Ministry Leadership and Administration

LEADERSHIP 101

• Images associated with leadership:

  • Adjectives describing a good leader:

    • Honest

    • Trust

    • Open-minded

    • Personable/relatable

    • Intelligent

    • Hard-working

    • Self-less

    • Decisive

    • Caring

    • Capable/servant-minded (modeled after Jesus)

• Defining Leadership:

  • Which quote aligns closest to scripture?

    • John Maxwell (impact on your heart)

    • Posner (Jesus' ministry)

    • "A gift of administration" - 1 Cor 12:28

    • Boat leader (helmsman)

  • We don't all have the same gifts, but we are all leaders/helpers.

• 5 Managerial functions of leadership:

  • Planning: Setting the course.

  • Organizing: Ensuring provisions are in place for a successful journey.

  • Staffing: Ensuring the right crew is in place with understood tasks.

  • Evaluating: Ensuring the ship stays on course.

  • Directing: Giving needed course corrections.

• Weakest Function: Identify which function is weakest.

• Axioms of theological integration:

  • God is a God of purposeful planning.

  • God prefers operating within organizational structures.

  • God establishes qualifications for those desiring to serve Him.

THEOLOGY OF LEADERSHIP/MANAGEMENT

• Centered on God: Focus on God, not the leader.

• Responsive to His revelation: Scripture as the core revelation.

• Redemptive in purpose: Transformation as the core motive.

• Response to humanity's needs: Valuing humanity as participants.

• Formation of distinctive community/humanity.

• Three types of authority:

  • Coercive authority

  • Institutional authority

  • Personal authority

• Leadership Styles:

  • Shepherds & Ranchers (considered bogus)

  • Hershey & Blanchard - Situational Leadership:

    • Telling: High-task, low-relationship orientation, one-way communication, primarily leader provides instructions to follower.

    • Selling: High-moderate task, moderate-high relationship orientation, two-way communication, mainly leader to follower.

    • Participating: High-moderate relationship, moderate-low task orientation, two-way communication.

    • Delegating: Low relationship, low task orientation, one-way communication, primarily leader delegates to leader.

• Suen Leadership Style: (Refer to chart printout)

  • Sovereign

  • Parallel

  • Semi-mutual

  • Mutual

FOUR FRAME MODEL OF LEADERSHIP

• Organizational Metaphors:

  • Structure: Factory/machine (everyone has a role).

  • Resource: Family (relationship focus).

  • Political: Jungle (need to be dominant).

  • Symbolic: Carnival, temple, theater (values, symbols, rituals, tradition).

• Christian Leadership: Upside down.

  • Incarnate Leadership

    • John 1:14

    • Phil 2

    • Jesus consistently went down to lift others up.

    • Jesus lived with those he led.

    • Disciples beheld Him.

    • The glory of God reflected His Father.

    • Jesus led with grace & truth.

    • From manger to cross: Jesus sacrificed.

  • Secular Authority: "Lord it over."

  • Servant Authority: "Servant among."

• Two Critical Elements of Ministry Leadership:

  • Character (heart) & Competence (hand).

  • Psalm 78:72 - Combine Character & Skill.

    • Visioning

    • Communicating

    • Managing conflict

    • Learning from failure

• Biblical Basics/interpretation

• Communicating/interpersonal skills

• Delegation

• Painful lessons from Mars Hill emphasizes that a pastor's character shapes the church.

CHARACTER

• "Submitted" does not mean quiet.

• Beware of false selflessness.

• Emulate Christ's servant leadership.

• The driving motive became efficacy & growth" = not good.

• We don't need efficacy, we need consistency.

• Ephesians 4:11-15.

• Is Ministry a Calling or a Career?

  • Called vs. Us-driven.

  • The call of Jesus

  • The sever call: an inner push from God

  • The providential call: someone pushes you.

  • The ecclesiastical call:

    • Demonstrated gifts for ministry.

    • Inner sense of calling.

    • Good health.

    • Age.

    • Sound character.

    • Sound doctrine.

  • Ordination candidate is evaluated by:

    • Authenticity of Christian experience.

    • Acceptability.

    • Servant-heartedness.

    • Correctness.

    • Adequacy.

  • Ordination is the way the church agrees.

    • Warm and earnest desire.

    • The appearance of competence.

    • Sufficiency, knowledge, skills for ministry.

    • Open doors of opportunity.

    • To recognize a person's calling.

