The Pastor as a Change Agent

The following is a portion of an article I recently had published in the Assembly of God Leadership Magazine, Enrichment Journal entitled “The Pastor as a Change Agent: Remaining Relevant in a Constantly Changing Cultural Environment”. To read the entire article, go to: http://enrichmentjournal.ag.org/201301/201301_EJO_ChangeAgent.cfm Society is changing at a faster rate than ever before. Because of this, the church of Christ must be willing to change its methods if it is to remain relevant. The challenge is to change the methods, which are temporal, without changing the message, which is timeless. Many within the church resist change for fear of compromising the message of Christ. For this reason, the 21st-century pastor must see himself as a change agent that can implement effective changes while making them palatable to church members. We must view change as a process and not an event. What good does it do for the leader to yell charge and rush to the top of the hill only to find he or she arrived there alone? A more progressive approach to change is the better part of wisdom. This takes adequate planning and this is how we, as pastors, can become change agents. The process will involve understanding change management, adopting an adaptable approach to leadership style, and empowering people to think strategically. Following this process will help pastors become change agents ensuring the church remains relevant and proclaims the important message of Christ that is both timeless and life changing.

The Premise Of Discipleship

This is a portion of an article I wrote that was published in the recent edition of The Enrichment Journal: The discussion on discipleship must begin and end with the greatest discipler of all, Jesus Christ. The Gospels show the key components of effective mentoring in how Jesus discipled His followers. These components are relationship, influence, and spiritual formation. Jesus was intentional about building relationships with His followers. These relationships were essential in establishing influence. This influence allowed Jesus to develop those who followed Him into productive disciples who could, in return, spend their lives mentoring others. The progression from relationship through influence to spiritual formation points to a principle concerning the premise of discipleship. This premise is this: There can be no discipleship without relationship. To see the entire article go to: http://enrichmentjournal.ag.org/201204/201204_EJO_Premise_Discipleship.cfm

Leadership Distinctions

In todays complex organizational environment, a real value is placed on an all-round leader that can use different leadership styles in different settings. The real question is; How can we know what style to use in certain situations? In the discussion of what leadership style to engage when, I found the distinction made by Gloria Nemerowicz and Eugene Rosi helpful. They identify factors at play in two types of leadership styles called Classical leadership and Shared leadership. I have chosen six distinctions: Classical leadership: Displayed by a person’s position in a group or hierarchy. Shared leadership: Identified by the quality of people’s interactions rather than their position. Classical leadership: Leadership evaluated by whether the leader solves problems. Shared leadership: Leadership evaluated by how people are working together. Classical leadership: Leaders provide solutions and answers. Shared leadership: All work to enhance the process and to make it more fulfilling. Classical leadership: Distinct differences between leaders and followers: character, skill, etc. Shared leadership: People are interdependent. All are active participants in the process of leadership. Classical leadership: Communication is often formal. Shared leadership: Communication is crucial with a stress on conversation. Classical leadership: Can often rely on secrecy, deception and payoffs. Shared leadership: Values democratic processes, honesty and shared ethics. Seeks a common good. Reference: Gloria Nemerowicz and Eugene Rosi (1997) Education for Leadership and Social Responsibility, London: Falmer Press. Page 16.

Leadership Is All About Relationship

The discussion on discipleship must begin and end with the greatest discipler of all, Jesus Christ. The gospels show the key components of effective mentoring in how Jesus discipled His followers. These components are relationship, influence, and spiritual formation. Jesus was intentional about building relationships with His followers. The relationship was essential in establishing influence. This influence allowed Jesus to develop those who followed Him into productive disciples who could, in return, spend their lives mentoring others. This progression from relationship through influence to spiritual formation points to a principle that can be accepted as the premise of discipleship. This premise is that there can be no discipleship without relationship. We must do the hard work necessary to invest in the lives of our followers in a way that will produce deep trusting relationships. The influence gained in such a relationship must then be used for spiritual formation that will develop disciples. This process is then repeated in their lives and they become disciple makers. This will ensure the future of this wonderful Church of Christ to the Glory of God!

Coaching in the Bible?

