The general theme for this year’s BGCO Sunday School Clinic training is “Nothing Less,” based on Colossians 3:17. The goal is to encourage small group leaders to give their best to God. This necessarily means that we must not settle for comfort and convenience. Our best involves sacrifice and service. If there is no outreach and no multiplication strategy involving developing new leaders and starting new groups in a small group, “nothing less” is only a slogan. Let’s give an uplifting challenge to pastors to give their all to their Sunday Schools because what happens in those small groups has eternal consequences.

Building Your Leadership Pipeline Moving From Doer to Developer…and Beyond

Something has to happen in you before it happens in your ministry SAY, “Something has to happen in you first before it can happen in your ministry. If nothing changes (in you and your leadership), then nothing changes (in your ministry). That’s a very general statement, bordering on the obvious to some, so let me clarify what I mean." If nothing changes (in you), then nothing changes (in your ministry)

Discussion What are some of the things you did when you became in ministry? Which of those things are things you need done now in your ministry? Invite pastors to think back to when they first began in ministry. ASK, “What are some of the things you did? Share some with the person next to you." List response on white board or an easel pad. ASK, “Which of things are things you need done now in your ministry? What are some things that you need to see more of (or maybe just begin to see)?" Typically there are many common things in each of those lists. Ministry has changed over the years but the basics remain the same.

How Did Jesus Develop Leaders? STATE, “2,000 years ago Jesus showed how to develop leaders. As a carpenter (a trade which except for the invention of power tools have basically remained the same), He would have learned that trade in a similar fashion to how He grew leaders for the kingdom of God.” How Did Jesus Develop Leaders?

I do, you watch, we talk I do, you help, we talk You do, I help, we talk You do, I watch, we talk You do, someone watches, the two of you talk…while I start the process all over again with someone else Walk through each point of the model. Make sure that listener grasp two important details: the conversation following a leadership encounter is crucial AND the process is highly relational.

FACT ABOUT LEADERSHIP DEVELOPMENT Point out that the data on leadership development reveals that, when asked about the one factor that most impacted their growth as a leader, 70% of those polled said, “An opportunity.” STATE, “In other words, no one ever truly grows as a leader without an assignment that gives them the opportunity to apply the concepts they have learned.” 70% of leaders surveyed point to “an assignment” as the defining moment in their growth as a leader

Doer Delegator Demonstrator Developer ASK, “So what kind of shift needs to take place for someone to begin to implement this model of leadership development? What has to happen for you to begin to see those things taking place?” After some response, SAY, “You have to make a shift as a leader. And it goes like this…:” (DOER to DEMONSTRATOR to DELEGATOR to DEVELOPER) ASK, “What new skills are needed for each of these? Which are the same? Which are different?” Observe that the story of most people in ministry is to start out as a doer, demonstrating great zeal for the things of God. Because of that commitment, people in the church affirm that and insert such a person in a leadership position. STATE, “But, to draw upon an analogy from sports, not every great player winds up a great coach. And some so-so players become fantastic coaches.” ASK, “What keeps us from being a good delegator/demonstrator? What keeps us from being a good developer?” STATE: “Okay, let’s assume that you can make this shift internally, what then?”

Something has to happen in you before it happens in your ministry Point out that convictions have to become constructs, i.e., they have to take some organizational form and strategy. SAY: “A leadership pipeline—a plan for developing leaders—is a construct.” If nothing changes (in you), then nothing changes (in your ministry) Leadership development involves convictions and constructs

Stop thinking about leadership in a linear fashion and begin thinking of it as a pipeline ASK, “What makes a pipeline different from just an assembly line (linear approach)?” (At points along the way, there must be a change of direction.) Observe that developing your leaders for Sunday School is not simply filling a peg board bur rather is developmental, which each level building on the next level. Note that not everyone will continue to move through the pipeline because not everyone will possess the qualities and skills, nor will they be able to meet the expectations you have for each ministry role. If leadership development in your ministry isn’t a pipeline, then it may just be a pipe dream Give people a map, not a menu

What must be defined at each level? Qualities (character) Skills (competencies) Expectations (criteria) Duties Introduce what must be defined at each level in the leadership pipeline for SS (you’ll come back to it in the next slide)

Doer Delegator Developer Demonstrator Point out that not only must there be a shift in your role (hopefully you have already made the shift we discussed earlier) but also in the person who leads your overall Sunday School (director/staff member) as well as Division leaders/directors (adult, student, children, preschool). Make the case that to move through the progression and development from doer to demonstrator to delegator to develop is what it means to be a director. YOU WON’T BE ABLE TO TAKE ANYONE ANYWHERE YOU HAVEN’T GONE YOURSELF! SAY, “A leadership pipeline must be yours, relevant to your church. Not all pipelines look the same from church to church.” Point out that the pipeline begins with some basic requirements, some expectations that ANYONE who serves in your Sunday School must possess. These might vary from age division to age division. ASK, “What might some of those basic requirement be, for a particular age division of your SS structure?” Direct attention to the blue arrow and point out that this denotes how a person who moves up a level must possess the capability to spot new talent, to identify potential leaders for the position they have previously served in. You must define each level, each bend in the pipeline. You will have to establish the qualities, skills, expectations, and actual duties. BREAKOUT LEADER: Use whatever time remains in the session to work through this leadership pipeline model in a local church Sunday School structure. Lead pastors to define what each level looks like in their setting. Begin with a simple description of each level, such as Volunteer/Worker, Helper, Teacher, Class Director, Department Director, etc. Then lead them to define each role. Be sure to point out that every role’s description sounds pretty much the same, then that isn’t a pipeline, that’s an assembly line. Basic Requirements

Building Your Leadership Pipeline Moving From Doer to Developer…and Beyond