Professional Documents
Culture Documents
Table of contents
!
Part 1 Relationships and mentoring ........................................................................................3
Where have all the mentors gone? .........................................................................................5
Openness a key quality for mentoring ................................................................................6
Five kinds of people we will relate to....................................................................................6
Friendships, mentoring and communication..........................................................................7
Circles of relationships ..........................................................................................................9
Part 2 The dynamics of mentoring........................................................................................10
Being influenced and influencing others ...............................................................................7
Four Phases of Apprenticeship Training .............................................................................11
Peters apprenticeship ..........................................................................................................12
Barnabas & Sauls mentoring model ...................................................................................14
Common characteristics of effective mentors .....................................................................15
Eight kinds of Mentoring .....................................................................................................17
The job description of a mentor ...........................................................................................22
Part 3 - Practical steps in mentoring relationships...................................................................24
Steps to initiating mentoring relationships. .........................................................................24
Coaching Model...................................................................................................................25
Practical topics for mentoring..............................................................................................26
Discipling and coaching through books...............................................................................26
What do you do when you meet your mentoree? ................................................................28
Spiritual father or mother relationships ...............................................................................29
Part 4 Mentoring in our leadership styles .............................................................................31
Leadership Style Questionnaire ...........................................................................................32
Principles for effective delegation .......................................................................................37
Part 5 Appendices .................................................................................................................38
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Introduction:
This is a huge subject and one that we will just begin together. The manual is broken into
sections. This first section opens up the topic of mentoring and where it fits into our life of
relationships. The second section shares the dynamics of mentoring and follows on to the
third section that gets into the practicalities of functioning in mentoring relationships. The
fourth develops the theme of leadership styles and encourages us to bring a developmental
bias into our overall leadership, rather than place mentoring as an optional extra for those that
need it!
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An obscure mentor2
Mrs. Clapp used to pray everyday for the students of the high school in her hometown
of Ramsey, New Jersey. For decades, she distributed Bible tracts in the train station, taught
Sunday school and youth club in a poor community, taught Bible club in her own home, and
led Bible memorisation classes in which her students learned as many as 300 verses a year.
After her own children were grown and had left home, she gave half of her annual income to
the support of missionaries.
In the early 1950's Dorothea Clapp took a special interest in a young Ramsey high
school student named George Verwer. She prayed daily for George, and talked to him when
she encountered him walking on the sidewalk or in the train station where she passed out
tracts. She gave him a gospel of John and coaxed him into going with her to a Billy Graham
meeting. There she prayed with him and led him to the Lord.
From that day on, George was on fire for God. He founded an organisation called
Send the Light which later became Operation Mobilisation.
In November 1989, at the age of 88, Dorothea Clapp passed from this life into
eternity. But the investment she made in the life of a young Ramsey high school student
continues to multiply, compound, and expand in the lives of others throughout the world. A
single life she touched so many years ago touches the lives of thousands today.
That's the noblest reward any follower of Christ could hope to see. That's the legacy
of a mentor.
Excerpt from Ron Lee Davis, mentoring: the strategy of the master (Nashville: Thomas Nelson, 1991)
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Application:
1. How have you learned to lead? Put a % on the 4 elements above in terms of how you
have developed in your leadership
[ ] Formal training [ ] Responsibilities [ ] Shaping experiences [ ] Relationships
2. How do you help other leaders to lead? What % would you now give to the 4 elements?
[ ] Formal training [ ] Responsibilities [ ] Shaping experiences [ ] Relationships
3. How have different generations required a difference emphasis? Comment
_________________________________________________________________________
_________________________________________________________________________
4. How do different organizations require a difference emphasis? Comment
_________________________________________________________________________
_________________________________________________________________________
Once you have completed the questions, look at the results of a survey of a 100 successful U.S. leaders on the bottom of the next page.
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What
others
don't
know
Blind spots
Unknown potential
We need mentoring relationships to help us develop in what we know and bring awareness of
the things we dont know. Mentors can help us discover our blind spots and help us do
something about them. Mentors can also encourage us to develop the window of openness
and share our lives with others more, in order to narrow this facade or mask window that we
build up.
Mentors can also help us to find our areas of hidden potential. Mentors will believe in us,
have ambition for us and take risks with us, in order for us to discover our unknown potential.
Of course this is the area that only God knows and so as we listen to him and take the
challenges He brings our way, we will develop in our unknown potential.
