Mark's Blog

Stay Out of the Ice Cream Carl!

What they really said was, 'Don't get into the blue box!' Bad move. Never tell Carl George not to do something. Kind of like waving a red flag at a bull!

If I Was Starting Today...#6

If I knew then what I know now...I'd work harder to make heroes out of the right people.  That is, I'd carefully select the stories I'd make a big deal out of...and I'd make a big deal out of them all the time.

How does that apply to the small group scene?  Think about your church and the constant flow of people who are recognized (from the platform, on your website or newsletter, and in one-on-one conversations).  How closely do those people who are recognized match your vision?  Ever done a case by case assessment and kept score?  At first glance, you might think that'd be overkill.  But I really believe if you slow down long enough to think through the last 3 or 4 Sundays (or watch the next 3 or 4) you'll begin to see a pattern.  And you won't necessarily like the pattern.

Need an example?  Here you go: Let's say that you dream of being a church "of" groups, where nobody stands alone, and you really believe that life-change happens best in a small group context.  With me?  Beyond that, let's say that you've committed to the idea that every program ought to lead to an opportunity to move in the direction of connecting people together in life-changing relationships.  Still with me?  Two things ought to happen if that's you.  First, success in every program ought to be measured by how effectively it produced those kinds of connections.  Second, you should only be talking about the leaders of those programs that are winning on that measurement.

What would change if you committed to that idea?  When you think back for the last 3 or 4 weeks would it change who you made a big deal out of publicly or privately?  If you entered a season where you consistently determined who you held up as heroes by how effectively they were living out the specifics of your vision...do you think it would influence behavior? 

Want to act on the idea?  Get serious and go back over the last 3 or 4 weeks.  Then, begin to carefully monitor who you're talking about and how you're talking about them.  While you're at it, check out Paul's language in Romans 16.  That's what I'm talkin' about.

Want to read the first post in the series?  If I Was Starting Today #1  While you're at it, be sure and sign up to get the updates to the blog!  You can do that by CLICKING RIGHT HERE.

Community Building

How hard is it to build community?   What's involved?  Is it just a matter of using a strategy, unrolling a game plan?  Uhhhhh...no.  Peter Block says it in a very elegant way:

"What makes community building so complex is that it occurs in an infinite number of small steps, sometimes in quiet moments that we notice out of the corner of our eye.  It calls for us to treat as important many things that we thought were incidental.  An afterthought becomes the point; a comment made in passing defines who we are more than all that came before (Community: The Structure of Belonging, p. 9)."

If I Was Starting Today...#5

If I knew then what I know now, I'd work smarter to get the right people in the right seats...on the bus. What do I mean?   One of the most important principles from Jim Collins' Good to Great is "First Who, Then Where."  What he is saying is that getting the right people on the bus (his metaphor for building a winning team) is more important than even developing a vision for where you're going.  No doubt you've heard the phrase, "getting the right people on the bus." It's become a very common expression and most people get the basic idea right away. But Collins takes it one step further, and this step is often missed in application.  He goes on to say that once you've got the right people on the bus you've got to get them in the right seat on the bus. Short of that, you're not really going to have the impact that you want to have.

Where does this have application for all of us?  The right people are often already on the bus.  They're serving in some capacity.  They're involved.  But many times they're really not serving in the area where they can have the greatest impact.  They got recruited to a ministry...that was urgently in need of a body...and no one ever repositioned them to the role where they could make the greatest difference.

This is both a glaring problem and opportunity for many, many churches.

If you want your small group ministry to have impact, you've got to have key players, the right players.   It may require repositioning some key players from one seat on the bus to another.  Is that a problem-free solution?  No.  Will it ruffle feathers?  Yes.  Will you need your Senior Pastor's help?  Probably.  Is it worth the effort?  Absolutely.  If you're convinced that small groups are the optimum environment for life-change, and if life-change is the ingredient that drives impact on the community, then getting the right people into the right seats on the bus is essential.

If I Was Starting Today: #4

If I knew then what I know now...I'd work harder to develop a sequence of spiritual next steps and I'd narrow our focus to only include the most important elements to growth.

"Narrowing the focus" and "thinking steps, not programs" are concepts that come from 7 Practices of Effective Ministry by Andy Stanley and Reggie Joiner.  What's the core concept?  Rather than developing (or buying off-the-shelf) programs that will draw a crowd, we need to design steps that lead to where we want our people to go and then we need to eliminate the options that don't lead cleanly to there.  How does that apply to the business we're all in?  Let's unpack the idea.

At the risk of oversimplifying, let's say that there are two basic approaches to the ministry (or activity) menu.  There's the cafeteria approach (think long display of options with multiple entrees, sides, breads and desserts) or there's the streamlined approach (In-n-Out Burger, the entire menu consists of hamburgers, cheeseburgers, fries, and drinks).  Thinking steps means narrowing down the menu to only those choices that move your people in the direction you want them to go.

