First Steps in Missions Coaching by Churches of Christ

FIRST STEPS IN MISSIONS COACHING BY CHURCHES OF CHRIST

by

Anthony B. Parker

A CLASS PROJECT

Submitted to Dr. Ed Stetzer

in partial fulfillment of the requirements

for MN9412 – Missional Church Planting

9-12 March 2009

at Trinity Evangelical Divinity School

Deerfield, Illinois

May 2009

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FIRST STEPS IN MISSIONS COACHING BY CHURCHES OF CHRIST

Lauderdale County in North Alabama probably has the highest concentration

of Church of Christ congregations in the United States.1 As I grew up in up that rural

environment, I seldom if ever gave thought as to where all of those congregations came from.

They just were. Now, of course, I recognize that someone or some group of people, at some

time, planted each congregation. Church planting must have been, at one time, a natural

occurrence. By the time of my childhood, however, the area had been saturated with

congregations. Any new congregations that formed were ―splits‖ or ―liberal.‖ Although

planting new churches must have been, in its day, a part of the healthy DNA of a movement,

it came to be seen, at least in my upbringing, as a harmful mutation.

The growth rate of Churches of Christ, who once erroneously considered

ourselves the fastest growing religious group in America, now lags far behind that of the

general population (Ross 2007). Internationally, however, Churches of Christ have grown at

a healthy rate, especially in Africa and India where church planting is given high priority

(Tryggestad 2008). In recent years, para-church organizations such as Mission Alive and

Kairos Church Planting, both led by former missionaries to Africa, have emerged with

visions of planting new churches in North America. They hope also to revitalize existing

churches through inviting them into involvement in church planting.

1Probably, because there is no official body to which Church of Christ

congregations report. City-data.com reports a 2007 county population of 88,561. 2002 data

indicate 13,296 adherents to Churches of Christ, meeting in 63 congregations. By contrast,

the county‘s 18,787 Southern Baptist adherents meet in 34 congregations.

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As these organizations have recruited, equipped, and sent church planting

missionaries, they have adopted coaching as a model for supplying ongoing support and

accountability to church planters. This follows a long-established practice of other church

planting organizations. I was introduced to coaching by Tod Vogt, Director of Equipping for

Mission Alive, and began coaching in March 2008. In May 2009, under Vogt‘s direction, I

completed the CoachNet certification program, and am currently serving as a coach mentor

for others in the program. Mission Alive, Kairos Church Planting, certain Christian

university-based church planting ministries, and some international mission ministries

associated with Churches of Christ integrate coaching into the preparation and support of

church planters and other missionaries.2

As a relative newcomer to coaching, I would like to expand my personal role

in coaching, as well as serve as a catalyst for its expanded use in Church of Christ-sponsored

ministries. As an early step in that direction, I need to understand the coaching models that

are being used, and to get my finger on the pulse of the move toward coaching within Church

of Christ-related missions. In keeping with those objectives, I have divided this project into

three parts. First, I will give an overview of the nature of coaching and of major models

which are being used in coaching church planters. Second, I will report the results of a

questionnaire that was completed by members of Churches of Christ who are familiar with

and are coaching North American and international missionaries. Finally, I will suggest

some ―next steps‖ for coaching in Church of Christ missions.

2 I frequently refer to these parachurch ministries and church plants as

―associated with‖ or ―related to‖ Churches of Christ. Churches of Christ are local,

autonomous churches with no central body to authorize such ministries. In addition,

although these most of these ministries originate with members of independent, a cappella

Churches of Christ, some of the new churches planted maintain only a loose connection to

that identity.

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Definitions of Coaching

Since its first edition in 1992, John Whitmore's Coaching for Performance

(2002), now in its third edition, has served as the launching point for most discussion of

coaching. Though written for business coaching, most church planting coaches have used or

adapted Whitmore's GROW model. Whitmore describes coaching more than he defines it.

He attempts to define the essence of coaching by saying, ―Coaching is unlocking a person's

potential to maximize their own performance. It is helping them to learn rather than teaching

them‖ (2002, 8). Though this definition does not provide a clear picture of what happens in

coaching, it does reveal crucial assumptions. One is that coaching places great confidence in

the potential of the coachee.3 The objective of coaching is to help coachees unlock their

own potential. In addition, much coaching is outcome-oriented. There is a specific result

that is sought, to be brought about by raising the performance level of the coachee.

Whitmore believes that ordinary people are capable of accomplishing much

more than they usually do. Ordinary people perform extraordinarily in crisis situations,

revealing that their capacity for performance is higher than what they employ on a regular

basis. The crisis serves as the catalyst for extraordinary performance. Whitmore asks, ―But

is crisis the only catalyst? . . . Some of this potential can be accessed by coaching, and

performance can be sustainable, perhaps not at superhuman levels but certainly at levels far

higher than we generally accept.‖ (2002, 13)

Two key words in Whitmore's description of coaching are ―awareness‖ and

―responsibility.‖ These concepts are so central to Whitmore's thought that he says, ―If you

get anything at all out of this book (Coaching for Performance), let it be Awareness and

3Though not found in standard dictionaries, the word coachee is widely used

to refer to the person being coached.

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Responsibility, not GROW‖ (2002, 15). Coaches serve as a catalyst to greater performance

by guiding coachees to a more intense awareness of the circumstances, challenges, and

resources before them, and heightening their sense of personal responsibility for their choices

and their consequences (Whitmore 2002, 33-39).

