Ministry is a Journey Driven by a Vision
My journey with Jim Collins has been an unexpected one. I was first introduced to Good to Great by a missionary serving in Nicaragua. I read it for the first time out of curiosity and I found it engaging. Years later, I read the book a second time while I was pastoring a declining church. Suddenly, the content of the book moved from engaging to relevant—from good to great (sorry, I could not resist!). At that point in my life I was connecting the concepts to my pastoral ministry experience, and I ended up writing all over the book with personal notes and new insights. The third time that I read the book was with my leadership team. I wanted for all of us to be on the same page as we were pursuing the re-engineering of our ministry. Eventually, I discovered many other books written by Jim Collins, and I’ve learned important insights from each one of them, including Built to Last, How the Mighty Fall and Great by Choice. These insights have become valuable tools that I often use as a leadership consultant for churches and businesses.
In each one of these books, Jim Collins and his team of researchers identify principles of organizational leadership discovered through an inductive process of data analysis. Interestingly, some of these concepts can be found in other leadership literature—and even in the Bible. Yet, what I enjoy about Collins is his ability to connect the dots in a cohesive way. Unlike other authors, he does no only tell me the what, but also the why.
In Good to Great, Collins identifies principles that help an organization move from achieving good results to achieving great sustainable results. He does so by comparing a number of companies through a systematic process that reveals a blueprint for organizational health. Even though the fate of some of those companies has changed since the book was written, the principles of organizational leadership remain relevant. In the companion book Good to Great and the Social Sectors, Collins contextualizes these concepts to the non-profit world, where profit is not an accurate measure of success.
This book has significantly shaped my perspective on leadership in ministry. I used to do ministry based on programs and activities, while now I see ministry as a journey driven by a vision. It is the difference between doing versus going. One focuses on what to do, while the other focuses on where we are going and how we are going to get there.
I suppose that this kind of book is more enriching when it is analyzed and implemented, rather than simply read as an academic exercise. Because of my repeated interaction with the book, I can identify five areas in our ministry that have been shaped by these leadership concepts.
- Identify what you can be the best at and what you are the most passionate about. The combination of these two concepts led us to conclude that what we could do best is to mentor individuals spiritually through a personalized approach. We also realized that we were passionate about embracing diversity. This deeper self-awareness gave us clarity and intentionality. As a result, now we have a strong evangelism, discipleship, and marriage programs, and have discovered that bigger is not always better.
- Confront the brutal facts and conduct autopsy without blame. This exercise was very insightful. It allowed our team to produce an extensive list of things that needed to change in order to create total alignment with our mission and vision. This list included touchy items—like the need for re-engineering our leadership structure, membership process, legal framework and brand. As a result, we have now changed our bylaws, have adopted a new leadership structure based on plurality of Elders, have changed our name, and have created new internal mechanisms that reinforce organizational health.
- Clock building rather than time telling. This concept has helped our leadership team invest significant time designing the organizational side of ministry—not just the programs side. As a result, we now have much better understanding of the legal parameters of being a non-profit and ensuring that the program side of ministry is aligned with the organizational side of ministry. We are now thinking of leadership succession and have designed an internship program to develop new leaders. In addition, now it is easier to discern when and where to invest our resources.
- Discipline thought and discipline action. The book emphasizes that in order to move to sustainable great results, we have to start with the right people in the right positions and then spend significant time thinking together in order to discover the best answers. Then we need to pursue these solutions with consistency and dedication. The average shaping of an organization with sustainable results takes between 10 to 20 years. This perspective has been highly insightful, because it helps us see the present more objectively. Great things take time, and building a sustainable ministry is not the exception. As a result, we now have a short-term strategic projection that encompasses three to five years, and helps us keep focused on what we are building—even if it takes longer than expected. It has also helped us develop a more refined membership system, where we now think of membership as a ministry partnership that provides solid accountability.
