Cbf fellows session_1 copy

CBF  Fellows  

Session 1 August  20-­‐23,  2012  

Faculty Introductions

•  Terry Hamrick •  Ka’thy Gore Chappell •  Bill Wilson •  Beth Kennett • Chris Gambill

The  Coopera9ve  Bap9st  Fellowship  

Who We Are

CBF  is  a  fellowship  of  Bap9st  Chris9ans  and  churches  who  share  a  passion  for  the  Great  Commission  of  Jesus  Christ  and  a  commitment  to  Bap9st  principles  of  faith  and  prac9ce.    

What We Do

Help  you  and  your  church  find  where  your  God-­‐given  passion  and  God’s  mission  meet.      Because  at  that  holy  intersec9on,  lives  are  changed.  

Our Vision and Mission

Our Vision Being the presence of Christ in the world Our Mission Serving Christians and churches as they discover and ful!ll their God-given mission

Our Core Values

•  Baptist Principles •  Biblically-based

Global Missions •  Resource Model •  Justice and

Reconciliation •  Lifelong Learning

and Ministry •  Trustworthiness •  Effectiveness

How We Partner

The  Fellowship  partners  with    •  15  theology  schools/seminaries  with  combined  enrollment  of    about  2,000  students.    

•  More  than  600  CBF-­‐endorsed  chaplains  and  pastoral    counselors  serving  in  various  seMngs.  

•  150  global  missions  partners    •  Bap9st  iden9ty  partners  

About Us

The Fellowship has a paid staff of about 50 employees plus more than 135 field personnel who serve worldwide. The Fellowship is based in Atlanta, partnering with 18 state and regional CBF organizations that have combined budgets of more than $3 million.

MISSION

CORE VALUES

Congregationally-­‐Based  Client-­‐Centered  Approach  

Thought  Leaders  Flexible  and  Responsive  Multiple  Ministries  Sustainable  Ministry  

VISION Will  be  the  premier  thought  leader  and  the  provider  of  resources  and  services  for  healthy  faith  leaders  and  faith  communities.  

Opening  doors  to  hope  and  wholeness  with  faith  communities,  lay  leaders  and  clergy.  

Center  for  Congregational  Health®  

At  the  center  of  the  Center?  

www.healthychurch.org  

Our  Primary  Ministries    

•  Intentional  Interim  Training  •  Coaching  and  Coach  Training  •  Consulting  &  Consultant  Training  •  Leadership  Development  •  Spiritual  Formation  

Quick  Facts  •  FY11,  the  Center  provided:  

•  coaching  for  540  clients  •  consultation  for  180  faith  communities  •  educational  events  for  524  individuals  

•  Since  1992,  the  Center  has:  •  worked  in  44  states  •  assisted  ministry  in  4  foreign  countries  •  served  19  denominations  

Fellows  Introduc9ons  

•  Write  your  name  on  a  tent  card  •  Share  in  your  group:  

– Three  basic  facts  about  themselves  – Something  that  excites  you  about  being  a  Fellow  

•  Close  in  prayer  with  the  members  of  your  small  group  

Influences on Leadership Development

Discussion Questions

•  Find a partner you do not know well and share your answers to these questions: •  Who is an example for you of good

leadership? What do you learn from this example?

•  Who is the “best” leader in your church? What do you learn from this example?

Group Norms

•  Individual  reflec9on,  (Learner  Guide,  p.  11)  •  Prepare  to  share  with  the  large  group  

Metaphor Maps of Our Lives

•  Draw a picture of “your life” with its opportunities and challenges

•  Artistic ability will not be penalized •  Everyone will share their map and

interpret it for the group •  (3 minute time limit!)

Learning Goals

What do you hope to learn through Young Leaders?

Leadership in Action Simulation Exercise

SESSION  1,  DAY  2  

Analy9cal  Bible  Study  

•  Genesis  37:1-­‐10  •  Learner  Guide,  p.  17  

Architecture for Leadership Development

Responsibility for Program Design

•  The old way: •  A chain from denomination to congregation

•  The new way: •  A web (network) linking congregation to

congregation

Sources for Leadership Training

•  My Way

•  Our Way

•  In Theory

•  Your Way

Architecture of Leadership

!

