An exercise for a staff team

An exercise for a church staff retreat or training day.

 If you lead a church with a staff team the following could be a very useful basis for a staff retreat or training day.

 One of the problems that can develop when staff are appointed to develop particular areas of ministry like youth or children’s ministry is that they become so focused on their area of responsibility that they loose the bigger picture of the whole church community. This is why regular staff meetings are critical and that all staff share in the process of setting goals and future directions for the whole congregation.

 The first key idea in this exercise is that all staff are responsible for building the whole church.

 They are responsible for its growth in four ways:

(1)   Numerically – by evangelism, welcoming and following up new people, contacts and visitors and the follow up of people who drop out.

(2)   Prayerfully

(3)   In spiritual maturity

(4)   Financially in terms of peoples giving

 The second key idea is the link between all areas of ministry. No area should become isolated from the others. Everyone should be aware of what is happening in the other areas and how they affect each other. This is especially true if you have separate sites and multiple congregations.

 Exercise and Questions :

First, individually do an evaluation of your area of ministry using the four growth ways listed above. How well are we doing in each area? Where are the strengths  and weaknesses?

Questions

  1. How can I exercise my staff role in my area of ministry so the church is built up more effectively in the four ways listed above?
  2. How can I build stronger links between my area of ministry responsibility and other areas?
  3. How can I build a stronger sense among my leaders and people of being one congregation, one community in Christ?

Then get people to share their findings with the whole group.

 Peter Corney


Leaders and Teams – Free chapter from the book A Passion for Leadership

Chapter Eight:  Leaders and Teams

By Peter Corney

(This is a free chapter from the new book A Passion for Leadership, Insights from Arrow Australia Leadership Team, edited by Peter Corney and Evonne Paddison. Coauthors include: Karl Faase, Stephen Hale, Evonne Paddison, Ian Harper, Sandy Jones, Graham Johnston and Stephen Abbott. It is published here under the Creative Commons Attribution Licence, like the rest of this site. If you find this article useful, I encourage to click here to purchase the book online from Arrow Australia.)

‘He called the twelve and began to send them out two by two…’
(Jesus) Mark 6:7

‘I ask you…help these women, for they have struggled beside me in the work of the gospel, together with Clement and the rest of my co-workers …’
(Paul)Phil.4:3 [NRSV]

Why teams?

The NT pattern of ministry is teams!  Monoministry is nowhere to be found in the NT.   Jesus called the twelve to follow Him. When he sent the disciples out to proclaim the good news of the Kingdom he sent them out two by two (Mk.6:7). When the need arose to organise the distribution of assistance to the widows among the early church a team of people was appointed. This team freed up the apostles to concentrate on their work (Acts 6:1-7). This is a great example of ministry teams being developed with complementary gifts and tasks (Note verse 7!).   When the early church saw the opportunity to work with the Gentiles at Antioch they appointed Barnabas who in turn recruited Paul who had the skills and background needed. While thoroughly trained in the Jewish Scriptures Paul was a Roman citizen and spoke fluent Greek. (Acts 11: 19-26).

The NT model of the church as a body makes it crystal clear that the gifts and abilities required for ministry are not all going to be located in one person (1Cor.12:1-31, Rom.12:4-8, Ephes. 4:11-13).  In the church at Antioch we see a leadership team at work (Acts 13:1-3). It was out of their prayers, worship and discussion that the mission to the West was born.  When Paul founded churches he appointed teams of leaders (Acts 14:23, Titus 1:5).   He always traveled with co-workers (Acts 16:6, Phil. 4: 2-3).  The NT pattern of ministry from Jesus to Paul seems clear, they worked in teams.

Any one who has worked in a healthy team knows their value. Teams create energy and momentum; you can get more done. They are creative; you can generate multiple ideas, options and solutions to problems and challenges. You’re not alone; the task and the burden are shared. Well led teams are safer and healthier places in which to work than working in isolation. They create community. Teams allow the recruiting of complementary gifts and abilities. They are a great place in which to train people. In the local congregation they also model the shared ministry pattern of the NT, the truth that the gifts of ministry are dispersed throughout the whole body of Christ and need to be released and deployed for effective congregational ministry to take place. They are also more fun!

Recruiting teams

Before you begin to recruit a team certain fundamental structures need to be put in place.
1.   A set of policy statements need to be developed that include a theological statement that sets out your primary theological commitments.  This statement needs to address issues including matters of sexuality and a staff code of conduct.

2.   A standard contract of employment needs to be drawn up by someone with professional expertise in this area. In addition to an initial trial period, make sure the contract enables you to let the person go at the end of the first 12 months. If it is not working out you will generally know by then. A couple of months before the end of the twelve month period a review should take place regarding the future. If you are satisfied then the contract can be extended by two or three year periods.

3.   Remuneration scales and a salary review process need to be determined.

4.   Job descriptions need to be developed.

5.   A supervision structure and a review process determined.

6.   A professional development plan needs to be considered for further training and skills      development.

7.    An induction process planned to introduce the person to the team, the task, the office and the resources. It’s a good idea to allocate a buddy for new team members to call on in the early stages.  This is helpful when they need to know where things are and how they work.

Recruiting principles

Recruiting people is one of the most important things a leader does. Choosing the wrong people is one of the costliest mistakes you can make. People fail in jobs mainly because of personality traits and values that don’t fit the job or the team and the organisation’s culture. A good friend who has years of experience in the recruitment field tells me that most organisations hire people for what they know and fire them for who they are. Therefore the recruitment and interview process is extremely important.

When building the team choose people who:

  • share your theological and missional commitments
  • demonstrate a commitment to Christ, have a servant heart and high moral standards
  • are culturally relevant and appropriate for both the team and the context of ministry
  • fit your ethos
  • are spiritually, emotionally and psychologically healthy
  • have demonstrated competency in the skills required for the role
  • complement the team.

Do not put too much weight on written CVs as they are frequently inflated and sometimes quite misleading. Remember technical or other formal qualifications have little value in predicting whether the person will be an effective member of your team. Always work back and check the references thoroughly.

You should always have an interviewing team of yourself and at least two other people. Work out your interviewing questions carefully beforehand and frame questions that reveal how a person has, or may deal with certain situations and people. Where possible if you can recruit good people from within do so. This has the great advantage of knowing exactly what you are getting, the person already understanding the ethos of the organisation and knowing many of the people. These people begin with a flying start.

