Leadership Development at Brighton First

Growing vital churches make it a practice to be continually developing and equipping leaders. The Vital Church Initiative Consultation Report observed that while Brighton First is blessed with wonderful people resources in its congregation, there is little effort to develop, train, deploy and encourage leadership. The congregation agreed, by voting to implement the consultation report, to strengthen leadership development.

The first action was carried out in December 2015 and January 2016, when there was a church-wide call to take part in a Spiritual Gifts Inventory. The Inventory, authored by Rev. Loretta Job, provided many congregation members with insights into their spiritual gifts and how those gifts could be used in ministry within the church and beyond. Brighton First now has a database of church members' spiritual gifts, and leaders are able to use the information to seek out those who have gifts for particular areas of service. In addition, the database continues to grow as new church members are encouraged to complete the inventory. It is also the plan that there will be an annual call for those who have not completed the Spiritual Gifts Inventory to do so.

As another part of leadership development, the senior pastor is tasked with providing clear, measurable goals for church staff and all church leaders. This process has begun with the Staff-Parish working to clarify staff job descriptions. Once this process is done, goals based on the mission and vision of the church can be developed. Goals for boards and committees within the church are nearing completion with the development of a Strategic Plan that should be in place by the fall.

When Bob Fuchs was approved to become a candidate
for pastoral ministry, the congregation commissioned him
in prayer.

A third portion of leadership development includes training for leaders. Bob Fuchs, Director of Discipleship, is assisting me in developing an on-going training program for church leaders. The short-term class will include education about the mission and vision of Brighton First, development of individual spiritual practices, and training in leadership skills and intentional goal setting. Those who attend the class will receive a booklet that will answer basic administrative questions. The majority of class time will be used to develop skills for faith-filled leadership.

I have determined that while it is a joy for me to lead Bible studies and other topical classes, my teaching time must be spent in leadership development. I look forward to the first leadership course this semester and to implementing on-going training for our church leaders. Please keep leadership development at Brighton First in prayer.

Finally, the leaders of Brighton First are determined to continue as a church with a "culture of call". This means that we are not only committed to developing leadership for the local church, but for the greater church. Brighton First nurtures, encourages and equips those who are called into professional ministry. While this is not a stated goal of the Vital Church Initiative, we recognize the importance of this work and have included it in our Strategic Plan.

Leadership Development at Brighton First

Growing vital churches make it a practice to be continually developing and equipping leaders. The Vital Church Initiative Consultation Report observed that while Brighton First is blessed with wonderful people resources in its congregation, there is little effort to develop, train, deploy and encourage leadership. The congregation agreed, by voting to implement the consultation report, to strengthen leadership development.

The first action was carried out in December 2015 and January 2016, when there was a church-wide call to take part in a Spiritual Gifts Inventory. The Inventory, authored by Rev. Loretta Job, provided many congregation members with insights into their spiritual gifts and how those gifts could be used in ministry within the church and beyond. Brighton First now has a database of church members' spiritual gifts, and leaders are able to use the information to seek out those who have gifts for particular areas of service. In addition, the database continues to grow as new church members are encouraged to complete the inventory. It is also the plan that there will be an annual call for those who have not completed the Spiritual Gifts Inventory to do so.

As another part of leadership development, the senior pastor is tasked with providing clear, measurable goals for church staff and all church leaders. This process has begun with the Staff-Parish working to clarify staff job descriptions. Once this process is done, goals based on the mission and vision of the church can be developed. Goals for boards and committees within the church are nearing completion with the development of a Strategic Plan that should be in place by the fall.

When Bob Fuchs was approved to become a candidate
for pastoral ministry, the congregation commissioned him
in prayer.

A third portion of leadership development includes training for leaders. Bob Fuchs, Director of Discipleship, is assisting me in developing an on-going training program for church leaders. The short-term class will include education about the mission and vision of Brighton First, development of individual spiritual practices, and training in leadership skills and intentional goal setting. Those who attend the class will receive a booklet that will answer basic administrative questions. The majority of class time will be used to develop skills for faith-filled leadership.

I have determined that while it is a joy for me to lead Bible studies and other topical classes, my teaching time must be spent in leadership development. I look forward to the first leadership course this semester and to implementing on-going training for our church leaders. Please keep leadership development at Brighton First in prayer.

