ie:missional teaching. glocalizing. living. serving. repenting. incarnating. loving. repeating.

NoonA round table discussion with Hybels, Henry Cloud, Patrick Lencioni, Carly Fiorina, David Ireland.

This was taped for our viewing, partially due to Carly Fiorina having cancer. (She has accepted Christ in the mean time and is growing in Christ.)

Hiring

When hiring, the thing churches tend to focus on is, “Do they love Jesus?” without finding out whether the person is a fit for the church culture, ie, the chemistry.

Whatever the need, we tent to idealize the person who can fill the need and overlook any flaws.

Fiorina- “Trusting your gut is ok, after you’ve obtained the facts.”

When hiring, spend more time than with an interview. Go riding with them in a car, go to a store, get into a place where you can view responses. Take the time to have a substantive conversation.

How will the person be linked into our organization?

Don’t just ask questions and get answers; ask specific questions about their answers. Ask open ended questions: Tell me about yourself.

Look around here (the workplace). This is what it’s like here. If you like this (our culture), then you’ll like it here. If not, then you want. There can be a lot of self-deselection.

The process will do its work if we don’t jettison the process to meet some perceived need. Hybels- “Every time we’ve rushed to get a person in a chair, we’ve failed.”

Boards
Board (pastoral, elder, deacon, secular) must have a set of values that guides their behaviors. Don’t invite an outsider without letting the board know in advance, ie, no outsiders at the family gathering.

Retreats allow people to discuss their weaknesses, goals, problems and strengths. It gets the board ready for the board meeting.

Board meetings are usually ineffective when the wrong people are on the board. Can the person move the ship forward? If not, then the person does not need to be on the board.

There should be “term-limits” for board members.

A board does not have to be large to be effective. Fifteen or more becomes unmanageable. You cannot have a board so large that the “team dynamic” is lost.

A plurality of Godly leaders will more often do better than a single man (or woman) who holds all the cards.

Firing
People consider it compassionate to be dishonest with people. It is not compassionate. What is needed is candor. A firing should not be a surprise.

When you are talking to people consistently, they will either improve or leave. If one of those does not happen then a firing might be necessary, but it will not be a surprise.

First, retrain them. Second, after that, if it is still not working, then reassign. Third, remove. In small organizations, there must be constant reminding: “This just isn’t working.”

Review twice a year-A, B or C. This is where you are (“C” for instance) and this is how you can get to a “B.” It needs to be clear. Even then, though, there must be the tough conversations. The system will never replace conversation. “The kindest form of mangagement is the truth.” Jack Welch

As long as the wi-fi allows.

10:05 AM– Freaking amazing opening video and music sequence.

10:30ish–Bill Hybels, Leading in a New Reality

Part of a captain’s preparation for a trip is checking for projected wave heights. 3 feet is not a problem; nine feet requires a decision about making the trip. Nobody wants to take to the sea when there is the possibility of a “rogue waves,” as high as eighty feet.

Churches have been broadsided by an economic rogue wave which have placed us in a situation where it is difficult to chart a course for the future.

Hybels is not sure if we are going to experience the old “normal” anytime soon, maybe ever.

10:37
Most who have the leadership gift are energized by these uncharted waters. Non-leaders suspect crack-cocaine.

Rough patches force new levels of courage and creativity. Calm seas do not force this type of behavior. A God anointed leader often hears the hint of the Holy Spirit clearly during these times.

Four Lessons Learned

Philosophical
October of 2008, in the middle of a series on “Influence.” Hundreds of Willow folks lost their jobs. Many, many phone calls of people needing help. One member, who regularly gave $200-300k for a Christmas gift, called to say he was not able to give at all and was possibly losing even his home.

The leadership team at Willow decided to change gears and focus on being an Acts 2 church including praying about selling property, stuff, etc to meet each others’ needs.

10:45
Hybles said to those adversely affected:
“Will those of you who have lost your jobs humble yourselves to ask for the help you need? Will you let the church be the church for you?”

He said to those who have not been affected.
“Step up to the plate and provide for those in need.” It resulted in God working greatly in their generosity to each other.

Hybels and the creative team reconfigured the way that services are started and ended. It includes allowing people to stay for as long as needed to allow the praise team to sing over those who are hurting for as long as they will stay.

Financial
Kingdom economics. The math makes no sense from a human perspective. In a downturn, revenue goes down but needs for revenue goes up. Willow is using multiple models for financial forecasting. (Luke 14, stewardship). If you lose track of the finances of ministry, you can ruin a ministry.

It is important to have cash reserves. Healthy cash reserves gives leaders what leaders need in times of crisis: time. Time to make the important decisions. Cash gives time. It is not about money; it’s about time. What percentage of annual revenue should be used for operating cash and what should be held in cash reserves.

Sr. Pastors are very bold when talking to individuals about their personal money management (“Make sure you have 6 months of salary in reserves.”), but churches have no policy of surviving an economic storm.

Questions to ask: What would we quit if revenue dropped 50%? 75%? What would we never, ever quit doing even if we had to work nights to keep it going? This sets our priorities.

Relational
Habakkuk 3:2- God do something in our day!

Are we hiring the best, most passionate, rightly gifted people to serve on our staff? How many actually critically positions (“key seat”) are there in our organization? What percentage of those are filled with the right people? What is our plan for filling those seats with the right people? What is our plan for training and preparing the people who will fill those seats? (So that nothing is lost if someone leaves.)

Personal
All the extra work that we are taking on might actually be the new reality.

Hybels notes that he could not keep that up. Kids expressing concern about his pace. “The pace at which I’m doing the work of God is destroying God’s work in me.” Hybels’ journal entry from 20 years ago.

He recently admitted that he was falling back into a depleted condition. Romans 8:6- Life and peace

Plan negligence strategy. Who do I need to be around because it replenishes me and who do I need to avoid because it drains me?

Doubled the number of miles running, narrowed diet, taken more time off.

The single greatest change involves how he starts his day. Get to the office at 6:30 and begin (“Speed of the leader sets the speed of the team.”) In rogue wave situations, the temptation is to answer every email, stop exercising, have every meeting, stop eating right, etc. Instead of coming to the office early, he’s now working early from home.

He reads the Bible @ home rather than at the office. Absorb it and absorb it slowly. Listen and listen slowly. When we listen slowly, God speaks more clearly. Now heads into the office around 9:00. Not suggesting mimicry of what he’s just reference, but the best thing we bring to the table is a filled bucket and a heart that is right with God and overflowing with optimism and grace everyone around us benefits. Whatever routine has to be shaken to get back to the “full bucket,” we have to pay the price.

What are our followers and colleagues see when they look at us these day?