Recently, I wrote an article entitled Coaching in the Bible: A Scriptural Argument for Coaching As a Transformational Process. It was published in the Spring issue of Enrichment Journal. You can access it at:
http://enrichmentjournal.ag.org/201202/201202_EJO_Coaching%20Bible.cfm

Is coaching in the Bible? Was Jesus a coach? We need to consider these questions because coaching has become an important part of the corporate and church landscape. None of the biblical leaders envisioned themselves filling the role of a coach. Not only does the Bible never use the title coach, there is not title, role, or ministry gift that parallels the task of a coach. We can, however, find coaching in biblical principles and practices.
Coming alongside people to help them discover a better way, sustain vision, and move forward in their life or career is a direct reflection of the heart of God displayed in Scripture. Proverbs 20:5 states, “The purposes of a person’s heart are deep waters, 
but one who has insight draws them out.” This is the essence of coaching. Coaching is transformational at its core. Thomas Crane points this out by stating: “Transformational Coaching is the art of empowering people to improve their effectiveness … this process engages the huge untapped potential within people.”1 Tony Stoltzfus asserts: “At its heart, leadership coaching is about helping people … a coach draws out the abilities God has put in someone else.”2
We have an example of coaching in Mark 8:27–29. “Jesus and his disciples went on to the villages around Caesarea Philippi. On the way he asked them, ‘Who do people say I am?’ They replied, ‘Some say John the Baptist; others say Elijah; and still others, one of the prophets.’ ‘But what about you?’ he asked. ‘Who do you say I am?’ Peter answered, ‘You are the Messiah.’ ”
Why do we consider this coaching on the part of Christ? According to the International Coaching Federation (ICF), coaching uses powerful questioning. The coach uses inquiry versus telling.3 Jesus could have told His disciples who He was. He chose instead to draw the answer from within His followers.
Coaching includes exploring what issues exist for the person being coached versus telling him or her what the issues are or suggesting solutions. Questions must address the agenda of the person being coached and seek information about that agenda and orient to solving issues in the life of that person. Jesus’ first question does this because these men had left family and home to follow Him. Jesus caused them to scan the environment and come to grips with others’ perceptions, plus their perception of themselves. Then He probed deeper with a powerful question that forced the disciples (Peter in particular) to take ownership of the issue. Jesus then used this revelation He excavated from within them as a foundation on which to build.
Another reason this qualifies as coaching is it speaks to the heart of Peter and draws out a deeper understanding within himself, who he is, and who he is following. Jesus helped Peter with what Whitmore calls self-actualization: “The need associated with self-actualizers is the need for meaning and purpose in their lives.”4
As we consider Peter’s journey, no doubt this question from Jesus, and Peter’s response, was truly foundational for the disciples, as well as for Peter. What we see as the true insight is Peter’s confession with his mouth. How often do we believe in our mind but intentionally dismiss the thought without an open statement or confession. When we consider Paul’s admonition in Romans 10:9: “If you declare with your mouth, ‘Jesus is Lord,’ and believe in your heart that God raised him from the dead, you will be saved.” we begin to understand the power of verbal confession born from within. Jesus understood this, and the power behind it. Hence, His question to those who left everything to follow Him.
Jesus is laying a foundation for Peter and the disciples to build on. After all, is not this what coaching does? Coaching is a transformational process to redirect behavior and support change.
The first step is to agree a problem exists. The problem was the disciples’ misconceptions about who Jesus is and why He came. Is He the Christ? How could they move on if there is no agreement on this fundamental truth?
Maybe Jesus was sensing some confusion on the part of His followers. This is the most critical step in the coaching process.
Another step in the coaching process is to mutually discuss alternative solutions. Jesus did this by asking for the different opinions concerning who He was. The coach and the person being coached together will identify as many alternative solutions as may be necessary to solve the problem. Ferdinand Fournies points out a valuable opinion when he states, “Because you are dealing with behavior, it is necessary to specify those changes in behavior that are needed to influence the outcome or result.”5 The goal is to mutually agree on which alternatives the person will act on to solve the problem. Jesus confirms the agreement by encouraging Peter after he gave the correct answer.
Once we identify coaching as a transformational process in the ministry of Christ, we need to be cautious. The ability to ask powerful questions was certainly evidenced in Jesus’ ministry, and is a basic skill every coach needs to continually develop. However, referring to Jesus as a coach presents at least two concerns. One, it raises the possibility of thinking of Jesus as being synonymous with coach. Jesus did much more than coach. He mentored, taught, healed, and atoned for our sins. The world needs a Savior, not a coach.
Second, titles influence perception. Titles can frame a person’s life by putting that person in a box with that particular title as the label. It is not always easy to break away from that perception. It would certainly be more appropriate and accurate if we stay with Peter’s assertion: “You are the Messiah.”