How does this apply to small group ministry?  Well, if you're offering groups and a few other ways that a person can grow spiritually, it is a complication that many people have difficulty processing.  You might think options bring increased buy-in, but they may actually be demotivating.  Need evidence?  In a fascinating study by Sheena S. Iyengar and Mark R. Lepper (Choice is Demotivating) it was learned that more is rarely better.  Their study examined customer responses to two jam sampling opportunities on two consecutive weekends at a high-end grocery store in Menlo Park, CA.  The first weekend featured a stand with 24 selections (extensive choice).  The second weekend featured a stand with just 6 selections (limited choice).  Of the 242 customers who passed by the sampling stand with 24 choices, 60% stopped while only 40% stopped at the limited choice stand the following weekend.  Predictably, the customers seemed to prefer the more extensive choice.  Surprisingly, the checkout stand revealed a different story.  30% of the limited choice customers purchased jam while only 3% of the extensive choice customers purchased jam.

What does jam have to do with narrowing the focus?  If you've prepared a jam-packed menu that gives too many options you shouldn't be surprised when your congregation has a hard time choosing what is best.

What Does It Mean to Run the 4 Minute-Mile in Small Group Land?

One of the blogs I read is Mavericks at Work.  Always a fascinating combination of ideas and very applicable to all kinds of endeavors.  In his post today, Bill Taylor wrote about that amazing moment when after all but giving up on its possibility...Roger Bannister ran a 4 minute-mile.  Taylor notes that for over 70 years there had been a conscious effort to break the 4 minute barrier.  And then one day it happened.  And when it happened it was followed almost immediately by a slew of others.

We've got a very similar pursuit.  For so many years there has been the recognition that life-change happens in groups...and yet, the most effective churches connected about half their adult attendees.  And then in 2002 Willow Creek announced they had more people in groups than they had at their weekend services.

The 4 minute-mile was broken.

On the heels of 40 Days of Purpose Saddleback put more people in groups than they had at their weekend service.

I loved this section of Taylor's post today.

What goes for runners goes for leaders running organizations. Progress in business doesn’t move in a straight line. It’s not incremental. Whether it’s an entrepreneur, a scientist, or an athlete, someone does something that was thought to be impossible—somebody changes the game—and what was unreachable becomes merely a benchmark, something for others to shoot for and surpass.

Wharton Professor Jerry Wind, writing about the four-minute mile in his book, The Power of Impossible Thinking, offered this assessment of Bannister’s feat: “The runners of the past had been held back by a mindset that said they could not surpass the four-minute mile. When that limit was broken, the others saw that they could do something they had previously thought impossible.”

Southwest has run the four-minute mile in the disastrous airline business. Lexus has run the four-minute mile in the brutal automobile business. What does it mean to run the four-minute mile in your business—and how are you going to do it?

Don't you love this line?  "When that limit (the 4 minute-mile) was broken, the others saw that they could do something they had previously thought impossible."

Oh my...what's your 4 minute-mile?

If I Was Starting Today: #3

If I knew then what I know now...I'd have a different way of looking at a lot of things!  One thing I would definitely look at differently would be the way I defined success.   How so?  Well, for starters I wouldn't call a certain number of groups "success."  And before you even begin to get worked up, I also wouldn't call a certain number of people in groups, a certain number of apprentice leaders or coaches "success" either.  Nope, if I were starting today and knew what I know...I'd definitely define success differently.

So, what would I call "success"?  Easy.  And hard work at the same time.  I'd spend time thinking about what it is that I want to produce, identify a way of measuring it, and set up a scorecard to keep track.  Let's break those three ideas down.

• First, I'd think about what it is that I want to produce.  I'd want my product to be men and women who love extravagantly, give generously, and serve selflessly.  For me, off the cuff, that's a pretty good short list.  Of course, you can see that every church should really have its own criteria.
• Second, I'd identify a way of measuring how effectively we're producing what we're trying to produce.  I'd have to define "extravagantly," but once I had the definition then I could set up a way to quantify that trait.  Not only that, but I'd be able to measure periodically and see movement.
• Third, if I did set up a scorecard to keep track I could even adjust my weekend teaching calendar and small group curriculum to work on areas or that need to be developed.

Why would I do this differently?  Easy.  Measuring the number of groups, people in groups, apprentices, or coaches doesn't actually tell me whether I've created the optimum environment for life-change to happen.  Much as I like knowing whether I'm adding groups and connecting a higher percentage of my congregation, that's nothing more than increasing the size of my delivery system.  At the end of the day, the delivery system itself has to deliver the right things.  That's what I want to measure.  And that's what will determine what I call "success."

If I Was Starting Today: #2

If I knew then what I know now...I would have worked harder to be crystal clear on who my real customer was and designed my strategy to fit them.  I realize that to some of us that seems so obvious...but let me unpack the idea before you hit delete.

Peter Drucker, famous for asking great questions, pushed organizations to  ask themselves a few core questions.  The first question was "What business are we in?"  That was #1 in this series of posts.  The second question he would push all of us to ask is, "Who is our customer?"  But before we go any further, lets work on the word "customer."

Classic Understanding of "Customer"

If we managed a restaurant or a grocery store we'd see this right away, but it might pay off to dig around the idea a little bit.  If we thought about it we would quickly acknowledge that everyone who shops at our store or eats at our restaurant are our customers.  We would be watching them carefully, trying to really understand their needs and interests, in order to keep them eating or shopping with us.