Many definitions of coaching focus more on the objective, rather than the

method, of coaching. Gary Collins writes that ―Coaching is the art and practice of guiding a

person or group from where they are toward the greater competence and fulfillment that they

desire‖ (Collins 2001, 16). Tony Stoltzfus explains, ―Simply stated, coaches are change

experts who help leaders take responsibility for their lives and act to maximize their own

potential‖ (Stoltzfus 2005, 6; emphasis original). Although Collins and Stoltzfus function as

Christian coaches, these definitions reflect Whitmore's assumptions about human potential

and his performance orientation.

Coaching definitions become more helpful when Christian coaches make their

worldview explicit and incorporate it into their descriptions of coaching. Steve Ogne says,

―Coaches help people develop their God-given potential so that they grow personally and

make a valuable contribution to the kingdom of God‖ (Ogne and Roehl 2008, 26).4 Tom

Wymore suggests that ―Coaching is a relationship based process that uses a set of listening-

centered skills to draw out God's best in people by raising their sense of expectation,

increasing their awareness of what's really happening and building their level of

responsibility‖ (Wymore 2008, 1). Whitmore's influence is still evident, but Ogne and

Wymore make it clear that they see human potential as the result of God's gifting, and

Wymore reveals listening to be a key coaching skill. Wymore also highlights the relational

4Ogne originally offered this definition in Steve Ogne and Thomas Nebel,

Empowering Leaders through Coaching (Saint Charles, IL: Church Smart Resources, 1995).

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nature of Christian coaching. Bob Logan, founder of CoachNet and a highly influential voice

in church planting and coaching, says, ―Coaching is the process of coming alongside a person

or team to help them discover God‘s agenda for their life and ministry, and then cooperating

with the Holy Spirit to see that agenda become a reality.‖ (Logan and Reinecke 2003, 3) The

coach, then, cooperating with the Holy Spirit, serves as a secondary, incarnate paraclete.

Tim Roehl also incorporates the relational element of ―coming alongside‖ as the first ―C‖ in

his ―COACH‖ acronym (Ogne and Roehl 2008, 26). Steve Addison says that coaching is

―The relational process of co-operating with the Holy Spirit that unlocks a person‘s God-

given potential so that they become more like Christ and make their unique contribution to

the Kingdom‖ (Addison n.d., 18).

Coaching can be better conceptualized by contrasting it with other people-

helping skills. Although some use the terms synonymously, most distinguish between

coaching and mentoring. Mentoring occurs when more experienced leaders work with less

experienced ones, and ―pour in‖ their accumulated knowledge and wisdom. Coaching,

however, demands that coaches ―draw out,‖ as much as possible, understanding and solutions

from within their coachees. Coaching differs from counseling by focusing on action that can

change the future rather than on identifying causes of dysfunction that lie in the past.

Coaching distinguishes itself from consulting by being a highly relational, longer-term

arrangement. Coaches ask stimulating questions much more than they provide answers.

Coaches believe that, most of the time, answers either already lie within their coachees, or

will be revealed to them by God. Advocates of coaching are quick to point out that all of

these people-helping skills are valuable and should be used when appropriate. For example,

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coaching should be used with people who are mentally and emotionally healthy. Those

struggling in these areas should seek the skills of a mental health professional.

Coaching theorists differ as to the degree of expertise required by a coach,

particularly by a church planting coach. The newchurches.com web site maintains that ―To

be effective, the coach should have personally planted a successful church or have other

similar personal experience with church planting‖ (Coaching 2007). Robert Rowley studied

three effective church planting coaches and found that all three had extensive church planting

experience. Rowley warns, however, that successful experience does not guarantee effective

coaching. ―Because a coach or church planting director understands church planting does not

automatically mean that he or she can help each of their planters realize their unique potential

as church planters‖ (Rowley 2005, 3, 39).

Others do not agree that such experience would be necessary for a skilled

coach. Echoing John Whitmore, Tom Wymore flatly asserts, ―You don't have to be an expert

in the area you are coaching to be a good coach!‖ (Wymore 2008, 6) Whitmore reasons that

the expert is more likely to tell the coachee what to do, thus diminishing the coachee‘s

responsibility for the consequences of the choices made. ―Every time input is provided the

responsibility of the coachee is reduced‖ (Whitmore 2002, 41).

When the coach's primary function is to coach, and not to teach or supervise

the church planter, and assuming that the coach is sufficiently skilled, expertise is probably

not necessary and could have drawbacks. Complete ignorance of church planting principles

and processes, however, is equally undesirable. Wymore admits, ―Even in the best coaching

situations, some 'telling' may be necessary‖ (Wymore 2008, 4).

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Coaching experts vary, however, on the degree to which ―telling‖ is desirable.

To what extent should coaches allow church planters to learn from their own mistakes? To

what degree should they steer them away from potential pitfalls? In his study, Rowley

reported on approaches taken by two exemplary church planting coaches, Bill Malick and

Gary Rohrmayer. Both were willing to challenge the church planters that they coached.

Rowley found, however, that Malick and Rohrmayer evaluated themselves differently when

asked to characterize themselves as ―grace givers‖ or ―truth tellers.‖ Malick believes that,

once he has established a good relationship with a coachee, time constraints demand that he

take the role of ―truth teller.‖ Rohrmayer, however, believes that as he matures he is

becoming more of a grace giver (Rowley 2005, 50, 57). Both men place a great deal of

emphasis on maintaining a caring relationship with their coachees, a factor which appears to

be more important than how blunt they are.

