FEBC Leadership Workshop Culture Change 08/17/12 Catalyst 1
Feb 25, 2016
Catalyst 1
FEBC Leadership WorkshopCulture Change
08/17/12
Catalyst 2
Introduction08/17/12
Catalyst 3
Presenting Problem The board has received feedback that new attendees think the church
isn’t very welcoming or friendly
Some of the comments… “On the first Sunday, nobody stopped to talk with us before or after the
service…” “We’ve been attending here for 2 months & no one has invited us over for
meal” “The church is one big clique…”
Several new families have already left the church
Size of the Church: Sunday morning attendance: approx. 250 Growth in the past 5 years: from about 170 to 250
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Catalyst 4
Create a Welcome Team The mandate of the program: making the church more welcoming, more
friendly for newcomers The Welcome Team would be made up of greeters & ushers (already in
existence) Greeters would be in the front lobby and info desk Ushers in the sanctuary
Info desk to be set up in the lobby to direct people & answer questions (church staff will be involved with greeters)
2 teams on alternating months The Welcome Team will recruit, train & coordinate greeter and ushers May expand the program with other ideas: doing a welcome lunch,
newcomers coffee, etc.
What They Did
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Catalyst 5
What do you think of this approach?
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Catalyst 6
The End Result
Congregation Welcome
Team
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What effect does the Welcome Team have on the church as a
whole?
Catalyst 8
Key Points Programs can be an effective way to get things done by bringing
structure & organization & coordination
New Program ≠ Culture Changed
Some things need to be common to all members of a church
The FEBC vision is a culture change vision station:
It is outward looking not attractional
How do you change the culture of a church?
We will be a fellowship of churches that equips and inspires one another so that the Gospel of Jesus Christ is proclaimed
by every member of every church at every opportunity.
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Catalyst 9
How do you change the culture of a church?
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Catalyst 10
Agenda Introduction: The Welcoming Church
Creating Focus Vision World Record House Culture Check
Culture Change The Inner Game Training The ABC Model Modeling
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Focus
Catalyst 12
Creating FocusVision is a clear picture of the future that inspires action
It defines the best possible outcome - the ideal picture
It is a goal or an objective – the target
It will challenge the status quo
It must be important & relevant to inspire people to join in
It should help to generate a spark of excitement or energy
It needs to be short & memorable: “The main thing has to fit on a t-shirt”
It has a time limit
It’s not a description of activity or methods
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Catalyst 13
Examples of Vision Statements William Wilberforce: To abolish slavery in the British
Empire.“Never, never will we desist till we have wiped away this scandal from the Christian name… and extinguished every trace of this bloody traffic.”
Henry Ford: “I will build a car… It will be large enough for the family… But it will be low in price that no man making a good salary will be unable to own one.”
Nehemiah: “Come, let us rebuild the wall of Jerusalem, that we may no longer suffer derision.”
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Catalyst 14
Examples of Vision Statements Wright Brothers: To invent and build the first successful
flying machine. “We were “afflicted with the belief that flight was possible”
John Goodyear: To stabilize natural rubberAfter being told that ‘rubber was dead’, he replied “I am the one to bring it back”.
Martin Luther King Jr: The end of segregation in the USA. “I have a dream that one day on the red hills of Georgia, the sons of former slaves and the sons of former slave owners will be able to sit together at the table of brotherhood.”
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Catalyst 15
The Apostle Paul’s Vision He has reconciled you by Christ’s physical body through death to
present you holy in his sight, without blemish and free from accusation – Colossians 1:22
We proclaim him, admonishing and teaching everyone with all wisdom, so that we may present everyone perfect in Christ – Colossians 1:28
…To be a minister of Christ Jesus to the Gentiles with a priestly duty of proclaiming the the gospel of God, so that the Gentiles might become an offering acceptable to God, sanctified by the Holy Spirit – Romans 15:16
May he strengthen your hearts so that you will be blameless and holy in the presence of God our Father when our Lord Jesus comes with all his holy ones – 1 Thessalonians 3:13
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Catalyst 16
Where Do You Get a Vision? A problem that needs a solution
A need that must be met
A better outcome that can be achieved
A divine mandate or calling that must be answered
All of the above
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Catalyst 17
DefinitionsConcept Definition Example: Medicine
MissionThe fundamental purpose of a group or organization, why it exists
Diagnosing and healing people of sickness and disease
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Catalyst 18
DefinitionsConcept Definition Example: Medicine
MissionThe fundamental purpose of a group or organization, why it exists
Diagnosing and healing people of sickness and disease
Vision A clear picture of the future that inspires action Eradicate chicken pox worldwide
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Catalyst 19
DefinitionsConcept Definition Example: Medicine
MissionThe fundamental purpose of a group or organization, why it exists
Diagnosing and healing people of sickness and disease
Vision A clear picture of the future that inspires action Eradicate chicken pox worldwide
StrategyA long term plan to achieve the vision made up of steps or goals
• Build a clinic with diagnostic & treatment equipment• Build a research lab dedicated to chicken pox research
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Catalyst 20
Why is Vision Important? It create focus, eliminating distractions
A vision is about what we will do and what we will not do The alternative are aimless activity or constantly changing goals
Churches or non-profit groups need a common objective: The implied vision of every business is making a profit People want to be part of something significant A safeguard against the proliferation of personal agendas or scattered goals
The process of defining a vision builds the leadership team: By becoming clear on the what By grappling with the why
A visioning process sets the stage for finding & evaluating the best options and solutions The what guides us in finding the how – (the Goodyear lesson)
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Catalyst 21
Case Study: World Record House Defining the vision: the minimum time to build a house
Specifications: 1,500 square foot, one-level house Finished interior 2 bedrooms Double garage Concrete pad foundation (no basement) Landscaped
Construction materials are limited to what the plans call for
“Unlimited” resources: manpower, tools, equipment
Built to code (California)
The site has been prepared
Catalyst 22
Formulating an Outreach Vision Formulate the vision based on the best outcome possible - NOT what
we think is possible (world record house)
Take time as a leadership team to outline why is needed: The need & benefit Leaders must be ready & able to make the case for the vision statement
Ensure the entire leadership team is committed to & owns the vision before proceeded forward
Anticipate & prepared for questions or resistance as the vision is communicated:
Vision launch to the whole church: Take time to emphasize the why more than the what – take them along the
journey Communicate it over and over!!
