Ephesians and Church Health

For all the talk about church health, possibly the most underutilized resource is that of the book of Ephesians which is, if nothing else, a primer on church health. Unlike many of the other churches in the New Testament, the church at Ephesus was a pretty healthy body.

In fact, I would suggest that Ephesus was a great example of a church of "irresistible influence." A reading of Acts 19 shows that this church was instrumental in the name of Jesus becoming known throughout the whole region and the gospel was so powerfully proclaimed that real persecution evolved. But in the midst of that, there was a level of public repentance for sin rarely seen and "the name of Jesus was held in high honor" (Acts 19:17).

Paul's farewell to the Ephesian elders (Acts 21) at a later time indicates that he had left in that church a group of committed, courageous and theologically trained leaders.

Then move to the book of Ephesians itself. Several things stand out as it relates to what a healthy church looks like.

First, healthy churches result in real life transformation. This transformation is rooted in a true and transformational understanding of one's life in Christ (Ephesians 1 and 2). This is a transformation so profound that it changes the outlook of those who have experienced it on ourselves, on God, on relationships, on other racial groups, on how we live, our marriage relationships, family relationships, unity among other believers and our view of the the spiritual war taking place behind the scenes around us.

While we have often stressed certain life changes (all good) we have often not stressed that this life change is rooted in a radical transformation that comes from a relationship with Jesus Christ. Our goal in the church is not to help people look like whatever we think Christians should look like but the radical reorientation of their life that comes out of new life in Christ.

This radical reorientation of life is accompanied by a power for living that Christ brings. In his prayer for the Ephesians in 3:14-21, Paul uses the word three times, once in each of his three main thoughts. The Christian life is only possible through the power that comes with the Holy Spirit and is likened to the power that ripped Christ from the grave and seated him at the right hand of God in 3:1-13.

The book of Ephesians also makes it clear that it is the church that is God's chosen instrument to reach the world. "His intent was that now, through the church, the manifold wisdom of God should be made known to the rulers and authorities in the heavenly realms, according to his eternal purpose which he accomplished in Christ Jesus our Lord (Ephesians 3:10-11)." The church is His bride and is loved as a husband loves his wife (chapter 5).

If, indeed the church is His chosen instrument to reach the world, the transformational nature of the church, the unity of the church and the church as an equipper of His people (Chapter 4) becomes of primary importance

Unity in the church is an underrated issue that has huge implications for whether a church will impact the world around it. That is why Paul tells us to "make every effort to keep the unity of the Spirit through the bond of peace. There is one body and one Spirit - just as you were called to one hope when you were called - one Lord, one faith one baptism; one God and Father of all, who is over all and through all and in all (Ephesians 4:3-6).

In his farewell to the Ephesians elders in Acts 21, Paul specifically charged the leaders to be on their guard against those who would come in and divide the church. In fact, divisive people are one of the great threats to the the Church. Ironically, modern day evangelicals are quick to guard the church against heresy and perhaps ongoing unrepentant sin but we allow divisive people to continue their spoiling of Christ's unity with impunity.

The purpose of church leaders is not to do the work of the ministry but to prepare His followers for works of service so that the body of Christ may be built up (Ephesians 4:12). Bringing God's people to the place where they are using their gifts and wiring of Him is a prerequisite of maturity (Ephesians 4:13) and it is to the extent that a majority of His people are engaged in His work that the congregation itself will become mature (Ephesians 4:16).

This is rooted in the understanding of Ephesians 2:10 that "We are God's workmanship, created in Christ Jesus to do good works, which God prepared in advance for us to do." We were created both for relationship with Christ and to do work for Christ. It is my conviction that the reason the church has so little influence outside its four walls today is that we have not take seriously this call on every believer to be engaged in His work and rather than equipping people for ministry, many staff positions are simply doing the ministry on behalf of everyone else. That is not a strategy that will yield great influence, nor maturity.

Ephesians 4:17-5:21 goes back to the theme of transformation but this time in very practical ways. The life we have entered into in Christ gives us the responsibility to "put off" all kinds of practices and attitudes that are at odds with our new life and "put on" those practices and attitudes that would reflect our new life with Christ. Thus, transformation brings intentional change in our thoughts, motives, and the outworking of our faith.