Results of the survey:
Application:
1.
2.
3.
4.
5.
What blind spots have you discovered over the last couple of years?
What areas of your life do you live with a mask or facade? How can you develop a
greater openness in your life?
What areas of hidden potential have you discovered recently?
What mentors do your have to help you in your growth?
Share your responses with your group and ask for their prayer.
Responsibility - 50%; Relationships - 30%; Shaping experiences - 10%; Formal training/education - 10%
My experience: Responsibility - 35%; Relationships - 35%; Shaping experiences - 15%; Formal Training - 15%
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Who has
influenced you?
1
2
3
4
5
In what ways have you influenced them?
1
2
3
4
5
What were some of the main characteristics of those who have had the
greatest influence in your life?
1
2
3
4
5
Influencing the next generation
Passing on leadership responsibility to the younger generation without adequate mentoring
has tended to produce autocratic young leaders.
Quote from Ken McGreavy, Icthus Fellowship in London
Comments: _________________________________________________________________
___________________________________________________________________________
Communication theory has evaluated that 7% of what a child learns from a parent comes
through words, 18% from shared experiences and a whopping 75% through modeling.
When you thought I wasnt looking, I saw you put my first painting on the refrigerator, and I
wanted to paint another one.
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these evolve from doing things together and sharing a common interest.
Stop the involvement together and the friendship stops!
Team
either from other couples you relate to in your marriage or part of the work
team you are linked to. You dont necessarily choose them but can spend a
lot of time with them
established from meaningful experiences of the past
Milestone
experiences
The friendships that are good to develop will have the characteristics of acceptance, openness
and commitment. YWAMers can be great at relationships but sometimes poor at friendships!
We can share fairly intimately with other YWAMers who we may not see that regularly; they
are involved in leadership teams or we meet at conferences but are not necessarily friends.
Local church members however may often be better at having close friendships as they have
the opportunity of being longer term in the location but may not be so good with
relationships! They dont know the principles of relating and getting on with people,
confronting, forgiving, forbearing and all the one anothers. When these principles arent
learned, cliques and rifts develop.
_________________________________
__________________________________
_________________________________
__________________________________
_________________________________
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Circles of relationships
We all have a limited amount of time and energy and therefore cant be best friends with
everyone. There are priority decisions that we make in order to develop some relationships
and not develop others. Our roles in life bring responsibilities to spend time. For instance if I
am a husband I am responsible to make time to continue to build this relationships. For me
my wife is my best friend. Then comes close friends, friends and acquaintances. Of course
its not as simple as that. We have shorter term relationships that come close but are only for
a season. Other deeper relationships where we dont often see one another but remain as dear
friends.
Over a 3 year period of ministry, this is what it looked like for Jesus, taking out his family
relationships:
1 to 1 with John
1 to 3 with Peter, James & John
1 to 12 with the apostles
1 to 70 with followers
1 to 120 acquaintances
Have you ever wondered why Jesus only took Peter, James and John up the mountain to
witness his transfiguration? When he went into the room to raise the girl from the dead, he
took just the three. When he was distresses with the challenge of going to the cross he only
took the three along with him in the garden to pray. Jesus needed close friends and so do we.
There is an appropriate sharing in our lives. Different levels of relationships will have
different levels of openness.
What levels of relationships are you experiencing?
Best friend _________________________________________________________________
Close friend ________________________________________________________________
Friendship __________________________________________________________________
Acquaintance _______________________________________________________________
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Leader/Friend
Accountability
in life & ministry
Spiritual father/Friend
Ambition/Dreams
Leader/Friend
Affirmation
Friend
Activities
Friend
Anchoring
Who do you have in these categories?
1. To acknowledge and confess your sin to? Who is able to be a means of grace to you?
2. To draw out your ambitions, dream dreams with you and spur you on into your potential?
3. To be a friend, who encourages you, enjoys activities with you and who you can share your
joys and griefs with?
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Definitions!
These people ignite passion in you. When you see
them you feel lifted, compelled to greater growth,
more aware of flaws and possibilities. They make a
positive contribution to your world. We study their
ways and customise them for ourselves.
!
They share our passion.
VIP's bind themselves together to get the task done.
They stir one another and keep one another working
towards the right goals.
There is mutual input into one anothers lives
!
They catch our passion.
They are to us what we are to VRP's. Now we ignite
their passion. They usually emulate us and seldom
take away. In sharing our lives we stir our own
passion.!
