The Seven-Day-a-Week Church by Lyle Schaller.
Lyle Schaller has been a mentor of mine for many years. Through his many books I’ve learned a great deal about church healthy and local church leadership. I had the privilege years ago to talk to him one-on-one for twenty minutes. In my mind his two most influential books are The Interventionist, about church consulting, and The Seven-Day-a-Week Church his book on mega-churches. First published in 1992 it holds up well and is still timely in its wisdom. Schaller foresaw the explosion of what he labeled 7 day-a-week churches offering multiple services and ministries designed to meet needs and reach people seven days a week. According to Schaller these churches would offer several services each week. He believed their key would be the strength and vitality of the senior teaching pastor.
Although Schaller did not predict the use of technology in churches or the growing multi-site movement. He did predict the rise of these mega churches and the two keys to their growth: worship & programming. He decries the lack of passion and emphasis on the transformational gospel in American mainline churches that drove its conservative members into evangelical churches. In a striking phrase he calls effective worship “good theater.”
Programming however was the other key ingredient in the growth of the seven-day-a-week church. Schaller was one of the first observers in the North American church to talk about the role of executive pastors. He identified the qualities of an effective Executive Pastor:
• An unreserved Christian commitment
• Character
• Loyalty
• Confidentiality
• Administrative skills
• Ability to oversee staff
• Competence in church finances
• Compatibility with church & community context
• Productivity
• Accountability
• Ability to implement goals
• Credibility (earned)
• Strong but not necessarily big, ego.
Not only is this classic worth a second look, it should be on your bookshelf.
Friday, April 30, 2010
Monday, April 26, 2010
My Dream Home and Churches
Recently my wife and I purchased our dream home. We had been looking for a couple of years but the timing hadn’t been right. Suddenly things moved quickly----like God often does when things are right: tax incentives for new homes made the market a once in a lifetime opportunity, my father-in-law at nearly 82 expressed a readiness to live with us and then we found the right house at the right price. So we made an offer, negotiated and closed on the loan. We’ve been in the house for a month now. And there are at least two things I have learned through this that can aid churches and their leaders:
The first is when we moved from our old house (we’d lived there nearly eight years) we de-cluttered. As we packed for the move of just four miles, we threw away, gave away and made numerous trips to the city dump. We gave away clothes, toys, sports equipment and a couch. We lightened our load. We got rid of stuff we didn’t need any more. During the moving process I thought churches need to do the same. How many programs and ministries don’t work effectively now? How many are just hanging on? It’s time to bury some things in our churches that don’t work any longer. They consume resources and energy that could be channeled into ministries that reach and disciple people. I am reminded of what Jesus said, “be as wise as serpents and innocent as doves.” (Matthew 10:16). Where does your church need to de-clutter?
The second lesson learned is that we upgraded. Formica countertops were standard in kitchens fifteen years ago: now granite and custom cabinets are the norm. My wife told me the border in the bathroom needed to go. We also needed an electrician to do some work to make our new home more computer friendly. So we hired a contractor and upgraded our new home. We’re not done yet. In fact we may never be. But we’re off to a good start. Churches need to upgrade facilities, ministries and programs. For several years I visited a couple of hundred churches in west Texas for a Christian publisher and I can say that nearly every church I visited need to upgrade something. Whether it was property related, a struggling ministry or an upgraded ministry approach. At Noble Leadership Ministries we’re taking a fresh look at our ministry, services and products. I’m making my list. What’s on your list? What does your church or ministry need to upgrade? Let me know. Email me at mike@nobleleadershipministries.com. Let the conversation begin!
The first is when we moved from our old house (we’d lived there nearly eight years) we de-cluttered. As we packed for the move of just four miles, we threw away, gave away and made numerous trips to the city dump. We gave away clothes, toys, sports equipment and a couch. We lightened our load. We got rid of stuff we didn’t need any more. During the moving process I thought churches need to do the same. How many programs and ministries don’t work effectively now? How many are just hanging on? It’s time to bury some things in our churches that don’t work any longer. They consume resources and energy that could be channeled into ministries that reach and disciple people. I am reminded of what Jesus said, “be as wise as serpents and innocent as doves.” (Matthew 10:16). Where does your church need to de-clutter?