Finally, the leaders of Brighton First are determined to continue as a church with a "culture of call". This means that we are not only committed to developing leadership for the local church, but for the greater church. Brighton First nurtures, encourages and equips those who are called into professional ministry. While this is not a stated goal of the Vital Church Initiative, we recognize the importance of this work and have included it in our Strategic Plan.

Pastor Sherry Works to Determine Strengths and Growth Areas as Leader

As part of the Vital Church Initiative Process, I have committed to strengthening my leadership skills as the lead pastor at Brighton First.

In order to make a plan for improvement, I needed to determine areas of strength and weakness in the areas of leadership. I used four instruments for insight: The Lewis Pastoral Leadership Inventory (A 360 assessment completed by myself and church leaders), Strength Finder 2.0, The Kraybill Conflict Style Inventory and DISC Classic 2.0 inventory.

I then used the results of the assessments and instruments, along with observations from the VCI consultants and others, to compile a list of my strengths and areas where my skills can be honed.

Based on the assessments of church leaders my strengths lie in the areas of biblical and theological knowledge. According to their responses, I have an intellectual grounding for ministry, high ethical ideals in professional and personal behavior and I demonstrate personal faith in Jesus Christ. I teach God's word with skill and conviction, seek to improve through personal study, both spiritually and in pastoral skills. It is encouraging to have these skills affirmed.

I also possess strengths as an active and receptive listener. I am able to communicate clearly and am comfortable sharing what I value. I make decisions in a deliberate, thoughtful manner. I am people focused and genuinely curious. I take the lead when necessary, but am just as comfortable supporting others who lead. I look for the best in people and am at my best solving "people problems."

Areas where I can grow in leadership skills that were identified by church leaders include: building teams to accomplish God's vision, helping others discover their gifts for ministry and recruiting and equipping new leaders. Leaders also noted that I needed growth in leading toward increased worship attendance, increasing participation in new and existing ministries, experimenting and taking strategic risks, helping others to see God's presence in their lives in a new way and balancing the demands of self, ministry and family.

Actions that I can take to grow in skills that were common to the assessment tools included: communicate reasons for requests and actions, temper pragmatic decisions that can lead to mediocrity, practice hands-on management, be more realistic when appraising others, and enlist the help of others who have strengths and styles different than my own.

These are the specific areas that I have determined to begin working to strengthen: team building, recruiting and equipping leaders to do God's work, hands-on management, realistic assessment of people's gifts and skills and becoming an "expert" in my strengths and style. This last goal will assist me to intentionally use my greatest skills and seek assistance where I am less skilled.

I understand that growing in skills is a life-long journey and that my habits and style of leadership will evolve, rather than change overnight. I have begun a reading plan (more about books as I read them) and will seek out specific training in the growth areas.

It is my commitment to grow in leadership skill. I do this not simply because of the Vital Church Initiative, but because of my commitment to serve and honor God to the best of my ability and to serve the people of Brighton First in excellence.

Pastor Sherry Works to Determine Strengths and Growth Areas as Leader

As part of the Vital Church Initiative Process, I have committed to strengthening my leadership skills as the lead pastor at Brighton First.

In order to make a plan for improvement, I needed to determine areas of strength and weakness in the areas of leadership. I used four instruments for insight: The Lewis Pastoral Leadership Inventory (A 360 assessment completed by myself and church leaders), Strength Finder 2.0, The Kraybill Conflict Style Inventory and DISC Classic 2.0 inventory.

I then used the results of the assessments and instruments, along with observations from the VCI consultants and others, to compile a list of my strengths and areas where my skills can be honed.

Based on the assessments of church leaders my strengths lie in the areas of biblical and theological knowledge. According to their responses, I have an intellectual grounding for ministry, high ethical ideals in professional and personal behavior and I demonstrate personal faith in Jesus Christ. I teach God's word with skill and conviction, seek to improve through personal study, both spiritually and in pastoral skills. It is encouraging to have these skills affirmed.

I also possess strengths as an active and receptive listener. I am able to communicate clearly and am comfortable sharing what I value. I make decisions in a deliberate, thoughtful manner. I am people focused and genuinely curious. I take the lead when necessary, but am just as comfortable supporting others who lead. I look for the best in people and am at my best solving "people problems."