Coaching Models

Coaching literature is filled with acronyms and other alliterative lists that

serve to guide coaches through their conversations with coachees. Often the mnemonic

devices reflect particular coaching philosophies. At times they appear to be adopted merely

to distinguish one author‘s writings from another, offering little substantial difference from

other models. I will summarize four coaching models, two of which have been highly

influential and are widely used, and two others which are more overt in emphasizing God‘s

role in Christian coaching, and specifically in church planter coaching.

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GROW

Tom Wymore describes John Whitmore‘s GROW model as ―one of the most

time-tested models for coaching‖ (2008, 14; Whitmore 2002, 54). It is logically sequential,

easy to remember, and leaves the coachee with a plan of action. In this process, coaches

listen as coachees identify the Goal they want to pursue. Coaches ask probing questions to

help coachees clarify and determine their commitment level to achieving their goals

(Whitmore 2002, 57-66). Once coachees have clearly identified their goals, coaches then

lead them to assess the Reality of the current situation. How far away are the goals? What

are the barriers toward reaching them? What resources are available to help the coachees

reach their goals? (Whitmore 2002, 67-80) Coaches then lead their coachees to explore

possible Options. What possible courses of action could the coachees take? Here,

brainstorming is often helpful. Offering far-fetched, even preposterous ideas can generate

the creativity needed to produce realistic, though out-of-the-box, solutions (Whitmore 2002,

81-87). Finally, from all of the possibilities envisioned, coachees must decide on a course of

action. Coaches ask, ―What Will you do?‖ Coach again challenge the coachees‘ level of

commitment, modifying the plan of action, if necessary, to assure a positive outcome

(Whitmore 2002, 88-96).

The coach‘s primary tools for leading coachees through this process are

effective questions. Whitmore illustrates how open-ended questions are used to explore new

possibilities and focus on relevant details. Good questions explore the coachee‘s areas of

interest but also reveal blind spots and explore realities that the coachee might prefer to avoid

(2002, 44-48).

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This simple model has proven to be extremely powerful, as coaches

throughout the world have used and adapted it. Seldom, of course, do real-life conversations

move in such a linear fashion. Wymore says, ―GROW is not an entirely linear model. You

will often cycle through the various steps as you go through a coaching session. You will,

however, usually start with the Goal and will always need to end with Will (What will you

do?)‖ (2008, 14). Steve Addison, an Australian coach, provides a graphic analogy when he

says, ―GROW is rather like a washing machine agitator. The circle rotates back and forth,

back and forth.‖ He advises the coach to ―Help the leader circle back to ensure it's the best

Option, tested by Reality that matches their Goal‖ (Addison n.d., 11, 17).

The 5 R‘s

Beginning in 1999, Bob Logan led a collaborative effort with Gary Reinecke

and others to ―construct a comprehensive model from all we knew about coaching.‖ Out of

this joint effort, the 5 R coaching process emerged (Logan and Carlton 2007, 5). The 5 R‘s

stand for Relate (establishing the coaching relationship and setting the agenda), Reflect

(discovering and exploring key issues), Refocus (determining priorities and action steps),

Resource (providing support and encouragement), and Review (evaluating, celebrating, and

revising plans). This method shares much with Whitmore‘s GROW process, but places a

greater emphasis on the relationship between the coach and the coachee and on evaluating

and revising plans to make them more effective. Logan and Carton state, ―Ultimately,

coaching is about helping people think for themselves within the context of relationship‖

(2003, 40). The coach uses questions to move the coachee, through the 5 R‘s, revisiting

areas already covered as needed (Logan and Carlton 2003, 29). Although many find the

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5 R‘s to be less intuitive than the GROW model, Logan‘s materials are widely used because

they are so thorough and practical.

Logan and his associates write with the assumption that Christian coaching is

a Spirit-led process (Logan and Carlton 2003, 29). While emphasizing the need for training

in coaching skills, they remind readers that ―all the training in the world cannot replace

sensitivity to the Spirit of God. Sometimes he prompts us to take unusual directions and

surprises us with his presence‖ (2003, 56). The two final sections of Coaching 101 are titled,

―Coaching: A spiritual process‖ and ―Seeing people through God‘s eyes‖ (2003, 115-117).

The first of Logan‘s nine essential coaching competencies is ―Abiding in Christ‖ (Logan and

Carlton 2007, 9-20). Although the 5 R‘s could be implemented effectively by secular

coaches, Logan addresses those who share his Christian worldview.

4D Flow

New coaching models are now emerging which, while sharing much with the

GROW and 5 R models, seek to make the relational and spiritual aspects of coaching even

more explicit. Steve Ogne says that his coaching is now less performance-oriented than it

used to be. Whereas he previously coached for stronger, bigger, and better churches, Ogne

now focuses on ―creating and maintaining healthy Christian community‖ (Ogne and Roehl

2008, 28, 43). He and Tim Roehl believe that such coaching will be more effective with

young, post-modern church planters and leaders ―who highly value relationship, authenticity,

and community‖ (2008, 29).

Although they admit that GROW ―has been used effectively in many arenas,

Ogne and Roehl find that it ―has more of a mechanical, bottom-line feel to the process‖

(2008, 108-109). They developed their 4D Flow approach for those who are ―more intuitive

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and personal in their approach to life,‖ especially ―younger leaders who minister in a more

postmodern context.‖ The process is represented graphically as a circle, spinning clockwise,

moving through four components: Discern (Where is God working?), Discover (How does

he want me to participate?), Develop (What are the next steps?), and Depend (Whom do I

need?) (2008, 115-118). Though they admit that GROW and the 4D Flow model are similar,

they characterize GROW as a strategic-planning model, and call the 4D Flow ―a spiritual-

discernment model‖ (2008, 119). It overtly and immediately brings spiritual considerations

to the forefront of the coaching conversation, calling upon the coachee to discern God‘s work

and to join him in it.

