CHAPTER NINETEEN: Developing a Leadership Team

Developing a Leadership Team
In the normal course of working with the men (all of whom we consider potential leaders), barriers are uncovered to their walk with God. These are often in the use of time (e.g. balancing secular work and kingdom work), and shepherding in the home. These barriers must be faced as they come up. The disciple must voluntarily repent and re-prioritize his time and efforts. The men who take these steps serve as models for the others and become the leaders.

We encourage church planters to begin to cultivate men at the gathering stage. In the covenanting stage the men begin to meet together for prayer and instruction with the church planters. You remember that it is at this stage that one of the church planters often withdraws, leaving one church planter behind. We believe that at least two men should be responsible for the flock and work together as a team. This avoids imbalance and the danger of one man rising to unchecked preeminence (e.g. the Diatrophes syndrome, Cf. 3 John 9). The remaining church planter must enlist at least one man to join him in the leadership team. He will chose the man or men who have been faithful in carrying out their God-given assignments in their home and life. This man (or men) is publicly announced to the congregation at the earliest possible time. This is important since he will serve as the congregation's first model. He and the church planter then meet regularly to discuss the needs of the congregation and how to use meeting times to equip the saints to fulfill their vision statement.

This step of recognizing leaders often brings out the carnality of the other men and leads to conflict. This should not be avoided. Rather, the church planter sees this as a great opportunity to expose barriers in these men (pride, selfishness, etc.), so that these men can repent and join the leadership team as soon as possible. The wives of these men often stir up trouble and thus the lack of shepherding in the home is exposed as well, and can be corrected.

Often men who are passed over are offended because they see the one selected as little different than themselves. This is not usually true in the case of the church planter, who appears obviously more mature to the other men. The church planter must meet with the men not selected and explain the areas of their character which need improvement, as well as a plan for them to grow.

As you and your initial leader(s) meet and plan together, you need to encourage their full participation. You need to assure them that God can speak through them just as well as you. Indeed, since they are closer to the congregation, they are likely to discern God's will for it better than you! Keep this in mind as you work with them. You must model humility and teachability. If you cannot persuade them of a particular course of action, then God is probably not speaking through you, but through them. Keep the consensus model of leadership in mind (See Appendix 8). DO NOT USE YOUR POSITION AS CHURCH PLANTER TO LORD IT OVER THEM. They will imitate you all too well and lord it over the flock. Be patient and allow yourself to grow in your ability to influence rather than dictate. A good leadership team will cause the men in that team to recognize their own strengths and weaknesses. They will learn to respect others and humble themselves (Philippians 2:3).

All leaders should be carefully evaluated as to their home life, and weaknesses in their marriage shored up, since this will be a primary target of the evil one. We have written a booklet "Becoming One: a guide to corporate identity in the marriage relationship." (Appendix 19). This is designed to help men become better shepherds in their home. A man's home life exposes his leadership and shepherding flaws. Properly addressed, these can result in great growth for the leader and blessing for the church. "If a man does not know how to manage his own household, how will he take care of the church of God?" (1 Timothy 3:5)

As soon as possible (at the latest early in the Reproduction stage) other men need to be enlisted in leadership so that the remaining church planter can also move on in his itinerant ministry.

As soon as a shepherding deacon or provisional elder has proved himself to be a faithful man, he should be commended to the congregation for confirmation as an elder. This normally happens as the church planter gives him more and more responsibility for shepherding the sheep and overseeing the meetings. If the house church is in fellowship with other house churches, confirmation should be sought from the leaders of the other house churches as well. The initial elders are appointed by the church planters after confirmation by the congregation. When a fellowship exists, you should refer to the paper in Section III, Cycle 1: Chapter 22 "Appointing Elders in House Church Fellowships".

Key Principles

1. Leadership is best when it is worked out in teams. No one man has a corner on the Holy Spirit. The only way to get a godly balance is through team.

2. The church planter is the pacesetter and model in this. He needs to model humility and teachability.

3. Leaders should be exemplary in their own house, practicing team with their wives. This is especially helpful if they have children. Child rearing is an excellent place to practice teamwork.

4. Leaders should have a time of being tested in team before they are formally ordained as elders. (I Timothy 3:6.

Questions for further thought

1. How good a team player are you? What are your weaknesses?

2. Who can help point these out to you as you draw together a leadership team?

3. What are the strengths of the men on your team?

4. How can God use these strengths in the team to benefit the church?

5. What are ways you can get the team to see and use the benefits each member brings?