The Value of Architecture

•  Assessing your needs as a leader •  Assessing programs and activities you

lead or engage it

The  Three  “M’s”  

What makes a good leader?

Brainstorming and discussion

The best leaders are . . .

•  Emotionally mature •  Spiritually centered •  Well timed •  Not needing to always be in charge •  Convinced leadership is about

contribution, not position

What do leaders do?

Clarify Mission •  Set the target •  Focus on the end •  Establish the

vision

What do leaders do?

Raise Morale •  Relationships are

important •  Relationships

provide energy to power the church

•  The spirit of the church indicates morale

What do leaders do?

Model the Way •  Walk the talk •  Exhibit integrity

People Need Leaders to exhibit . . .

•  Clarity

•  Concern

•  Consistency

Bifocals: A dual perspective approach •  Examine Yourself

•  Examine Your Context

Self Care for the Minister

Clergy Self-Care

What Stresses You?

•  Discuss  in  your  group:  – What  are  the  stresses  in  your  family?  – What  are  the  stresses  in  your  work?  – What  are  the  stresses  in  other  key  rela9onships  (colleagues,  etc.)?  

Sources of stress

•  Expectations vs reality •  Unclear boundaries •  Uncompleted tasks •  Workaholism •  Peter principle •  Intangibility •  Identity confusion •  Few perks

•  Multiples roles •  Conflict •  Interruptions •  Seriousness •  Playing it safe •  Admin overload •  Loneliness •  Others?

Stress  Inventory  

Learner  Guide,  p.  29    

How much stress is right for you?

To Little Stress

Creative Stress

Too Much Stress

Rust Out

Stress Threshold

“Over” Stress

IS •  over use of adjustment •  too much novelty, flux,

or change

RESULTS IN •  loss of perception •  loss of options •  regression to infantile

behavior •  fatigue and depression •  physical illness

Stress Responses

•  Fight/Flight •  Adrenaline is pumped into body •  Sugar and cholesterol are emptied into the

system •  The body is ready for action

How  do  you  manage  stress?  

•  Complete  the  worksheet  in  the  Learner’s  Guide,  p.  31  

Strategies to Manage Stress •  Spiritual Formation - practice of the disciplines

of prayer and worship •  “Letting Go” Techniques: biofeedback,

meditation, yoga •  Support Group or Network •  Regular and Vigorous Exercise •  Routes to Detachment: get your mind off of

work with a hobby, etc. •  Monitor Intake of food and ideas

Burnout

The Disease of the Overcommitted

Burnout

IS •  over use of your

listening and caring capacities

•  too many needy people; too much responsibility

RESULTS IN •  physical and emotional

fatigue •  cynicism •  disillusionment •  self-depreciation

Focusing  on  Burnout  

•  Compete  the  inventory  in  the  Learner’s  Guide,  pp.  33-­‐41  

How  do  you  prevent  burnout?  

•  Complete  the  worksheet  in  the  Learner’s  Guide,  p.  42.  

Strategies to Manage Burnout

•  Spiritual Formation •  Time Out: daily, weekly, yearly •  Trusted Supervision •  Coaching •  Exercise regimen •  Other strategies?

Self-care: Polarity Management

Barry Johnson and Roy Oswald

What  is  a  polarity?  

•  An  issue  with  two  “poles”  •  Things  that  seems  mutually  exclusive  but  actually  require  both  for  success  – Breathing  in  and  breathing  out  – Rest  and  work  – Others?  

Care for Others Care for Self

- -

+ +

Care for Others Care for Self

+ +

- -

Care for Others Care for Self

+ +

- -

Spiritual self-care

Practicing what you preach

Leadership and Time

What  demands  your  9me?  

•  Think  about  the  demands  that  compete  for  your  9me.    

•  Complete  the  worksheet  in  the  Learner’s  Guide,  p.  48.  