Teams can be made up of a variety of combinations:

  • paid staff, both full time and part-time
  • it can include bivocational workers who also hold down another job part-time which may fund their time given voluntarily to work in ministry. I know of chemists, consultants, tree fellers, lawyers, and builders who work in ministry teams in this way
  • full or part time volunteers
  • early retirees
  • theological college or youth work interns, GAP year students, etc
  • combinations of all of the above

A self check for leaders of teams:

1. How well do you know yourself?
Self awareness is critical for becoming a more effective leader. It is vital for leaders to understand their own strengths and weaknesses.  Instruments such as the DISC Leaders profile   are very useful tools to help leaders become aware of their own preferred style and to adapt to the different personalities they will be leading. For example, if you are a big picture person who is impatient with detail you may find your opposite on the team difficult to work with.  The DISC Leaders profile helps you to understand the need for complementary styles and how to adapt your style to work constructively with different people. It is also important to find ways to get honest feedback from someone you trust on your team.

A leader who is insecure or afraid of conflict can cause problems for teams.  Here are some questions to ask your self that may reveal your need to work on these two areas:

  • Are you comfortable with people challenging your ideas and decisions?
  • Do you respond defensively or aggressively to other strong people or those more gifted than you in certain areas?
  • Do you welcome other people participating strongly in the decision making process?
  • Are you very uncomfortable or angry when people appear to be challenging your authority or role?
  • Do you tend to shut down, back away or want to withdraw when conflict looms?
  • Do you take steps to avoid conflict situations?
  • Do you always look for a compromise?
  • How willing are you to face and work through conflict?

Insecure leaders often respond to challenges and difficult problems in one of two ways; either by becoming authoritarian and overly directive or alternatively being indecisive and prevaricating. Both of which usually create more conflict!

2.   How are your meeting leadership skills?
Remember The Four Ps: Poor Preparation leads to Poor Performance! A leader has to chair a lot of team meetings.  If your skills in this area are poor you will frustrate your team, waste a lot of everyone’s time and not get a much done. The most common complaint in organisations is that meetings are poorly run, indecisive and waste time and energy. Here are some simple clues for being more effective:

  • always prepare an agenda
  • determine and announce a time frame and then start and finish on time
  • manage the discussion so everyone gets a go; draw out the quiet ones by sometimes going around the circle and asking every one who has not spoken for a comment
  • bring discussion on topics to a conclusion and make a decision on a specific action
  • decide who will action the decision and by when; when there are minutes, record this
  • like most things, preparation is a key to effectiveness.

3.   Can you change your role?
As a team leader your role will change. You will have more responsibility, more people to manage and more decisions to make. The team has probably grown because the ministry is growing. Complexity increases and the time to make decisions decreases! You will work less directly with people and more through the team and other people. To achieve the organisation’s goals, you must spend more time in planning and strategy, and creating and managing a structure for others to work in.  Unless you learn to manage and prioritise your time, structure your week and organise your diary in more detail you will not cope and you will frustrate and hold back the team.

The chart below illustrates how an increase in staff and size of organization requires a major role change by the team leader. A plumber who starts out running a business with one apprentice can no longer run it the same way when there is a team of 15 plumbers working for the business. He or she now rarely touches a pipe or an S bend! The plumber must now organise the work of others and has a whole new set of responsibilities and tasks that if left undone will lead to the business becoming chaotic and eventually folding.

Leaders and Teams

As the team grows the leader needs to spend more time working on ministry rather than in ministry. Working in ministry in a local church setting includes:

  • preparing for worship services
  • pastoral care
  • visiting the sick
  • personal counseling
  • preparing sermons
  • chairing committees.

Working on ministry means supervising, managing and organising the staff team.  It includes:

  • vision casting
  • strategising
  • planning
  • creating structures that enable other people to exercise their gifts and become involved in ministry
  • recruiting and training leaders
  • motivating and communicating with key lay leaders and those through whom the ministry is actually being done and expanded.

What team members want from their team leader and the team experience

1.   Someone who clearly leads and involves the team
Team members want to be involved in the process of planning, problem solving, creative thinking and decision making in a consultative way so everyone can participate. They need to feel they can contribute their ideas and opinions to the team process. Contemporary leaders need to be authoritative but not authoritarian. If team members can not contribute they will become passive, and creative energy, one of the great advantages of a team, is lost.

2.   Someone who knows how to get a team working synergistically
A good leader can enable team members to combine their individual talents and different strengths in a complementary, rather than competitive way.  Once again the DISC leadership profile is a very helpful instrument for understanding how to do this. Edward De Bono’s Six Hats exercise is also a fun way to teach this insight to a team.

3.   Regular well run meetings that start and finish at the designated time

Teams want their leader to manage the discussion so everyone is able to participate, decisions are arrived at and tasks delegated to people for action. In every team meeting there is a tension between the tasks to be done and the individual needs of the members. These vary all the way from a team member’s health or family concerns to a strong desire to get a pet project up. It could be a need to be acknowledged or heard on a particular point. It could be that a particular team member’s area of work is regularly overlooked or taken for granted. The leader has to balance these with the group’s tasks where individual needs cannot dominate and deflect the group from achieving their tasks. On the other hand the leader needs to be aware of people’s needs and not drive the process so hard that the tasks are achieved but at the cost of people feeling ignored or steamrolled. The leader must exercise creative balance between the tasks and individual needs when leading a meeting.

diagram2

4.   Forward planning
Members of a team not only need to know the big picture of the forward vision but also the more detailed plan for the year ahead. Team members will have different areas of responsibility and it is crucial that key dates and events for each area of ministry are coordinated. This is best done around October for the coming year at an annual planning day.  This avoids unnecessary clashes and competition over people and physical resources. It also reinforces the sense of intentionality and direction for the team and encourages everyone to plan ahead.

5.   Good communication
Many tensions arise in teams through poor communication.  Poor communication is almost always unintentional but nevertheless annoying and sometimes very damaging. As the leader, you need to set the climate by regularly communicating your ideas, hopes and future plans as well as your feelings about how things are going. Remember though that whenever you communicate your feelings they will affect the emotional tone and morale of the team, so be careful how you communicate negative or anxious feelings. The team leader is like a thermometer who sets the emotional temperature! If anyone in charge of an area of ministry is planning a major change of direction or use of space or resources these need to be flagged at the regular staff meeting for discussion as this usually affects others.

