Month: August 2010

by Jeff Tunnell

Using the 12.3 concept, each of our staff have the oversight of up to 12 cell groups.  When one of our Cell leaders multiplies a new cell, by raising up a multiplication leader, we begin using them to coach that new leader.  When they raise up 3 new leaders we commission them as coaches to their multiplication leaders and they attend our weekly coach’s meeting.  Our staff coaches maintain direct oversight of the new multiplication leaders until they have their ‘3’. 

Our coaching structure has been successful when we have been attentive to it. We have seen failure in the first level leaders that result in stranding their multiplied leader, so we see the need to remain the official coach until 3 groups are multiplied and cared for by the new coach.  Here is our structure:

Big Bear Christian Center – Ministry Service Levels

Lighthouse			# of
Designation	Role	Duty	People	Principle
Family Member	Cell Member	In a Cell	1	Connect
Family	Cell Group	Weekly Gathering	3-15	Live
Assistant Keeper (1-4)	Intern Cell Leader	KT* Enrollee	3-15	Mature
Lighthouse Keeper	Cell Leader	1 Lighthouse	3-15	Implement
Watchman	Chapter Overseer	2-5 Lighthouses	6-75	Coach
Deputy Engineer	District Pastor (PT)	3-5 Chapters	27-375	Supervise
District Inspector	District Pastor (FT)	6+ Chapters	162-2250	Support
Commissioner	Senior Pastor	All District Pastors		Coordinate

KT = Keeper Training, PT = Part time staff, FT = Full time staff

The structure is adapted inhouse by using terminology that reflects a Lighthouse theme, demonstrated in the first column.  Coaching structures should include every level of ministry all the way to the Senior Pastor so that there is always a new goal before those aspiring to leadership.  Ours have plenty of room for that!

by Joel Comiskey

Just like the skeleton holds together the human body, a coaching structure gives substance to the supervision of the cell groups. Even though the coaching structure is not as important as the content of coaching, it does have it’s place.

Most cell churches use the Jethro Model coaching structure (some call this the 5×5 coaching system). It comes from the advice Jethro gave to Moses in Exodus 18:21, “But select capable men from all the people—men who fear God, trustworthy men who hate dishonest gain—and appoint them as officials over thousands, hundreds, fifties and tens.” The leader of a group of ten is the cell leader. The leader of a group of fifties is the supervisor over five or more cells. The leader of the group of the 100s is the zone pastor who supervises ten or more cells. The one supervizing the thousands is the district superintendent who presides over the zone pastors and their cell groups. David Cho started using this coaching structure back in the mid-1960s and continues to use it today. Many cell churches, like Elim, also use the Jethro coaching structure.

The G12 coaching model was initiated at the International Charismatic Mission in Bogota, Colombia in the 90s and is an adaptation to the Jethro Model. Instead of one coach supervizing five cells, a G12 coach will care for twelve cell leaders. Some call this the Jesus model, but it’s simply another way to coach those leading cell groups.I like some of the principles in the G12 system, but I also think that asking one coach to supervize twelve cell leaders is way too many. Coaches are normally lay people who have families, jobs, and many other responsibilities. A G12 leader can often neglect the actual job of coaching in the midst of the busyness.

I wrote a book entitled From Twelve to Three, in which I promote a lay coach supervizing three cell leaders while leading his or her own cell group. In that book, I promote the idea of full-time pastors coaching approximately twelve cell leaders, but that number can vary.

I counsel churches to focus on the content of coaching and to grow naturally into the coaching structure as the need arises, rather than adopting an entire coaching structure because another “successful” church is using it.

What do you think? What coaching model to you use?

Joel

By Steve Cordle

One of the most helpful things a coach can do to increase the health of groups is to visit the group meeting. Seeing the group in action provides fresh insight and understanding to the coaching relationship.

Here are a few basics we teach our coaches:

1. Inform the leader in advance of your visit. It is not best to surprise the leader.

2. Participate as any other group member. At the beginning of the meeting the leader can introduce you as coach. Don’t monopolize the meeting nor sit silently as an observer – just enter the group life as any other member.

3. Follow up promptly: as soon as possible after the meeting share wit the leader 5 positive things you saw during the meeting, and then one suggestion. You will provide both encouragement and growth if you follow that 5:1 ratio. If there are multiple issues which need to be addressed in the group, resist the temptation to list them all. Ask yourself: what is the one issue, that if addressed, would make the biggest difference in this group? That becomes the “one”.

After visiting the group, your coaching sessions will take on more clarity and perspective.

How often do you visit groups you coach? What do you think to be the ideal frequency?

