and why you did it.
• Sincerely admitting where you were wrong.  
• Sensitively acknowledging the emotional or tangible impact your actions had on the individual(s).
• Articulating the specific change, you will strive to make. 

Leaders are responsible for shaping the team culture. They shape the culture through how they communicate. And one of the most essential communication skills you can learn is the art of the apology. 

This post is from my upcoming book Leading Departments: Developing the Character and Competency to Lead a Ministry. Check out the Discipling Leader series HERE.