6.  Access to the leader
Team members need to feel that you are accessible but you need to set up a realistic expectation of accessibility. One approach is the open or closed door policy. If your door is open you are able to be interrupted, if it’s closed you are not. You also need to communicate that if team members have a serious problem they can talk to you without an appointment. Otherwise meetings should be by appointment. In addition, every team member should have a regular supervision meeting with their supervisor. This should be at least monthly and more often for new staff or inexperienced people. The team leader should not supervise more than four people. Supervision should involve an element of pastoral care.

7.  Evaluation.
All team members should have a formal evaluation twice a year, one at the beginning and the other towards the end of the year. This will involve a review of the job description, goals, hours, remuneration, in-service training and general performance.

8.  Community.
People want to enjoy working and being together. Effective and happy teams build a sense of community. The experience has got to be fun as well as being challenging and stimulating. There should be a time for sharing personally at regular team meetings. The length needs to be specified and controlled so it does not absorb too much of the meeting time.  Occasional retreats away together which include fun and recreation as well as work are important. Affirming and celebrating team member’s achievements such as a successful children’s holiday program just completed as well as birthdays and other special events are very valuable in building community and a culture of encouragement. Remember eating together is a great community builder. Attending a training course or conference together and then debriefing on learning can be very effective.

9.  Team meeting evaluation.
Occasionally the leader should give some time for the group to evaluate the way the team is working together and the team meetings. It is important for the leader to listen to this feedback.

Good and bad leaders.

My wife, who is a Christian Religious Education teacher in a state primary school, was doing a lesson on leaders in the Bible and she asked her class of 7 and 8 year olds what they thought was a good leader and a bad leader. Their contributions were very insightful.

A bad leader is someone who:

  • shouts at others
  • thinks they are better or cleverer than others
  • orders you about
  • whispers about other people
  • makes fun of you or gets angry when you can’t do something
  • tells you to do bad things
  • always goes first because they are the leader.

On the other hand, a good leader is someone who:

  • always asks you to do things
  • says please and thank you and is respectful
  • cares for everyone on the team
  • lets everyone take a turn at leading
  • encourages you
  • treats everyone the same
  • can be trusted.

Out of the mouth of babes!

Conclusion

When people are asked what the most important quality they want in their leaders is, the most frequent answer is integrity. Integrity is the consistency of word and life, profession and practice. Above all team members want their leaders to act with integrity, to be consistent, and to be someone they can trust.

References:
1. Disc Classic 2.0, (Inscape Publishing, 2004).DISC Classic 2.0 Inscape Publishing Inc. 2004
2. E de Bono, Six Thinking Hats (Boston Little, Brown, 1985).


Anglican Principles in a changing culture

by Peter Corney

(This article originally appeared in Essentials: The Journal of EFAC* it has recently been revised 11/09)

We are living in a time of enormous and rapid change at every level of our lives. Hugh Mackay in his book Re-inventing Australia describes it as the Age of Redefinition. The church is not immune to this change. The Anglican Church of Australia (ACA) is, along with the rest of society, experiencing profound changes. Experiments with new congregational models following the Fresh Expressions discussions; the new liturgically  minimalist contemporary style of services in many places now;  the ordination of women as Presbyters and Bishops; the strains within the Anglican Communion as a result of the willful and heterodox decisions by the American Episcopal Church and the response of splits in ECUSA and a whole new independant N. American diocese formed and the GAFCON conference saying ‘enough is enough’; ageing and declining congregations; many parishes moving below the line of viability; the growth of ethnic congregations; theological challenges from within to fundamental doctrines like the uniqueness of Christ as Savior and Lord; stable parish life threatened by urban mobility and social changes – these are just some of the more obvious changes.

What are Anglican core values?

As we attempt to evaluate, respond and adapt to the pace and extent of change it is essential that we review our foundational prin­ciples and theological roots. We need to redis­cover our ‘core values’ if we are to respond constructively.

The Constitution of the ACA clearly states in part 1 under the headings “Fundamental Declarations” and “Ruling Principles” that this church has as its fundamental basis: The Nicene and Apostles Creeds; The Bible as “the ultimate rule and standard of faith given by inspiration of God…”; The commands of Christ, including the sacraments of Baptism and Holy Communion; Preserving the three orders of ministry of bishops, priests and deacons; That the doctrine and principles of the Book of Common Prayer (BCP) and the 39 Articles is “the authorised standard of worship and doctrine in this church.” (This includes The Preface and introductions in BCP which contains a number of important principles).

Every ordained minister in the ACA gives assent to these” declarations and principles” . In many dioceses an oath of assent is required before ordination and at inductions as the incumbent of a parish. This is not a matter of indifference, nor is this a legal fiction. In­deed it is a serious and fundamental matter of honesty, integrity and loyalty, and the people whom the ordained ministry is set apart to serve have every right to expect integrity and honesty in these matters.

What are the fundamental principles that stand out in these documents? I believe there are at least seven and I have attempted to summarise them as follows:

1. We are a reformed church

The Book of Common Prayer and the 39 Articles make a clean break with pre-refor­mation doctrine and practice. (See articles 22, 25, 28 and 31)

Of course, like many Christian denominations we are also heirs of the Church’s pre­reformation history as well, and like most we have kept some things and left others behind e.g. doctrinally we have kept the three ancient creedal statements; in terms of polity we have maintained the threefold order of Bishops, Presbyters and Deacons; in terms of our corporate worship we have retained some of the ancient prayers. But the principle that determines what is retained is clearly the reformation one as expressed in Article 7 on the creeds. It says that “(they) ought thoroughly to be received and believed: for they may be proved by most certain warrants of Holy Scripture”,

Therefore the first fundamental principle that we are committed to as Anglicans, is that as we change and adapt our polity (church government) and organisation, our ministry, the shape of our congregations, our methods, our liturgy, to the changing world, the changes must be governed by scripture. The questions we must first ask are not the pragmatic ones but the theological ones. “Is this consistent with the Bible?” “Is the approach contrary to God’s written word?”