Time and Ministry

•  Working for a congregation is a “total life” experience •  Family, work, and play blend together

•  Time is valued differently •  Time is money for most of the world •  In congregations, time often has little value •  In reality, we often live in both worlds

Evaluating Your Use of Time

SUN MON TUE WED THU FRI SAT

Worship

Worship

Staff Meeting and Office Hours

Hospital Visitation and/or Office Hours

Hospital Visitation and/or Office Hours

Hospital Visitation and/or Office Hours

Sermon Preparation

Sermon Preparation

Prayer Meeting

Committee Meeting

Member Visitation

Office Hours

Office Hours

UNITS OF TIME – CHART AND SUMMARY

• Each major section of the day is a unit - morning, afternoon, evening • A full time job is 10 units; ministers usually work 12-14 units • An ‘X’ indicates personal time off; at least 7 blocks for personal time, including at least 3 consecutive blocks . • Use units as a measure of how much you are willing to work and compute compensation on a percentage of the units compared with a full time minister

X

X Office Hours

X

X X

X

X

Manage Your Units of Time

•  Ministers typically work 12-14 units •  Block at least 7 units for personal time •  Block 3 consecutive units off each week •  Practice stewardship by not over-

functioning in the congregation

SUN MON TUE WED THU FRI SAT

UNITS OF TIME – WORKSHEET

To  create  a  Personal  Mission  Statement:  

www.franklincovey.com/msb  

© 2004 FranklinCovey 65

Key  Ques9ons  

•  Which  ac9vi9es  support  what  mafers  most  to  me?  

•  How  do  I  stay  focused  on  what  mafers  most?  

© 2004 FranklinCovey 66

Life  Management  Quadrants  

© 2004 FranklinCovey 67

•  Study for tomorrow’s exam.

•  Pay overdue cell-phone bill.

•  Work on project due today.

•  Visit a roommate or family member who has been in in an accident.

•  Go on a date with a friend.

•  Work on an essay due in 30 days.

•  Call home.

•  Visit with academic advisor.

•  Engage in idle conversations.

•  Respond to all instant messages.

•  Respond to all phone calls.

•  Spend time on trivial questions.

•  Engage in too much TV, Web surfing or video games.

•  Engage in time-wasters.

•  Become absorbed in escape activities.

•  Procrastinate.

The  Bermuda  Triangle  of  Time  

© 2004 FranklinCovey 68

Saying  Yes  and  No  

© 2004 FranklinCovey 69

Yes

No

Learning about you

The WorkPlace Big Five

Big Five Supertraits and Subtraits

“Every  individual  nature  has  its  own  beauty.”  

-­‐-­‐Ralph  Waldo  Emerson  

Where  did  the  Big  Five  model  originate?  

Big  Five  Development  1933-­‐1968  

•  Louis  Thurstone’s  address  to  1933  APA  mee9ng  – 18,000  words  in  English  – A  befer  way?  

•  Gordon  Allport  (1936)  4,500  words  •  Ernest  Tupes  and  Raymond  Cristal  (USAF  1961)  

Big  Five  Development:  1968-­‐1981  

•  Walter  Mischel,  Personality  and  Assessment  (1968)  

•  1970’s:  Personality  Psychology  in  Exile  – Behaviorists  in  Charge  

Big  Five  Development:  Technology  

New  Computers,  Programs,  Factor  Criteria  •  1968  =  SPSS  Solware  for  mainframes  •  1977  =  Apple  microcomputer  available  •  1981  =  IBM  PC  available  •  1984  =  SPSS  solware  for  IBM  •  1984  =  Macintosh  computer  •  1990  =  SPSS  solware  for  Macintosh  

Big  Five  Development:  1985-­‐present  

•  Paul  Costa  &  Robert  McCrae  (1985)  add  A  &  C  to  earlier  NEO  (1976)    

•  Howards  write  and  publish,  The  Owner’s  Manual  for  Personality  at  Work  (Bard  Press,  ©  2001)  

•  Howards  launch  The  WorkPlace  Big  Five  ProFile  ™  (2001)  

How  do  we  know  the  Big  Five  model  is  valid?  