The second lesson learned is that we upgraded. Formica countertops were standard in kitchens fifteen years ago: now granite and custom cabinets are the norm. My wife told me the border in the bathroom needed to go. We also needed an electrician to do some work to make our new home more computer friendly. So we hired a contractor and upgraded our new home. We’re not done yet. In fact we may never be. But we’re off to a good start. Churches need to upgrade facilities, ministries and programs. For several years I visited a couple of hundred churches in west Texas for a Christian publisher and I can say that nearly every church I visited need to upgrade something. Whether it was property related, a struggling ministry or an upgraded ministry approach. At Noble Leadership Ministries we’re taking a fresh look at our ministry, services and products. I’m making my list. What’s on your list? What does your church or ministry need to upgrade? Let me know. Email me at mike@nobleleadershipministries.com. Let the conversation begin!
Tuesday, April 20, 2010
What I Learned from the Church Lady
Well, no she wasn’t really the church lady from the ‘80s Saturday Night Live skit but she did remind me of the Dana Carvey character. We recently bought a new home and one morning, while working from home an older lady knocked on our door. When I opened the door, she walked right in, saying, “Hi, I’m ____ and I’ve been visiting new residents for 25 years!” Before I could explain to her that we’d lived here eight years she was into her well-honed and well rehearsed speech. She gave me information about the best doctors and dentist in our area. Before I could get a word in edgewise, I was learning all about our local symphony and museums. She had her speech down and nothing, including me was going to slow her down.
After she was done, the longest fifteen minutes of my life, I finally got her out the door. Later I learned that she worked for a group of doctors, dentists and local businesses to promote them to newcomers. And nothing is wrong with that practice. It’s called direct marketing.
At dinner that night I retold the incident to my wife. We had a good laugh about my encounter with the woman and how she reminded me of the church lady. Funny thing about the church lady is that she was clueless. She had her views. She wouldn’t listen. She had her speech down and nobody was going to stop her.
Reflecting on those lost fifteen minutes I was reminded of how my denomination has done evangelism training. Starting out in ministry in the 1980’s I’ve been through “The Four Spiritual Laws,” Evangelism Explosion and Continuous Witness Training (CWT). Each time I learned a new gospel presentation it was awkward. It felt canned. It felt like a speech. It was not until I had personalized and internalized the material, without compromising it, that I could share my faith naturally. Unfortunately some don’t get it. They continue to peddle their message whether it’s about local doctors or heaven forbid the Gospel. Please don’t misunderstand me, I am thankful for the training in evangelism I have received. But don’t just learn it----internalize and personalize it-----and most important----share it NOW!
After she was done, the longest fifteen minutes of my life, I finally got her out the door. Later I learned that she worked for a group of doctors, dentists and local businesses to promote them to newcomers. And nothing is wrong with that practice. It’s called direct marketing.
At dinner that night I retold the incident to my wife. We had a good laugh about my encounter with the woman and how she reminded me of the church lady. Funny thing about the church lady is that she was clueless. She had her views. She wouldn’t listen. She had her speech down and nobody was going to stop her.
Reflecting on those lost fifteen minutes I was reminded of how my denomination has done evangelism training. Starting out in ministry in the 1980’s I’ve been through “The Four Spiritual Laws,” Evangelism Explosion and Continuous Witness Training (CWT). Each time I learned a new gospel presentation it was awkward. It felt canned. It felt like a speech. It was not until I had personalized and internalized the material, without compromising it, that I could share my faith naturally. Unfortunately some don’t get it. They continue to peddle their message whether it’s about local doctors or heaven forbid the Gospel. Please don’t misunderstand me, I am thankful for the training in evangelism I have received. But don’t just learn it----internalize and personalize it-----and most important----share it NOW!
Wednesday, April 14, 2010
Is the Age of 'Possibility Thinking' Over ?
According to several press reports the Crystal Cathedral in Garden Grove, California is tens of millions of dollars in debt and maybe on the verge of bankruptcy. The founding pastor, Robert H. Schuller Sr. is 83 years old and well-known for his books on possibility thinking and the television program, “The Hour of Power.” And these bankruptcy reports are only the latest in a series of negative events impacting the church over the last few years.