DRAWN

In a 2008 ―Simply Coaching‖ seminar held at Abilene Christian University,

Tom Wymore led participants through the GROW model that he has used effectively for

many years. Then he introduced a new method which he and P. Kent Smith developed5 in

response to a need for ―an easy-to-use model that was less 'performance-oriented' and more

oriented towards listening to God,‖ especially for use ―with younger leaders and/or those

who are sensitized to the importance of being truly led by the Spirit‖ (Wymore 2008, 16).

The DRAWN process which has emerged can be outlined as follows.

Describe a desire/dream to which your heart is being drawn.

Reflect (with your coach) on reality.

Attend to Abba (listen to God on your own).

Weigh this with your coach.

Name your next step in response to what you have heard.

(Wymore 2008, 16)

5 In a personal interview, Smith gave credit to John White, Ben Cheek, Tod

Brown, and others for ―the current form the DRAWN process is taking‖ (Smith 2009).

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Wymore himself points out the comparisons with the GROW process. The

―Describe‖ phase is roughly synonymous with naming a goal, and the R‘s and the W‘s

(Reflect/Reality; Weigh/Will) are analogous. Wymore emphasizes, however, that ―Attend is

not the same as Options in GROW. The focus is on hearing God rather than on merely

listing good ideas that pop into one's head. Some coachees may find it helpful to do some

'brainstorming' before listening, but the focus of this step is on God, not human ability!‖

(2008, 16)

According to Smith, there are two primary differences between DRAWN and

GROW. First, the starting point is different. Smith distinguishes between describing a dream

and setting a goal. Dreams may be generic or specific; they represent a hope of

improvement, of being in a better place. ―When you put the heavy emphasis on

measurement, you create a lens or frame through which to evaluate success. Often what we

know to measure is not what God is up to.‖ Smith gives this example:

If I say ―my goal is to plant a church with 100 people in attendance in a year,‖

I've put myself in God's place, and that kind of goal can take me off course

from what God is doing. We must be careful that we don't create something

that is ultimately not coming out of the heart and mind of God, but out of our

own imagination, or our best guess about what we would think should happen.

(Smith 2009)

Smith does not exclude the need for strategic planning but adds, ―We have to

balance the reality that some of us have been given gifts in strategic planning with the

sweeping statements of Jesus like ‗Apart from me you can do nothing.‘‖ ―The ditch [that

modern thinkers] are most likely to fall into is the ditch of usurping authority rather than

abdicating it. … Post-moderns tend to fall off the road in the other ditch‖ (Smith 2009).

The second distinction between GROW and DRAWN is that the later

broadens the ―conversation partnership.‖ According to Smith, ―Standard coaching works

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out of standard North American individualistic presuppositions.‖ Using DRAWN, however,

the coaching conversation is no longer limited to the coach and the coachee, but God and the

Christian community are explicitly invited to join the conversation. The coachee ―Attends‖

to God and to the church. This appears to go deeper than being sensitive to the Spirit, as

though there was only a possibility that he might guide or nudge the coachee in the right

direction. Those who use the DRAWN model expect God to speak. ―If a person is engaging

God, there is the expectation that God will be involved.‖ ―God,‖ says Smith, ―is the most

competent coach going, and Christian community is one of the best tools God has to convey

his desire and truth.‖ DRAWN, he says, ―is a rejection/correction of the deistic assumptions

that Americans in general and Stone-Campbell Christians in particular have held‖ (2009).

These then are some coaching models that are available when coaching

church planters and foreign missionaries. In reality, there seem to be almost as many models

as there are coaches, or at least coaching books. The models mentioned here are not

mutually exclusive. Coaching, however it is used, is a tool to be used to empower, equip,

and support church planters and missionaries serving in North America and abroad.

Recent Coaching Practices in Church of Christ Missions

To what extent are we, in Churches of Christ, using this tool—a tool that other

fellowships have had at their disposal for as many as twenty-five years?6 To answer this

question, I developed an online survey. I emailed invitations to those in Churches of Christ

who I knew to be coaching. I asked that they forward the request to others who were known

6 Bill Malick of the Christian and Missionary Alliance ―has been coaching

church planters . . . since 1984. Over these years he has coached sixty to seventy church

planters. . . . Considering the findings from my literature review, it would actually make him

one of the pioneers in this field of coaching church planters!‖ (Rowley 2005, 39)

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to them. I also asked participants in my CoachNet certification workshop to complete the

survey. Eighteen people responded during the period April 17 through May 15, 2009,

though not all respondents answered every question. A complete list of the survey questions

and a tabulation of the responses is found in Appendix A, and Appendix B provides a

directory of participating mission organizations.

While I know that not everyone involved in coaching received or completed

the survey, the low number of responses itself reveals the limited scope of our coaching

practice. Because of the number of responses, the report below will only be descriptive of

these results. Another limitation of the survey is that I did not present respondents with a

clear definition of coaching. There is then, no guarantee, that all respondents have the same

understanding of the nature of coaching, as discussed in this paper.

Respondents to the survey are associated with several mission agencies and

local churches, including Mission Alive and Kairos Church Planting. Also represented are

Missions Resource Network, Pioneer Bible Translators, Halbert Institute for Missions at

Abilene Christian University, Sunset International Bible Institute, and Continent of Great

Cities. Those using coaching in North American local church contexts include

representatives from Sunset Church of Christ (Lubbock, Texas), Riverside Church of Christ

(Coppell, Texas), and Northwest Church (Seattle, Washington). One respondent is an

American missionary working in Santiago, Chile. One respondent operates a private

consulting and coaching firm and another is a private marriage and family therapist.