Who  endorses  the  Big  Five  model?  

•  The  psychological  community  has  reached  “near  consensus”  on  the  model’s  validity  

•  Digman  and  Inouye  (1986,  p.  116)  call  it,  “a  finding  consistent  enough  to  approach  the  status  of  law.”  

How  much  can  we  trust  the  model?  

•  Consistency  of  measurement:  Reliability  =  .9  •  Validity:  It  can  predict  future  performance  •  Global  applicability:  Valid  in  English,  Spanish,  Italian,  German,  Portuguese,  Dutch,  Chinese,  Japanese,  Korean,  Hebrew,  Turkish,  Shone,  Finnish,  Swedish,  Czech,  Polish,  Russian,  French,  Norwegian,  Hungarian,  Icelandic,  and  Taiwanese.  

What  about  the  MBTI?  

•  16  “Types”  lack  construct  validity  •  Preferences  are  actually  a  con9nuum  •  Original  validity  studies  can’t  be  replicated  •  Reliability  is  low  (inconsistent  results)  •  Vague  terminology  supports  the  Forer  effect  (personal  valida9on  fallacy)  

Where do we get our personalities?

Nature – Nurture Summary

____% Inherited ____% Environmental ____% Other:

•  Emergenesis (Epistasis)....(i.e., chance) •  Maturational differences (need situation to bring out trait) •  Natural self submerged (from fear, ambition, etc.)

•  By six years of age, broad personality traits are apparent.

Nature – Nurture Summary

60 % Inherited 20 % Environmental 20 % Other:

•  Emergenesis (Epistasis)....(i.e., chance) •  Maturational differences (need situation to bring out trait) •  Natural self submerged (from fear, ambition, etc.)

•  By six years of age, broad personality traits are apparent.

Continuums

•  A scale, not a “yes-no” measurement •  Measures by gradient or degrees •  End points of a scale:

Higher likelihood of exhibiting characteristics or behavior

•  The closer to the middle of the scale, more likely to exhibit a combination of characteristics or behaviors

Introduction to the WorkPlace Big Five ProFile™ Continuum 7% 24% 38% 24%

7%

0 25 -- 35 - 45 = 50 = 55 + 65++ 75 100

Low Range High Range Mid Range

What are the Big Five Supertraits?

N: Need for StabilityThe degree to which we respond to stress

--(7%) - (24%) = (38%) + (24%) ++(7%)

N: Need for Stability

0-35 36-45 46-55 56-65 66-100

Resilient (N-) Responsive (N=) Reactive (N+)

Estimate where you think you scored on this supertrait

E: ExtraversionThe degree to which we tolerate sensory stimulation from people/situations

--(7%) - (24%) = (38%) + (24%) ++(7%)

E: Extraversion

0-35 36-45 46-55 56-65 66-100

Introvert (E-) Ambivert (E=) Extravert (E+)

Estimate where you think you scored on this supertrait

O: OriginalityThe degree to which we are open to new experiences/ways of doing things

--(7%) - (24%) = (38%) + (24%) ++(7%)

O: Originality

0-35 36-45 46-55 56-65 66-100

Preserver (O-) Moderate (O=) Explorer (O+)

Estimate where you think you scored on this supertrait

A: AccommodationThe degree to which we defer to others

--(7%) - (24%) = (38%) + (24%) ++(7%)

A: Accommodation

0-35 36-45 46-55 56-65 66-100

Challenger (A-) Negotiator (A=) Adapter (A+)

Estimate where you think you scored on this supertrait

C: ConsolidationThe degree to which we push toward goals

--(7%) - (24%) = (38%) + (24%) ++(7%)

C: Consolidation

0-35 36-45 46-55 56-65 66-100

Flexible (C-) Balanced (C=) Focused (C+)

