“Lead, Love, and Serve Like Jesus”

facilitator guide
Building
Effective Teams
PHASE 3
the

SERVING
LEADERSHIP JOURNEY www.ReverbNetwork.org
2019-10_A4
 Building Effective Teams FACILITATOR NOTES PAGE 1
Begin with a welcome, opening prayer, and overview. 10
Review: Jesus led Himself before leading others. He built 5
trusting relationships with a few disciples, formed a team, and
launched a worldwide movement known as the church. This
training focuses on building teams to provide a foundation for
organization with good team leadership for successful teams.
Team Defined: A team is more than one person and will vary 5
in size depending on the task. Having an odd number helps
break a stalemate when making decisions. Having too many
people slows down the process. Diversity in age, gender,
background, experience, and skill set ensures greater effective-
ness. When each member offers their strengths to comple-
ment other team members’ weaknesses, everyone wins. A
team always forms around a mission or task and collaborates
to accomplish it. Achieving results is the greatest motivator.
Circles of Influence: Jesus had a smaller team within his 5
larger team. Peter, James, and John held signifi cant leader-
ship positions in the early church. Groups of teams form an
organization. Some teams may only be workgroups that come
together for a specifi c time for a specifi c task or purpose.
Mark 3:13-15: Team leaders go up to get perspective. They 5
pray and evaluate. They call those who are uniquely fitted for
the task or mission they want to accomplish. Team members
should not be forced but invited to join (came). Team leaders
get the right people on the team and appoint them to certain
tasks according to their skill sets or strengths. Team leaders
work beside (with) their people to help them become produc-
tive through training, modeling, and coaching. After observing
the team leader, team members can reproduce (send/preach/
drive out) together at a greater rate (John 14:12). Team
leaders share their authority as the team matures.
The Serving Leadership Journey: Developing effective teams always begins with self-leadership followed by 5
building trusting relationships. Organizational effectiveness is built on the foundation of solid teams.
Leadership Framework: At the being level, team leaders learn to value “we” over “me”. If the task is doable 5
by one person there’s no need for a team. At the knowing level, a team leader develops a plan that matches
specific needs with solutions. At the doing level, a team leader implements the plan by creating an environment
where multiplication (“1+1=3 or more”) results rather than simple addition (1+1=2). Synergy occurs when
people share ideas which leads to more ideas which leads to more solutions than if everyone worked alone on
a problem. With regard to disciplines, team leaders shepherd their team toward greater growth and fruitfulness
(John 15:8).
Scriptures on Teamwork: Break into groups to discuss the verses. Spokespersons from each group present 30
their group’s discoveries about teamwork. Ask if anyone has additional scriptures about teams to add to the list.
Different Types of Teams: On a newly-formed team the leader directs, reviews all the results, conducts all 10
the meetings, and is fully responsible for the results. Team members are learning new skills, learning to work
together, and learning to relate to their leader. At first they follow the leader because of his position (they have
to); then they begin to follow because they want to. A leader moves positively from “rights” to “permission”
based on how the relationships improve. On a manager-centered team the leader gets input from the team to
make informed decisions. The team reviews their own performance and helps set standards and goals. The
leader works on greater participation and focuses on problem areas. People follow the leader because of what
he/she has done for the mission or organization. They see the fruit of their labors when they work together
under good management. On a shared-leadership team different members begin to share leadership roles
based on their strengths. Gaps in performance are addressed with the team leader focusing on training and
team development. Team members hold each other accountable with 360 degree reviews (everyone around
them submits feedback). People follow the leader for what he/she has done for them; they feel empowered to
begin leading and take more ownership for the mission. Long-range growth occurs at this level. On a high-
performance and self-directed team the leader takes on the role of an outside coach to the team (or multiple
teams) as leaders have been reproduced successfully and begin leading their own teams. The team is fully
empowered and meets to discuss the challenges within their own teams. The team leader is respected and
sought out for advice because of who he/she is or what he/she represents. These leaders grow people and
organizations.
 Building Effective Teams FACILITATOR NOTES PAGE 2A
Why Teams: Jesus sent disciples out twice…once to the 5
Jews only and the other time to everyone. Note that He sent
them out in groups of two and how the following five points all
relate to why two are better than one.
