Transcript Influence for Change

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