Mark's Blog

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. 

Delivering Training for Small Group Leaders

How do you deliver training for your small group leaders?  The guys over at Community Christian Church  are testing an interesting idea by delivering training on key topics via YouTube.  You can see a few of their short training videos right here.  Definitely not really high tech, these are a good example of how easy it would be to self-produce a set of training videos that are easily delivered to your team of small group leaders.

Check them out right here and let me know what you think. 

What Have You Got Planned This Summer?

You've worked hard to help jump start some new small groups in 2008. Don't let the death valley days of summer get the best of them! Instead, take advantage of some simple strategies to help them thrive!  What can you do to help them?  Read on!

First, now is the time to build in the expectation that there are things they can do to stay connected over the summer.  Some of your newest small groups naturally expect that they'll be taking the summer off.  It may even have been part of your formal strategy!  But it doesn't have to be that way.  Why not give them the chance to stay together if they can?

Second, you can help them by leading them to proactively develop a plan for the summer...before they get to the summer!  Often small groups will be so busy dealing with the weekly challenge of getting together that they don't take time for details.  If you've got it on your radar now to be sure it gets on your small group leaders' radar in early May will help ensure that your groups have a chance in May to pull out their calendars and plan the summer.

Third, help your groups plan for the summer by giving a list of ideas.  There's so much they can do and have a great time while connecting.  Giving them a simple list of ideas will make a big difference.  Need some help coming up with your own list?  Here's mine.  It's a PDF form, but feel free to take the idea and develop your own!

How to Build an Effective Coaching Structure, Part Three

Building an effective coaching structure is a huge challenge.  In fact, it's so tough that you'll hear many small group pastors from around the country admit that they've given up on the idea.  Oh, there are plenty that are still chipping away at making it work.  But it's no picnic.  If it was, you probably wouldn't be reading this article!  I believe it is very doable, so I'm glad you're along for the journey.

Have a Clue When You Recruit "Who."

So far in our series about building an effective coaching structure we've talked about First What, Then Who (the principle of defining the role first) and Opening Your Eyes to What Doesn't Work (getting real about what's not working).  Once you're clear about what you want a coach to do and your eyes are open to anything less you're ready to think about how to recruit the right people for your team.  And let's just say that how your recruit the right people is very important.  It sets the tone.  It gets their full attention.  And it establishes a much better trial run.  Ready to hear more?  Here goes.

How to Recruit Coaches

So you've put together your simple job description, complete with a very clear statement identifying what a win will be.  Good job!  Way to start...but it's only the beginning.  Hopefully you've also identified the best possible candidates.   Rather than succumbing to the temptation of accepting 30 or 60 fold players, you've targeted a group of real killers.  In fact, some of them will be a challenge to get they're so busy already.  That's also good.  You're on the right track.  Now it is time to recruit.  Here's what needs to happen.

1. Create a "toe-in-the-water" way that a person can try on the role.  I like the idea of a 10 to 13 week commitment.  What you're looking for in the beginning is a period of time that you get to see whether they're fruitful and fulfilled in doing the job. Ideally, you're creating a situation that needs their help for 10 to 13 weeks without any further commitment on their part.  If they're performing well, you'll invite them stay in the role.  If they're a bomb for whatever reason, you'll have the freedom to thank them for helping without offering them a continuing role.  You'll need diplomacy...but that's a better problem to have than the one where you've invited them to a role that has no ending date.
   
2. Schedule a time when you can talk one-on-one with each candidate.  It's not, "I just need 2 minutes of your time!" Instead, it's, "I'd like to talk with you about a very important part of our small group strategy.  Could we meet for coffee and talk about it?  I'd need 45 minutes to an hour."  See how that feels?  Not rushed.  Not minimizing the importance.
3. Bring the "toe-in-the-water" job description to the meeting and go over what you need them to do.  Clarify what a win will be.
4. Let them know why you've identified them as a candidate for the role.  This should be easy for you to do.  If you're genuinely focusing on hot and qualified hundred-fold leaders you should have no problem letting them know how they ended up on this list (By the way, it is a HUGE red flag if you can't genuinely let them know what you think about their heart, their gifts, and their potential).
5. Don't minimize the role.  Be prepared to cast a vision for the actual role you envision.  If it calls for 2 to 5 hours a week, let them know that the expectation is 2 to 5 hours a week.
6. Don't be afraid to ask for their full commitment.  If you need all of their available bandwidth, now is the time to ask them to step aside (temporarily) from any other commitment that might get in the way.
7. Be very careful not to talk about a longer-term role.  Focus on the 10 to 13 weeks.  "We want to sustain 70% of the new groups we're about to launch.  We want the new leaders to feel supported and encouraged. If you could help us by helping them feel supported, resourced, and encouraged, I just know it will make a huge difference."
8. Let them know that they can expect detailed training and steady encouragement.
9. Let them know that you will be talking with them regularly during the 10 to 13 weeks and will scheduling regular debriefing opportunities along the way.
10. Ask for a commitment.  You may want to give them 48 hours to pray and consider the commitment.  You may want to give them a week.  The key is to ask for a commitment and expect a commitment within a reasonable amount of time.