- Level-5 leadership. Collins describes this type of leader as one who is seeking the success of the organization over personal glory; one who is able to work with a team of people in a determined pursuit of making things better; one who is not a dictator but who values the insights of others. The correlation between this leadership description and the biblical teaching on leadership is powerful. Our leadership team was able to have an open dialogue to identify our leadership traits. As a result, we now have a better system of leadership applications and evaluations to ensure we bring the right people into the team. Now we know that at the senior leadership level we need people who value analysis and seek understanding before action. We need thinkers, not just doers.
Some people want to accomplish great things for God, but seldom spend time thinking about organizational health. Ironically, many of the pastors that I get to encourage through leadership mentorship face frustrations because of organizational dysfunctions. It is true that in pastoral ministry we do not control the final outcome. In fact, the Apostle Paul teaches us that in ministry we can only plant the seed and water it, but God gives the growth. Yet, that does not mean that we cannot become experts in developing great watering systems. As the Lead Pastor of Ethnos Bible Church, I want to make sure that we provide the best nutrients for the soil and the best watering system. As I invest my energy in these areas, I will trust God with the results.
About the Author
Pablo Morales
Pablo Morales serves as the Lead Pastor of Ethnos Bible Church in Texas. He is currently pursuing the Doctor of Ministry degree in Leadership and Global Perspectives at Portland Seminary in order to understand what it takes to develop a healthy multiethnic church.14 responses to “Ministry is a Journey Driven by a Vision”
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Hi Pablo. I love reading your thinking. I like how you use the picture of a watering hole to describe what we can create because of this book. I think it shows that as believers we know that there is an x-factor that books like this sometimes leave out. We call it the Spirit. You and I approach ministry like Paul in the sense that we can plant, water, grow, but God is in charge of the outcome….or the final product. Nice one man. Appreciate you.
Thanks, Aaron! Can’t wait to see you again in England!
Pablo
I’m looking forward to it Pablo!
Pablo, really enjoyed your blog. I thought the following statement was a brilliant application of the book: “It is the difference between doing versus going. One focuses on what to do, while the other focuses on where we are going and how we are going to get there.”
In your journey of leading the local church using Collins leadership ideas have you found your staff resonating with the material as you have? Or have have you had any push back? If so why?
See you in London,
Aaron Cole
Aaron,
The team that was part of reflecting on the book and applying it to our ministry projection was on board from the beginning. They enjoyed the exercises and worked well in applying the concepts. Since that time of our journey, we have lost some people in the team for different reasons, but none linked to an opposition to Collin’s principles. Perhaps, I should say that we have lost some members as an indirect result of implementing some of the principles. One point, for instance, is the indirect outcome of refining your hedgehog concept. The process of refining your ministry through a set mission, vision, and values, makes also clear what is not your mission, vision, and values. Consequently, the process naturally starts filtering those who are sold for the mission/vision and those who are not. Collins talks about this phenomenon as a virus surrounded by antibodies. In our experience, the people that were not embracing the vision eventually left. It is always a sad experience, but it is better to have a smaller cohesive group united by a common vision than to have a larger group aiming in different directions.
I look forward to seeing you again next week!
Pablo
Pablo,
It’s always so inspirational and such a delight to read your informative blogs. Your contextualization of the readings brings life to them and shows us the value of experiencing the reading through the actual application of the principles being taught, not just as an academic exercise. I like your wisdom and deep truths. “You stated great things take time and building a sustainable ministry is not the exception.” Does your congregation sometimes become impatient during the waiting, or do they clearly understand the vision of the leadership?
Claire,
Thank you for your kind words! You asked a good question: “Does your congregation sometimes become impatient during the waiting, or do they clearly understand the vision of the leadership?”
I don’t have an easy answer!
Our journey has been so participatory and also so tight, that everybody in the church knows about our vision of being a multilingual, transcultural, and multigenerational church in which we nurture servants devoted to God through a personal mentorship process.
Every year we preach and teach about it. Yet, that does not mean that everybody understands what that will look like tomorrow. So the challenge is not on letting them know about our vision, but in understanding what that picture looks like.
Regarding the aspect of support and patience, it is true that some people can become impatient while others are more supportive. In fact, we lost a member of our staff because he though we moved too slow (he was a doer).