THE “BEING” ASPECT OF A SERVING TEAM LEADER 10
-Driven leaders are motivated by self—from within. Called
leaders are motivated by God; they sense a call from outside
of themselves…to live for something greater than themselves.
-Driven leaders are motivated by personal ambition. They tend
to be competitive and short-tempered when things don’t go
their way. Driven leaders value accomplishments and success
over relationships. They are often driven from pride or fear.
-Called leaders steward their time, energy, and resources to
fulfill a purpose greater than themselves. They prioritize their
private relationship with their Audience of One and place a
high value on people. They serve in humility and confidence.
-Matthew 4:1-11…Jesus renounced personal ambition in the
temptations (1) Turn stones into bread: instant gratification of
the flesh (2) Throw yourself off the temple: show off for
personal glory (3) Bow down and worship the devil: take
shortcuts to success rather than taking the way of the cross
-Luke 9:46-48…Jesus redefined greatness for the disciples
who were driven by personal ambition (whoever values a child
is great…“whoever is least is the greatest!”)
-Matthew 26:33…Peter considered himself superior to the
other disciples (“Even if all fall away…I never will”)
-Matthew 25:14-30…in the parable of the talents Jesus
illustrates that everyone is given different gifts and with that
comes different levels of responsibility. Everyone is required to
steward their gifts to the best of their ability.
-John 14:12…faith in Christ equips us to do “great works”
-John 17:1-26…as Jesus was sent, so are we sent. We are
called to be one with Christ and one with each other.
Key Questions: Prideful people look in the mirror to congratulate themselves on any success achieved. 10
Humble leaders look out the window at their team to congratulate them on how everyone collaborated for
success. Serving team leaders are confident in Christ and their calling from him; therefore, they don’t fear
conflict or asking the hard questions that prevent groupthink (a desire for harmony or conformity in the group
results in irrational or impaired decision-making. Team members try to minimize conflict and reach a
consensus decision without critical evaluation of alternative viewpoints, by actively suppressing dissenting
viewpoints, and by isolating themselves from outside influences). A healthy team operates like the community
described in Acts 2:44-47.
-The heart of serving team leaders keeps the mission front and center. In order for the movement to grow and
expand long after they’re gone, they focus on preparing successors. They see themselves as “shadow
pastors”, nurturing leadership in others and setting them up for success (“Greater works you will do” John
14:12…after crucifixion/resurrection we have the Spirit’s anointing to preach the gospel and see sinners
repent and enter the Kingdom of God. We get to participate in what Jesus started; his miracles were only
signs of what was to come)
EXERCISE: Have volunteers choose a word and explain what it means in leading a team (include the 25
following)
-Community: Togetherness and unity of purpose in the team as members lay aside personal agendas.
-Inspiration: Each member of the team is inspired by the collective effort of the team.
-Commitment: Being part of a winning team creates great results and increases team commitment.
-Encouragement: Team members rally around each other through struggles and challenges.
-Empowerment: Members take ownership as they work in their area of greatest strength on the team.
-Results: A healthy team accomplishes something greater than what could be done as individuals.
-Relationship: A healthy team values relationships with one another as highly as accomplishing the mission.
-Trust: High levels of trust will provide the environment in which teamwork is possible.
-Truth: “Agreeing to disagree agreeably” ensures the success of both the mission and team relationships.
-Love: Putting other team members and the team mission ahead of personal preferences and goals.
 Building Effective Teams FACILITATOR NOTES PAGE 2B
Preparing Successors: (“Shadow pastors” develop leaders 25
privately as they are beginning to lead out publicly)
-Cast vision: Jesus shared his big picture of the Kingdom of
God at the beginning of his ministry (Matthew 5-7).
-Model: Jesus demonstrated the Kingdom of God to his
disciples before sending them out (Matthew 8-9).
-Teach/Mentor: Jesus confronted the disciples over their lack
of faith and Peter’s confession (Matthew 16).