The numerous surveys that show that the behavior of those who claim to be Christ followers compared to those who do not indicates that such life change is not taking place today. Of course, the church may not be explicit today that such behavioral changes are non negotiables if we are going to follow Jesus fully.

There is no greater passage on spiritual warfare and the need to live in the full power of the Holy Spirit and the Word than that of Ephesians 6:10-18. This passage gives us a small peak behind the veil of our world to see what is going on beyond our sight but in our presence in the spiritual realms.

My view is that God's people generally do not have an adequate understanding of this very real spiritual war that is taking place or the need for all of God's armor in order to fight that war. To the extent that we understand God's divine drama and the war between the forces of good and evil, to that extent we will armor ourselves for that conflict.

The bottom line is that the book of Ephesians is a fundamental treatise on the health of the church. Boards that will take the time to study Ephesians and ask the hard questions about their own church and people will benefit greatly. It will be far more important than any book they could read on church health. It is the fundamental treatise on church health in the New Testament.

Passion Killers

Why do some ministry staff have a high and contagious level of passion for what they do and other staffs have low and non contagious levels of passion?

Certainly some of it has to do with how individuals are wired personally. But, much of it has to do with the ministry environment in which they work - for environments will either fuel or kill passion in those who work in them.

Passion killers are those things that will diminish rather than fuel ministry passion.

There is the passion killer of ambiguous missional purpose. Organizations that do not have a compelling reason for existence that everyone understands and shares will diminish rather than fuel passion for ministry. General ministry purpose yields general ministry efforts with general ministry results. Lack of focus and clear definition of what we are all about will not generate much passion. No wonder such a high percentage of churches in our world exist without much excitement or energy around them.

There is the passion killer of control and micromanagement. Good people want to be developed, empowered and released rather than controlled or micromanaged. Control diminishes passion because it devalues people and essentially says "I can't trust you to do your job by yourself." It disempowers and discourages and over time diminishes enthusiasm for one's work. Leaders who control or micromanage by definition kill passion.

There is the passion killer of poor leadership. Leaders set the pace for the missional focus, health, level of energy and commitment and the synergistic working of a team. Where leaders don't provide that kind of directional leadership and cohesion passion begins to diminish. Poor leadership yields poor followership and teams will rarely rise above the passion and commitment and example of their leader. For passion to remain high it must start with the leader of the team.

As noted in my prior blog on risk, there is the passion killer of living with the status quo rather than being willing to take a risk for ministry leverage. Organizations that will not take a risk diminish the passion of those who long to do something different in order to get greater ministry results. When the answer is "no" we don't do that here, passion leads from discouragement!

There is the passion killer of unresolved conflict and lack of team cohesion. Teams, congregations, and organizations often live with high levels of negative stuff that is not resolved. Everyone knows that it is present but no one has the courage to face and resolve it. Over time, that diminishes the passion of good people whose desire to see something happen for Christ is discouraged by the dis health they are surrounded by.

Then there is the passion killer of leaders who are coasting toward the end of their ministry life, who don't really know where to go anymore but who are determined to "hang on" till the end, leaving staff without direction or real purpose. This is a real problem among pastors who have lost their ability to lead but who don't know what to do next and simply hang on. They may be great people but they are no longer leading and their lack of leadership diminishes passion among those they should be leading.

There is also the passion killer of leaders who are more about building their own success and legacy than working as a team. These leaders may have narcissistic tendencies and it is all about them. Their narcissism diminishes passion in others quickly as team member realize that they are simply being used rather than part of a cohesive, unified ministry team. It is about the leader and not about the mission. Some very large organizations, and churches, suffer from this passion killer.

Organizational culture and its leadership will either fuel or diminish passion. I would love to hear from readers on passion killers they have observed in their ministries.

Catching the Wind

It is a wonderful feeling when the wind fills the sail, the boat surges forward and lays over powered by the breeze! It is a metaphor for life when we know that our sail is full and what we were meant to be is what is and we are - almost effortlessly being propelled by unseen forces. Life isn't always like that but when it is the exhilaration is palpable!