So you've developed a clear job description for your coaching team.  You've carefully selected the right people and even recruited them skillfully.  Now the question is, "How to help the new coach make first contact in a way that raises the probability of getting off on the right foot?"  And that's the subject of part four of our series.  Want to get it as soon as it is available?  Sign up RIGHT HERE to get the update.

HOST: What Does It Mean?

You've probably heard of "hosting" a group.  But what does it mean to be a host?  Is there a difference between a host and a leader?  Is it just another name for a leader?  If I'm a host, will you provide the teacher?   These are questions that are asked all the time.  ALL the time.  You may have your own answers...but let me give you some of the defining ideas of the host strategy (and what it means to host a group).

The HOST Concept: The first thing you need to know is that the idea of H.O.S.T. makes it possible for ordinary people to lead a small group.   By that I mean that we're almost always talking about using a DVD or video-based small group study, bringing the teaching into the group via the television, and allowing the Host to do just that.  In fact, the HOST acrostic stands for:

• Heart for your community (or your church)
• Willing to Open your home for six weeks (or the length of the study)
• Serve a few simple refreshments
• Tell a few of your friends (in the beginning the T stood for "Turn on your VCR")

This is very important to the idea.  You're not recruiting teachers or leaders.  You really are simply inviting people to open up their homes, serve some coffee and dessert, and tell (invite) a few of their friends.  That is a ground-breaking concept and allows many more people, ordinary people, the chance to include friends, family, neighbors and co-workers.

Will a "leader" or "teacher" be provided?  No.  Using a DVD-driven curriculum allows a group to begin without a teacher.  In addition to a warm invitation and spirit of hospitality, only very basic facilitation skills are needed.  Sometimes you will have the opportunity to match someone with an interest in leading with someone who has an open home, but that is not normally how the concept works. 

When is HOST strategy used?  The idea of hosting a group came into being as part of Saddleback's 40 Days of Purpose campaign.  The HOST strategy can be very effective when used as part of a church-wide campaign (an alignment of weekend message series and small group curriculum).  As part of the build-up to the campaign, HOSTs can be recruited who will commit to opening up their home for the six weeks of the series/study and invite a few friends.

Who can be a HOST?  Every church makes this decision based on a number of factors.  The culture of the individual congregation, available coaching for new hosts, even the topic of study are all relevant.  Some churches may decide that only members may host a group.  Other churches may decide that you must attend an orientation to qualify, but will only allow members to advertise their group on the web or in the lobby.  Still others will simply require that you use the provided materials and invite your own group members.

What kind of training is required?   Again, this varies from one church to the next.  The most effective strategy seems to be to require attendance at a brief orientation (1 to 2 hours max) combined with connection to a coach who will serve as a liaison for at least the period of the campaign.  Many churches are also finding that a decentralized mid-series huddle in the home of the coach is a very effective additional opportunity to encourage the host.

What happens when the six-week commitment ends?  With a good experience, many of the new groups will decide to continue.  Hosts are reminded in the orientation that they've made a six-week commitment and that their commitment is making it possible to launch many new small groups.  They're often encouraged to be open to the possibility that the group may be such a good experience that they would choose to continue...but there's no pressure to do that.

What is the biggest advantage of the HOST strategy?  The HOST strategy is a proven method of getting the largest number of new leaders in the game and unconnected people in a small group.  It is not problem-free, but it is a great solution when a church needs to connect a large percentage of their members and attendees.