Let me give just one example of a pre – ­Reformation practice that has been re-introduced in some places and that undermines an Anglican and Biblical principle; the Gospel procession. This is usually performed with the following ceremony. All stand and the gospel is carried ceremoniously into the body of the congregation preceded by a Crucifier and accompanied by candle bearers. The book is kissed and read from. Sometimes special music is used before and after the event. Often associated with this is the practice of fairly exclusive preaching from the Gospel readings. Over time this ceremony and practice has the following effect.

(a) In the face of Article 6 it makes a distinction of value between one part of the scripture and another. The importance of the Old Testament and the Epistles is down played.

(b) It undermines the unity of scripture.

(c) It implies that “the Gospel” is not found elsewhere in scripture.

The reformers were very clear that the central theme, the thread of unity that runs through the scripture is Christ. God’s redemp­tion plan begins in Genesis and climaxes in Revelation. It could be argued that if the exegesis of the gospels and the gospel is fo­cused or concentrated anywhere it is in the Epistles.

It is sometimes argued that all this atten­tion focused on the Gospel reading is because we are hearing the words of Christ. But the word made flesh is heard in the voice of the whole Bible as Jesus himself made clear, “Man does not live by bread alone but by every word that comes from the mouth of God” (Matt 4:4). To maintain the unity and authority of scripture all the readings should be treated in the same manner.

It should also be said that the practice in some evangelical churches of reducing the readings to just one or two, or the passage being preached on, is also one that destroys the principle of BCP andCranmar. In time this will reduce peoples knowledge of God’s Word. So one can see how important is liturgical practice.

2. The Bible Is the Supreme Authority in matters of faith and practice (See the constitution of the ACA Part 1, section 2and articles 6, 8, 20 and Homily No 10).

It is common to hear some Anglican leaders describe our approach to authority to be like a “threefold cord”, the three strands being Scripture, Tradition and Reason. It’s a deceptive analogy and its central thought of a balanced equality of the three strands is not the one affirmed by our formularies, which make it quite clear that tradition and reason are subject to God’s word (See Article 34).

While it is true that we need to use our “reason” to read and understand scripture, we should always do so with great humility remembering that our reason is fallen and imperfect and vulnerable to the spirit of our age. Indeed most of the current challenges to fundamental doctrines come about because people have become captive to the world view of the day. The process of reductionism, where the Christian faith is reduced to make it fit what people find plausible or reasonable today, should alert us to the danger of placing our “reason” on the same level as God’s Word. In the end of course the liberal tendency to reductionism is a disaster for the people of God. It renders us incapable of challenging the thought forms of our day and then once married to the spirit of the age we are simply divorced by the next.

The myth of theological liberalism is that it is objective, open and broad-minded; in fact it is usually amazingly intellectually provincial because it has been seduced and captured by the world view of its day.

It’s a kind of “Dior theology” changing and shifting with the intellectual fashions of the day. The contemporary Christian should look carefully at the results of this kind of theology. Examine the churches that are fed stones in place of bread. It’s not a pretty sight they are either terribly emaciated or ready for the body bags.

As indicated above in principle one, the question of what is the controlling authority is crucial for a church in a time of great change and in the midst of a hostile world view.

3. We are a creedal church

We hold to historic orthodoxy in doctrine as expressed in the Apostolic, Nicene and Athanasian Creeds. (See BCP Article 8, and The Constitution of the ACA Part I, section I)

It cannot be too strongly emphasised in our current climate where the process of reductionism is hard at work on the doctrine of the person of Christ that we are a Trinitarian faith. Any reduction in the orthodox teaching about Jesus is in the end an attack upon the doctrine of God. The Athanasian Creed can hardly be described as ambiguous on this matter!

4. Salvation is found In Christ alone (See Articles 2 and 18)

In a pluralist, multi faith society this now becomes a very sensitive issue. It’s the kind of statement that is seen to be politically incorrect. Therefore the pressure of the spirit of the age will be to modify this teaching. There are certainly no grounds for a triumphalist or arrogant presentation of the Gospel. Jesus should always be set forth by us with humility. As D. T. Niles said “like one beggar showing another beggar where to get bread”. There is no place for the mockery of or disrespect for the faith of others. But if we believe Jesus is who he claims to be it is simply a matter of love, obedience and integrity to set forth those claims and call people to respond to them.

This Anglican principle challenges the widespread’ ‘universalism” within the Anglican Church. Some will say, “Yes, salvation is found in Christ alone but in the end, whether people have responded in faith and trust in Jesus Christ now is irrelevant to their ultimate state, for Christ will rescue them, even from their disbelief, unbelief or false belief.”

This approach rejects the c1ear teaching of the New Testament for the need for faith, repentance and baptism. (See Acts 2:38; 2 Thessalonians 1:8-9; Colossians 1:15-23; Mat­thew 7:13-23.) It also makes a mockery of the church’s baptismal teaching and its initiation liturgies. (See also Articles 9 and 11)

5. Worship in the Christian assembly

In the Christian assembly our formularies commit us to a form of worship and order that is to be directed by the following guidelines:

(a). Its form and order and ceremonies are to be governed by the Word of God (Articles 19 and 20)

(b). It is to be Bible centered. The sheer amount of scripture to be read and sung, its echo in the responses and collects and prayers of Cranmer’s Services make this point so obvious. What may not be so obvious to Anglicans today is the purpose of all this scripture. It is, as the preface says, “to set forth God’s glory” and promote the “edification” of his people.

For those who have seen the church build­ings built after the great fire of London (1666), all influenced by these principles, it is very clear that they are auditory buildings and definitely not designed for pre-reformation ceremonies. Most have little or no Sanctuary or Chancel. They are built so everyone can hear, the ministry of the Word is now to be prominent and in balance with the ministry of Sacrament (Note: Christopher Wren (1632-1723) designed 50 churches in the city of London following the great fire of 1666. St James Piccadilly is a classic example. Others followed Wren’s principles, St Mary in the Strand; St Martin the Fields etc.)

Anglican corporate worship was not in­tended to be theatre. Drama can be very effectively used to explain God’s word, but the word must remain the focus. It is de­signed to honor and to glorify God through the Word of God and edify people so they will glorify him by living more godly lives. In the Preface in B.C.P. “Concerning the Serv­ices of the Church”, when speaking of the importance of the reading and teaching of God’s word in the Services it says this: “that the people by daily hearing of Holy Scripture read in church might continually profit more and more in the knowledge of God, and be the more inflamed with the love of his true religion”.