Sailors don't control the wind and neither do we. But there are practices or habits we can cultivate that are likely to help us catch the wind when it comes.



Staying fresh with Jesus is the first habit. How we do that is different for each of us but keeping the connection fresh is always the place to start. For me that means enough rest and time for reflection because my ability to live in His presence diminishes with fatigue. When rested I can feel His presence and His pleasure. When tired, I am just tired. Knowing our rhythms of connection and syncing those with our lives becomes key. As Jesus said in John 15, "remain in me and you will bear much fruit."



Living in my sweet spot so that I am operating out of my strengths is the second habit. Too much time operating in areas of weakness frustrates, fatigues and drains us. Optimally we are working in areas of strength not less than 60% of our time and it is wonderful if it is 80%. The wind is very hard to catch when we are playing to weaknesses rather than strengths. That will often mean that we say no to many things in order to say yes to certain things so that we live and work in areas of strength.



Knowing and paying attention to the big rocks of our lives is the third habit. When the distractions and busyness of life take us away from those things that are most important to us they steal the wind from our sails. Just as sailing is for the patient, positioning the boat and the sail for maximum advantage, so is life. I position the sail of my life for maximum advantage when I am paying attention to the big rocks of my life rather than being distracted by less important activities.



Finding time for ministry in connection with my strengths and wiring is the fourth habit. This is one of those big rocks that puts wind in the sail when I make time for it because each of us was made for unique works of ministry prepared by God just for us (Ephesians 2:10). The Holy Spirit fills our sails when we join Him in the work he created us for.



Each of these habits is dependent on one final habit: time for reflection and evaluation of our lives. Our constant activity robs us of time to think and therefore of the ability to live with the wisdom that comes from God's prompting and a balanced life as defined by these habits. Activity is often the enemy of real life results. Again it is the patience to position the sails of our lives so that we are most likely to catch the wind when it comes.



When the wind does come, catching it is a wonderful experience.

Rethinking Church Membership

I am a member of my church. It was easy. Give my testimony, agree to some nominal commitments like coming to church on a regular basis and I was in. The bar in my congregation like many is very low but what are the consequences of a low bar?

My question: Why do we have such a low bar for church membership? Jesus does not have a low bar for what it means to be a disciple but we send a different message when we make it easy for people to join our congregations.

Low expectations yield low commitment. High expectations yield high commitment. I suspect that one of the reasons there is such a low level of true followership today is that the church - the bride of Christ has low expectations of those who want to join.

Some churches have recognized this and have called their "participating members" to a higher commitment. They are clear that membership carries with it expectations:

-To give generously

-To attend regularly

-To resolve conflict biblically

-To attend a growth group

-To follow God obediently

-To use their spiritual gifts in ministry

That commitment carries a very different expectation and raises significantly the importance of deciding to become a participating member. Notice the difference between the description of "member" and "participating member." One implies I am in the church. The other, I am an active member of the church. Which description would you rather have?

Some churches are raising the bar even further by asking participating members to "re-up" every year. This is a declaration that I am "all in" on an annual basis and a reminder of what that commitment means. It is not a meaningless "membership card" but a serious commitment to the church and its ministry.

By the way, if you raise the bar you will get push back. Interesting! Why would you get push back for expecting what God would expect of obedient followers? Because we have trained our people that our expectations are low. "You mean, you have expectations of me to be a member? What are you thinking?"

That is precisely why congregations ought to consider raising the bar. It will certainly get people's attention. And you will get the very people that you want in making ministry decisions.

How low or high is your membership bar?

Measuring Ministry Results

Ministries often do what they do, year in and year out without a clear sense of whether or not their ministry or efforts are paying off. Consider these examples.

I spent time this past week with a pastor of a church of 1,500. For years they did what many churches do in the summer - DVBS, putting huge resources, time and energy into this ministry. The Bible School would take some 300 volunteers. Given that investment he asked for a rigorous review of the results of the ministry. What he found out was that in three years, this massive ministry layout resulted in only eight new families coming to the church, three of whom were planning on coming anyway.

This year there is no DVBS.