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Catalyst 23
Reasons why Change Efforts Fail1. Establishing a sense of urgency
2. Creating the guiding coalition
3. Developing a vision and strategy
4. Communicating the new vision
5. Empowering people for broad-based action
6. Generating short-term wins
7. Consolidating gains and producing more change
8. Anchoring new approaches in the culture
Source: Kotter
02/16/12
Catalyst 24
Reasons why Change Efforts Fail1. Establishing a sense of urgency
2. Creating the guiding coalition
3. Developing a vision and strategy
4. Communicating the new vision
5. Empowering people for broad-based action
6. Generating short-term wins
7. Consolidating gains and producing more change
8. Anchoring new approaches in the culture
Source: Kotter
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Catalyst 25
Mapping out the new culture
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Catalyst 26
Culture = Behaviors
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Catalyst 27
What behaviors are present in a “proclaiming church?”
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Catalyst 28
Summary Do we have a clearly stated vision statement
Our visions are often determined by what we know (think) is possible
There is often a big gap between what we think is possible and what is really possible
As leaders, there is danger in “incremental thinking”
As leaders, it is important to be clear on the “what” regardless of the “how”
God’s intervention on what we envisioned will surpass our picture of the future
Catalyst 29
Outreach Model
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Interacting with non-christians
Building friendships
Significant conversations
Faith conversations
Conversations about Jesus
Individual prayer
Group prayer
Opportunity for…
Answering faith questions
Opportunity for…
Catalyst 30
Culture CheckOutreach Behaviors 1 2 3 4
Believers commonly interact/spend time with non-believers
Believers make time to engage acquaintances, colleagues & friends in conversations on life topicsBelievers recognize or create opportunities (best place & time) to start meaningful conversationsBelievers recognize or create opportunities (best place & time) to turn a topic towards faithBelievers help the unchurched take one step closer to faith in God as appropriateBelievers articulate the gospel in different ways using plain EnglishBelievers commonly discuss spiritual topics with non-Christian friends or acquaintances Believers know how to address several common faith questions without being afraid or belligerentBelievers are praying daily for opportunities to share the gospel with non-believers
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Catalyst 31
Culture CheckOutreach Behaviors 1 2 3 4
Believers pray in groups for people and for outreach opportunities (small group, prayer meeting, committees, etc.)Believers speak freely about their faith/church in everyday conversationBelievers have a variety of good friendships with unchurched people in their livesBelievers are faithful in outreach even if there is no “success”Believers encourage each other in outreach by sharing stories – both good & not so goodBelievers look for and seize outreach opportunities during the course of everyday life out of habitBelievers come up with ideas for helpful church programs that encourage outreach in the congregation (& make them happen!)Believers pray daily & individually for unchurched acquaintances by name
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32Catalyst 08/17/12
The Inner Game
33
How do you get high performance?
Catalyst 08/17/12
34
Timothy Gallawey
Catalyst
Performance = Potential − Interference
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35
What are interferences to talking about Jesus with unbelievers?
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Catalyst 36
Summary Points• Interference can mask potential to look like a lack of skill
• Interferences are internal; obstacles are external
• Removing interferences can unleash surprising change in behavior
• Anticipating & addressing the top interferences is an important component of leadership
• Culture change strategies need to address interferences – i.e. how to reduce or eliminate them
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37
Training
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Catalyst 38
The ABC Model
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Catalyst 39
Blanchard/Daniels
BA C
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Catalyst 40
Blanchard/Daniels
BA C
Vision/Goal
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Catalyst 41
Blanchard/Daniels
BA C
Vision/Goal
BehaviorExamples: Making the shot during a hockey game Not making mistakes – drilling in the wrong place Trying various solutions until something works Staying on topic during a meeting
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Catalyst 42
Blanchard/Daniels
A C
Vision/Goal
ActivatorExamples: Commands Instructions, directions Vision statements Teaching Preaching
B
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Catalyst 43
Blanchard/Daniels
A C
Vision/Goal
ConsequencesExamples: You win the game You get a bonus Recognition Correction Nothing
B
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Catalyst 44
An Example
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Catalyst 45
Blanchard/Daniels
BA C
Vision/Goal
Which affects your behavior more… A or C?