Survey participants represent a broad spectrum of coaching experience. One

has heard of coaching, but has not yet begun to use it. Two are just starting to experiment.

The largest group consists of seven active coaches who still consider themselves to be

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beginners. Four identify themselves as experienced coaches, while four more are functioning

as coach trainers.

Thirteen of the respondents use coaching with ministers, missionaries and

church planters in training, while twelve coach foreign missionaries. Of these eighteen

respondents, only eight coaches are actively coaching North American church planters.

Within some of the organizations represented, however, coaching is being widely employed.7

Both Kairos Church Planting and Mission Alive have active coaching programs. In his

survey response, Stan Granberg, Executive Director of Kairos Church Planting, says that

Kairos has ―a fairly robust coaching system in place.‖ Approximately fourteen church

planters and six planters-in training, along with up to five foreign missionaries are being

coached through the Kairos system. Tod Vogt knows of at least fifteen active church

planters being coached in Mission Alive‘s network, along with five planters in training.

Within the church plants associated with Mission Alive, about thirteen local leaders are being

coached (Vogt 2009).

All together, about thirty missions students, twenty foreign missionaries, and

eight North American church planters are being coached by the Halbert Institute for Missions

at ACU. Pioneer Bible Translators, an organization with a heritage in independent Christian

churches but now with several members from Churches of Christ, is coaching almost one

hundred foreign missionaries. The survey data indicate that Missions Resource Network

facilitates coaching for approximately twelve foreign missionaries Respondents from

7 It is in this section of the survey that the lack of a clear definition of

coaching may most influence the data reported. It is possible that some of the reported

coaching relationships employ coaching principles, without meeting as frequently as is usual

(at least monthly). Because representatives from the same organizations sometimes gave

conflicting data, the statistics reported here should be interpreted as approximations.

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Continent of Great Cities, which facilitates church planting in South America and among

Latino populations in North America, report coaching approximately sixty North American

church planters and foreign missionaries. In addition, they report that almost fifty national

church leaders are being coached.

Survey participants, then, indicate that coaching is being used with over forty

missionaries and church planters in preparation, over fifty North American church planters

and over two hundred foreign missionaries, including almost a hundred Pioneer Bible

Translators. In addition, coaching is being used within to equip local church leaders both in

North America and internationally.

When asked what coaching models, authors, and training programs that they

find particularly helpful, respondents mentioned several of the authorities discussed in this

paper. Of the sixteen responses to this question, nine mention CoachNet, either by name or

by referring to Bob Logan or to Mission Alive‘s certification program. Two respondents

reference the GROW model, and three speak of Ogne and Roehl‘s work Transformissional

Coaching, Other helpful influences are Gary Rohrmayer, Tom Nebel, and Tony Stoltzfus.

One respondent mentioned Joseph Umidi of Lifeforming Leadership Coaching and another

said that Bobb Biehl‘s work on Mentoring (Broadman & Holman, 1996) was helpful.

Fifteen of the respondents identified aspects of coaching that they had found

particularly helpful. Answers varied widely, but a common theme was the power of

questions to help coachees find their own solutions. The accountability structure, the

investment in the personal relationship, and facilitating the accomplishment of specific tasks

were also seen as benefits.

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Similarly, coaches identified what they perceive to be the limitations of

coaching. Several struggle with the tendency to be more directive than most coaching

theorists prescribe. Some wonder whether providing more direction might be better for the

coachees. Several mention frustrations with not being able to pick up on nonverbal cues

from their coachees when coaching by telephone or internet. Certain coaches and coachees

experience personality or relationship tensions.

The next question examined the prospects for the enhanced use of coaching in

Church of Christ missions. The respondents overwhelmingly feel that there is a positive

future for the use of coaching. All agree that, using telephone and internet connections, U.S.

based coaches can effectively coach foreign missionaries. Participants were asked whether

church planters and foreign missionaries should use coaching to empower local leaders.

Again, all agree, and over half strongly agree. Some doubt appears, however, when asked

whether missionary sponsors would be willing to incorporate coaching expenses into

missions budgets. A majority feel that they would, but almost a third say that they do not

know.

The final question asked for participants‘ opinions concerning the best

channels through which church planters and missionaries could be connected to coaches.

Respondents feel that the best connections will occur through para-church organizations,

with sponsoring churches serving as the second most effective source of contact. Other

possible means of connection, in order of perceived effectiveness, are word of mouth,

Christian universities, web sites, and print or internet advertising.

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Next Steps

Having described some first steps toward the use of coaching in Church of

Christ missions, this study points toward several additional steps that need to be taken. First,

we need to raise the awareness of the nature and advantages of coaching both among

missionaries and among sponsoring churches. Most coaching connections currently, and will

likely continue to, occur through para-church organizations. However, some North

American church planters and most of our foreign missionaries, apart from a growing

number of Pioneer Bible Translators, are not connected to para-church organizations. Most

have their closest ties with their sponsoring churches, and some maintain close relationships

with the Christian universities where they received training. Those who see the benefits of

coaching should network with sponsoring churches and Christian universities to present the

benefits of coaching to churches, educators, missionaries already on the field, and those

preparing for missions. Sponsoring churches, in particular, will form a vital link in both

encouraging, and in some cases requiring, missionaries to use coaches. Only when they

understand the value of coaching will they begin incorporating coaching costs into budgets

and working funds.