My own church, for many years had a "sports ministry" - mainly baseball and dedicated half of its five acre lot to a baseball field. In the 25 years of the "sports ministry" there were no known new believers. Mainly it was church folks playing with each other. Nice but not strategic.

We often make the assumption that because something is "ministry" that it is useful, good and important. Assumptions without factual information on results is a great mistake. It confuses activity with results. All ministries have loads of activity, many see few results. You don't know if you don't evaluate and ask what the real, tangible results are of your activity. A simple but neglected proposition in many ministries.

Wise ministries actually measure ministry results. I suspect that there are massive layouts of time, energy and money to ministries in local churches and missions which yield very little but we don't realize it because we don't measure. In fact, we don't even think to question our practices since we are just used to doing them.

This implies that we are willing to say no to ministries that cannot demonstrate true missional effectiveness and challenge ministry teams to have a strategy for getting those results. It is not necessarily popular but it is missional.

The same pastor who shut down DVBS this year had folks come to him to start a new sports ministry - they are a church very interested in reaching out to their community. His response was that he would consider it when he saw the detailed plan on how the ministry would leverage its sports program to actually bring individuals to Christ and help them grow. That is, after all the mission of the church, and therefore each ministry within the church.

Wise leaders question everything and count everything. They don't rely on past history or blindly assume that ministries are producing real ministry results. What do you really measure? What areas of ministry are you not measuring? It is worth thinking about!

Simplicity and Complexity

Remember that last strategic plan you did for your organization? How much of it was ever implemented? Can you remember the details of what you decided? Or what about those things called ministry philosophy, values, preferred future or ministry outcomes? Do you remember what those are for your church? Would your leaders or staff remember? Are they helpful to you?

All of the above are good I am sure. But they often look like the jumble of paperclips in the picture - they are there somewhere and they can be helpful - if you can remember them when you need to or make sense out of them when you want to.

Consider this

Ministry is always complex

Complexity is confusing

Therefore complexity must be communicated with simplicity

Simplicity beats complexity every time

Most ministry leaders have a hard time remembering core documents or core missional commitments - let alone three year strategic plans. And if leaders don't remember those things, certainly those down the communication chain are even more challenged - if they care at all.

Despite the title of the book, "Simple Church," few churches are truly simple - nor are other ministries. The world is a complex place filled with complex problems that require complex solutions. Even the four basic Questions every leader must ask for their ministry requires a level of complexity:

1. What is our mission?

2. What are our guiding principles?

3. What is our central ministry focus - the thing we need to do well all the time?

4. What results do we want to see?

Rarely can I get a quick and clear answer to those questions even from the most senior leaders of an organization. That is not a criticism as much as it is an admission of the complexity inherent in even those four answers. Any good organization must ask and answer those questions - to say nothing of others that may be important.

The problem is that complexity creates confusion. Or, just as problematic, people deal with complexity by simply ignoring it (it takes too much energy) which is a worse fate than confused complexity! Is it any wonder why mission and vision drift take place so easily?

One of the best ways to simplify complexity is to tell stories. Jesus was a master at this. Stories grip the imagination and are remembered. Just think of the complexity of grace and the ways in which we respond or don't respond to grace and then think of the story of the prodigal son! So simple, so profound, so easily remembered and so full of content.

You may have a philosophy of ministry or uphold a certain value. Telling stories of those who have lived it out will be remembered even if the specific wording of your value is not. Stories are powerful simplifiers.

Metaphors do the same thing. The baseball diamond used by purpose driven churches takes complexity and simplifies it. I lead from a sandbox (hence the title of this blog) which takes complexity and simplifies it. A metaphor is something that can be repeated and remembered which is the goal!

Sometimes just a phrase, intentionally and often repeated does the trick. A friend of mine, pastor of a large church always tells the congregation that "We always must have a seat for the next person who is looking for a church home." He has said that for twenty five years and the church now has over 7,000 people in multiple worship venues. The value of always having a seat for the next individual has been owned by the congregation.

You can actually create an intentional church or organizational culture around those things that your care about and which are important to you but in order to do that one must take complexity and bring meaningful, rememberable simplicity. That takes great intentionality but those who do it find that their values, direction, mission and culture are understood implicitly or explicitly by their organization or congregation.

