I am continuing a series of posts concerning five phases a church needs to learn and experience in order to either move toward or remain in a state of growth and health. These phases form a never-ending loop that should be repeated over and over again. The more intentional church leaders are at working through these five, the more intentional the focus and coordination of their ministry will be.
I have already introduced the first two phases. Churches need to work through Assessment and Identification. Next, based on the study and reaffirmation of the biblical standards for the church, the data and observations from the Assessment conducted, and the new profile of Identification developed, it is time for the third phase: Vision Development.
In a series of previous posts I shared several critical abilities for missional church leaders. I recommend you go back and read them. These abilities are actually key strategies and steps for Vision Development. In the way of a reminder, I wrote about the need to: Understand the Mission, Establish a Biblical Vision, Build Bridges of Leadership, Handle Change and Conflict Well, and Pray with a Missional Heart. Let me add to those discussions here.
It is vital to not only recognize the difference between the mission and a vision as a leader, but to help the average member in the pew to get it also. In this discussion, the mission is the unchanging purpose of God for His church while the vision is the specific, contextual plan to fulfill that mission. Think of train tracks (predetermined, unchanging pathway to a predetermined destination) versus the actual building of a train. What specific “train” needs to be built in order to run on the rails in your context?
Through Assessment and Identification, the church defines the biblical principles by which the church should operate as well as an understanding of who the church actually is and how removed from that scriptural ideal it actually is. This plumb line provides the end goal for the current vision.
Then through backward planning, church leaders can map out the necessary programs and even special projects that will move them down the tracks. These vision components must be based upon the discovered biblical foundations and evaluated by whether they lead to the proper quantitative, and more importantly, qualitative, goals that ultimately lead to the end goal.
For example, we are not always certain whether large numbers alone are pleasing to the Lord. We can be certain, however, that personal transformation leading to fruit and producing discipleship, brings glory to God (the ultimate end goal). Church leaders, therefore, should define what personal transformation means, how to identify it and what it looks like. Then, a plan of what needs to be taught and practiced in order for that to occur can be determined. Finally, the needed programming and event schedule and curriculum can be established. This process not only provides the parameters for planning but the criteria for further assessment as well. Train building, not bumper car collisions!
Once the leadership is on board and the train is ready to roll, phase four kicks in. This is often the most difficult phase. It is called Adjustment. Next time!