They enjoy our passion. Sometimes these are the only
people we have in our lives. They come in large
numbers, they clap, laugh, build our egos and fill our
pews and programmes. They are good people, and
make fine friends but overall their contribution is
imperceptible. Lots of time can be spent with them
with no real results. But they are potential mentorees,
so choose carefully.
!
They sap our passion.
They call us during supper, take our time after
meetings, are always sick, are moaners who cause
conflicts. Every group has a percentage of them.
However a person can be a VDP to one individual and
not to another. Again choose carefully who you spend
time with. They too can become very trainable
people.
Adapted: Gordon MacDonald, Restoring your spiritual passion (Crowborough: Highland books, 1986)
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Peters apprenticeship
Its difficult to see into the day to day lives of Jesus and the disciples, to know how they spent
their time, and more specifically how Jesus mentored or apprenticed Peter. However if we
look at the specific scriptures where Jesus is speaking to Peter, we can gain some insights. It
is also interesting to note that the apprenticing of Peter seems to take place in the midst of the
group. Apprenticeship is on the job training and Jesus spent some 2! years with Peter in
this role. How did Jesus apprentice Peter? What steps of growth can we see in Peter's life?
1. Jesus had a prophetic vision & ambition for Peter
You will be called Cephas...I will make you fishers of men. John 1:42; Matthew 4:19
Talent spotting: Seeing potential gifts, anointing, leadership in someone and calling it forth.
Staffing by strength: Not waiting until potential leaders have dealt with all their weaknesses
before getting them involved. Help them to be fulfilled through releasing them to utilise their
strengths.
What prophetic vision have you had for your mentorees? _____________________________
___________________________________________________________________________
2. Jesus had dedication that motivated Peter
Come follow me ....... immediately he left his nets Matthew 4:19, 20
Our dedication level can become the dedication level of our followers.
How do we show our dedication? The four lettered word - TIME. (quality and quantity)
What kind of time is appropriate for us to give to our mentorees?
___________________________________________________________________________
3. Jesus brought conviction to Peter
"When Simon Peter saw this he fell at Jesus knees and said Go away from me Lord, I am a
sinful man" Luke 5: 4-9
Everything Jesus did was to develop his disciples. He used every situation as a learning
opportunity. The miracle of fish had the desired effect. Jesus just had to look across the
courtyard after Peter had denied knowing him and conviction fell. Peter in turn brought
conviction on the praying disciples as he knocked on the door having been let out of prison
by an angelic visit!
How have you been used to bring conviction in the lives of your mentorees?
___________________________________________________________________________
4. Jesus demonstrated ministry to Peter
Mark 5: 37-42; Acts 9: 36-41
Jesus models ministry to Jairus daughter in front of Peter. We generally learn by imitation
and Peter when faced with a similar ministry situation with Dorcas, follows his masters
example. Jesus modelled preaching, healing and casting out demons and then sent them out 2
by 2 to do the same thing. If our mentorees are going to learn we need to model everything
to them.
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________________________________________________________________
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Barnabas wanted Paul to catch the vision for mentoring others, but Paul missed it!
e. Paul learns the lesson & becomes a mentor. Acts 16:1 Paul becomes a spiritual father to Timothy. 1st & 2nd Timothy - 4 times "My son..."
Paul trains Timothy to be a multiplier through mentoring... 2 Timothy.2:2
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Application:
1. Circle two qualities that you are strong in.
2. Put a cross by the two qualities that you are weaker in.
3. Discuss with someone and pray for each other.
What have been the characteristics of the effective mentors in your life?
___________________________________________________________________________
What was it about the life of Jesus that made him so attractive as a mentor?
___________________________________________________________________________
What is your action plan to become like your effective mentors, or like Jesus as a mentor?
___________________________________________________________________________
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Application:
Circle the aspects of mentoring that you feel are very important
A young Christian writes: I want someone who can help me think through some goals and
hold me accountable for personal growth.
What do you feel is important that hasnt been stated yet?
________________________________________________________________________
________________________________________________________________________
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Group mentoring
Sometimes its easy to get locked into a way of thinking. Mentoring has often been thought
of as a one to one relationship. However if we take a look at the life of Jesus, we see him
with groups continually. He called the twelve to himself and spent many hours teaching and
interacting and giving them assignments. Then he spent time with the smaller group of Peter,
James and John and had other curriculum and experience for them. In the context of the
group he obviously spent time with individuals but the point is that this wasnt his exclusive
way of discipling, coaching, apprenticing or mentoring his team.