1. Thomas G. Crane, The Heart of Coaching: Using Transformational Coaching to Create a High-performance Culture, 2d ed. (San Diego: FTA Press, 2002), 212.
2. Tony Stolzfus, Leadership Coaching: The Disciplines, Skills and Heart of a Christian Coach. (Virginia Beach: Coach 22, 2005), 10.
3. http://www.coachfederation.org/ICF/For+Coaching+Clients/What+is+ICF
4. J. Whitmore, Coaching for Performance: Growing People, Performance, and Purpose, 3d ed. (Boston: Nicholas-Brealey, 2002), 112.
5. Ferdinand F. Fournies, Coaching for Improved Work Performance, rev ed. (New York: McGraw Hill. 2000), 147.

The Power Of Servant Leadership

I recently read “The Power Of Servant Leadership” by R.K. Greenleaf. While considering what leadership style to use when, it occurred to me that Greenleaf’s Servant Leadership Model is the perfect environment to allow a leader to engage many or all leadership theories or styles on a situational basis. Servant leadership places an emphasis on the needs of the follower and how the leader can meet those needs in a way that will insure goal achievement. I can see how this would give the leader license to be both transformational or transactional depending on the particular circumstance at hand. This model is based on the idea of a leader having the duty to serve his/her followers. Servant leadership was created as an attempt to link previous paradoxes concerning leadership. Task accomplishment is a focus, yet it is also recognized that leaders should be aware of the social implication associated with task accomplishment. Leadership effectiveness is another concern but follower enhancement, is equally weighted in Greenleaf’s model. The servant leadership model goes a step beyond the transformational leadership models. Servant leadership stresses ethical practice, whereas, only certain transformational theorists suggested that ethical behavior is a necessary component of transformational leadership. For instance, as Yukl points out, J.M. Burns transformational leadership had to be ethical, however, for B.M. Bass leadership had no ethical requirement.

Greenleaf, R.K. (1998),The Power of Servant Leadership, San Francisco: Berret-
Koehler Publishers, Inc.,

Yukl, G. (1998), Leadership in Organisations, 4th Edition, New Jersey: Prentice-Hall Inc., (pp. 327)

Identifying Leadership Styles

The twenty-first century has revealed a complex and diverse organizational climate that is resistant to narrow and simplistic leadership approaches. A narrow application of leadership theory can polarize followers and stagnate an organization because it does not adequately interact with a broad range of organizational factors at play in the organization. A productive leader in this environment must be open to and engage, as well as embrace, many different leadership styles as are brought forth in the different leadership theories. We can answer the question, of how should we decide which leadership approach to use when, by identifying four leadership styles:
1. Telling/Directing Leader — a leader provides detailed instruction and closely coaches the follower.

2. Selling/Coaching Leader — a leader provides explanations and principles, engages the follower in a discussion of the work, and coaches as needed.

3. Facilitating/Counseling Leader — the leader assists the follower with goal clarification and ideas, then coaches as needed

4. Delegating Leader — the goal is clarified and the work turned over to the follower.

We can further assert that determining the level of follower readiness will help indicate which style will be most effective. For instance:
* People who are both unable and either unwilling or too insecure to take responsibility to do something. They are neither competent nor confident. These need clear and specific directions. So the appropriate style is Telling/Directing.
* People who are having less skill level, but willing to do necessary job task and are motivated but currently lack the appropriate skills need both high-task and high-relationship leadership or Selling/Coaching.
* People who are able but unwilling or too apprehensive to do what the leader wants need low-task and high-relationship or Facilitating/Counseling.
* People who are both able and willing to take responsibility and do what is asked of them require low-task and low-relationship style or Delegating.

Tannenbaum, Robert & Schmidt, Warren. HOW TO CHOOSE A LEADERSHIP PATTERN. (2008) Boston MA: Harvard Business Review

Hersey, Paul & Blanchard, Kenneth H. & Johnson, Dewey E. (2005). Management of Organizational Behavior: Leading Human Resources (8th Edition). Prentice Hall