    • To set apart.

    • To empower the person with responsibilities of leadership, discernment, and/or teaching.

    • To hold people accountable.

• Personal inclination & necessity for someone pursuing ministry.

  • If God is calling you, then yes.

  • Great encouragement in knowing that one is set apart.

  • Added credibility within congregation following public recognition of gifts/calling, which can avoid rejection.

  • Added privileges of administering sacraments & officiating weddings and funerals.

• Differences between Career and Calling:

  • Career:

    • Lends itself to formulas & blueprints.

    • Can be pursued without constant personal commitment.

    • Requires activity.

    • Demands professional credentials.

    • Defined by what we do.

    • Fosters a growing sense of independence & competence.

    • Marked by ownership.

    • Sees steps as less important than destination.

    • Preoccupied with symbols of accomplishment.

    • Justifies the means by pointing to the ends.

    • Predictable

  • Calling (Vocation):

LEADING FROM THE INSIDE OUT

• Ministry ship wrecks often start in the heart.

• Great gifts mean great responsibilities.

• Leadership is a privilege, not a right, with great responsibility.

• All sin is equal, but consequences vary.

• Discipling a fallen leader isn't about shooting the wounded.

• Ministry is primarily for the sheep.

CALLING AND CHARACTER

• Six perils that can sink you:

  • Being over-organized in work habits.

  • Burnout.

  • Feelings of personal inadequacy.

  • Strained family relationships.

  • Growing loss of confidence.

  • Feeling unqualified for the job.

• The Sinkhole Syndrome:

  • Occurs when inner resources are insufficient to support outer world demands.

• Perils and Sinkholes:

  • Danger area: professional loneliness.

  • Danger area: consuming activity.

  • Competition in ministry, playing the numbers game, price

  • Danger area: dishonest intimacy.

    • Trust, porn, immoral relationships, compulsive masturbation, inappropriate relationships.

    • Basic principle of sexual flesh.

    • The principle of caution.

    • "Better to lose a good cost than a good conscience."

    • May not do what you love, but what you should do.

  • Danger zone: phony persona.

    • Feeling the need to be someone God didn't make you to be.

    • Never taking time to "de-role", losing yourself to ministry.

    • The persona is a mask over inner feelings to better relate to others.

• Four Selves:

  • Ministerial self: I will act the way ministers are supposed to act.

    • Strong sense of identity and self-consciousness.

    • Acts 19:12-16

  • Narcissistic self: I will act in whatever way brings the greatest success, love, and admiration.

    • Acts 8:10

    • Weak sense of identity and strong self-consciousness.

  • Barren self: I will act because I can't feel, because I'm too busy trying to please God to stop and feel.

    • Weak sense of identity and God-consciousness.

    • Rev 2:2-4

  • Healthy self: It's not an act. I will be who I called to be in Christ.

    • Strong sense of identity & God-consciousness.

    • 2 Cor. 4:6-12

  • Flame zone: neglected relationships.

    • Factors that make family easy to neglect:

      1. Family life is not in the job description.

      2. … not as easy as ministry.

      3. Problems are not so easily resolved.

      4. Doesn't stroke the ego like ministry does.

      5. Ministry just naturally entails unique demands.

      6. Youth ministry in particular requires is to straddle 2 cultures w/ 2 roles

• Guarding the family: Questions that might help maintain integrity in family relationships!

  1. Am I taking a day off and keeping it holy?

  2. Who am I holding responsible for my family's schedule?

  3. What am I doing to let my family members know that they are as special as the students in my youth program?

  4. Do I invest as much creative effort to make my family a fun and special place as I invest in the youth model of a healthy managed group at church?

  5. Am I giving my students a biblical model of healthy marriage and effective parenting?

     • 1 Tim. 3:4-5

EXCELLENCE IN MINISTRY

• The picture of the thing is not the thing.

• The McKinsey 7-S Framework:

  • Effective organizations must have:

    • Structure

    • Strategy

    • Staff (people)

    • Style (management)

    • Systems (and procedures)

    • Skills (guiding concepts)

    • Shared Values (most important) (present & hoped for corporate strength & skills)

• Marks of Excellence

  • How does a company/ministry organize to give ample attention to these seven variables?

    • 8 characteristics:

      1. Bias for action

      2. Close to the customer

      3. Autonomy & entrepreneurship

      4. Productivity through people

      5. Hands on, value driven

      6. Stick to the knitting

      7. Simple form, lean staff

      8. Simultaneous loose - tight properties

    • Two Key Questions:

      • Does this stuff really matter?