Group mentoring for leadership in the DTS
Barry Austin established the basic leadership school (BLS) in the late 70s as a training for
DTS staff. His method was group mentoring. Rather than teach the DTS for every session,
he encouraged the development of small groups every day, which were led by small group
leaders. These leaders themselves had a time with Barry, who took them through a
curriculum of leadership training. These sessions included:
Discussion of leadership issues in an interactive approach, to model to the leaders
how to apply teaching in their small groups
Ministering to one another in order to learn the art of sharing in openness, moving in
the gifts of the spirit and praying for one another
Asking questions about leadership and sharing issues arising in their group times for
help in their ongoing leadership development
Opportunities of speaking to the DTS with feedback and coaching
Fun times to encourage a sense of community and relationship among the team
Through the development of this training, many leaders of DTSs were developed that
enabled tremendous growth for the pioneering of bases and teams.
Group mentoring in leadership teams
When you are leading a team, whether you know it or not, you will be living out a leadership
philosophy or using values that are important to you. Others who are involved in that team
will perhaps be aware of the things they like (values they agree with) and things they dont
like (values they disagree with) in your leadership.
The diagram shows three main aspects of functioning in a leadership
team.
A. Intercession: Praying through issues, hearing from God,
intercession
stimulating our spiritual leadership and making decisions
prayerfully
business ministry
B. Business: leadership agendas, organisational processes,
planning, problem solving, decision making
C. Ministry: building team together and sharing openly in one anothers lives, ministry to
one another to develop and strengthen individuals and team dynamics
The leader of a team has an opportunity of creating a climate for mentoring in the team. The
scope of learning is vast and team leaders and members together can grow individually and as
a team in many ways depending on their commitment, teachability and responsiveness.
All the following eight kinds of mentoring can be done in groups as well as with individuals.
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People
People I am
mentoring me! mentoring!
(Place potential people in brackets)
Problems!
5! Teacher
Principles!
6! Sponsor
Possibilities!
!
!
Competency
!
Accountability, direction and
3! Spiritual
Father/Mother insights for commitments and
Calling!
4! Counsellor
!
!
!
!
!
!
!
!
Passive!
!
8! Historical
Model!
!
!
4
!
!
!
!!!!
Chart developed from Paul Stanley and Robert Clinton, Connecting (Colorado Springs: Navpress, 1992)
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Skills
Values
Character
Principles
Thoughts.........Actions...........Attitudes.........Way of life
Principles.........Skills...............Values.............Character
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Toxic Mentors
Attitudes to avoid:
1. The Avoider.
2. The Dumper.
3. The Criticiser.
Let me take this opportunity to show you why thats not the right way
to do it.
4. The User.
5. The Queen Bee. I made it in a much tougher time by myself. You can too.
Richard Tyre
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Mentoring Upwards
At times we are called upon to influence and in fact mentor those who are leading or who are
senior to us in some way. This kind of mentoring needs to be handled with care, humility and
grace.
We see examples of this kind of mentoring in the life of Kings. Jehoiada the priest in 2 Kings
12, was a key figure in the nation of Israel and mentored the young king Joash. In this case
the king was very young and needed a wise mentor and scripture tells us the king did right in
the eyes of the Lord, all the days that Jehoiada the priest instructed him. When the mentor is
older, there is a temptation that strength of character and experience can manipulate the other
person. Jehoiada however acted with wisdom in serving the King.
In the life of David, we see another mentor in the shape of Nathan, the prophet. Confronting
a king could be very life threatening, especially if you caught them in a bad mood! Nathan
acted with creativity and wisdom in sharing a story with King David about and a rich and
poor shepherd in 2 Samuel 12. The story revealed the heart of the King and fortunately for
Nathan, the King received the word and repented.
We will face this issue with parents, leaders, pastors and elders. No one has it altogether and
we all have a need of continual learning. The challenge for us all is to remain teachable no
matter how old or what status we achieve.
Whenever there is the need to mentor upwards, it is to be done in conjunction with giving
honour and value, with graceful suggestions, by example and with much prayer.
