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- 1. CBF Fellows Session 1 August 20-‐23, 2012
- 2. Faculty Introductions • Terry Hamrick • Ka’thy Gore Chappell • Bill Wilson • Beth Kennett • Chris Gambill
- 3. The Coopera9ve Bap9st Fellowship
- 5. Who We Are CBF is a fellowship of Bap9st Chris9ans and churches who share a passion for the Great Commission of Jesus Christ and a commitment to Bap9st principles of faith and prac9ce.
- 6. What We Do Help you and your church find where your God-‐ given passion and God’s mission meet. Because at that holy intersec9on, lives are changed.
- 7. Our Vision and Mission Our Vision Being the presence of Christ in the world Our Mission Serving Christians and churches as they discover and fulfill their God- given mission
- 8. Our Core Values • Baptist Principles • Biblically-based Global Missions • Resource Model • Justice and Reconciliation • Lifelong Learning and Ministry • Trustworthiness • Effectiveness
- 9. How We Partner The Fellowship partners with • 15 theology schools/seminaries with combined enrollment of about 2,000 students. • More than 600 CBF-‐endorsed chaplains and pastoral counselors serving in various seMngs. • 150 global missions partners • Bap9st iden9ty partners
- 10. About Us The Fellowship has a paid staff of about 50 employees plus more than 135 field personnel who serve worldwide. The Fellowship is based in Atlanta, partnering with 18 state and regional CBF organizations that have combined budgets of more than $3 million.
- 12. Center for Congregational Health® VISION Will be the premier thought leader and the provider of resources and services for healthy faith leaders and faith communities. MISSION Opening doors to hope and wholeness with faith communities, lay leaders and clergy. CORE VALUES Congregationally-‐Based Client-‐Centered Approach Thought Leaders Flexible and Responsive Multiple Ministries Sustainable Ministry
- 13. At the center of the Center? www.healthychurch.org
- 14. Our Primary Ministries • Intentional Interim Training • Coaching and Coach Training • Consulting & Consultant Training • Leadership Development • Spiritual Formation
- 15. Quick Facts • FY11, the Center provided: • coaching for 540 clients • consultation for 180 faith communities • educational events for 524 individuals • Since 1992, the Center has: • worked in 44 states • assisted ministry in 4 foreign countries • served 19 denominations
- 16. Fellows Introduc9ons • Write your name on a tent card • Share in your group: – Three basic facts about themselves – Something that excites you about being a Fellow • Close in prayer with the members of your small group
- 17. Influences on Leadership Development
- 18. Discussion Questions • Find a partner you do not know well and share your answers to these questions: • Who is an example for you of good leadership? What do you learn from this example? • Who is the “best” leader in your church? What do you learn from this example?
- 19. Group Norms • Individual reflec9on, (Learner Guide, p. 11) • Prepare to share with the large group
- 20. Metaphor Maps of Our Lives • Draw a picture of “your life” with its opportunities and challenges • Artistic ability will not be penalized • Everyone will share their map and interpret it for the group • (3 minute time limit!)
- 21. Learning Goals What do you hope to learn through Young Leaders?
- 22. Leadership in Action Simulation Exercise
- 23. SESSION 1, DAY 2
- 24. Analy9cal Bible Study • Genesis 37:1-‐10 • Learner Guide, p. 17
- 25. Architecture for Leadership Development
- 26. Responsibility for Program Design • The old way: • A chain from denomination to congregation • The new way: • A web (network) linking congregation to congregation
- 27. Sources for Leadership Training • My Way • Our Way • In Theory • Your Way
- 29. The Value of Architecture • Assessing your needs as a leader • Assessing programs and activities you lead or engage it
- 30. The Three “M’s”
- 31. What makes a good leader? Brainstorming and discussion
- 32. The best leaders are . . . • Emotionally mature • Spiritually centered • Well timed • Not needing to always be in charge • Convinced leadership is about contribution, not position
- 33. What do leaders do? Clarify Mission • Set the target • Focus on the end • Establish the vision
- 34. What do leaders do? Raise Morale • Relationships are important • Relationships provide energy to power the church • The spirit of the church indicates morale
- 35. What do leaders do? Model the Way • Walk the talk • Exhibit integrity
- 36. People Need Leaders to exhibit . . . • Clarity • Concern • Consistency
- 37. Bifocals: A dual perspective approach • Examine Yourself • Examine Your Context
- 38. Self Care for the Minister Clergy Self-Care
- 39. What Stresses You? • Discuss in your group: – What are the stresses in your family? – What are the stresses in your work? – What are the stresses in other key rela9onships (colleagues, etc.)?