-Provide opportunities and challenges: Jesus remained silent
when a Gentile asked for mercy on her daughter…he gave
his disciples an opportunity to respond after teaching them
earlier that Gentiles were accepted in the Kingdom (Matthew
15:21-28). The earlier argument (vs. 1-20)—“What comes out
of the heart makes a person unclean rather than certain
foods”—was basis for accepting Gentiles into the Kingdom.
-Delegate: Jesus sent out the twelve disciples and seventy
disciples with his authority (Matthew 10, Luke 9-10)
-Give feedback: Jesus helped the disciples prioritize their joy
after they returned from ministering (Luke 10:18-20) and
helped them understand that their lack of faith prevented
them from driving out a demon (Matthew 17:19-21)
-Develop a succession plan: Jesus was very specific about “all
nations” and making disciples (by teaching and baptizing and
obeying all his commands) with a promise that he would
always be with them (Matthew 28:18-20). In Acts 1:8, Jesus
stated that they would be witnesses in Jerusalem (local
witness), Judea (nearby areas), Samaria (cross-cultural
focus), and to the ends of the earth (global expansion).
EXERCISE: Develop Your Succession Plan 30
1) Identify the person (How will you do that?).
2) What are the strengths and weaknesses of team members
and how can you help them move more in the areas of
their strengths and compensate for their weaknesses?
3) What guidance will you give this person and how will that happen in terms of coaching and mentoring?
4) Develop a hand-off (“passing the baton”) plan (timeline) in which you formally transition out of leadership.
5) How will you assess their progress throughout the transition process and give them feedback? At what point
will you completely let go and not get involved without invitation from your successor after transitioning out?
DISCIPLINES OF A SERVING TEAM LEADER 15
PRAY: In Luke 9:28, Jesus had his “inner circle” witness an intimate connection with his Father during his
transfiguration (key lesson learned: discernment regarding who to listen to: Jesus or the law—Moses—and the
prophets—Elijah.) When teaching his disciples to pray (Luke 11:1-13), Jesus emphasized the priority of God’s
Kingdom over our desires. Once we are aligned we can make our petitions. Persistence is key to receiving:
ask, seek, and knock. Whatever we receive is a good gift from God…He knows what is best. (Team leaders do
what is best for the mission & team!)
UNDERSTAND SCRIPTURE: In Luke 24:13-27, Jesus explained to the disciples traveling to Emmaus the
deeper truths in the law and prophets that spoke of his ultimate purpose. Study and application of scripture is
vitally important to having healthy leadership vision. We need God’s guidance and direction through His word
to effectively guide our teams and mission.
TAKE TIME FOR SOLITUDE: In Mark 6:30-32, Jesus called his disciples away to a solitary place for quietness
and rest (like a battery recharge). Evaluation of ministry, major decisions, and realignment can all occur when
one has time and space to think.
EXPERIENCE UNCONDITIONAL LOVE: Jesus modeled unconditional love by loving his disciples
unconditionally through failure and when leaving them for a short time (crucifixion). His love for them was
expressed by preparing them for his crucifixion. Jesus spoke about unconditional love in John 13:34-35. Team
leaders allow their team members to fail forward in the context of this type of love and commitment toward
their success.
STAY CONNECTED IN SUPPORTIVE RELATIONSHIPS: In Matthew 26:38, even Jesus needed the support
of his disciples during his greatest moment of temptation in the garden of Gethsemane. Isolation and elevation
above followers is dangerous for all leaders.
PERSONAL COMMITMENT: Give participants a few minutes to consider and write down what needs to 5
change in their lives based on what they have just learned. Remember to give them time for this at the end of
each section.
 Building Effective Teams FACILITATOR NOTES PAGE 3A
THE “KNOWING” ASPECT OF A SERVING TEAM LEADER 30
[visionary vs. implementation (doing)]
-Your leadership point of view consists of your beliefs and
assumptions about leading and motivating people. Jesus’
leadership point of view was to serve (Matthew 20:25-28)
rather than lording over others with positional authority. Four
questions to ask yourself that will help define your leadership
point of view:
1) What are my beliefs about leadership?
2) What are the proper roles and duties of a leader?
3) What are my expectations from my people?
4) What can my team expect from me?
-Discuss the four parts of a vision from a team perspective:
PURPOSE: What is our ultimate mission? Could we achieve it
without each other? Do we have all the right people on the
team to fulfill our purpose?