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For Mentoree
1
2
3
1
2
3
Identify my need
Pray for the right person
Look around and then ask
4
5
6
7
8
7
8
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Coaching Model
The first step is to identify a specific area that the mentoree desires to be coached in. Once
this is established then you can choose your resources. Apart from sharing, studying a book,
praying, etc you can also model the skill you are teaching. The following is an outline for a
model of coaching. See also appendix 5 on giving and receiving feedback.
Aim in view
Show where you want them to get to or the standard you would like them to attain. Show the
bite size steps or action steps to get there and where they are at the present time.
Application:
In what practical ways could you be a coach? Make a list right now.
________________________________________________________________________
________________________________________________________________________
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Coach
Spiritual
Father or
Mother
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RELATIONSHIPS
Chapter 13 Relationship-The Leaders Network
Chapter 14 Trust, the Cost of Commitment
Chapter 15 Who Cares? Love and Leadership
Chapter 16 Made for Honour
Chapter 17 Understanding
ORGANISATION
Chapter 18
Chapter 19
Chapter 20
CHARACTER
Chapter 1
Chapter 10
Chapter 11
Chapter 12
RELATIONSHIPS
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Discipline of Purity
Discipline of Marriage
Discipline of Fatherhood
Discipline of Friendship
SOUL
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Discipline of Mind
Discipline of Devotion
Discipline of Prayer
Discipline of Worship
Discipline of Integrity
Discipline of Tongue
Discipline of Work
MINISTRY
Chapter 13
Chapter 14
Chapter 15
Chapter 16
Chapter 17
Discipline of Church
Discipline of Leadership
Discipline of Giving
Discipline of Witness
Discipline of Ministry
DISCIPLINE
Chapter 18
Grace of Discipline
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Style of relationships
People tend to conduct their mentoring relationships in different ways.
Planned informal; Planned formal; Unplanned informal and Unplanned formal
Planned
Thought through schedule, materials,
timing, location, application, but in a
relaxed setting in a cafe, at home in the
lounge or some cozy place. The way the
time goes isnt according to a pre-fixed
schedule and you cover what is appropriate
in the relational mode of mentoring.
Informal
Formal
The setting is formal, you come to the preset meeting with clear time schedule but you
arent sure what you will be dealing with or
in what way. You know you are wanting to
grow in certain ways but the order of issues
or how you get there will vary from week to
week.
The time unfolds as you talk
together.
Unplanned
Application:
1. Think about Jesus style of mentoring. Which of the four styles above did he use in
dealing with different people? Discuss.
2. Which of the four styles do you or do you think you would tend to utilise or feel most
comfortable with for mentoring relationships? Discuss.
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Bobb Biehl Increasing your Leadership Confidence. (Sisters, Oregon: Questar Publishers, Inc. 1989)
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Application:
Think about your own situation. What areas of responsibility for people do you have right
now? In which of these can you add a mentoring dimension?
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Individual
Releasing authority, selling ideas, directing asking what they want, influencing supporting
People Satisfaction
xB
xE
xD
xC
xA
B. People Focused Style - the goal is to make people happy no matter what
C. Country Club Style - the goal is to have a good time no matter what
D. Team Leadership Style - the goal is to maximise people satisfaction and fulfillment of the
task
E. Dream World Style of leadership - Everything is perfect!
Of course we want to accomplish the task and care for people and here lies the tension.
Matthew 16:15 Go into all the world and preach the gospel
John 13:35 By this will all men know you are my disciples, by your love for one another.
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Now transfer these answers to the evaluation table on the following page.
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Quadrant 1
a.
b.
a.
c.
d.
d.
b.
Quadrant 2
d.
c.
b.
e.
a.
c.
c.
Quadrant 3
b.
d.
e.
d.
c.
b.
d.
Quadrant 4
c.
e.
d.
a.
b.
e.
a.
Quadrant 5
e.
a.
c.
b.
e.
a.
e.
Quadrant 3
Quadrant 2
Supporting
Coaching
Quadrant 5 Quadrant 4
Quadrant 1
Abdicating
Directing
Delegating
Task Behaviour
One of the primary functions of leadership is to equip and prepare people for ministry in the
body of Christ. (Ephesians 4:12) Our effectiveness in doing this will be affected in a major
way by our leadership style.
Leadership style describes the way we influence and lead people in their service for the Lord.
We tend to be either task oriented or people oriented in our leadership style. If we are task
oriented, well tend to be more directive in our leadership style and more supportive if were
people oriented. Being directive and supportive are each appropriate in different situations.