- 40. Sources of stress • Expectations vs reality • Multiples roles • Unclear boundaries • Conflict • Uncompleted tasks • Interruptions • Workaholism • Seriousness • Peter principle • Playing it safe • Intangibility • Admin overload • Identity confusion • Loneliness • Few perks • Others?
- 41. Stress Inventory Learner Guide, p. 29
- 42. How much stress is right for you? Too Much Stress Stress Threshold Creative Stress Rust Out To Little Stress
- 43. “Over” Stress IS RESULTS IN • over use of adjustment • loss of perception • too much novelty, flux, • loss of options or change • regression to infantile behavior • fatigue and depression • physical illness
- 44. Stress Responses • Fight/Flight • Adrenaline is pumped into body • Sugar and cholesterol are emptied into the system • The body is ready for action
- 45. How do you manage stress? • Complete the worksheet in the Learner’s Guide, p. 31
- 46. Strategies to Manage Stress • Spiritual Formation - practice of the disciplines of prayer and worship • “Letting Go” Techniques: biofeedback, meditation, yoga • Support Group or Network • Regular and Vigorous Exercise • Routes to Detachment: get your mind off of work with a hobby, etc. • Monitor Intake of food and ideas
- 47. Burnout The Disease of the Overcommitted
- 48. Burnout IS RESULTS IN • over use of your • physical and emotional listening and caring fatigue capacities • cynicism • too many needy • disillusionment people; too much • self-depreciation responsibility
- 49. Focusing on Burnout • Compete the inventory in the Learner’s Guide, pp. 33-‐41
- 50. How do you prevent burnout? • Complete the worksheet in the Learner’s Guide, p. 42.
- 51. Strategies to Manage Burnout • Spiritual Formation • Time Out: daily, weekly, yearly • Trusted Supervision • Coaching • Exercise regimen • Other strategies?
- 52. Self-care: Polarity Management Barry Johnson and Roy Oswald
- 53. What is a polarity? • An issue with two “poles” • Things that seems mutually exclusive but actually require both for success – Breathing in and breathing out – Rest and work – Others?
- 54. + + Care for Others Care for Self - -
- 55. + + Care for Others Care for Self - -
- 56. + + Care for Others Care for Self - -
- 57. Spiritual self-care Practicing what you preach
- 59. What demands your 9me? • Think about the demands that compete for your 9me. • Complete the worksheet in the Learner’s Guide, p. 48.
- 60. Time and Ministry • Working for a congregation is a “total life” experience • Family, work, and play blend together • Time is valued differently • Time is money for most of the world • In congregations, time often has little value • In reality, we often live in both worlds
- 61. Evaluating Your Use of Time
- 62. UNITS OF TIME – CHART AND SUMMARY SUN MON TUE WED THU FRI SAT Worship Staff Office Office Sermon Meeting Hours Hours Preparation and Office X X Hours Hospital Office Hospital Sermon Hospital Visitation Hours Visitation Preparation Visitation X and/or Office and/or Office and/or Office X Hours Hours Hours Member X X Worship Committee Prayer X Meeting Meeting Visitation • Each major section of the day is a unit - morning, afternoon, evening • A full time job is 10 units; ministers usually work 12-14 units • An ‘X’ indicates personal time off; at least 7 blocks for personal time, including at least 3 consecutive blocks . • Use units as a measure of how much you are willing to work and compute compensation on a percentage of the units compared with a full time minister
- 63. Manage Your Units of Time • Ministers typically work 12-14 units • Block at least 7 units for personal time • Block 3 consecutive units off each week • Practice stewardship by not over- functioning in the congregation
- 64. UNITS OF TIME – WORKSHEET SUN MON TUE WED THU FRI SAT
- 65. To create a Personal Mission Statement: www.franklincovey.com/msb © 2004 FranklinCovey 65
- 66. Key Ques9ons • Which ac9vi9es support what mafers most to me? • How do I stay focused on what mafers most? © 2004 FranklinCovey 66
- 67. Life Management Quadrants • Study for tomorrow’s • Go on a date with a exam. friend. • Pay overdue cell-phone • Work on an essay due bill. in 30 days. • Work on project due • Call home. today. • Visit with academic • Visit a roommate or advisor. family member who has been in in an accident. • Engage in idle • Engage in too much conversations. TV, Web surfing or • Respond to all instant video games. messages. • Engage in time- • Respond to all phone wasters. calls. • Become absorbed in • Spend time on trivial escape activities. questions. • Procrastinate. © 2004 FranklinCovey 67
- 68. The Bermuda Triangle of Time © 2004 FranklinCovey 68
- 69. Saying Yes and No Yes No © 2004 FranklinCovey 69
- 70. Learning about you The WorkPlace Big Five
- 71. Big Five Supertraits and Subtraits
- 72. “Every individual nature has its own beauty.” -‐-‐Ralph Waldo Emerson
- 73. Where did the Big Five model originate?