      • We all like to think of ourselves as winners, yet are remarkably normal (that's why average is average!).

      • Our imaginative side is as important as rational, deductive side.

      • Communicate and lead accordingly.

      • Most remember stories better than facts.

      • Speaking clearly:

        • What is the most practical way to say it?

        • What is the most positive way to say it?

          • Expressing

            • Simplest

            • Personal

            • Interesting

        • We are creatures of our environment, responsive to external rewards & punishment.

        • People will judge our beliefs by our actions, not words.

        • Bottom line: communicate our values effectively.

        • Does this stuff really matter for in-the-trenches ministry?

Excellent Ministries

• A good ministry puts people at the center – focus method, was people.

• Close to the customer:

  • Cultivate a relational ministry; value the use of names.

  • Make sure there’s a follow up procedure for visitors.

  • Seek feedback & inputs.

  • Look beyond numbers.

  • Leader-student ratios.

• Autonomy & Entrepreneurship:

  • Don’t cease to innovate.

  • Last words of the church: “we’ve never done it that way before."

• Give spiritually:

  • Cultivate a climate that doesn’t overly fear failure.

  • Allow time for incubation (great ideas take time; give people time to think).

  • Encouragement yields innovation

    • Sow seeds of encouragement:

      • That's a great idea.

      • I like that idea.

      • What do you see want it to look like?

      • What are you seeing I'm not?

• Productivity Through People

  • A feed ministry organization succeeds at developing and deploying everyone included.

  • Eph 4:10-12, John 14:12-13

  • Do we make an intentional effort at helping volunteers win? Do they get adequate resources, training?

  • Are we meeting with our leadership core to get feedback?

  • Do we treat volunteers like adults?

  • What is being done to affirm & validate volunteers?

• Hands on - Value Driven:

  • Clear vision, sense of purpose, known throughout organization.

  • Proverbs 25

  • Will it work? Draw a card?

  • Can do this w/o staying true to God.

  • Why are we doing this?

  • What is a scared car?

  • Why do we keep doing this over and over be it a sacred cow?

  • What do other people see?

  • What does it take to change course?

  • How precious is methodology.

What to Evaluate

• What does it take to change course?

• How precious is methodology.

• What do we mean when we say "it worked"?

• Is there a regimen for evaluation?

• Is there a vision statement and does it play into strategic planning / programming?

• Ephes 5:15-16

FOUNDATIONS OF A MINISTRY PHILOSOPHY: DEJONG'S LADDER

• Basis of authority (bottom) - What is your basis for authority for your ministry philosophy?

  • Ex: scripture and denomination

  1. Nature of Persons

     • What does it mean to be human and how does that shape a ministry philosophy?

     • How do we understand people?

  2. Purposes and goals

     • What are we trying to do?

     • Where should the journey take us?

  3. Structural organization

     • How do we structure our ministry to accomplish that goal?

     • What provisions do we need to take

  4. Implementation

     • Utilizing the resources God has provided (material and human) so we can step out in pursuit of the goal

     • How do we implement the plan

  5. Evaluation

     • Lets stop and make sure we are on the right track

       1. Are we making Progress

       2. Dejongs 6 elements of ministry philosophy

          • Element of philosophy

          • Description

          • Relevant practical questions

• Basis of authority

  • What is the basis of authority for the ministry philosophy?

  • Where do we go with our questions

    • What is our view of God

    • How do we view scripture / what is its authority

    • What do they think of external power

    • Questions apistolmolgy

• Nature of persons

  • What does it mean to be human, and how does this undertanding of full humanity shape a ministry philoshphy

    • What is this persons gifts and how do we match the persons gifts to what they are doing

    • How do people learn

    • How do people mature in the whole person

    • What does whole personhood look like

• Purposes and goals

  • Why dos this ministry exist

  • Where do we want to be in 1 year or 5 years

    • Whats our vision and our main focus

    • How do we measure success?

    • What is our view of pastoral ministry

    • What kind of core values will we cultivate

• Structural organization

  • How can we best structure our ministry to accomplish the purpose to which God has called us?