Steve

By Michael Sove

I like the way Randall Neighbour sub-titled his book, A Pocket Guide to Coaching Small Groups.  It reads, “Befriending leaders and helping groups produce fruit.”   To me that is a concise description of what a coach is to focus on.  Care for them and help them be the best they can be as a leader and developer of people on a mission.

This week I want to share some of the focal points I have as I meet with cell leaders for our monthly one on one time together.

Focal Point #1 Person – This is where I spend time finding out about how they are doing as a person.  We talk about their spiritual life, family life, and business life.  I’m concerned that they have balance in their lives.  I will always ask them for a few prayer requests, both personal and for their cell, as I seek to pray daily and specifically for them.  I want them to feel loved and cared for.

Focal Point #2  People – In this focal point we talk about who the cell is reaching out to as well as the core team and how they are doing.  I may give them contacts that I’ve run across that I feel would be a good fit for their cell.  Cell ministry is all about people so we spend time focusing on people both inside and outside the cell.

Focal Point #3  Process – We will spend some time talking about our equipping process and where people are in that process.  We will determine what next steps to challenge the individuals to take.  The focus here is on discipleship and spiritual development.

Focal Point #4  Praises & Problems – During our time together I ask them to share the victories of the last month.  We focus on what has gone well in their cell and I look for stories of God’s movement in their midst.  This is where I find potential cell spots to highlight during our Sunday morning celebration services.  Of course after we have celebrated these high points we will spend time talking about struggles and areas of needed improvement.  Before leaving this section I help the leader come up with steps to take to improve in these areas of weakness or struggle.

Focal Point #5  Potential – Here we dream about future leaders and future cells.  We also talk about mission focus of the cell, both local and foreign.  This is an exciting time of dreaming together about their cell being a high impact cell.

What do you focus on as you gather to coach your cell leaders?

Michael

by Mario Vega

Defining the role of a coach is something that took Elim, our church, several years. Although we have had coaches since our model began, it was thought that their main function was to ensure that every leader would reach their growth goals. Additionally, each coach would make his or her own additional rules, according to the needs in the district.

For several years I tried to find a proper formulation of the coach’s responsibilities. I read several books and manuals but could not find anything that met our needs. On one occasion one of our district pastors even suggested to eliminate the coach’s role and simply turn everyone into a leader. Then I read Joel Comiskey’s book “How to be a Great Cell Group Coach.” In that book, Joel presents seven habits of effective coaches: receive/prayer, listen, encourage, care for, develop and train, plot strategies and challenge.

When reading the book I could finally clearly understand the key role of the coach. Joel himself summarizes the work of a coach as to “serve the leader and ensure that he/she is healthy.” Joel’s book seemed to me so appropriate and practical that in our recent internal conference on church growth, I taught the seven habits to our leaders and coaches.

It was a very rewarding experience for everyone. He set the benchmarks that should guide the work of our coaches in the future. Unfortunately, the Spanish edition of the book is out of print, but I believe the English version is available. I strongly recommend reading the book. It will solve your many problems and will help you fill many gaps.

Comments?

Mario

translation into Spanish:

Cómo ser un excelente supervisor.

Definir la función de un supervisor es algo que tomó a nuestra iglesia Elim varios años. Aunque hemos tenido supervisores desde que nuestro modelo comenzó, se pensaba que su función principal era la de velar porque cada lder alcanzara las metas de crecimiento. Adicionalmente, cada quien imprima elementos extras como responsabilidades del supervisor.

Por varios años traté de encontrar una formulación adecuada de las responsabilidades de un supervisor. Le varios libros y manuales pero no puede encontrar algo que respondiera a nuestras necesidades. En una ocasión uno de nuestros pastores de distrito incluso sugirió eliminar la función de supervisor argumentando que seran más útiles como lderes. Hasta que llegó el momento en que conoc el libro de Joel Comiskey ‘Cómo ser un excelente asesor de grupos familiares’. En ese libro Joel presenta siete hábitos del supervisor: Reciba, escuche, anime, cuide, desarrolle y entrene, trace estrategias y desafe.

Al leer el libro pude, finalmente, comprender con claridad el papel clave del supervisor. El mismo Joel resume la tarea de un supervisor como ‘servir al lder y asegurar que se encuentre saludable.’ El libro de Joel me pareció tan adecuado y práctico que en nuestra reciente conferencia interna de crecimiento de la iglesia, enseñé los siete hábitos a nuestros lderes y supervisores.

Para todos fue una experiencia muy gratificante. Colocó los puntos de referencia que han de guiar la labor de nuestros supervisores en el futuro. Lastimosamente, la edición en español del libro se encuentra agotada, pero supongo estará disponible la versión en inglés. Recomiendo encarecidamente la lectura del libro. Le resolverá muchos problemas y le ayudará a llenar muchos vacos.