A couple of years ago Schuller, in essence, fired his son, Robert Schuller Jr. as pastor and his self-appointed successor. The Southern California megachurch’s current leader is Shiela Schuller Coleman, daughter of Robert H. Schuller Sr., the founding pastor. Earlier this year the church closed a church campus in Rancho Capistrano. And in recent weeks it has put various properties up for sale, laid off employees, and cancelled its Easter pageant. The church has also scaled back its “Hour of Power” broadcasts, which are viewed by millions worldwide.
According to the Orange County Register the church is behind on payments to nearly 200 vendors. A lawsuit by three businesses including an equipment financing company and two television stations claim the church owes them more than $2 million for services rendered. In a meeting with its creditors the church asked for 90 days to resolve the financial issues. The meeting by all reports was civil and a committee was formed by vendors and creditors to “insure each creditor is treated equally when funds become available.”
The church is at a tipping point. Can it solve its current problems? Can it continue? And if so on what scale? These are the questions that many church leaders around the country are asking. But they are the wrong questions.
The right question, one that every church in America should ask, is “How did it get to this?” The answers are legion: changing demographics, entrenched ministries, etc. etc. The answer is obvious: a failed transition at the top. We don’t know what truly transpired between father and son. But whatever it was didn’t work. And that is why every church should go to school on how things play out at the Crystal Cathedral.
Pastor, is your church ready to effectively continue on after you’re no longer their leader? Are the people and processes in place to carry on? It’s an important question. Several well known churches in my denomination (Southern Baptist) have struggled over the issue (First Baptist Dallas and Bellvue in Memphis just to name two). The struggle for survival and solvency at the Crystal Cathedral is worth watching and worth learning from.
Last year as part of a national research project I met a west Texas pastor twenty years into a church ministry he started. Although he was on the north side of fifty five he was still active, fit and still had the fire in the belly. Yet a part of our conversation was about his planned transition from senior pastor to another less visible role. He knew they needed to do it, for himself and the church. He and his elder board were beginning the process. God Bless them for it. And may God bless the Crystal Cathedral as they struggle through it.
A couple of years ago Schuller, in essence, fired his son, Robert Schuller Jr. as pastor and his self-appointed successor. The Southern California megachurch’s current leader is Shiela Schuller Coleman, daughter of Robert H. Schuller Sr., the founding pastor. Earlier this year the church closed a church campus in Rancho Capistrano. And in recent weeks it has put various properties up for sale, laid off employees, and cancelled its Easter pageant. The church has also scaled back its “Hour of Power” broadcasts, which are viewed by millions worldwide.
According to the Orange County Register the church is behind on payments to nearly 200 vendors. A lawsuit by three businesses including an equipment financing company and two television stations claim the church owes them more than $2 million for services rendered. In a meeting with its creditors the church asked for 90 days to resolve the financial issues. The meeting by all reports was civil and a committee was formed by vendors and creditors to “insure each creditor is treated equally when funds become available.”
The church is at a tipping point. Can it solve its current problems? Can it continue? And if so on what scale? These are the questions that many church leaders around the country are asking. But they are the wrong questions.
The right question, one that every church in America should ask, is “How did it get to this?” The answers are legion: changing demographics, entrenched ministries, etc. etc. The answer is obvious: a failed transition at the top. We don’t know what truly transpired between father and son. But whatever it was didn’t work. And that is why every church should go to school on how things play out at the Crystal Cathedral.
Pastor, is your church ready to effectively continue on after you’re no longer their leader? Are the people and processes in place to carry on? It’s an important question. Several well known churches in my denomination (Southern Baptist) have struggled over the issue (First Baptist Dallas and Bellvue in Memphis just to name two). The struggle for survival and solvency at the Crystal Cathedral is worth watching and worth learning from.
Last year as part of a national research project I met a west Texas pastor twenty years into a church ministry he started. Although he was on the north side of fifty five he was still active, fit and still had the fire in the belly. Yet a part of our conversation was about his planned transition from senior pastor to another less visible role. He knew they needed to do it, for himself and the church. He and his elder board were beginning the process. God Bless them for it. And may God bless the Crystal Cathedral as they struggle through it.
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