Clear so far?  We would understand the word customer to mean the people already using our services or buying our products.  At the same time we'd have hopes of expanding our customer base, attracting more customers, winning them over to shop or eat with us.  We might understand the group going into the restaurant across the street as prospective customers...but we'd put most of our energy into catering to the group that already shops or eats with us.  (Is this thinking starting to scare you?)

The Real Customer

When I use the term, "The real customer," I'm talking about the people in the crowd who aren't yet part of a small group.  I believe understanding the crowd is the key to helping the unconnected people get connected.  Paying attention to their challenges, interests, concerns and hopes will help you design a strategy that will inspire them to put a toe in the water.

What Is the Problem?

That seems so easy!  Why aren't we doing that already?  Because we're focusing on the challenges, interests, concerns and hopes of the people who are already deep on the inside...and that is a problem.  Why?  Because they're different than the people in the crowd.  Maybe only slightly, but they are different.  If you want to help the people in the crowd move into community you will have to understand them and design your approach to appeal to them.

Why is that a problem?  Thinking like the group just outside the congregation (the crowd) is a little bit of a stretch sometimes.  The longer we've been in some kind of ministry, even the longer we've been a Christ-follower, the harder it gets to think like someone just outside and design our approach to appeal to them.

What Is the Solution?

Spend some of your energy getting to know the people in the crowd.  You know some of them already.  Some you only know by face...not by name.  Getting to know them, reaching out to learn more about them, will help you see how to help them connect.  I've found it helpful to simply ask myself if I could invite them to my small group?  Would they like what we're doing?  Would it meet a need they are aware of?  Would it help them with a challenge they know they have?

What Is the Bigger Problem?

Of course, this whole discussion leads to a different, bigger problem.  How do I help my current customers begin to see themselves as team members who are empowered to help new customers connect?  That is a discussion for a later post!  In the meantime...take some time to get to know the people in the crowd.  Think about them as you're designing your connection strategy.  They're the real customer.

Church Unique

Looking for a resource that can walk you through the development of a cohesive and compelling vision, mission, values and strategy concept?  There are plenty of books out there, but I haven't come across any as complete as Church Unique: How Missional Leaders Cast Vision, Capture Culture, and Create Movement by Will Mancini.  Whether you're the lead pastor or the small group ministry director, this is a book that will not only help you think through the concept but act on it as well.

Church Unique is more than theory.  Detailed chapters on vision, mission, values, strategy and measures are designed to take you carefully through the concept and help you develop actionable plans.

• Defining your vision frame (Vision)
• Developing a missional mandate (Mission)
• Identifying missional motives (Values)
• Developing a missional map (Strategy)
• Clarifying the marks of success (Measures)

I am always looking for resources that will help small group ministries become more effective.  Church Unique will help you develop a more thoughtful approach to the mission you are living.  You can order your copy right here.

If I Was Starting Today: #1

If I knew then what I know now...

That's where this series of posts finds its roots.  I've been at this a while and I'm often asked what I'd do if I was starting fresh but armed with what I know now.  And in my mind there are three questions and seven core ideas.  And it all begins with this question: "What business are we in?"

This might be a foreign concept to you.  If it is, please hang in here.  This is very important that you understand where we're going.  If it's old news to you...we're going further but we have to start here.

What business are we in?  It's an old question in the business world.  A key question in the Peter Drucker tradition.  It may seem out of place here, but it is a huge question that should be asked at the very beginning of any discussion about small group ministry.  Why?  Because your answer will determine so much about what you ought to be doing.  Follow me on this.  Seriously give some thought to the way you would describe what it is that you're trying to do.  This is the mission question and even though we're talking small groups you ought to have an understanding of your mission.  Do you?

If I were starting today (or pulling my team in for a discussion that might lead to a better direction) I'd be asking this question first.  What business are you in?  Let's take a crack at it right now.  There are several possible answers.  I think you'll see that your answer will determine some very important things.

• We're in the business of connecting people: That's a good answer, but may not be complete.  For example, if all you're trying to do is connect people it might say something about your preferred methods and also what you'll call a win.
• We're in the business of giving people an in-depth Bible study experience: I've heard this argument.  Not necessarily bad or wrong...but it will say something about method and what you'll call a win.
• We're in the business of making leaders: Again, not bad...but is that what you're trying to do?
• We're in the business of making disciples: What do you think about that one?  Closer?  Still, it might be mine but not for you.

Years ago I heard Jim Dethmer talk about the mission of the small group ministry at Willow Creek.  He described their mission this way: "To connect people relationally in groups (of 6 to 10) where they could grow in Christ, love one another, and further the work of the Kingdom."

You need to ask and answer this question for your ministry.  Don't take the mission of another organization.  Get crystal clear on your own raison d'etre.  It is the first formative step in building a successful small group ministry.

Need more on the idea?  What business are you in?

Take some time to sort through the idea and develop your own conviction.  Use the comment section here to let me know what you're thinking.  If you haven't subscribed (it's free), do it today so that you don't miss the next post in the series.  You can sign up to get the update by clicking right here.