Another step that should be taken is the training of more coaches. More

missionaries and church planters need coaches, and missionaries and church planters

themselves should be trained to coach ministry leaders and national church leaders. In May

2009, the first group of eleven coaches received CoachNet certification through Mission

Alive. At this writing, a second group of coaches is going through the certification process.

Mission Alive coach training is not limited to those who will coach Mission Alive church

planters. According to their web site, ―That (first) class had preachers, ministers,

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missionaries, counselors, church planters, Latino church leaders and elders. Some of these

will use coaching in their church plants. Some will coach Mission Alive church

planters. Others will use coaching in their existing churches.‖ The second group includes,

among others, ―three Latino church leaders, two Field Coordinators for Team Expansion

(www.teamexpansion.org), church planters and church leaders‖ (Mission Alive 2009).

In his survey response, Stan Granberg indicates that Amos Allen, Director of

Planter Care with Kairos, ―is developing a coach training program for church planters and is

receiving good reviews from experts such as Gary Rohrmayer and Tim Roehl.‖ Mission

Alive already has, and Kairos should soon have, the structures in place for training coaches

in North America. Churches and para-church organizations should collaborate with these

programs before ―reinventing the wheel.‖ A further step would be to take training programs

abroad to offer coach training labs to missionaries and national church leaders in accessible

overseas locations. Research should also be done into on-the-field coach training that other

organizations may already be offering, to see whether Church of Christ missionaries and

church leaders could participate in these.

Coaching, when done in the context of Christian community under the

direction of the Holy Spirit, is a contemporary tool that Christ‘s church should use to fulfill

an ancient mandate, one which resonates deeply with those of the American Restoration

tradition. Coaching is a practical means by which Christian leaders, in particular, ―prepare

God‘s people for works of service so that the body of Christ may be built up, until we all

reach unity in the faith and the knowledge of the Son of God and become mature, attaining to

the whole measure of the fullness of Christ‖ (Ephesians 4:12, NIV).

http://www.teamexpansion.org/

20

APPENDIX A

COACHING SURVEY RESULTS SUMMARY

Section 1: Your Experience Level

1. How familiar are you with coaching as a tool for empowering and supporting church

planters and missionaries?

answered question 18

Response

Percent

Response

Count

I've never heard of it.

I've heard of coaching, but do not plan to use or encourage its use.

I would like to try coaching, but have not begun to use it yet.

I'm just starting to experiment with coaching.

I'm now coaching regularly, but still consider myself a beginnner.

I'm an experienced coach.

I am training others to coach.

0.0% 0

0.0% 0

5.6% 1

11.1% 2

38.9% 7

22.2% 4

22.2% 4

If you checked one of the first two options, please advance to the end of the survey

and submit. Thank you for your participation! Whatever your response, feel free to

add any clarification or comment:

Kairos has a fairly robust coaching system in place. Amos Allen is

developing a coach training program for church planters and is receiving

good reviews from experts such as Gary Rohrmayer and Tim Roehl.

1

2. With what congregation(s), institution(s), organization(s), or mission work(s) is your

coaching associated?


Mission Alive Pioneer Bible Translators

Sunset Church of Christ Mission Resource Network Sunset International

Bible Institute Mission Work in Kharkov, Ukraine Mission Work in

Mexico City, Mexico Mission Work in Guadalajara, Mexico

Kairos Church Planting Support Farmington Church of Christ

Mission Alive

Kairos Church Planting (www.kairoschurchplanting.org)

Mission Alive Vanguard Ministries Coachnet Lifeforming Leadership

Coaching

Missions Resource Network in cooperation with Karios church planting

21

ministry

Northwest Church / Seattle, Washington

Mission alive and Pioneer Bible Translators

Halbert Institute for Missions @ ACU

Church planters in Mission Alive and elders and ministers of the

Riverside Church of Christ. With one Mexican missionary

Mission Alive

own consulting firm

Continent of Great Cities - I coach our church-planting teams in South

America. I have done little of this so far, but plan to get into this much

more fully in the coming years.

Pioneer Bible Translators

Halbert Institute for Missions

Continent of Great Cities, supporting congregations of missionaries

trained and mentored in that ministry.

3. With whom do you and your organization use coaching?


Response

Percent

Response

Count

Ministry Leaders, Missionaries, and Church Planters in Training 75.0% 13

Local Church Ministry Leaders 41.2% 7

North American Church Planters 52.9% 8

Foreign Missionaries 68.8% 12

National (other than North American) Church Leaders 23.5% 4

Others:

As a part of Spiritual Gifts Assessment process 5.9% 1

22

4. From the above list, please indicate how many people are currently being coached, and

whether this represents how many are being coached by yourself (S), or on an organizational

level (O).8

answered question 17 Leaders in Training Local Ldrs/Membrs N.A. Ch. Planters Foreign Misson. Ntl. Workers

Organ. Self Others Self Others Self Others Self Others Self Others

HIM 9 18 4 10 8 16 19 8

HIM 11 19 2 11

PBT 6 18 96

PBT/MA 4 78

PBT/MA 3 6 1 1

MA 2 2

MA 2 2 1

MA 1

MA/ind. 9 5

CGC 24 36 4

CGC 6 12 4 28 46

Kairos 6 1 10 3

Kairos 4 6 14 5

MRN 12

MRN 1 5 1 6

NWC 10

Organizations: HIM=Halbert Institute for Missions at Abilene Christian University; PBT=Pioneer Bible

Translators; MA=Mission Alive; CGC=Continent of Great Cities; Kairos=Kairos Church Planting;

MRN=Missions Resource Network; NWC=Northwest Church

5. Please describe your experience with different coaching models, including authors or

training programs that you have found particularly helpful.