Areas where I can grow in leadership skills that were identified by church leaders include: building teams to accomplish God's vision, helping others discover their gifts for ministry and recruiting and equipping new leaders. Leaders also noted that I needed growth in leading toward increased worship attendance, increasing participation in new and existing ministries, experimenting and taking strategic risks, helping others to see God's presence in their lives in a new way and balancing the demands of self, ministry and family.

Actions that I can take to grow in skills that were common to the assessment tools included: communicate reasons for requests and actions, temper pragmatic decisions that can lead to mediocrity, practice hands-on management, be more realistic when appraising others, and enlist the help of others who have strengths and styles different than my own.

These are the specific areas that I have determined to begin working to strengthen: team building, recruiting and equipping leaders to do God's work, hands-on management, realistic assessment of people's gifts and skills and becoming an "expert" in my strengths and style. This last goal will assist me to intentionally use my greatest skills and seek assistance where I am less skilled.

I understand that growing in skills is a life-long journey and that my habits and style of leadership will evolve, rather than change overnight. I have begun a reading plan (more about books as I read them) and will seek out specific training in the growth areas.

It is my commitment to grow in leadership skill. I do this not simply because of the Vital Church Initiative, but because of my commitment to serve and honor God to the best of my ability and to serve the people of Brighton First in excellence.

Move Forward with Commitment of Heart, Mind and Body

I take a ballet class on Friday mornings. This last Friday, I was having difficulty with a more complicated bar exercise. The instructor asked class members to stand at a bar attached to the wall and move our feet and legs through a series of steps. The ballet positions were a challenge for me and the pace of movement was quite fast.

I asked the instructor to explain step by step what we were were supposed to do. She stood beside me and moved through the steps, both describing and demonstrating. She told me that if I said the name of each step as I made it, I'd get the order of the movements in my head.

She said, "If your mind gets it, your body will, too."

Her statement stuck with me and I continued to think about it long after the class was done. How many times have we wanted to do something different in our lives, to improve a skill or change a bad habit, and we assume we can will ourselves to change? What I'm finding in ballet class, that if I want to gain skill in dance, I need to understand with my mind, as well as my body what is required of me.

I think the same is true with the Body of Christ. Through Vital Church Initiative, Brighton First has said "yes" to exercising new behaviors, to being more welcoming, to growing in discipleship, to reaching out to connect with neighbors. But our "body" is not going to take on these new behaviors until our minds and hearts "get it".

I, as our spiritual leader, am continually called to hold up the "why" for what we do. If I engage the minds and the hearts of congregation members for behaviors that bring Jesus Christ to others, then behaviors can begin to change.

All the leaders of Brighton First share this responsibility. First, leaders need to practice new behaviors in welcoming and spiritual discipline, intentionally, informed by understanding and a passion for Christ. Second, all leaders are called to bring other church members along.

Church culture and behavior will not change overnight, but it can begin as we seek understanding together.

Move Forward with Commitment of Heart, Mind and Body

I take a ballet class on Friday mornings. This last Friday, I was having difficulty with a more complicated bar exercise. The instructor asked class members to stand at a bar attached to the wall and move our feet and legs through a series of steps. The ballet positions were a challenge for me and the pace of movement was quite fast.

I asked the instructor to explain step by step what we were were supposed to do. She stood beside me and moved through the steps, both describing and demonstrating. She told me that if I said the name of each step as I made it, I'd get the order of the movements in my head.

She said, "If your mind gets it, your body will, too."

Her statement stuck with me and I continued to think about it long after the class was done. How many times have we wanted to do something different in our lives, to improve a skill or change a bad habit, and we assume we can will ourselves to change? What I'm finding in ballet class, that if I want to gain skill in dance, I need to understand with my mind, as well as my body what is required of me.

I think the same is true with the Body of Christ. Through Vital Church Initiative, Brighton First has said "yes" to exercising new behaviors, to being more welcoming, to growing in discipleship, to reaching out to connect with neighbors. But our "body" is not going to take on these new behaviors until our minds and hearts "get it".

I, as our spiritual leader, am continually called to hold up the "why" for what we do. If I engage the minds and the hearts of congregation members for behaviors that bring Jesus Christ to others, then behaviors can begin to change.

All the leaders of Brighton First share this responsibility. First, leaders need to practice new behaviors in welcoming and spiritual discipline, intentionally, informed by understanding and a passion for Christ. Second, all leaders are called to bring other church members along.

Church culture and behavior will not change overnight, but it can begin as we seek understanding together.