Yet, for those who are engaged in the process of building the ministry, it does not feel like we are waiting. Instead, every day is a day in which we are turning the flywheel one more time. So, the process does not feel like we are waiting for something to happen. Things are happening as we push forward. And perhaps, there is an important role for me to fulfill here. I need to remind people of the things that God is doing, so we keep focused on what God is doing and not on what he has not done yet.
Despite the challenges of the process, I do have a core group that is sold for the vision, excited, and committed. That is an encouraging experience for me. I also feel the momentum building, so it is time to keep pushing!
See you in England!
Pablo
Thanks, Pablo,
Great implementation of God’s vision and purposes.
Looking forward to getting more nuggets from you in England.
Thanks Pablo for a great blog,
It was excellent how you measured you accomplishment through the leadership concepts. This is an example of growth and as we continue to grow in christ. In Philippians 3:12-14 – Even Paul, as mature as he was, did not consider himself to have achieved perfection (maturity) such that he could cease striving to improve. He forgot past achievements (and failures) and pressed on to greater accomplishments.
.Just as it’s natural for a child’s relationship with her parent to change and grow, it’s also natural for your relationship with God to grow
It great sharing with you! Hope to see you in London, if the the Lord’s will. Rose Maria
I look forward to seeing you in London too and giving you a big hug! I am praying for you!
Pablo
Pablo,
As usual, a well written blog; with obvious extensive application of the books principles.
As a pastor, have you ever needed to move a volunteer to a different seat, or off the bus? If so, how did you handle that, pastorally?
Hey, Roommate!
Yes. I had to face it two times. It was a tough decision, but a clear decision in both instances. The first one had to do with the changes in our leadership system. I had to ask a former deacon not to continue serving in the Board once we moved into an Eldership system. I prayed, and asked him for a personal interview. We shared lunch together and I explained the implications of our new system. I assured how much we appreciated his ministry and valued his contribution. I asked him to reflect on his strengths and where he saw himself in the new system. It became clear to him that his role was not in the Elder Board, and I agreed with him. We prayed, and he embraced his new role. That was a gracious transition, and I thank God for his life.
The second case was with our women’s ministry. I had to ask three women in the leadership team not to continue serving in the team in the new year. Once again, I knew it was going to be a tough thing to do, but I knew I had to do it. I prayed about it. Then I invited each one individually for lunch, asserted our appreciation for their contribution, and informed them about the new plans. It was hard for everyone. There were some tears too. From all three, only one did not want to meet with me and ended up leaving the church a couple of months later. It was hard because they did not leave in a godly way and created some collateral damage.
I hope I don’t have to do it again. I am much more cautious now about whom I bring into the leadership team. I have more refined processes in place and a more refined criterion. Yet, I know that if it becomes clear once again that I have to ask somebody to step down, I will do it with no reservations. Not doing it would be too costly.
I look forward to seeing you again and sharing some good photography!
Pablo
Pablo:
This is possibly one of the best reviews of one of my favorite books…..great job! Collins is unique in his approach for sure.
Your 5 points made me reassess the impact of the book. The “clock building versus time telling” analogy is quite freeing. What are a few pointers that you use with your staff and/or leadership to remind them of that? It is easy to say but sometimes hard to implement.
Great job.
Phil
Phil,
I normally have this level of conversation only at the senior level with our Elder board and pastoral staff. Because our current ministry projection is centered on the reengineering of our ministry, it has been easier for us to keep that in mind. Yet, I have to consistently remind the team where we are in the process and how much is left before us.
For this purpose, I created a visual map with the stages and measurable markers, so we will know when we complete a stage and when we are transitioning into a new one. I have also created a chart with a summary of all 12 areas that we need to complete in order to finish building the organizational side of our ministry. These visuals help us tremendously, because they remind us of what must be addressed next. This year we completed our new bylaws, and we will move next to developing our compensation philosophy. Just like a GPS helps us know where we are in the journey, our visuals are our GPS that helps us navigate the roads of strategic leadership.
It will be great to connect again in England. Thank you for a great question.
Pablo