What percentage would you assign to each?
It’s 15-25% for A and 75-85% for B
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Catalyst 46
Why?
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48
Summary Points• Consequences that are positive & immediate reinforce behavior the most
• It’s even more powerful when A matches C
• What is celebrated the most is reinforced the most
• Culture (behaviors) is determined in large part by what is celebrated & recognized
• Leaders need to be intentional (strategic) about what behaviors they recognize/celebrate
• Stories as reinforcers
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Catalyst 49 08/17/12
Modeling
Catalyst 50
Bandura’s Study Bandura & his team put an ad in the paper to recruit people with
a phobia for snakes
Increased exposure progressively: Watching from behind a window Opening the door Being in the same room Close to the snake handler
The study was successful: most people overcame their crippling fear of snakes
Duration: Approximately 3 hours
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Catalyst 51
Bandura’s Study Modeling is a powerful form of influence to change behavior
(The Informercial)
Effective leaders leverage modeling to change culture (behaviors)
Vicarious experiences is the best substitute for modeling
Logical persuasion, comparatively, is weak!
Peers are more influential role models than outsiders because we related to them
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Catalyst 52
Why is Modeling so Powerful? Because people can see the behaviors in real life – sometimes
(often?) for the first time
Because seeing it demystifies it
Because some behaviors are so complex that telling people how to do it doesn’t help
Because we relate to the example or story emotionally – we see ourselves in that position
Because we are visual learners, in a visual culture
Because when words and actions align, it signals that something is important
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Catalyst 53
Paul’s Modeling Therefore, I urge you to imitate me – 1 Corinthians 4:16
Follow my example, as I follow the example of Christ – 1 Corinthians 11:1
Be imitators of God, therefore, as dearly loved children… - Ephesians 5:1
Join others in following my example, brothers, and take note of those who live according to the pattern we gave you – Philippians 3:17
You became imitators of us and of the Lord… - 1 Thessalonians 1:6
For you yourselves know how you ought to follow our example… We did this… in order to make ourselves a model for you to follow… - 2 Thessalonians 3:7,9
In everything, set them an example by doing what is good – Titus 2:7
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Catalyst 54
Summary Points Leaders need to look for opportunities to model the right
behaviors
Modeling means being transparent & visible
If the culture isn’t changing, the leaders are probably not setting the example
Modeling works best through “incarnational” living – through frequent interactions with people
Peer modeling is more powerful than expert modeling
Stories as vicarious modeling
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Catalyst 55
Backup Slides
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Catalyst 56
Vital Behaviors
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Catalyst 57
Case Study: The Carter Center• Vision: eradicate guinea worm disease• The enemy: Dracunculus medinensis that can grow up to 3 feet• Symptoms: fever, painful blisters & open sores• Location: 20 countries of Africa & Asia • Treatment:
Winding the worm out with stick over days/weeks Minor surgery
• Carriers: humans • Life cyle…
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Catalyst 58 6/18/11
Catalyst 59 08/17/12
Catalyst 60
The Breakthrough• They discovered villages in “infected regions” that had
comparatively few cases of guinea worm• Further study revealed certain local habits:
Women poured the water through their skirts or cloth One container was used for carrying water & one container
for filtered water
• Preventing infected individuals from bathing in the water source would also help stop the cycle (recovery)
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Catalyst 61
Vital Behaviors: The Concept• Definition: the few important behaviors that get the most results in
achieving the objective
• Behaviors are specific action steps Only what you can see or hear (what you can film) “Taking initiative” or “being a good parent” are not a behaviors
• It’s the job of the leaders to help the team discover the vital behaviors
• It’s about focus: knowing what few things to concentrate on• The goal may require different vital behaviors based on the context
What it’s NOT…• It’s not just activity – activity needs to be evaluated in light of the
vision
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Catalyst 62
What Are The Vital Behaviors For…
• Effective teaching of students Use praise frequently to reinforce learning (instead of
punishment) Alternate frequently between teaching & questioning/testing
• A long-lasting marriage relationship Start tough conversations with statements that communicate
respect and shared purpose Halt emotional escalation in a respectful way by taking a time-
out
• Successful weight loss Exercise on home equipment Eat breakfast Weigh yourself daily
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Catalyst 63
What Are The Vital Behaviors For…
• Effective leadership of a group or team Communicating clear goals Measuring progress towards those goals Systematic involvement of the team in decision-making &
problem-solving The right response by the leader after actions are taken Building trust through consistent follow-through
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Catalyst 64
Discovering Vital BehaviorsHow do you discover vital behaviors?
Two approaches:
1. Through positive variance: discovering the person or groups with
2. Through trial and error: Brainstorming, process mapping, etc. Short-cycle tests
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