Leaders need to be both task and people oriented.
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(Consulting)
Quadrant 3
Quadrant 2
Supporting
Coaching
Quadrant 4
Quadrant 1
Delegating
Directing
Task Behaviour
Now plot yourself on the graph as you relate with various people and groups:
Adapted from Kenneth Blanchard, Leadership and the one minute manager (New York: William Morrow and
company, 1984)
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Write the name of the person (if applicable) from the following questions on the chart (page
31) in the appropriate place. We will relate differently according to the situation, but is there
a tendency to act in a certain quadrant too much?
1. Leadership in YWAM
a) Leadership or staff meetings
b) Individual oversight of people - do you have someone in each quadrant, or
are they all in the same one!!
c) Starting a new project with a team
d) Counselling someone
2. Working on a project with friends
3. In a leadership role in your church
4. At home with your spouse
a) Planning a holiday
b) Making decisions with regard to finance
5. At home with your children
a) Helping them with homework
b) Working through a conflict with ages 2, 9, 14, 19
T or F
2. The person you delegate to should have as much information about the task
as possible.
T or F
T or F
T or F
5. The crucial decisions involved in a delegated task are still considered the
territory of the delegator.
T or F
6. Always make the delegated task seem like a challenge even if it's drudgery.
T or F
T or F
T or F
T or F
10. If a team member fails in a delegated task, do not delegate to him or her
again.
T or F
John Maxwell, Developing the leaders around you (Nashville, Tennessee: Thomas Nelson 1995)
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Answers:
1. False: If you repeatedly delegate similar tasks to the same people, they wont get
additional opportunities to grow. It also short-changes less experienced team members who
need a chance to develop.
2. True: The more background information you give the person who is about to do the task,
the faster and easier the delegating process works. For more experienced team members, you
may be able to provide some information and then give them ideas on how to obtain
additional information on their own.
3. True: Controls not only help prevent disaster, they also give you the confidence to
delegate.
4. False: This is one of the most common pitfalls of an inexperienced delegator. Results are
everything. Demanding that other people use your method can stifle initiative and creativity
needed for successful delegation.
5. False: This is another common mistake poor delegators make. With true delegation comes
the right and responsibility to make decisions.
6. False: Deceptive characterisation of delegated tasks insults team members. And it erodes
trust.
7. False: True delegation includes handing over the right and responsibility to determine
what work must be done, how it will be approached, and who will do it.
8. False: Let people handle tasks their own way, but give them as much advice (and vision)
as you think they need before they get started. Make yourself available to answer questions,
but don't constantly peer over their shoulders or solve their problems for them. Learning to
solve problems is part of the development process.
9. False: Tasks are different, and so are people. The difficulty of the task as well as the
experience and skill of the person must always be taken into account. When you delegate,
tailor the system of accountability to fit the delegatee.
10. False: Don't give up on a team member because of a single failure. It might be due to
circumstances beyond the person's control. The failure could even be a result of you method
of delegation. Examine what went wrong and why.
Scoring:
Give yourself one point for each correct answer.
9-10
6-8
5 or less
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Part 5 Appendices
Appendix 1. Speaker Assessment
1
6
7
9
10
11
Name ______________________
Simplicity of communication:
people can follow, understand
and apply
Voice control - speed, volume,
tone & inflection
12
13
14
15
16
Other comments:
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Involvement in modelling
worship as a leader
Use of scripture
Name ___________________
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Evaluation
Setting agenda
Received beforehand? Everyone involved?
Additions in the meeting?
Integrated intercession
Praying through issues
Praying for decisions
Level of interaction
How many speaking on any one topic
Time pressure
Rushed, good flow, heavy, going slow...
10
11
Environment of meeting
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Operational leadership - Good stewardship of all the resources that God has entrusted to
the mission implementing the appropriate legal and financial processes and systems
16. Integrity and transparency in financial accounting systems and all legal matters
processed through leadership teams and legal boards as appropriate
17. Wise development and use of a legal board (that functions and develops according to
YWAM guidelines.)
18. A resource list of people available for mediation and arbitration purposes for quick
response to issues arising
19. Systems developed for aspects of the overall functioning of the mission as required.
For example: personnel, fund raising, staff care & development, communication,
public relations, health & safety issues, etc
Principal leader of the team
Ensure representation from the leadership team for YWAM commitments, legal
boards, significant events
Facilitate accountability for the roles of all members of the leadership team
Have an aptitude for all four of the roles above to enable understanding of what is
required
Responsible for seeing that team building takes place for the leadership team
Take primary responsibility for the recruiting of essential staff & leaders
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Appendix 7:
Plan to meet with the School leader about every two or three weeks. The first meeting should
be held well in advance of the start of the school. Set dates for subsequent meetings at this
time.