- 74. Big Five Development 1933-‐1968 • Louis Thurstone’s address to 1933 APA mee9ng – 18,000 words in English – A befer way? • Gordon Allport (1936) 4,500 words • Ernest Tupes and Raymond Cristal (USAF 1961)
- 75. Big Five Development: 1968-‐1981 • Walter Mischel, Personality and Assessment (1968) • 1970’s: Personality Psychology in Exile – Behaviorists in Charge
- 76. Big Five Development: Technology New Computers, Programs, Factor Criteria • 1968 = SPSS Solware for mainframes • 1977 = Apple microcomputer available • 1981 = IBM PC available • 1984 = SPSS solware for IBM • 1984 = Macintosh computer • 1990 = SPSS solware for Macintosh
- 77. Big Five Development: 1985-‐present • Paul Costa & Robert McCrae (1985) add A & C to earlier NEO (1976) • Howards write and publish, The Owner’s Manual for Personality at Work (Bard Press, © 2001) • Howards launch The WorkPlace Big Five ProFile ™ (2001)
- 78. How do we know the Big Five model is valid?
- 79. Who endorses the Big Five model? • The psychological community has reached “near consensus” on the model’s validity • Digman and Inouye (1986, p. 116) call it, “a finding consistent enough to approach the status of law.”
- 80. How much can we trust the model? • Consistency of measurement: Reliability = .9 • Validity: It can predict future performance • Global applicability: Valid in English, Spanish, Italian, German, Portuguese, Dutch, Chinese, Japanese, Korean, Hebrew, Turkish, Shone, Finnish, Swedish, Czech, Polish, Russian, French, Norwegian, Hungarian, Icelandic, and Taiwanese.
- 81. What about the MBTI? • 16 “Types” lack construct validity • Preferences are actually a con9nuum • Original validity studies can’t be replicated • Reliability is low (inconsistent results) • Vague terminology supports the Forer effect (personal valida9on fallacy)
- 83. Nature – Nurture Summary ____% Inherited ____% Environmental ____% Other: • Emergenesis (Epistasis)....(i.e., chance) • Maturational differences (need situation to bring out trait) • Natural self submerged (from fear, ambition, etc.) • By six years of age, broad personality traits are apparent.
- 84. Nature – Nurture Summary 60 % Inherited 20 % Environmental 20 % Other: • Emergenesis (Epistasis)....(i.e., chance) • Maturational differences (need situation to bring out trait) • Natural self submerged (from fear, ambition, etc.) • By six years of age, broad personality traits are apparent.
- 85. Continuums • A scale, not a “yes-no” measurement • Measures by gradient or degrees • End points of a scale: Higher likelihood of exhibiting characteristics or behavior • The closer to the middle of the scale, more likely to exhibit a combination of characteristics or behaviors
- 86. Introduction to the WorkPlace Big Five ProFile™ Continuum 7% 24% 38% 24% 7% Range Low Mid Range High Range 0 25 -- 35 - 45 = 50 = 55 + 65++ 75 100
- 87. What are the Big Five Supertraits?