    • What department should oversee x, y, and z

    • Whats the relationship between __ and __

    • How do we structure ourselves so we can maintain the values and their importance

• Implementation

  • This is utilizing the resources God has provided, material and human, to step out In pursuit of the goal

    • What is our budget

    • Who is overseeing what

    • What program are we going to do now

• Evaluation

  • This is the pattern of stopping periodically to look again at the map and measure the progress of the ministry against the goals of the ministry.

    • Is our ministry growing towards our goals

    • Is our staff working towards the right goals

    • Is the person still alligined for the position we gave them (staff and volunteers)

      • Which rung of the ladder do you think the contemporary church is most apt to neglect to skip?

• Operant and Articulated philosophy

  • Operant Philosophy

    • The philosophy by which the ministry actually operates

      1. Four common operant philosophies

         • Pragmatist - what will work

         • Realist - fit the culture

         • Idealist - #1 priority is faithfullness to ideals

         • Traditionalist.- connection to denomination or movement

Developing a philosphy of ministry: Malphurs

• Phase one: mission: why?

  • A mission statement is a statement of a ministry purpose that IS BROAD ENOUGH to encopass all that ministry defines as its mission but BRIEF enough to state in a sentence why this ministry exists

    • Combines a verb and one or more infinitives

    • Sample infinitives often used in mission statements (see notes)

    • EX: Matt 22:37-40; 28:19-20 Worship Ministry

    • Ministry Evangelism Discipleship Fellowship

      • “our youth ministry exists to REACH non-believing students, to CONNECT them with other Christians, to help the GROW in their faith, and ot challenge the growing to DISCOVER…”

• Phase two: Core values: how?

  • Are an organizations (or persons) “… foundationals set of convictions on which it premises all of its actions and policies.”

  • What are core values for my personal life?

    • If someone knows me really well they will know what my core values are

    • One of the best ways of defining core values by simply by thinking through a response to this question

      • What are 5 to 15 adjectives that you would like people to use in characterizing your ministry

    • Can do this with you ccongregation / especially visitors

    • Types of values

      • Conscious vs unconscious

      • Shared vs not shared

      • Personal vs organized

      • Actual vs aspirational

      • Single vs multiple

      • Congruent vs inconguent

      • Good vs bad

    • Who chooses core values

    • The amount of engagement y constituentss in shaping values with based on the size of the ministry

• Phase three: Vision: what if?

  • A word picture of what the ministry of organization WILL LOOK LIKE as the mission is achieved..

  • It should be a statement that is clear enugh, and provides enough of a sense of urgency, that others will hear it, understand it, and be enticed to embrace the same dream

    1. The mission of the ministry is a broad, general statement About who you wish to reach and what the church hopes to accomplish.

       • It is very likely that many churches share the same mission a could even use the same wording in the mission

    2. Mission vision Definition Statement Snapshot Application planning Communication Length Short Long Purpose Informs Inspires Activity Doing seeing Source Head heart Order First second Focus Broad / brief Narrow / vivid Effect Clarifies Challenges Development Deductive Inductive

    3. In putting together a vision statement the principle task through prayer and brainstorming is to answer this question:

       • Is it clear enough to be grasped and owned by people within the ministry? By people outside the ministry?

         • Does it offer a clear challenge

         • Have we embraced a vision that is big enough to inspire, or have we shrunk our dreams to fit what would probably happen anyway?

         • Does it offer a picture

         • People are much more willing to sacrifice for a dream than a concept

         • Is it future—oriented?

         • Does it describe where the ministry is, or where the ministry is going?

         • Is this vision feasible?

         • Can it achieve but in from other?

         • Is there firm commitment to this vision?

• Phase four Stragety: implementation/what now?

  • Both goals and objectives should be shaped by 5 considerations: SMART Specific, Mesaurable, Attainable, Relevant, Trackable Goals Objectives

Elements and Relationship

• Mission

• Values

• Strategy

• Vision
  The Effective Leader

• PERSONAL MANAGEMENT

• Effective leaders manage their time, they do not let time manage them.

• Proverbs 24:30-34; be good stewards of our time.

• Laws of unranked time

  • Unmanaged time flows toward my weakness

  • Unmanaged time comes under the influence of dominant people in my world

  • Unmanaged time surrenders to the demands of all emergencies.