(c). A balance of Word and Sacrament The current pattern we have fallen into where the main and often only Sunday Serv­ice is the Holy Communion has upset this balance. The level of Bible reading, teach­ing and reflection has dropped dramatically with a focus only on the Gospels.

(d). Contextualised, in the culture and “the language of the present times”, as it is expressed in the Preface to B.C.P. (See also Articles 20, 24, 34) This is one of the principles that produced the B.C.P.

This means that Anglican patterns of worship need not be monochrome or static. In fact the briefest glance at our history will show that there has never really been one Anglican style or ethos of worship. There have in fact been many styles. This guideline also allows for flexibility from place to place. In the modern city, the culture and style of one suburb can be vastly different from another. A greater flexibility of worship styles is essential if we are to be relevant and effective today.

(e). Traditions are variable. This guideline supports (d) above. In the B.C.P. Preface “Of Ceremonies” it says very clearly that “Christ’s Gospel is not a ceremonial law…. but it is a religion to serve God, not in bondage of the figure or shadow but in the freedom of the Spirit”. Articles 20 and 34 makes it quite clear that the church has authority to change its practices as long as practice expresses the truth of God’s word. Preserving tradition for tradition’s sake is not an Anglican principle.

(f). Participatory and orderly. There should be a balance between freedom and form or as the Preface puts it between “stiffness” and “easiness”.

6. The local congregation is the primary base for mission

Article 19 describes the essential characteris­tics of the local congregation. The primary task of any Diocesan organisation should be to support the local congregation in its mission.

7. Authorised ministry

It is an Anglican principle that our ministries be publicly set apart and authorised. (Article 23) The life and ministry of such is to be “shaped” by Holy Scripture (The ordinal BCP)

Conclusion

There are of course many things that our formularies do not speak about for historical reasons, e.g. the relationship between public worship and evangelism in a post Christian society. Nevertheless on the basis of the above principles we have great flexibility to design new approaches to meet the needs of today. The “Fresh expressions” move at General Synod level is a small but encouraging sign. There are also a few creative experiments being encouraged. But the attitude of many Bishops to these is still one of benign tolerance of something that is not quite Anglican!

The big question is whether our leadership, our legal, governing and administrative structures will become more flexible and imaginative and used to facilitate creativity, mission and growth or used to control and conform to the past. Will our institutional structures be used to set the strategic horizons and facilitate the resources for mission, growth and creativity and effective performance or will they be pre-occupied with maintenance and survival? If it is the latter we are in for a painful institutional death.

In many Dioceses the majority of congregations are now small and the average age over 60 years of age, frequently locked in a liturgical and ecclesial nostalgia with little energy for or skill in outreach. These congregations are generally conservative and not open to major change. Diocesan leaders are in a Catch 22, if they push radical change they fear they may loose the remnant that’s left. But, apart from a slow death, there is really no other option but to develop strategic plans for change and new initiatives and for selecting and training a new brand of clergy who have a Gospel passion, initiative, leadership and entrepreneurial skills. Using the principles outlined above we could see a new era of culturally relevant, vital, Reformed   Anglican churches reaching today’s Australians with the Gospel.

* EFAC – The Evangelical Fellowship in the Anglican Communion (Australia)

P.Corney  (Revised 11/09)


Images with a message

by Peter Corney

In today’s image saturated culture the most well known and iconic images are those created by advertising agencies; Maca’s golden arches, Nike’s swoosh, Apple’s apple!

But in the second half of the 19th C one of the most well known images in the English speaking world was a picture of Christ painted by William Holman Hunt, “The Light of the World”.

The Light of the World - William Holman Hunt(1827-1910) The exhibiting of this painting was probably the first artistic blockbuster. It was first exhibited in St.Pauls Cathedral London and thousands came to view the painting. Later it was taken on a tour of the British Commonwealth and was viewed by an estimated seven million people. Thousands of prints were made and hung in Victorian homes of both the rich and the poor all over England and the Commonwealth. Musical oratorios were based on it and several highly popular devotional books. It became the inspiration for much Victorian popular piety. Its popularity carried over into the 20th C and was constantly reproduced in prints, on bookmarks, as an illustration in Bibles and the basis for gospel tracts. It was used widely by chaplains with the troops in the First World War (1914-18.) By the 1950’s its popularity had faded along with much Victorian art, like the pictures on the Pears soap wrapper! It was now restricted mainly to the walls of Sunday school rooms and those of godly grandparents. The times had changed.
But with a renewed interest in things medieval and gothic it may well speak once more to a new generation .

The cultural and historical background to the painting is very interesting and has particular significance for Anglicans. Hunt was an English painter and a founding member of the Pre Raphaelite School. Hunt and his friends wanted to move back to a more gothic style before the influence of Raphael and the Renaissance in the 15thC. There was in Victorian England (mid 19th C) something of a gothic revival. There was a fresh interest in the Arthurian legends and the romantic past. The industrial revolution was in full swing and England was undergoing great social change. This led to a romantic nostalgia for the past. There was also a revival of interest in religious subjects in painting.

The gothic revival was also reflected in theology and ecclesiology. In the mid 19th C the Anglo-Catholic movement began in the Church of England. They were seeking to create a greater sense of holiness and beauty in worship and to restore what they considered to be the richness of the pre reformation church. A group of architects, furniture designers and artists with similar interests formed The Camden Society. This group ‘furnished’ the theology.

At this time a large number of new churches were being built for the new suburbs and expanding towns. Many of these were designed in the gothic style and furnished accordingly. These buildings return to the pre reformation pattern of elevated chancels with choir stalls and a further elevated sanctuary with an altar placed against the east wall replacing the reformation pattern of the communion table in the chancel with the people gathered around. Rood screens reappeared to screen off the chancel and sanctuary. Side or ‘Lady Chapels’ were recreated similar to the mediaeval practice of chantries for saying mass’s for the dead. These Gothic revivals are very different buildings to the simpler auditory design of the reformation churches of Wren and later Nash (St. James Piccadilly, All Souls Langham Place), designed for the ministry of the word not the performance and observance of the Mass by priests in a removed and elevated sanctuary.