Estimate where you think you scored on this supertrait

Your Personal Big Five Feedback Report

Page 1

Displays your scores on the

Big Five

Supertraits

Page 2

Displays your scores

on the Big Five

Supertrait & 4 Subtraits

for N: Need for Stability

Page 3

Displays your scores

on the Big Five

Supertrait & 6 Subtraits

for E: Extraversion

Page 4

Displays your scores

on the Big Five

Supertrait & 4 Subtraits

for O: Originality

Page 5

Displays your scores

on the Big Five

Supertrait & 5 Subtraits

for A: Accommodation

Page 6

Displays your scores

on the Big Five

Supertrait & 5 Subtraits

for C: Consolidation

Page 7

Composite Page

Displays your scores

on the Big Five

5 Supertraits &

24 Subtraits

Understanding Your Traits

Big Five Line-ups & Explorations

Need for Stability Exercise

•  You have just picked up the telephone in your office to hear the angry voice of one of your congregation leaders asking, "Why have you not been to visit Mary Smith? She’s at the point of death in the hospital and the family needs you! They thought you would have been there an hour ago!”

•  Thoughts/Feelings: •  Plans to deal with this issue:

Extraversion Exercise

•  You have just been told that your congregation wants to honor you. To do so, they want you to plan an event to honor yourself.

•  With the other people in your group, plan out what you consider to be the perfect way for the congregation to honor you. •  Expense is no object. •  The size of the event, who’s invited, the location, the

format to honor you, etc., are all strictly up to you. •  You must make plans; you may not donate the money.

Originality Exercise

•  Your group has just been given an object. Your task is to thoroughly describe the object until time has been called.

•  List everything that is said by anyone in your group during the time allowed.

•  Keep your voices low so other groups can’t overhear you •  Record every single comment made in your group

Accommodation Exercise

•  You are part of a 7-member staff team that has been invited by a congregation member to participate in a week-long conference at a very posh resort. Everyone has been very excited about the upcoming trip. Unfortunately, one week before the event is to begin, the sponsor has announced that the cost is more than they anticipated and only 5 of the 7 team members may now attend the conference. What will you do?

•  Record all your team responses in the order that you discuss them.

Consolidation Exercise

•  It is late afternoon at the end of the week and you are trying to finish your sermon. You only have two hours left because of other commitments. You are about half finished, and you probably need no more than one hour to complete it. The deacon chair comes to you and says, “The vice- chair and I need to talk to you about the meeting next Monday night. I know this is sudden but both of us are going out of town tomorrow, and we need to do it now. Can you meet with us?”

•  List your group’s responses to this request and the reasons for your responses.

Which of your Supertraits help your ministry the most?

•  How do your supertraits help or hinder you in performing your ministry?

•  Do you feel your scores are too high or too low?

•  Work with a partner to brainstorm compensation strategies to address your needs: •  Support, develop or compensate

Utilizing the Big Five

•  What do you think is the biggest strength that you bring to your ministry?

•  In what area do you need help from others to work more effectively?

Jesus, Paul and the Big Five

•  How would you score Jesus on the Big Five?

•  How would you score Paul on the Big Five?

Comparison of Two Individuals--Factors Only

44

53

71

49

49

57

47

62

41

54

10

20

30

40

50

60

70

80N

O

CA

E

Jesus Paul

Day 4

Our Primary Ministries

•  Intentional Interim Training •  Coaching and Coach Training •  Congregational and Staff

Consultation •  Leadership Development •  Spiritual Formation

Coaching

Goal: To help individuals to

recognize their strengths and weaknesses, discover their dreams, and set the goals and steps to realize them

Sample Coaching Design

•  Client matched with trained coach •  Coach listens, observes, and customizes

approach to individual client needs •  Client maintains responsibility for

outcomes they seek •  Two, 1-hour confidential telephone

meetings per month

Dawn Hall Administration

Coordinator

Robin Danner Events Coordinator

Support Staff

The Talking Chair

•  Complete  the  worksheet  in  the  Learner’s  Guide  on  p.  78  

•  Prepare  to  share  your  commitments  with  your  table  group  and  the  faculty  

Assignments

•  LPI 360 •  Read Difficult Conversations by Stone,

Patton and Heen •  Leading Change, by John Kotter •  Prepare a brief case study about a

congregational conflict you have experienced or observed

Closing worship