SEND Japan March 13, 2010

Ken, Bertha, Rachel (16), David (20)

 "And Amaziah said to Amos, “O seer, go, flee away to the land of Judah, earn your bread there, and prophesy there; but never again prophesy at Bethel, for it is the king’s sanctuary, and it is a temple of the kingdom.” Then Amos answered Amaziah, “I am no prophet, nor a prophet’s son; but I am a herdsman, and a dresser of sycamore trees, and the Lord took me from following the flock, and the Lord said to me, ‘Go, prophesy to my people Israel.’ " Amos 7:12– 15

 I myself am convinced, my brothers and sisters, that you yourselves are full of goodness, filled with knowledge and competent to instruct one another. Yet I have written you quite boldly on some points to remind you of them again, because of the grace God gave me to be a minister of Christ Jesus to the Gentiles. He gave me the priestly duty of proclaiming the gospel of God, so that the Gentiles might become an offering acceptable to God, sanctified by the Holy Spirit.” Romans 15:14-16

 "May the God of hope fill you with all joy and peace as you trust in him, so that you may overflow with hope by the power of the Holy Spirit. Romans 15:13

 Someone who supervises others in ministry  Others = other missionaries, Japanese believers

 Profile: a formal summary or analysis of data representing distinctive features or characteristics  Origin of the profile

 Purpose of the profile  Primary purpose: To guide the development of our leadership training programs  desired outcomes of training  guide for choosing curriculum  criteria for evaluating training  Secondary purpose: To guide leaders in prioritizing their tasks and designing their individual development plans

 Take any 2 of the categories on the profile  Think of an example of this type of leadership that you have seen, experienced or read about

 Where are your strengths?  In which areas do you have the furthest to grow?  Rank yourself on each characteristic of the profile on a scale of 1 to 3. (1=Weak; 2=OK; 3=Strong )

 How could this profile help you and other SEND Japan team leaders become better leaders?

1. Maintain personal spiritual health 2. Cultivate vision and faith for team 3. Lead in doing ministry 4. Listen: Involve team in decision-making 5. Oversee team members in ministry 6. Model accountability to leadership 7. Seek training, coaching and correction

 Is the list complete? Would you add any?  Where would the character qualities and skill areas of the team leader profile be needed in each area of responsibility?

 Sinclair's unessential tasks  What in this list would you question?  What would you add to this list?

1. What is the character of a good team leader? 2. What should a good team leader be able to do? (skills) 3. What is a good team leader supposed to be doing? 4. How will we know if a team leader is doing a good job as a team leader?  The team leader profile answers #1 and #2.  A good outcome-based job description clearly gives answers to #3 and #4.

Purpose of position The team leader enables and guides the team in collaboratively accomplishing the team’s objective of ________________________________ ________________________________ Accountability The team leader is appointed by __________ __________ and is accountable to the ____________ for the leadership of the team.

Areas of ResponsibilityExpected Results What outcomes are expected in this area? How will we know if we have achieved these outcomes? Maintenance of personal spiritual health Cultivation of vision and faith for team Leading in doing ministry Facilitating team input in decision-making Oversight of team members in ministry Accountability to mission leadership Personal development as missionary and leader

Time required to fulfill these responsibilities (either % of time or hours/week): ________ Evaluation process: (when, how often, by whom): _________________________ Created by: ___(person & date) ___ Reviewed by: ___(person & date) ___

 What is one responsibility of a SEND Japan team leader?  What is the outcome that we are expecting or desiring?  How will we know if we have achieved that outcome?

 Take a leadership responsibility you have  Write out an outcome that you want to accomplish in such a way that you will be able to tell whether it has been accomplished or not

 What will you do with your new (or newly revised) job description? To whom will you show it?  How can we make sure that our job description actually guides our leadership behaviour?  It needs to be regularly reviewed and revised