The Anglo catholic movement was to affect the development of the Anglican Church for many years. In Australia and New Zealand, while the early establishment was largely by evangelicals, Anglo Catholicism became very influential from the 1920’s on to the extent that by the 1960’s their views became the dominant one in the Australian Church with the exception of Sydney. Given that the new colony was building many churches their design was greatly affected by this gothic revival. It wasn’t till the post second world war building boom that our churches began to take on more modern designs although even these were still influenced by the revival of pre reformation ideas. Given the way buildings shape us and subconsciously influence people’s ideas the impact has been profound.

Ironically at the height of its influence in Australia the inner energy of the movement was beginning to die, largely due to the slow erosion by Liberal theology. Today traditional orthodox Anglo Catholics are few in number. Most of the churches they influenced in the past are now dying or dead. They have been led for many years now by people of liberal theology who retained a liturgical and symbolic ritualism but one that largely emptied the symbols of their first order and orthodox meanings. The tragedy of this is that because their influence was widespread in Diocese like Brisbane, Perth, Adelaide, Melbourne and many country dioceses their collapse has greatly affected the viability of the Anglican Church in Australia today. (See the article on this website entitled “The future of the Anglican Church in Australia in the light of the decline of the Anglo – Catholic movement”).

The recent Papal offer (Oct.09) to accept them into the Roman Church will find very few takers in Australia. Modern liberal Catholics in Anglicanism will not find Rome’s discipline and clarity on fundamental doctrine at all comfortable.

The Light of the World - William Holman Hunt (1827-1910) Hunt did two versions of the painting “The Light of the World” the first and smaller one hangs in Keble College Oxford, the second, life size and most famous is in St. Pauls Cathedral London. A devout Christian he said, “I painted the picture with what I thought, unworthy though I am, was a divine command”.

It is an allegorical painting illustrating Revelation 3:20, (also Psalm 119:104, and John 1: 4,5.) In which Jesus says:
I stand at the door and knock. If anyone hears my voice and opens the door, I will come in and eat with them, and they with me.

The painting depicts Jesus as Lord and King in Medieval courtly dress He is holding a lamp as the true light of the world. The door is covered with weeds and has no handle on Jesus’ side. He is appealing to us to respond and not to allow the door of our hearts to be closed and cluttered with the weeds of indifference or carelessness. The background is the morning dawn rising and a bat, a symbol of ignorance, is flying away from the light of the dawn. Jesus is looking out at us the viewer appealing to us to open our hearts to him. This genuine and biblically faithful message in the painting still has power today. Jesus does not aggressively coerce us but gently knocks on our minds and hearts calling us to open the door and let him in. This is a message to both believer and unbeliever.  Will the believer deepen his relationship with Jesus, will the unbeliever enter into a relationship with the living God? (Image from ‘The Victorian Web’, George P Landow,  landow.com)


Churches – large or small?

By Peter Corney

Not long ago I attended a service at which a senior Melbourne Anglican Church leader spoke. I was encouraged by his obvious enthusiasm for mission and his concern to contextualize our churches in the local culture. But the bit that made me nervous was his comments on congregational size. He put forward the idea that small congregations are better than large and that as Anglicans we have a particular talent for the small church. He listed the usual comments about them being intimate and having a strong sense of community. He did not define what he meant by “small” but he contrasted them to “mega churches.” What is usually meant by Mega is the very large – in Australia 1,000 plus in regular attendance. I suspect by small he means the average Anglican congregation with a regular attendance of between 60 -100. In Melbourne in 2006 we had 275 worshiping congregations, when you take out the ten largest congregations you get an average attendance of 62 for the other 265!  In fact it’s not as even as that and many have only 30 – 40 in regular attendance.

These ideas about smallness may make some clergy and members out there in our many small churches feel better but it is neither correct nor very helpful and full of myths and misleading ideas. The great danger is that it can be used as a justification for complacency or at worst failure.

Here are the facts:

  1. The smallest average congregational size is now among Presbyterian and Uniting churches, around 60. Even among Pentecostal churches, who as a denomination have a significant number of mega churches and an overall positive growth rate, the majority of their churches are below 100 in regular attendance. So we don’t have smallness on our own nor do we have some unique genius for the small church. Small congregations are a general Protestant phenomena that we urgently need to redress.
  2. The comparison between small and mega is quite unhelpful. Mega churches make up about 3% – 4% of protestant congregations in Australia. If we drop down to what we might call large (350 – 450) or medium (250 -350) then we are in a much more realistic and useful comparison to small. Large or medium size churches have a much better chance of being healthy and sustainable. They are much more likely to have a good cross section of ages, a natural potential flow of new younger lay leaders and adequate financial giving. There is also the ability to provide a variety of ministry to young and old, to do outreach and even employ specialist staff. If the majority of our congregations were even medium in size we would be in quite a healthy state as a Church and making a much greater impact on the nation.
  3. In regard to friendliness, intimacy and a sense of community, in contrast to the mythology, all the objective research says that larger churches are in fact stronger in these areas than small churches! The reason is that their age spread, their variety of activities and programs provide more points of entry for newcomers and they usually have many home groups. They work hard at growing smaller as they grow larger. The larger church has multiple fellowship cells or circles. The small church has a narrower entry point, it is a single fellowship cell and if you don’t make it into the fellowship circle you don’t make it. Of course to those who are part of it the small church does feel intimate!
  4. Leaving aside rural and remote congregations, the small suburban church with 60 ageing attendees, a full time minister, a vicarage, a church building and usually a hall, are now under threat everywhere. Amalgamations and closures are common. In Melbourne Diocese in the period from 2001-2006 there had been around 13 amalgamations and 7 closures and the process is steadily continuing. The Registry estimates that it costs approximately $85,000 plus a year just to pay the minister, keep the doors open, the lights on and the insurances paid! This includes almost no serious missionary giving, very little money for creative outreach and no large scale maintenance. A study of “live giving” in the year book will reveal that many are beginning to fall below this figure. Op shops, rents and jam stalls make up the shortfall! It is a testimony to the commitment of the ageing faithful that they manage to scrape enough together to survive another year. But there is an end to this downward trajectory and it’s not far down the road for many congregations.
  5. Main-stream denominations are not planting many new churches. The alternative or so called new missional church movement is doing better but the jury is still out on the longevity of their low key deliberately small congregations. Most are gatherings of young adults and few have successfully negotiated the multigenerational challenge and provided adequate youth and children’s ministry. The most successful growth has come from large churches multiplying new targeted congregations that operate under the one umbrella but meet separately – the multi congregational model.
  6. Those congregations that are healthy and growing have one thing in common they have all challenged the complacency, comfort and mind set of the traditional small suburban parish model of church.