PICTURE OF THE FUTURE: Where do we hope to see the
team several years from now? What will we have achieved?
VALUES: What guiding principles will not be compromised?
What can we agree on together? Are they rank-ordered?
GOALS: What are some practical goals that we can set and
achieve together? Are they challenging? Can they only be
accomplished as a team? Who is responsible for what?
Team Leader Exercise: Participants create their team charter. 30
-Team Leadership Responsibility: team leaders can’t do 15
everything (why they need a team) but they can finish the work
they’ve been given and help the team stay focused on their
mission. Their main role is to train and equip team members
for specific tasks. They provide a safe environment in which
team members can fail forward. While encouraging the team to
risk everything for the sake of the mission, they protect their
members from evil and evil influences. Team leaders also focus on the future, creating an environment where
healthy change is embraced, and leaders are always being trained.
Effective Teams are defi ned by: 5
-A common purpose: Everyone on the team understands why they are together and what they are working on;
they bring a high level of commitment to each other and their shared work.
-Clearly defined roles: Everyone knows their role and what is expected of them. Tasks are equally divided
among team members based on their individual abilities and strengths.
-Accepted leadership: The leader serves the team by casting vision and facilitating its formation, offering
structure and organization, and facilitating cooperation and interdependence.
-Effective processes: Systems are established to maximize cooperation, facilitate team decision-making and
problem-solving, and help reduce conflict.
-Solid relationships: Leaders create a cooperative climate where team members value and care for each other.
-Excellent communication: Cooperation is improved by the sharing of information; everyone is enabled to
readily express their ideas and opinions. Disagreement is not viewed as disloyalty. Teams thrive on healthy,
respectful debate by truth tellers.
 Building Effective Teams FACILITATOR NOTES PAGE 3B
From Ineffective Teams to Effective Teams: A team has a 30
number of challenges to overcome as it moves through the
forming (beginning), storming (highly difficult and challenging
time), norming (cooperation), and performing (high production)
stages. There’s lack of trust, little or no commitment, few
results to build on, fear of conflict, and no accountability
structure. Before the challenges are overcome the team will
often “dip lower” in productivity in contrast to what was
accomplished by each individual prior to team formation.
[Knowledge/Trust Continuum: In the forming stage no one
knows what everyone else knows—information is “hidden” in
that sense—and very little trust—if any—exists. At the storming
stage, individuals disagree and clash with each other as they
adjust to working together and making team decisions (often
they keep information to themselves due to pride and desire for
control…team members distrust one another). Leadership at
this stage is very important in helping each member lay aside
personal visions and collaborate on the team vision. At the
norming stage, members begin to share knowledge with each
other and collaborate on projects. Eventually the team moves
into the performing stage and creates new knowledge and
experiences synergy due to high levels of trust.]
In the forming stage, a team has lots of excitement and
anticipation for the vision but little ability to accomplish it. The
team leader should focus on relationship basics and core
concepts of the vision (Jesus first delivered the Sermon on the
Mount to his new team of disciples). The team leader models
the tasks and involves team members where possible (Jesus
healed, cast out demons, and preached before sending out the
disciples in Luke 9-10). In the next phase, productivity goes
down; the team goes through a storming stage as the leader begins to empower members for tasks and they
encounter failure (Matthew 17:14-21). In the norming stage, the team members partner with the team leader to
produce greater results than what each one could do alone (Luke 10:17-19, John 14:12). The final performing
stage of a team is defined by extraordinary results and multiplication (Acts 1:8, 17:6).
-“Bus” Metaphor: It’s important to get the right people on the bus, the wrong people off the bus, and the right
people in to the right seats (roles). Roles should be assigned according to gifting rather than according to
seniority.
Qualities of People on Kingdom Teams: Team leaders choose and develop team members who have all
three qualities (character, competence, and chemistry). They need character to sustain them for the long run (1
Corinthians 9:24-27, Hebrews 12:1), the competence or skill set to achieve the required tasks, and chemistry
(ability to adjust or get along with other personalities) with other team members. Jesus built a team of very
different individuals and personalities (consider Matthew—collaborator with Rome as a tax collector getting
along with Simon the Zealot—one who hated Rome and wanted it overthrown), forming them into a team that
went out and turned the world upside down (Acts 17:6). Never forget that even Kingdom teams will still have
problems (Jesus had Judas).