The questions below are suggestions only, but will help make the meeting more profitable. It
would help the school leader if the questions were discussed briefly before the school starts, so
that he/she knows what to expect.
A. Personal
1. What do you feel about your personal walk with the Lord?
2. What do you feel about your relationships with your family? If married, how much time do
you have weekly with your wife/husband alone; and each of your children alone?
3. How much relational time do you spend with close friends?
4. How are your personal finances?
5. In what ways are you getting a) personal and, b) family refreshment and recreation?
6. What personal struggles or issues would you like prayer for?
B. General school issues
1. Are there any difficulties in relationships between people on the school, or between you and
anyone else? How are you handling them?
2. In what ways are you maintaining a positive faith-imparting attitude and atmosphere in the
school?
3. How would you evaluate staff and school morale?
4. What priority and opportunities are you giving for staff development (including pastoral
issues)?
5. How would you measure your delegation of responsibilities? (Too little, too much)?
6. Are you accessible and visible to staff and students? (i.e. Inside and outside of the
classroom)?
7. Do you communicate adequately & clearly? In what ways could you improve?
8. How do you create feedback and discussion opportunities for:
a. students (individually and corporately)
b. school staff
c. speakers
9. Are you placing a priority on prayer with your staff for the school?
How often do you pray together for the school?
10. In what ways is this school fulfilling the three main goals of a DTS?
i) Discipleship ii) Missions iii) Orientation towards YWAM
11. What values, positive or negative, do you believe you are modelling in your personal
leadership style?
12. What contact time do you spend with the speakers? Is your hospitality warm and personal?
C. Releasing potential
1. Which students and staff are showing the greatest potential? Are they getting enough
opportunity to lead, e.g. in worship, intercession, bible study, outreach, etc.?
2. Who could be DTS leaders within two years given the right training, encouragement and
opportunities?
3. In what ways are you giving attention to coaching of staff and potential leaders?
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D. Recruiting
1. What specific opportunities of ministry within YWAM have been placed before the
students and staff?
2. Have you interviewed each student to ascertain their interests and gifting and tried to match
them up with staff needs within YWAM? - here or elsewhere?
E. Outreach
1. At what stage are the plans for the school outreach and the small team outreaches?
2. How do these outreaches fit into the focused nations of your base?
3. What outreach is being done during the lecture phase?
F. Finances
1. What is the financial situation of the school - lecture and outreach phases, students and
staff?
2. How would you assess the levels of faith and anxiety in the students and staff as related to
financial needs?
3. Do you encourage generosity, while still keeping an eye on the budget?
G. Next school
1. What teachers are planned for the next school? What plans do you have to ensure that all
essential topics are covered in the teaching - especially vision for missions and evangelism?
2. Who are you planning to have as school staff in the next school? What is your assessment
of their maturity level?
H. Debriefing
After the school is completed the school leader should meet with the Base leader or Council for
debriefing. This should primarily be for encouragement of the school leader, but also for a
time of evaluation, where the strengths and weaknesses of the school are discussed and plans
made for improvement.
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h. How would you evaluate the quality of life on the base? i.e. strengths and weaknesses
of base life - accommodation, staff financial support level, recreation, worship,
intercession, depth of relationships, etc
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i.
j.
What is the word of the Lord for the base at this present time?
How frequently do you have staff retreats? How successful have they been?
3. Base ministry
A. Evangelism
a. How would you assess the effectiveness of outreach from your base in terms of
sowing, reaping and keeping (follow up)?
b. What styles of evangelism are you involved in?
B. Training
a. Do you feel that your school leaders are clear on their school objectives? If so, are
they obtaining them? e.g. releasing potential, recruiting for missions, etc.
b. In what ways are you ensuring that your school leaders are maintaining an
apprenticeship style of training? (i.e. people not programme oriented)
c. What strategies do you have for developing new school staff and leaders?
C. Local church involvement
a. What types of ministry are being carried out from the base into local churches?
b. How would you assess your recruiting ability in the churches for missions and
YWAM in particular? What literature is being used?
c. What is your strategy for training staff for communicating in the churches?
d. What feedback have you had from church leaders as to the effectiveness of your
ministry to them?