I am bring trained through the CoachNet program of Mission Alive

CoachNet with Bob Logan

CoachNet model as used by Gary Rohrmayer, Tom Nebel, Bob Logan, et. al.: 3C's

(Connecting, Clarifying, Committing) (w/G.R.O.W. used in the Clarifying section).

Transformissional Coaching (Ogne & Roehl), 4C's (Call, Community, Character,

Culture)

Done CoachNet with Bob Logan. Good info overall. Don't like the "5 R's" as a way

to remember what to do. Because I can't remember what each stands for. They are

not distinct enough to be helpful.

Bob Logan and CoachNet. Stoltzfus and Coach22. Steve Ogne and Tim Roehl

(Transformissional Coaching). Gary Rohrmayer with Converge One

lifeforming leadership coaching, stolzfus, umidi

Bob Logan, CoachNet

8 See note 7, page 15. Some data appear in the center of the columns because

respondents did not indicate whether the coaching was being done by themselves or others.

23

Mission Alive, CoachNet

I have only really read the Coach Net program and training books by Logan. I have

been working through the Great Coaching Questions workbook by Stoltzfus. I really

like the Stoltzfus book because it gives several different ways and models of

coaching. Some of the different models I like better than the 5 Rs- Like the GROW

model.

Seminar with Tom Wymore (DAWN method) Others from various readings and

association with Kent Smith and Jay Jarboe

I have basicly (sic) learned from Tod Vogt in the Mission Alive Coaching Lab and

from the books and articles he has suggested. Beyond this, I have learned from my

wife in her experiences in coaching and completing her coach certification. I have

also learned from experiences in talking and encouraging missionaries throughout

the years in a more informal manner.

Coachnet, Coaching 101, Bob Logan, Ed Stetzer, Transformissional Coaching

I have found Bobb Biehl's book entitled Mentoring to be helpful. I have also

received some helpful tips on coaching from Phil Claycomb, formerly of Stadia

ministries, now with Nexus ministry.

Marriage and Family Therapy training

Simply Coaching, materials developed by tom Wymore, has been a very useful tool.

The DRAWN process has proven to be very useful and easily transferable to

nationals and others.

Personal readings, Stadia model most studied in recent years.

Section 2: Your Evaluation of Coaching

6. What aspects of coaching have you found to be most helpful in empowering and equipping

church planters and missionaries?


The REGULAR CONTACT with the coachee, so that they know someone is

concerned with the spiritual and ministry well-being over the long haul. My coaching

at PBT will last many years with each coachee. It has taken me awhile to somewhat

master asking questions that allow the coachee to DISCOVER THEIR OWN

SOLUTIONS to problems, but this is extremely helpful to them.

Providing outside accountability; helping them to discover God's work in their life

Ask questions. Listen. Pray (for and with them). Listen to the Holy Spirit. Use the

model; don't make it up as you go along. Read widely, purposefully. Know what

authority structure you are working out of: Positional, Expert, Spiritual, Relational.

the power of a good question, letting the Holy Spirit guide the session and not me

The idea of having a constant supporter walking with the planter on a continuous

basis is powerful. They are absolutely thirsty for such support. Next, coaches need to

be in learning networks with other coaches in order to keep sharpening their skills.

Coaching is a learned skill. It takes time, good models and practice to be a good

coach.

the process of scheduled "asking" promotes accountability giving people an

24

opportunity to "think through" and formulate concrete plans builds confidence

monthly accountability, asking the right questions that move them past obstacles on to

greater ministry and service.

In my limited experience, I would say that the most helpful thing about coaching in

empowering missionaries in training is that it helps them to accomplish all of the

logistical things that need to be done to get to the field. It also provides a place for

them to explore ways to grow spiritually which will be a great need on the field when

they won't have resources such as conferences, sermons, books, seminars, etc.

Through coaching they can discover their spiritual needs and ways that they can

pursue a meaningful relationship with God. As far as the work, coaching helps them

to state their work goals and to explore how to accomplish these goals and why they

are or are not being accomplished.

Open ended questioning / probing for them to think more deeply.

asking of questions and developing the skills and understandings in doing so.

Helping others to thoroughly think and reflect, asking good questions, celebrating,

long-term support

I have enjoyed the encouragement aspect of coaching. It gives you an opportunity to

affirm the individiual and his or her work. I have also enjoyed being able to help

others think through their challenges and find their own solutions for them.

Goal formulation, task achievement, and accountability all seem to be best met with a

sense of the one being coached ultimately being the one who makes the decisions.

The coach is one who asks open-ended questions, stimulates questions that allow the

one coached to use their own past experience to guide the future, and gives resources

(people and materials) that the one coached to make informed choices.

The DRAWN process helps educe from those being coached the insights, answers,

next steps that are helpful to them, their team and their work. The process also is

spiritually anchored. Seeking the Spirit's involvement is central.

The elements that require us to prep, then stand back and "let the team play their

game". Preparing the best recruits, ahead of the crucial moments and aiding them in

recognizing procedure options, action for the focus on the vital goals.

7. What do you see as the limitations of coaching?


Preparation of the coaches as inconsistent and without schematics/curriculum.

Multiple coaches for different "positions" needed but limited by economics. Lack of

coordination among coaching groups--duplication!