But complexity must be simplified. How do you simplify complexity and does your church or organization get it?

Lessons Learned in Mentoring Young Leaders

Mentoring young leaders is a passion of mine. At fifty three, the more young leaders I can help grow, the more ripples I can make - and keep on making after I have left the leadership stage. I believe that mentoring is a stewardship responsibility of all leaders and it is one of the most unselfish investments we can make.

Mentoring young leaders is all about taking people with significant potential and helping expedite their growth through your sponsorship, attention and leadership example. A proven leader can open critical doors of opportunity, understanding and growth to a young leader which can dramatically accelerate the leadership trajectory of young leaders.

I recently reflected on some of the lessons I have learned in this process:

Look for potential not experience. Almost all job applications have an experience clause. Sometimes that is what you need. But often, what you really want is the "right stuff" in potential that can be shaped and grown. It is a thrill to hire someone who is "too young" by others standards and watch them flourish.

Look for good EQ. Good emotional intelligence is critical for a mentee because there will be plenty of opportunities when they will need to receive honest feedback on their performance. Poor EQ - defensiveness, inability to accept honest feedback, poor relational skills - will prevent them from growing like the should. Get good EQ, combined with potential and you have a powerful combination.

Help them understand their wiring and strengths. Mentoring is not about growing another "you" but about helping a young leader understand how God designed them, how they are wired and where their strengths lie - and don't lie. Young people often don't have the life experience to figure that out well but a good mentor can dramatically speed up the process by helping them discover their strengths.

Dialogue a lot. Mentor's use Socratic dialogue to help those they mentor think through issues, solve problems, discover solutions and evaluate performance. By its very nature, mentoring takes time and only those who are willing to make the investment will make good mentors. People learn the best when they are challenged to think critically and evaluate well so mentors think out loud with their mentees on a regular basis.

Ask lots of questions. The more questions one asks, the more you will help your young leader think and evaluate. Engage their perspective on people, situations, problems and solutions. Don't tell, ask - and then dialogue.

Give honest feedback. Good mentors give feedback but they do it in appropriate ways and appropriate settings. No, the Trump method "You're Fired," does not fit that paradigm! Mentors never embarrass by calling out a failure or misstep in public. They do it behind closed doors and in a way that causes growth, not discouragement (again, good EQ is very helpful).

Allow young leaders to figure it out and even fail. We learn more from our failures than our successes so allowing young leaders to figure out how do get something done (consistent with their strengths) and even to get it wrong on occasion is a powerful growth strategy. We practice "autopsy without blame" after a failure. We want to know why it happened and what went wrong and why but it is not about blame, but about learning.

Give assignments that stretch. Often, young leaders do not see in themselves what others see in them. Giving assignments that are out of their comfort zone - but within their ability helps them test their skills and critical thinking. Again, Socratic dialogue along the way is helpful, but not solving the problems they encounter.

Keep their plate full. Bright young leaders get bored quickly. Keep their plate full so that they continue to grow and stretch and increase their capacity. If they are really good - do whatever it takes to keep them engaged with you so that they don't look for greener pastures elsewhere.

Let them shadow you. Young leaders need models of what good leadership looks like. Because mentors are all about developing others, find ways to expose them to your world even if it is not in their job description. Exposure to meetings, problems, problem solving and other key people will give them context that they would not otherwise have and exposure that helps them leverage growth.

Ensure a relationship of high trust. Mentors often share information with a young leader they would not share with others - precisely because by introducing them to one's world and the real challenges one faces, young leaders learn how to deal with real life situations. This means, however that young leaders must be trustworthy (EQ again) to keep information that is private private and the maturity to handle sometimes difficult information. Clear guidelines should be discussed up front and reminders made along the way regarding confidential information.

Be tansparent. Sharing one's life honestly is an important element in growing leaders. Understanding how to balance life, deal with life when it comes undone and persevering in Godly character is the inner core that will sustain young leaders over the long haul. Wherever appropriate, be transparent so that they are challenged by your heart and character as well as your leadership expertise.

Mentoring is a challenge and a great privilege. And it allows you to expand your influence far beyond what you could ever do yourself.