The truth is there is no one sacrosanct congregation size and model. We need a variety of sizes and models for our complex and varied modern society. There will be particular groups in our society that will require a small boutique approach; there will be places where the social and material poverty is so great that Christian ministry in such places will need long term external support in leadership and money. But our current standard traditional “small” suburban church is rapidly reaching a point where it will no longer be sustainable in its present form.

To have a healthy sustainable “full service ministry” to children youth and adults, that meets the needs of families, that will ensure a continuous flow of new leaders and volunteers, and an adequate financial base you need at least a medium size congregation, ie:250-350 in regular attendance.

If we were in a “vital movement” phase and were made up of lots of small vibrant, young and growing congregations then the small size of our churches would not be such a concern but we are not. Until we begin to turn around a significant number of our existing congregations so they grow to medium size we face accelerating decline.

One attitude that frequently appears when these issues are raised is the “faithfulness” argument. “We are not called to be effective just faithful!” At one level one can not disagree with the faithfulness argument. Of course we are all called to follow Jesus wherever he calls us, whatever the circumstances and whatever the response. There will be times and places where it’s tough and unresponsive. At this point in our history it’s tough out there trying to build or rebuild local congregations. Never the less there are still many healthy growing churches in this hostile environment. Christian leaders should be studying these to see why they are going against the trend! In other fields of endeavor this is called studying “best practice.”

Ministers who want to buck the trend and grow churches need to be or become transformational leaders. They need particular skills to renew and reinvent the local congregation, i.e.: how to cast vision, how to move a congregation into mission mode, how to initiate and manage change, how to build community, how to motivate, recruit and train volunteers, how to plan and organize and create new structures, how to think strategically. Without these and other transformational leadership skills they will be unable to do the large and difficult task we are asking of them.


The challenge of discipling today’s young adults

By Peter Corney

Photo by numstead
Photo by numstead

A current challenge being faced all around the Australian Church is in bringing this generation of young adults to mature Christian discipleship.

There are a number of contemporary cultural factors that seem to be contributing to this:

  1. The experience of family dysfunction and breakdown. With such a high proportion of marriages ending in breakdown (40%) a large number of young adults have experienced this.  This leads to a variety of personal insecurities that they carry with them into their adult life.
  2. A rapidly changing and uncertain world leads to an extreme form of adaptation – you simply delay long-term commitment.  This is one of the reasons for the high increase in singleness and young adults delaying marriage. Single-person households have doubled over the last few years. (ABS)
  3. Growing up in an obsessively consumer oriented society means that the choices and options for just about everything have multiplied.  Multiple options leads to excessively self-oriented choices and a consumer approach to other aspects of life where it is inappropriate – like relationships, community, church etc. – or to just keeping your options open.  There may be a better offer just around the corner! Getting young adults to formally respond to invitations to events is difficult.
  4. Instant communications technology such as email, mobile phones, SMS and ‘twitter’ has many advantages, but it also produces a short-term and shorthand attitude to planning and communication.  “Just remind me the day before – life’s too hectic to think too far ahead!”
  5. A post-modern world view as transmitted by the popular media creates an intellectual climate of vague relativism and radical inclusivism.  “There is no one truth”.  “All lifestyles are equally valid”.  This un-thought-through political correctness leads to an unwillingness to embrace or stand for Christian distinctives of belief and behaviour.

When these influences are brought together, what is produced in many Christian young adults is a strong emotional resistance to being different, decisive and committed.

One of the strong emotional causes behind this is a fear of rejection.  Some years ago John Bowlby, a British psychotherapist, wrote a book called “Attachment and Loss” in which he talked about the process of a child’s gradual physical detachment from its mother.  In normal circumstances this is a gradual process of separation.  But he observed that if the normal gradual process was seriously interfered with, the child became very anxious, fearing abandonment.

We now have an army of young adults who have suffered family breakdown and separation from a parent, and an increasing number who have experienced “professional child care” on a daily basis in childhood, which can increase feelings of insecurity.  They have also watched their parents, often their fathers, abandoned by employees, suddenly retrenched by companies and organisations after 20 or 30 years of service to them.

It would not be unreasonable to conclude that all this has produced in them a fear of rejection and abandonment.  Add to this the intellectual climate of post-modern relativism and inclusivism and you have a person programmed to avoid standing out from the crowd on belief and behaviour issues and who avoid strong commitments.  After all, you might be let down again!

So as this generation of young adults listen to the teaching about Christian lifestyle and beliefs, they either back away from them or live a double life – espouse them at church but not at uni or work.  After all, who wants to be rejected!

How are churches responding to this?

  1. Most people now realise that discipling young adults will take much more time than in the past: it will require more than a short course!
  2. Some churches are responding by developing lengthy and highly structured courses.
  3. The mentoring movement.  Young adults linked with an older mature Christian in a regular on-going relationship.
  4. Small groups where peer support and encouragement can be experienced on a weekly basis.
  5. Meeting the desire for community.  Community, friendships and relationships seem more important than ever.  Interestingly many of the new alternative church experiments are deliberately small in size.  There is a great fear of loneliness.  Building community among them is critical but hard work.  They want to belong but they don’t always want to join!
  6. The “Recovery Group” process can also be used as a discipling tool.  For those with major personal issues one large Church in Victoria has a program called “Careforce Recovery Ministries”.  It can be used in this way, as it seeks to both teach a biblical worldview and address’s issues of personal dysfunction.
  7. Challenging experiences can lead to significant growth where young adults are exposed to, say, the developing world, or local situations of great need in cross-cultural mission visits and to experiences that really challenge their comfort zones.  These experiences can be strong enough to challenge the self oriented consumer culture in which they are immersed. (Organisations like ‘The Oak Tree Foundation’ an aid organisation for people under 26 yrs, the ‘Surrender’ movement, UNOH, and ‘Tear Australia’   demonstrate that young adults will respond positively to the challenge of sacrificial Christian service if reached in the right way.)