  • Unmanaged time gets invested in things that gain public exclamation

• The heart of time management is managing the self

PARADOXES OF TIME MANAGEMENT

• Open-doer paradox

• Telephone paradox

• Planning paradox

• Tyranny -of- the -ursent

• Crisis paradox

• View of unintended problems

• Meeting paradox

• Delegation paradox

• Digital communication paradox

• Activity -Us- productivity paradox

• Efficiency-vs- Ephesianscy paradox

• Long hours paradox

• Cluttered desk paradox

EVALUATING A MINISTRY

• Why do we resist evaluation?

• Myths

  1. Gods blessing means God's sanction.

  2. Our greatest days are behind us.

  3. Experts know best

• Fears

  1. Of change

  2. Of loss of prestige of influence

  3. Of inability to remedy situation

  4. Of opposition

• Lack of know how

A three stage process

• Stage one: determination of vision

• Stage two: Analyses

SWOT Analysis

• Strengths

• Weaknesses

• Opportunities

• Threats

Program Evaluation

• Finances

• Attendance

• Impact

• Goal Achievement

• How would you rank then and why?

BASIC PREMISES OF DECISION MAKING

• Anyone who is in leadership will eventually make a hard decision

• You will eventually make a bad decision

• Making decisions may also eventually make people unhappy.

• No one is always right is often possible involve others

• Find an appropriate balance of creativity & judgement, innovate & discernment

• There will be different kinds of solutions for different kinds of problems

  • type A = solves some aspects of the problem, but brings unwanted side effects

  • type B = solved many aspects of the problem but not all (playing it safe)

  • type C = combination of solutions (2 or more type A solutions) to fix 1 problem

  • type D = careers entire problem (may extend beyond solution) brings unexpected benefits

• Different styles of decision-making

5 Factors

• Quality: is it a good decision?

• Time: How long does process take?

• Commitment to the Solution: Will Followers support it?

• Attractiveness to Group: Does process build espirit de corps?

• Learning: dad we learn anything in the process

• 4 different decision making approaches Voting Appointing an expert Delphi method Consensus vote

  • more appropriate for a lot of ideas on the table

  • must be all in favor

BUDGETING TRAPS

• The line-item trap: not everything is articulated within the 1 line (don’t count all your capital as funding

• The higher-priority-means-more-money trap: Incorrect assumption: Giving more money is only one way to raise a ministry status

• Easy-compromise trap: not putting in the work and letting the math do the thinking for you

• Wise budgeting Plan ahead (should be done but 18 months in advance) For equipment, capital funds, you need to think even as much as five years ahead · Enrollment projections: if our ministry continues to grow or decrease at its present rate, how many constituents are we going to be working with How much has the group typically been able to count on through fund-raising · How much has the group been spending per active constituent ·

• Research What you need

• What it costs Break down month and prioritize Prioritize requires that we go back through the budget and tag certain items that □ ·Prioritize sources of income Participants pay

Sources of Income

• People may not come because they cant afford it

  • Subsidies from others

    • Low cost / no cost activities

    • Church budget

    • Fund-raisers

• What is our theology of money?

  • How do we believe God normally provides for His work Is there such a thing as a theologically informed view of fund- raising?

    • How do fund-raising projects fulfill the work of the church?

    • How do fund-raisers affect the perception of people in the community?

    • Who can use the church’s name and facilities

    • Who approves a fund-raising activity

    • How will the money be handled Are the legal issues

    • How are exceptions mad?

    • Fund raising options Sell product

      • Sell service

      • Auctions/_athons - overt donations

      • Sell stock

      • Free car wash Phase one: students canvas the town, help pledgers decide how much they are willing to pledge □ Phase two: host a free car wash for all comers, bring music, post a student in the street with a sign, student request drivers info, give each driver a little letter □ Phase three: go back and collect the money from who pledged ·

• Does the budget present the actual needs Price increases?

  • Are volunteers subsidizing?

    • Group growth?

    • Beware the “wish list” approach

• Financial policy Budgeting is a group process

  • Ministry comes first then money

    • Spending controls enforce budgets

      • Avoid debt-spending budget planning

Principle of Stewardship

• Spending controls The person who approves purchases should not be the same person who prepares checks for everyone

  • The person who prepares the checks should not be authorized to sign them · Once a check is signed, it should not be returned to the person who prepared the check · The person who signs checks should not be the person who authorizes purchases ·

Team Ministry

• Why Team Ministry

  • Biblical

  • Practical

  • Sustainable

Four key concepts

• What are the unique motivations, challenges impediments to getting good volunteers?