DISCIPLINES OF TEAMS THAT THRIVE VS. SURVIVE [Creating success creates more success!] 10
Team leaders create environments where their team members grow, produce, and experience increasing joy
by:
(a) Staying focused on the mission of the team: “keeping the main thing the main thing.”
(b) Arranging weaknesses & strengths as complements: “getting the right people on the bus & into the right
seats.”
(c) Giving careful attention to how decisions are made and team meetings are conducted (not too long,
agenda-driven and focused using gatekeepers and timekeepers, action-oriented, delegated tasks, &
accountability).
(d) Relying on empowerment and inspiration versus micromanagement, top-down control, and demand.
(e) Creating a culture where everyone can win and advance in the Kingdom according to their ability.
 Building Effective Teams FACILITATOR NOTES PAGE 4A
THE “DOING” ASPECT OF A SERVING TEAM LEADER 15
-Team leaders help their team implement the vision through
both directive and supportive roles.
-During the FORMING (beginning) stage, the team leader
helps team members understand expectations, team goals,
where the team is headed and why, and specific roles for each
member. The leader instructs, answers questions, and works
hard to establish trust, modeling acceptable behavior.
-During the STORMING (growing) stage, the team leader
helps members manage issues of power, control, and conflict.
Members also need help with communication: collaborating
and compromising to make win/win decisions and handle
disagreements agreeably. Team leaders focus on the common
goals, reinforce the vision, mediate conflict, help guide
decisions, and provide individual and team recognition/praise.
-During the NORMING (maturing) stage, the team leader helps
a team grow and increase in fruitfulness by pushing the team
in terms of decision-making and problem-solving. With trust
established at this stage, members default to doing whatever it
takes to keep a positive culture rather than moving forward.
Therefore members need encouragement to engage in healthy
debate and welcome ongoing feedback. Roles may need to be
adjusted & leadership is shared for different projects or tasks.
-During the PERFORMING (reproducing) stage, the team
leader empowers members to expand their team or multiply it,
encouraging innovation and continuous improvement. If a lot of
new members join an existing team, sometimes it requires a
return to the forming stage to help new members adjust. (Note
that Jesus gave general guidance at this stage—the Great
Commission—compared to specific instructions in Luke 9-10)

Team Leader Skills: 25

1) Performance coaching includes an ongoing focus on the vision or big picture. As a team leader you must
provide the overall direction and goals of the team. Make sure you also set very clear expectations.
2) When praising performance be immediate and specific (Matthew 16:15-19). Poor performance needs to be
corrected and redirected (Mark 10:13-16). When correcting, do it as soon as possible after wrong behavior is
observed. Be specific. Express your feelings and the negative impact their behavior had on the team and the
mission. Focus on the behavior rather than attacking the person. Reaffirm your belief in them and what you
expect of them in the future.
3) Always give evaluation and feedback on performance—both positive and negative.
Don’t avoid conflict; deal with it according to Matthew 18:15-17. Ask the following questions:
(a) What is positive about the other person/position?
(b) Why am I taking my position? Is the report true, or is there something behind it?
(c) What is most important in this situation?
(d) What alternative solutions are there? Which of them could I live with?
(e) How have I contributed to this situation? Is there anything of which I need to repent?
-To resolve the conflict: pray, explore everyone’s position, seek alternative solutions, collaborate for a win/win
compromise, and expel any resentment or unforgiveness (express “I’m sorry” and ask for forgiveness).
-Communicate with simple, clear, & concise messages. Don’t speak recklessly and carelessly (Proverbs 12:18)
or simply air your own opinions (Proverbs 18:2). Select the right place and time. Demonstrate trust & care by
listening first (Proverbs 18:13). Check your motives when confronting. Ask people to do things instead of telling
them.
