Interview with Mr. Daton - Lakeview Wesleyan
1) When New staff comes into a church thinking that they are the solution, or have the solution to all of a churches problems. New staff needs to remain humble and learn about the church, how things are done, and what the deeper problems are, before they can be of any help.
2) When new staff comes in thinking that there will be someone there to do there work. they need to take up leadership right away and do what the church is paying them to do. These are their responsibilities, they can not be passed of on to supporting staff or to people in the congregation.
3) New staff needs to let people do what they have been doing, they don't need to come in and take over everything thinking that they have to do it all. If you push yourself in and take over, those that have been there for along time will get burnt by the situation, the new staff is likely to get burnt out as well.
Tuesday, March 31, 2009
Week 11: Mistakes Ministers Make>>>Trenton Prieshoff
Interviewed Peggy Prieshoff
- One chronic mistake is to avoid crisis. It is okay to give the two sides some time to work it out themselves (and would even be baby-ing to step in right away without them ever talking it out themselves), but there is a very fine line between giving time to work things out and neglecting the situation entirely. As soon as it is seen that the two sides are not coming to an agreement, the minister needs to step in and bring some level of authority to the situation.
- Be in constant prayer. In fact, use too much time for prayer. When first starting out, it might seem as if you are caught up in a torrent of tasks to accomplish. Prayer is usually the first thing out the window.
- Remember two things about ministry: first, it is a business and you need to be responsible for resources, for producing results and expecting others to do the same. Second, it is not a business: it is ministry. You need to be able to put the results aside from time to time in order to develop people.
- Don't expect to work 40 hour weeks. First, being a minister is a title that characterizes you 24/7 so you don't get a chance to "switch off." Second, if you expect your laity to work 40 hours a week and then be involved with other church programs for another 10-20 hours, then you need to do the same.
Sunday, March 29, 2009
Week 11 - Anton Folz Maxwell Book
Week 11 – Maxwell Book- Anton Folz
March 30th 09
The Law of Process– Leadership Develops Daily, Not in a Day
This quote by Maxwell in his book The 21 Irrefutable Laws of Leadership captures well the powerful truth that while people may be given talents and abilities from birth, a truly powerful and influential leader must develop and hone their talents and abilities over time. Just as someone would invest in the stock market, waiting and taking time to make sure that their investment is well handled, leaders must also invest into themselves. A leader cannot become great overnight, but rather it takes years of experience and active investing to become a great leader. So even though people may have natural gifts for leadership, it takes time to bring together all aspects of an effective leader such as vision, experience, respect, and discipline. When all of the aspects of leadership are working together, one is then able to be their most effective, and the result of all their investment of time and energy over the years will then pay off.
March 30th 09
The Law of Process– Leadership Develops Daily, Not in a Day
This quote by Maxwell in his book The 21 Irrefutable Laws of Leadership captures well the powerful truth that while people may be given talents and abilities from birth, a truly powerful and influential leader must develop and hone their talents and abilities over time. Just as someone would invest in the stock market, waiting and taking time to make sure that their investment is well handled, leaders must also invest into themselves. A leader cannot become great overnight, but rather it takes years of experience and active investing to become a great leader. So even though people may have natural gifts for leadership, it takes time to bring together all aspects of an effective leader such as vision, experience, respect, and discipline. When all of the aspects of leadership are working together, one is then able to be their most effective, and the result of all their investment of time and energy over the years will then pay off.
Mistakes Ministers Make - Anton Folz
Mistakes Ministers Make – Anton Folz March 30th, 09
I interviewed Mr. Daton at 12:20 pm Sunday March 29th 09
Mistakes that he identified;
1) Coming in thinking that you have all the answers as a new staffer. This is basically an attitude problem, where the new guy or gal thinks that they have all the answers to all of the problems that the church has. They do not maintain a humble attitude, and do not listen to what others have to say about how things should be run.
2) They come into the ministry position thinking that everyone else will do all the work. They are taking a leadership role, and with it comes many responsibilities, and they must be ready and willing to pick up the tasks that they are being paid to do. This occurs when they allow all the supporting staff or lay people in the church do all the work.
3) Not allowing anyone else to help. Some new staffers come in with this idea that they are the ones that have to do everything. They push in and take over everything, and often times people that have been volunteering for many years will get burnt. The other problem with this is, that the new staffer burns themselves out in the process.
I interviewed Mr. Daton at 12:20 pm Sunday March 29th 09
Mistakes that he identified;
1) Coming in thinking that you have all the answers as a new staffer. This is basically an attitude problem, where the new guy or gal thinks that they have all the answers to all of the problems that the church has. They do not maintain a humble attitude, and do not listen to what others have to say about how things should be run.
2) They come into the ministry position thinking that everyone else will do all the work. They are taking a leadership role, and with it comes many responsibilities, and they must be ready and willing to pick up the tasks that they are being paid to do. This occurs when they allow all the supporting staff or lay people in the church do all the work.
3) Not allowing anyone else to help. Some new staffers come in with this idea that they are the ones that have to do everything. They push in and take over everything, and often times people that have been volunteering for many years will get burnt. The other problem with this is, that the new staffer burns themselves out in the process.
Thursday, March 26, 2009
Week Ten – Maxwell Book – David
Maxwell’s Book The 360 Degree Leader
In the book The 360-Degree Leader, the author, John C. Maxwell shows how 99% of all leadership in most organizations takes place in the middle; and then he shares the secrets of how to increase our influence from wherever we are. Maxwell teaches that people who desire to lead from the middle of organizations face unique challenges and are often held back by myths that prevent them from developing their influence. His book, however, sets straight the myths, shows us how to overcome the challenges, and teaches us the skills we need to become an all-around 360-degree leader.