  • Desire to utilize special skills and knowledge · Need for sense of security that results from feeling one's life has purpose, meaning and significance · Interest in learning new skills

    • Desire to gain visibility and skills that will help in employment and social arena · Need to actively utilize leisure time, reduce loneliness, isolation and pressure

• What are their fears

  • Fear that the job will never end · Fear that the kids will go wild · Fear that kids will know more than they do · Fear from gaining weight from eating to much pizza · Fear that she might not be competent ·

• Every candidate falls into One of Four quadrants of readiness What kind of people are we looking for?

Quadrants of Readiness

• Willing

• Unwilling

• Able

• Unable

Quadrant Descriptions

• Willing and able Prospective volunteer

• Able and unwilling Post - volunteer

• Unable Willing and unable Possible volunteer

• Unwilling and unable pre - volunteer

• Don’t just look at quadrant one Various means for recruitment is needed for various kinds of people

• What issues, qualities, traits are important as we seek out these people

Types of Recruitment

• Public appeal approach Standing up and announcing that you need volunteer

Public Appeal Approach - pros & cons

• Pluses

  • Quickly get the message out there ·

  • Get somebody who wants to do it · Treats the Body of Christ like the Body of Christ

    • May get the attention of people who are out of the range of your normal recruiting pools

• Weakness Possibly get somebody who is unqualified

  • Bystander effect

    • Not as intentional · May attract people who will volunteer for the wrong reasons

      • Puts you in the awkward position where you have to turn people down

• Volunteers recruiting volunteers

• Constituents recruiting volunteers

• One on one recruitment

• Pluses

  • The approach Jesus used · Communicates a sense of intentionality

    • Limits the prospect pool to the people you already know

      • Eliminates from the pool the “hidden gem”, the quiet person who doesn’t fir the stereotype of what a “youth worker” looks like ◊ □ Three issues of qualifications Lifestyle issues Theological questions ·

      • Ministry requirements

Duffies basics

• Love Christ

• Love the constituents

• Love the church

• Factors that might suggest when to back off

  • A brand new Christian or a person new to your church

    • A history of short-term commitments

      • A critical spirit

        • Major life crisis or transition (death, divorce, major career change)

          • High expectations to provide personal experiences

            • High expectations for staff to be best friends or for ministry to provide personal experiences

              • Hidden agendas - desires and expectations that are counter to your values and goals

                • Not committed to a lifestyle above reproach ·

                  • Have an unsupported spouse

• Background checks Prior to any invitation to join the team Fill in the blanks

  • Obtain asking rights · Check references

    • Have a talk (if you were dating now this is the proposal)

      • After a great interview Look for criminal records · Choose a reputable screening provider

        • Evaluate the results

Why This Matters for volunteers

• Kids needs to be protected

  • Morale of paid staff and other volunteers declines when inappropriate or poor volunteer placements occur

    • The ministry's reputation is greatly affected by the volunteers who work there

      • The volunteer themselves suffers when they’re misplaced in a position for which they’ll ill-suited or ill-equipped ·

RECUITMENT PROCEDURE: AN OVERVIEW PROVIDE A CLEAR, WRITTEN JOB DESCRIPTION

• Job title

• Ministry mission statement

• Specific mission statement for that role ·

• Job essentials Gift areas

• Support system

• Weekly responsibilities

• Other responsibilities (training, retreats, meetings) · Securing approval of prospect through channels

• Clearly present the challenge of the job to the prospect

• Arrange for prospect to observe the job in action Give prospect time for prayer and thought

• Set a deadline for the answer · Court them Coach them Cover them ·

Staff Relationships

• Basic facts Fact #1: if were feeling frustrated about staff relationships, any initiative for improvement would probably have to come from the lower staff member in the equation, not from the top person or the senior pastor Why?

  • Senior minister usually grade the quality of staff relationships much higher than do other members of the same staff

    • Fact #2: by virtue of their positions on the staff, youth workers may be perceived by colleagues as the stereotypical rookies: short term young people hoping to learn the ropes of ministry so that they can move on up to more weighty, long - term jobs Why?

• 1/4 to 1/3 of all Assoc pastors are In their first pastoral position

  • Involved in an internship program

    • Under 32 years of age

      • Fact #3: the more we enjoy our co-workers , the more likely we are to enjoy our work Why?

Basic models

• Family or fellowship model Emphasis on relationships

  • Just as it is closely-knit, sometimes it is closely knit enough to be hard to break into

    • Can be disadvantageous to a woman, because she is not