-Empower and delegate to accomplish a vision greater than yourself (see Exodus 18:17-26 for Jethro’s advice
to Moses to help him in the enormous task of settling Israel’s disputes and Luke 9:1-6 & 10:1-17 for Jesus’
delegation of Kingdom work to the 12 disciples and 70 appointed ones). Understand the difference between:
(1) Delegating: giving responsibility and authority for specific tasks; holding accountable for results
(2) Assigning: appointing someone with menial duties that don’t require initiative or growth
(3) Dumping: passing off tasks you don’t like or giving too many instructions on how to accomplish a task
 Building Effective Teams FACILITATOR NOTES PAGE 4B
Team Leader Skills (continued): 5
-When delegating, consider the task to be delegated, the goal,
benefit, and risk of delegating the task, the abilities and skills
of the team member, the responsibility and authority you will
give them, and the process you will use to follow up and
measure progress.
-DO NOT delegate:
(1) Praise and recognition of team members.
(2) Conflict resolution and difficult team member issues.
(3) Tasks that only you can do.
(4) Decisions that only you can make.
-To make sure delegation is done correctly:
(a) Set a clear goal or objective.
(b) Assign the project or task, identify milestones, and assign a
completion date/time.
(c) Provide necessary instructions and guidance.
(d) Clearly state the level of authority you are granting to them.
(e) Follow up and provide feedback.
Ego Issues at Each Development Level: Both team 20
members and team leaders will struggle with fear and pride
while interacting with each other on a team.
-Those at the BEGINNING stage are inexperienced and need
someone to help them develop and mature. They are prone to
false pride and arrogance, needing to see the importance of
sharing information rather than hoarding it for the sake of
power (refer back to Knowledge/Trust Continuum on Page 3).
At the beginning stage, team members also need to get over
their fear of failure and looking foolish. Team leaders primarily
provide directive teaching at this stage. They need to guard
against impatience and making quick judgment calls. Often at
this stage it’s easy to overlook details that are so common to
the leader but very new to the team members. If team leaders
delegate too soon, they set their team members up for failure.
-At the GROWING stage, team members face discouragement over failure or lack of progress (impatience).
The benefits of working alone may seem greater than that of teamwork. Team members can easily lose faith in
themselves at this stage and also feel frustrated at their leader’s ability (or lack thereof) to manage and
maximize team effectiveness. At this stage, team leaders need to be careful they don’t express frustration but
rather encouragement. They need to look ahead at the big picture rather than set unrealistic expectations in the
present. A big challenge for them at this stage is fearing that their leaders or supporters may be critical of their
ability to lead.
-At the MATURING stage, team members often struggle with commitment due to pride in their individual
performance, fear of trying something new due to current successes, and competition from other team
members. Team leaders face the challenge of lack of concern or minimal awareness of team challenges due to
their lessening involvement and shared leadership. They may draw back from confronting groupthink or calling
out other team challenges due to not wanting to upset a team that is experiencing greater momentum. Team
leaders may also fear at this stage that they will be passed over for promotion as shared leadership in the team
increases.
-At the REPRODUCING stage, team members can become complacent on one hand or burn out on the other
due to not balancing their work with rest. Because they’re experiencing great success and need little input
anymore they may also be unwilling to accept feedback. Team leaders at this point will struggle with
competition from their other leaders on the team and may begin to withhold information or recognition as a
result. They may also fear that they’ll be replaced by someone better than them on the team. 10
Steps to DISCIPLE Your Team Members: Team leaders are responsible to not simply teach and train but to
develop and disciple their team members into “disciple-makers” (2 Timothy 2:2 model):
D - Develop intentional relationships with individuals to meet their specific needs and learn their particular strengths
I - Identify individual levels of spiritual maturity so you can introduce specific challenges for further growth.
S - Supply the team with spiritual support both by your example and also through consistent encouragement.
C - Communicate spiritual truth and inspiration to keep the vision alive and aligned with what matters most.
I - Incorporate team members into the team and local church as visionary influencers and supporters.
P - Pray daily for each member’s ongoing growth and protection from evil.
L - Look for opportunities to expand each individual’s success by clarifying and developing their spiritual gifts.
E - Enlist each team member into ministry opportunities that arise both within the team and without.

8 hour program: 2 breaks at 10 minutes each, 1 hour for lunch Total Teaching Time 6:40