When it is a Skype coaching session, I am not able to see their non-verbal

mannerism that would allow me to further see how they are understanding or

struggling with certain aspects of the coaching. Strict coaching is different from

mentoring, but I have found that some mentoring is necessary, especially when they

lack information. In these cases I become one of their sources or resources for

information.

We need to train more coaches among local church leaders

takes time. developing and maintaining relationships over the phone can be

25

difficult. coaches and planters can expect too much of each other.

lack of experience of person to know what to do occasionally but overall don't see

limitations if its used for what its meant to be used for

There is a distinct difference between project coaching and life coaching. Most

coaching programs are based on a life coaching philosophy where the coachee is

plumbed for all the resources. Project coaching has a specific end goal in mind.

Planters in our fellowship do not begin as experienced planters right now. They need

guidance and direction to be successful.

depends upon motivation of coachee..... coach is limited in perspectives to those

filtered through the eyes of the coachee dual relationships can complicate the

coaching stance and effectiveness

Not being physically present in order to know what questions need asking.

The coaching is only as limited as the experience of the coach or the motivation of

the coachee for the coaching relationship.

Perhaps the lack of frank direction giving can lend to missed teaching opportunities.

It can sometimes be so indirective the end result are paradigms of ministry that

impractical, sometimes too nichy. I wonder if a type of project coaching would

amplify the effectiveness of our church planters.

proximity can be a challenge

At times I struggle with coaching, at least as you are typically taught to do it,

because I want to be more directive than is usually advised. I do feel that there are

times when the coach is in a position, because of greater maturity, experience,

knowledge, etc., to offer even unsolicited advice - even though most of the coaching

training I have received discourages this.

Relationship/personality issues; resistance to vulnerability (on the part of either);

differing goals, experiences, and values; Limitations can relate to the experience of

the coach. Although if you know the right questions to ask this limitation can be

minimized. The best coaching is done within the context of relationship. If

relationship does not develop then that becomes a limiting factor. Proximity is

limiting especially when coaching individuals and teams overseas. The internet does

help though. Coaching may restrict the individuals being coached from seeking

counsel from others.

26

Section 3: The Future of Coaching in Missions

8. Please rate the extent to which you disagree or agree with the following statements:


Strongly

Disagree Disagree

Don't

Know/

No Opinion

Agree Strongly

Agree

Rating

Average

Using telephone and internet-

based communication, U.S. based

coaches could effectively coach

foreign missionaries.

0 0 0 50.0%

(8)

50.0%

(7) 4.50

Church planters and foreign

missionaries should use coaching

to empower local leaders.

0 0 0 43.8%

(7)

56.3%

(9) 4.56

If the benefits of coaching were

well-presented and modeled,

missionary sponsors would be

willing to incorporate coaching

expenses into their budgets and

working funds.

0 0 29.4%

(5)

41.2%

(7)

29.4%

(5) 4.00

9. Through what channels could church planters and missionaries best be connected to

coaches? Please rank the following options according to their effectiveness, with 1 being the

most effective and 6 being the least effective.


Response Average

Word of Mouth 3.00 (3)

Sponsoring Churches 2.94 (2)

Christian Universities 3.24 (4)

Para-Church Ministries 1.88 (1)

Web Sites 4.18 (5)

Print or Internet Advertising 5.76 (6)

Section 4: Thanks!

10. Your contact information is not required, but would help in tracking responses and further

communication.


Amos Allen, Kairos Church Planting/Farmington Church of Christ

Richard Chowning, Pioneer Bible Translators

2. Bryan Gibbs, Continent of Great Cities

3. Stan Granberg, Kairos Church Planting

4. Kelley Grant, Iglesia de Cristo (Santiago, Chile)

5. Gary L Green, Halbert Institute for Missions at Abilene Christian University

6. Sonny Guild, Halbert Institute for Missions at Abilene Christian University

Linda Henry, Continent of Great Cities

27

7. Brenda Holland, Pioneer Bible Translators

8. Jeff Holland, Pioneer Bible Translators

9. Mark Hooper, Missions Resource Network

10. Jay Jarboe, Sunset Church of Christ

11. Steve Shaffer, Mission Alive, Private Coaching Practice

12. Marilyn Stinson, Marriage & Family Therapist

13. Gailyn Van Rheenen, Mission Alive/Riverside Church of Christ

14.

28

APPENDIX B

DIRECTORY OF PARTICIPATING ORGANIZATIONS

Continent of Great Cities

Gary Sorrells, Executive Director

3939 Belt Line Road, Suite 705

Addison, Texas 75001

www.greatcities.org

Halbert Institute for Missions at Abilene Christian University

Sonny Guild, Director

ACU Box 29433

Abilene, Texas 79699

http://www.acu.edu/ministry/missions/missionHIM/index.html

Kairos Church Planting

Stan Granberg, Executive Director

11124 NE Halsey St., #497

Portland, Oregon 97220.

www.kairoschurchplanting.org

Mission Alive

Gailyn Van Rheenen, Facilitator of Church Planting

P.O. Box 117575

Carrollton, Texas 75011

www.missionalive.org

Missions Resource Network

Bob Waldron, Executive Director

DFW West Building, Suite 550

4001 W. Airport Freeway

Bedford, Texas 76021

www.mrnet.org

Pioneer Bible Translators

Greg Pruett, President

7500 West Camp Wisdom Road

Dallas, Texas 75236

www.pioneerbible.org

29

Sunset International Bible Institute

Truitt Adair, President

3723 34th

St.

Lubbock, Texas 79410

www.sibi.cc

30

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First Steps in Missions Coaching by Churches of Christ

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