Maxwell teaches us about leading down, and it is more that just getting people to do what we want. He says that it is our attempt to add value to them in any way we can. One principle I feel will be helpful to me to use as a “rule” when working with people, would be his principle to “Transfer the vision.” Maxwell says that as middle leaders, we are the crucial link in the process of transferring what is primarily the vision of others (248). He continues that the vision may be cast by the top leaders, but rarely gets transferred to the people without the “whole-hearted participation of the leaders lower in the organization.” Even though the middle leaders do not always invent the vision, Maxwell reminds the reader that almost always they have to interpret it. To interpret this vision in a way that will ignite people and set them off in the right direction, he says that we must present it with the following: clarity; a connection to the past, present, and future; a purpose; goals; a challenge; stories and a passion.
Maxwell, John. The 360 Degree Leader: Developing Your Influence from Anywhere in the Organization. Thomas Nelson Inc, 2006.
In the book The 360-Degree Leader, the author, John C. Maxwell shows how 99% of all leadership in most organizations takes place in the middle; and then he shares the secrets of how to increase our influence from wherever we are. Maxwell teaches that people who desire to lead from the middle of organizations face unique challenges and are often held back by myths that prevent them from developing their influence. His book, however, sets straight the myths, shows us how to overcome the challenges, and teaches us the skills we need to become an all-around 360-degree leader.
Maxwell teaches us about leading down, and it is more that just getting people to do what we want. He says that it is our attempt to add value to them in any way we can. One principle I feel will be helpful to me to use as a “rule” when working with people, would be his principle to “Transfer the vision.” Maxwell says that as middle leaders, we are the crucial link in the process of transferring what is primarily the vision of others (248). He continues that the vision may be cast by the top leaders, but rarely gets transferred to the people without the “whole-hearted participation of the leaders lower in the organization.” Even though the middle leaders do not always invent the vision, Maxwell reminds the reader that almost always they have to interpret it. To interpret this vision in a way that will ignite people and set them off in the right direction, he says that we must present it with the following: clarity; a connection to the past, present, and future; a purpose; goals; a challenge; stories and a passion.
Maxwell, John. The 360 Degree Leader: Developing Your Influence from Anywhere in the Organization. Thomas Nelson Inc, 2006.
Week Ten – Mistakes Ministers Make – David
Mistakes Ministers Make
Brookhaven Wesleyan Church
I interviewed Pastor John Walton the assistant pastor
March 16, 2009
What are three mistakes a new staffer should avoid making in their first job on church staff?
1. Having a “know-it-all” attitude. Do not come in thinking that you know everything and that you do not need to learn what is new in this church.
2. Not able to manage time. Make sure you do not only heed the flock of the church, and neglect your family.
3. Having an “I-can-do-it” attitude. Do not come in thinking that you can do everything on your own.
Here are some extra blurbs from Pastor John.
•When they do not have a learner’s attitude
•When they get ties up in doing everything
•When they lack sensitivity to people’s feelings
•When they have an attitude of “I am the pastor, I don’t have to do that.”
•When they come in and try to change things too quickly.
-(i.e. let’s no longer use bulletins; let’s only preach from the NKJ version.)
•When they woo Pastors/people to themselves.
•When they come in with no balance in their devotional life, putting work higher than God.
Brookhaven Wesleyan Church
I interviewed Pastor John Walton the assistant pastor
March 16, 2009
What are three mistakes a new staffer should avoid making in their first job on church staff?
1. Having a “know-it-all” attitude. Do not come in thinking that you know everything and that you do not need to learn what is new in this church.
2. Not able to manage time. Make sure you do not only heed the flock of the church, and neglect your family.
3. Having an “I-can-do-it” attitude. Do not come in thinking that you can do everything on your own.
Here are some extra blurbs from Pastor John.
•When they do not have a learner’s attitude
•When they get ties up in doing everything
•When they lack sensitivity to people’s feelings
•When they have an attitude of “I am the pastor, I don’t have to do that.”
•When they come in and try to change things too quickly.
-(i.e. let’s no longer use bulletins; let’s only preach from the NKJ version.)
•When they woo Pastors/people to themselves.
•When they come in with no balance in their devotional life, putting work higher than God.
Week 10 - Thurs. - Josh
3/26 - Thurs
People Work
The most helpful thing that I have begun to practice when working with others is to try and understand them. Understanding creates connections and connections create sympathies. If I can understand where a person is coming form or why they approach a situation the way they do, I then have a foundation to build my interactions with that person on. By seeking to understand the person rather than the position they are taking, I can then find areas were we relate and create a relationship without having to conform or agree with any particular view point or ideas
When we try and understand a person, we start to grow in the process. Our experiences broaden, and we can begin to see a person’s motives behind their choices and reactions. When we start to see others motives we can begin to work together with others productively and in a health environment.
People Work
The most helpful thing that I have begun to practice when working with others is to try and understand them. Understanding creates connections and connections create sympathies. If I can understand where a person is coming form or why they approach a situation the way they do, I then have a foundation to build my interactions with that person on. By seeking to understand the person rather than the position they are taking, I can then find areas were we relate and create a relationship without having to conform or agree with any particular view point or ideas
When we try and understand a person, we start to grow in the process. Our experiences broaden, and we can begin to see a person’s motives behind their choices and reactions. When we start to see others motives we can begin to work together with others productively and in a health environment.
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