D. Mission focus
a. On what countries or major cities has the Lord given your base special focus when
sending outreach teams, etc?
b. What unreached people groups has your base focused on?
c. To what third world nations do you regularly send resources?
4. Base leadership team
a. How would you assess the level of personal concern of your Leadership Team
members for task or vision accomplishment?
b. How successful are your leaders in motivating staff toward vision accomplishment?
c. To what degree does your Leadership Team get bogged down in administrative
matters?
d. Are you and your Leadership Team clear about what decisions need to be referred to
the national or district director before being implemented at the base level?
e. What is your assessment of the relationships between members of the Leadership
Team?
f. It has been suggested that the three main functions of the Leadership Team include:
business, intercession for the work, and personal prayer for one another. How are you
doing in these three areas?
g. How often do you have a retreat with your Leadership Team? Have they been
effective?
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How are you managing to develop family, friends and ministry relationships?
What relational challenges are you facing?
How would you rate your passion for God, the anointing on your ministry and your
day to day walk with God?
What are you actively doing to encourage teamwork in your sphere of ministry?
What are the main blessings and challenges?
How are you developing leaders in your sphere of leadership and what plans do you
have for succession, taking into account the term limits guidelines?
One of the greatest stresses in leadership can be dealing with conflicts. What
unresolved issues or conflicts are you currently working through or need to as soon
as possible?
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1. What have you appreciated about his/her leadership over this past year?
6. Have you had any struggles, frustrations or disappointments with his/her leadership? If so
please comment:
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Comment on the following areas of his/her leadership:
a. Development
Development & articulating vision
b. Relational
Approachability
Servant heartedness
Conflict resolution
c. Spiritual
Leadership of meetings
d. Operations
Decision making, problem solving & planning
Communication
Support of leaders
e. Other comments
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National/Base leader evaluation. Base/Nation _____________ Name________________
As the base/national leader, please fill out the questionnaire and send to _____________by_______
6. Have you had any struggles, frustrations or disappointments with your leadership or with
others under your leadership? Please comment:
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7. Comment on the following areas of your leadership:
a. Development
Development & articulating vision
b. Relational
Approachability
Servant heartedness
Conflict resolution
c. Spiritual
Leadership of meetings
d. Operations
Decision making, problem solving & planning
Communication
Support of leaders
e. Other comments
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6. What struggles,
frustrations or
disappointments have been
experienced?
3. Weaknesses of
leadership
2. Strengths of leadership
Aspect of leadership
1. Ways you are
appreciated
Team feedback
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(Team & personal feedback to be filled out by interviewer beforehand, steps for action during dialogue. Progress made to be filled out by the leader in 6 months/years time.)
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conflict resolution
e. Other comments
d. Operations
decision making, planning
problem solving
communication
c. Spiritual
leadership of meetings
servant heartedness
b. Relational
Approachability
a. Development
developing & articulating
vision
strategy & implementation
Aspect of leadership
Team feedback
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Character development.
Increase in the level of trust, influence, transparency, authenticity and openness in the
relationship. Relationships are the most valuable asset a leader or organisation has.
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4. Presentation
! Always start by giving positive feedback before giving corrective feedback.
! Put the feedback in context and explain the impact.
! Affirm the relationship before and after giving feedback.
! Use I messages. Speak for yourself.
! Focus on what you see, not on what you believe. Use specific examples.
! Focus on behaviour, not on personality.
! Separate the person from the problem or issue.
! Keep the feedback neutral, dont make judgements.
! Use it to inform, not to advise.
! Make it supportive, not threatening.
! Keep it slow, simple and clear.
! Share your observations as concerns, not disappointments or frustrations. Discuss
mistakes as learning opportunities.
! Give up the right to be right.
! Dont inflict feedback.
5. Listen
! Listen with open ears endeavouring to understand (i.e. hear) the other persons point
of view.
! Dont agree or disagree; just be curious and gather information.
6. Engage in dialogue
! Allow time for the person to respond.
7. Plan for action
! If the other person needs time to process the feedback, then schedule a follow-up meeting.
! The past has gone and you want things to improve in the future.
8. Acknowledge
! Thank the person and acknowledge what you have accomplished together. Perhaps
simply a new level of transparency or authenticity in communication and relationship.
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