- 88. N: Need for StabilityThe degree to which we respond to stress --(7%) - (24%) = (38%) + (24%) ++(7%) N: Need for Stability 0-35 36-45 46-55 56-65 66-100 Resilient (N-) Responsive (N=) Reactive (N+) Estimate where you think you scored on this supertrait
- 89. E: ExtraversionThe degree to which we tolerate sensory stimulation from people/ situations --(7%) - (24%) = (38%) + (24%) ++(7%) E: Extraversion 0-35 36-45 46-55 56-65 66-100 Introvert (E-) Ambivert (E=) Extravert (E+) Estimate where you think you scored on this supertrait
- 90. O: OriginalityThe degree to which we are open to new experiences/ways of doing things --(7%) - (24%) = (38%) + (24%) ++(7%) O: Originality 0-35 36-45 46-55 56-65 66-100 Preserver (O-) Moderate (O=) Explorer (O+) Estimate where you think you scored on this supertrait
- 91. A: AccommodationThe degree to which we defer to others --(7%) - (24%) = (38%) + (24%) ++(7%) A: Accommodation 0-35 36-45 46-55 56-65 66-100 Challenger (A-) Negotiator (A=) Adapter (A+) Estimate where you think you scored on this supertrait
- 92. C: ConsolidationThe degree to which we push toward goals --(7%) - (24%) = (38%) + (24%) ++(7%) C: Consolidation 0-35 36-45 46-55 56-65 66-100 Flexible (C-) Balanced (C=) Focused (C+) Estimate where you think you scored on this supertrait
- 94. Page 1 Displays your scores on the Big Five Supertraits
- 95. Page 2 Displays your scores on the Big Five Supertrait & 4 Subtraits for N: Need for Stability
- 96. Page 3 Displays your scores on the Big Five Supertrait & 6 Subtraits for E: Extraversion
- 97. Page 4 Displays your scores on the Big Five Supertrait & 4 Subtraits for O: Originality
- 98. Page 5 Displays your scores on the Big Five Supertrait & 5 Subtraits for A: Accommodation
- 99. Page 6 Displays your scores on the Big Five Supertrait & 5 Subtraits for C: Consolidation
- 100. Page 7 Composite Page Displays your scores on the Big Five 5 Supertraits & 24 Subtraits
- 102. Big Five Line-ups & Explorations
- 103. Need for Stability Exercise • You have just picked up the telephone in your office to hear the angry voice of one of your congregation leaders asking, "Why have you not been to visit Mary Smith? She’s at the point of death in the hospital and the family needs you! They thought you would have been there an hour ago!” • Thoughts/Feelings: • Plans to deal with this issue:
- 104. Extraversion Exercise • You have just been told that your congregation wants to honor you. To do so, they want you to plan an event to honor yourself. • With the other people in your group, plan out what you consider to be the perfect way for the congregation to honor you. • Expense is no object. • The size of the event, who’s invited, the location, the format to honor you, etc., are all strictly up to you. • You must make plans; you may not donate the money.
- 105. Originality Exercise • Your group has just been given an object. Your task is to thoroughly describe the object until time has been called. • List everything that is said by anyone in your group during the time allowed. • Keep your voices low so other groups can’t overhear you • Record every single comment made in your group
- 106. Accommodation Exercise • You are part of a 7-member staff team that has been invited by a congregation member to participate in a week-long conference at a very posh resort. Everyone has been very excited about the upcoming trip. Unfortunately, one week before the event is to begin, the sponsor has announced that the cost is more than they anticipated and only 5 of the 7 team members may now attend the conference. What will you do? • Record all your team responses in the order that you discuss them.
- 107. Consolidation Exercise • It is late afternoon at the end of the week and you are trying to finish your sermon. You only have two hours left because of other commitments. You are about half finished, and you probably need no more than one hour to complete it. The deacon chair comes to you and says, “The vice- chair and I need to talk to you about the meeting next Monday night. I know this is sudden but both of us are going out of town tomorrow, and we need to do it now. Can you meet with us?” • List your group’s responses to this request and the reasons for your responses.
- 108. Which of your Supertraits help your ministry the most? • How do your supertraits help or hinder you in performing your ministry? • Do you feel your scores are too high or too low? • Work with a partner to brainstorm compensation strategies to address your needs: • Support, develop or compensate
- 109. Utilizing the Big Five • What do you think is the biggest strength that you bring to your ministry? • In what area do you need help from others to work more effectively?
- 110. Jesus, Paul and the Big Five • How would you score Jesus on the Big Five? • How would you score Paul on the Big Five?
- 111. Comparison of Two Individuals--Factors Only N 80 70 57 60 50 44 40 E 30 O 5449 4753 20 10 41 49 62 A 71 C Jesus Paul
- 112. Day 4
- 113. Our Primary Ministries • Intentional Interim Training • Coaching and Coach Training • Congregational and Staff Consultation • Leadership Development • Spiritual Formation
- 114. Coaching Goal: To help individuals to recognize their strengths and weaknesses, discover their dreams, and set the goals and steps to realize them
- 115. Sample Coaching Design • Client matched with trained coach • Coach listens, observes, and customizes approach to individual client needs • Client maintains responsibility for outcomes they seek • Two, 1-hour confidential telephone meetings per month
- 116. Support Staff Robin Danner Dawn Hall Events Coordinator Administration Coordinator
- 117. The Talking Chair • Complete the worksheet in the Learner’s Guide on p. 78 • Prepare to share your commitments with your table group and the faculty
- 118. Assignments • LPI 360 • Read Difficult Conversations by Stone, Patton and Heen • Leading Change, by John Kotter • Prepare a brief case study about a congregational conflict you have experienced or observed
- 119. Closing worship