The Jolt That Jump Started the Momentum

Have you ever had one of those days where you dream about the future?

Maybe you had one of those moments talking with a trusted friend where the conversations turns to what could be and your heart starts to beat a little faster. You mind races as you bounce back and forth imagining what life would be like if we could just ______________. 


Unfortunately, as I’ve talked with pastors and church leaders, I’ve noticed one huge, discouraging problem! 


This problem plagues both organizations and individuals. 

Jolt that jump started.png

If you’re like me, the decade markers of our lives tend to be the moments when we evaluate our progress to date. Some people have panic attacks, others have a mid-life crisis. I landed somewhere in between. I was having a fair amount of success in my job (not in the church) but wasn’t having the kind of impact I had always imagined my life would have. I was working hard, enjoying my life but I wasn’t making any progress towards anything that remotely resembled my “life’s work”. My own life was plagued with the same, huge, discouraging problem. 


So, what was the huge problem I saw?


The problem can actually be separated into two equally important parts.


1. No clear, actionable plan to move toward the dream. 

More often then not, the dream of the future is much clearer than the steps to get there. That’s probably because dreaming is the easier part. Working out an actionable plan means working through a truckload of variables. It requires the ability to uncover what’s most important and which steps require priority. It requires a clear understanding of the current situation, as well as, what’s happened in the past. 

It commonly requires some type of change management, which undoubtedly requires conviction and focused energy. 

Teams need more than emotional enthusiasm; they need solid planning and strategy that empowers and executes the vision.
— Tony Morgan

That potential for conflict can stop any sort of actionable plan dead in its tracks. 

An aggressive actionable plan requires an appropriate amount of tolerance for risk and ambiguity, matched with the right timing, level of details, understood variables and defined tasks. None of which all come naturally to one person and therefore require some level of healthy conflict. 


2. No jolt, to break you from your current reality.

A jolt is most often the required ingredient for teams to overcome the fear of conflict.  That event that can serve as a catalyst to open the planning process and present the need for immediate action. 

Better yet, an external guide to help the process can help the team move beyond personalities. An outsider, who doesn’t, as they say, have a horse in the game can provide an unbiased focal point for your discussion and planning.  

A couple of years back, our church hit a turning point by going through this exact type of process. We hired an outside organization to walk us through a process that would point us toward a much clearer path moving forward. Starting with a two-day offsite (a jolt) we spent the following year moving through a clear actionable plan. Not only did we have a map to follow, we now had a taste for clarity and focus.  


Why I became StratOp certified.


That experience is precisely why I became StratOp certified. It has always been a passion and a calling of mine to help those I care about find clarity and purpose in what they do. The StratOp process provided the clarity and longevity to accelerate that impact. It’s why I now offer a Lead Forward process based on the Strategic Operating plan pioneered by the Paterson Center over the last 30 years. 


Leading forward to the dream and vision you have for your church’s future means is what you were meant to do. Don’t stay still and grow stale, jump forward and lead your church to the next level. 

You Can't Just Tell Me Why

We speak with passion. We want to inspire our audience to grow.

We want the church to be the hope of the world, but we aren’t giving them a fair chance. 

It's easy to just go to church, to just enjoy the exercise. But if we want our people do more than just go to church we have to give them the tools to be the church. 

We have to give them the tools to be the church.

For example, you can't just tell people to read their Bible. Sure, that tells them what they need to do, but it’s not enough. 

You can't just tell people to read their Bible and then why it’s important to do so. Sure, you will have told them what they need to do, and you will have convincingly persuaded them to understand the value that it can bring to their life, but that's still not enough. 

That’s telling, it isn’t teaching. 

My dentist can tell me I need to floss, he can even show me what happens if I don’t floss, but if he didn’t teach me how to floss he wouldn’t really be helping. 

In order for us to completely equip our people to be the church, we have to first to tell them what scripture is instructing them to do. Then we’ve got to sell them on why it’s important. But what’s most crucial is that we also tell them how to do it. We need to give them the skills necessary to implement it. 

So, before you finish writing your next sermon, ask of it these three questions:

  1. What am I asking them to do?
  2. Why should they do it? 
  3. What skills do I need to teach them, to equip them to achieve it? 

If the church is going to be the hope of the world, we’ve got to give them the tools and the skills to be the church.