Developing volunteers and teams

By Peter Corney

Image: "Power to the people" by Steffan Hacker_USA01

The church is a voluntary society, a ‘community of volunteers’, if you like.  Without volunteers almost everything we do would grind to a halt.  All those rosters and committees and leadership of groups and ministries would cease.  Most parachurch organisations live or die on the strength of their volunteer base.

But we live in times when the pressure on the time and energy of volunteers has never been greater.  In most families both parents are working outside the home and most people are working longer hours.  The pace of modern life seems to have quickened and many people complain of ‘time compression’. One of the ways this is showing up is in the church attendance patterns of committed people.  Ministers everywhere are reporting less regular attendance and a reluctance to commit to long-term tasks.

So the recruitment, motivation and sustaining of volunteers is of critical importance for Christian leaders. We need to understand better and care more thoughtfully for our volunteers.

Volunteers and volunteerism are important because volunteers don’t just spread the load or act as ‘labourers’ for paid staff – they multiply ministry.  The key to multiplying ministry is to multiply ‘the ministers’ and the most economic way of doing that is to multiply volunteers.  When people use their gifts and abilities, three things happen – the ministry grows, they grow and the Kingdom grows.

Volunteers give their time and energy out of choice.  In a real sense it ‘costs them’ to be involved.  Why do they do it?  What motivates them?  Why do people choose to volunteer? The answer to these questions gives us clues in how to develop and encourage volunteers.

  1. The call or claim of something higher – the vision of a cause or an important task.  A ‘calling’ to minister to others, the desire to make a difference and change things for the better, a desire to give something back, an inspiring leader with an inspiring cause.
  2. Relationships, belonging, community – the rewards of friendship, being part of a team or group.
  3. Personal needs – a meaning for my life, a sense of significance and identity, a way to develop or use my gifts and abilities, to fulfil a sense of duty.  There are, of course, less noble desires in all of us: the need to assuage guilt, to feed self-importance and the desire for power and influence.

Leaders should acknowledge the sacrifices volunteers make and seek to strengthen the best areas of motivation – vision, making a difference, being part of a team, doing something significant.

Volunteers need to be supported and sustained – motivation leaks!  Here are 14 clues for sustaining volunteers:

  1. Create teams and build communities among volunteers, have fun together, eat together.
  2. Keep the vision behind the task bright.
  3. Affirm, encourage, praise, recognise the cost.
  4. Keep them informed.
  5. Show personal interest and support.
  6. Where appropriate, commission them publicly.
  7. See they have the resources they need.
  8. Give them a clear, simple, written job description.
  9. Give them training, equip them.
  10. Empower them, give them real responsibility and participation in decision-making.
  11. Meet with them regularly to encourage and supervise them and to evaluate the task, but don’t overburden them with meetings.
  12. Sign them up for specific time lengths.
  13. Relieve them before burnout.
  14. Resolve conflict when it arises.

Volunteers drop out or burn out because of the opposites of the fourteen clues above!

Volunteers can be the basis for building staff teams.

When churches are constrained by financial resources, they should explore other ways to develop staff teams – here are three:

  1. Ask early retirees to join the staff team on an expenses-only basis
  2. Invite people to join the staff as ‘tentmakers’ or bi-vocational workers.  These are people who choose to work part-time in another job and give their time free to the church.
  3. Young adults between school and work or university, or post-university, who have minimal financial responsibilities can be encouraged to give two or three days a week as unpaid staff persons in return for some training and work experience.  This can also be an excellent way to explore suitability for future full-time ministry.  Care should be taken to first talk through all the implications of this with young people and then to monitor their progress carefully.

During the Sydney Olympics approximately 45,000 people volunteered for a huge range of tasks.  The experience for the overwhelming majority was very rewarding, positive and exciting. These people felt they were doing something really worthwhile, they felt caught up in a cause bigger than themselves, they were also proud to be Australians and to give a warm welcome to the thousands of visitors.  It is now widely acknowledged that their contribution was a key element in the Games’ success.

We are part of a cause that is so much more important and so much bigger than the Olympics (Hebrews 12:1-2).  If Christian leaders can convey a Kingdom vision to their members, people will respond and their lives will be deeply enriched.


The uniqueness of Christianity in a pluralist society (Video)

Presented by Peter Corney for the Christian Medical and Dental Fellowship of Australia – 2004.

This lecture was designed for Christian university students to introduce them to the concept of world views and to help them enter into dialogue with fellow students on Christianity. It discusses the development of western world views and the influence of Christianity, how these have changed and the significance of this for evangelism today.

It can be used as a discussion starter for student Christian groups on campus or the local church. A PDF of discussion notes can also be downloaded.

(Total length: 58min48s — because YouTube videos have a maximum length of 10min per clip, this video has been divided into multiple parts)

Part 1 (9min36s)

Part 2 (9min18s)

Part 3 (9min22s)

Part 4 (9min54s)

Part 5 (9min28s)

Part 6 (7min31s)

Part 7 (3min35s)


Managing Change in your Local Church (Video)

Presented by Peter Corney for the Institute for Contemporary Christian Leadership.

This video presentation describes the dynamics of change, particularly in  a conservative organisation like the local church and how to manage it constructively. It could be used as a basis for discussion about change with a local church lay council or for discussion and training with ministers. You could use the breaks between each part as a time for discussion in groups.

(Total length: 23min45s – because YouTube videos have a maximum length of 10min per clip, this video has been divided into 3 parts)

Part 1 (8min34s) Deals with the extent and pace of change today and the question of what we should preserve and what we should adjust to – the tension between continuity and relevance. The inevitability of change, the gospel and change and the dynamics of change.

Part 2 (9min38s) Presents a series of practical clues for managing change. Different models and approaches. A series of key principles and guidelines for running meetings to discuss changes.

Part 3 (5min33s) Key principles continued. The overiding principle of submitting  all methods and structures to our Christ given mission.


The Lord’s Supper (Audio)

Recorded 7 September, 2008 at St Hils.com.

Share

×

(You may also download MP3 as a podcast)

This sermon’s theme is the meaning and significance of the Lord’s Supper. The question it seeks to answer is “Why do we need to gather corporately and regularly to remember Christ’s death for us? Why can we not just do this alone and individually?” It challenges us to take seriously our mutual responsibility to one another as the body of Christ.

This sermon was preached at St. Hilary’s Kew in 2008.