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DEVELOPING A STRATEGIC MENTORING NETWORK AMONG SELECTED PASTORS OF THE EASTERN NEBRASKA AND OREGON TRAIL BAPTIST ASSOCIATIONS
A PROJECT DISSERTATION SUBMITTED TO THE FACULTY OF MIDWESTERN BAPTIST THEOLOGICAL SEMINARY IN CANDIDACY FOR THE DEGREE OF DOCTOR OF MINISTRY
BY JOHN SHIELDS
CONTENTS LIST OF CHARTS..........................................................................................................viii ACKNOWLEDGMENTS ................................................................................................ ix ABSTRACT....................................................................................................................... x Chapter 1. DEFINING THE MINISTRY PROBLEM .............................................................. 1 Introduction ......................................................................................................... 1 General Need among Pastors .............................................................................. 2 Ministry Setting .................................................................................................. 4 Salient Features ................................................................................................... 6 Validation of the Problem ................................................................................... 7 Candidate Information ........................................................................................ 9 Purpose Statement............................................................................................. 10 2. BIBLICAL MANDATE FOR STRATEGIC MENTORING ................................ 11 Introduction ....................................................................................................... 11 Old Testament Passages .................................................................................... 11 Ministry Leaders Must Hear Counsel to Become Wise ............................ 12 Ministry Leaders Are Sharpened through Interaction with Each Other .... 13 Ministry Leaders Increase Success in Specific Challenges through Competent Counsel............................................................................. 15 Application to Ministry Leaders ................................................................ 18
New Testament Passages .................................................................................. 19 The Clearest Mandate: Pastors Should Share Their Wisdom with Each Other .......................................................... 20 The Principles of Deference to Others: Pastors Should Value Each Other’s Ministries and Needs .................................................... 22 The Principles of Stewardship of Life through Serving Others: Pastors Should Serve Each Other with God’s Unique Gifts in Their Lives.... 24 Conclusion ........................................................................................................ 25 3. HISTORICAL SKETCH OF MENTORING AND OVERVIEW OF STRATEGIC MENTORING PROJECT ................................... 27 Historical Sketch of Mentoring in the States .................................................... 27 Introduction ............................................................................................... 27 Historical Roots of Mentoring ................................................................... 28 Late Twentieth Century Reemergence of Mentoring ................................ 30 Other Responses to the Emerging Need .................................................... 32 Mentoring in Southern Baptist State Conventions .................................... 34 Project Overview .............................................................................................. 38 Purpose Statement ..................................................................................... 38 Goals and Subgoals ................................................................................... 39 Project Plan ................................................................................................ 40 Approach Summary ............................................................................ 40 Pilot Groups ........................................................................................ 40 Broad Lesson Plan Description .......................................................... 42 Logistics.............................................................................................. 44 Resources ................................................................................................... 46 Assumptions .............................................................................................. 48 iv
.................................................................. 48 Key Definitions ...................................................................................... 60 Mentor Session Feedback ..................................................................... 88 5.................. 86 Conclusion .................................................................................................... 49 4.............................................................................. 68 Final Feedback Assessment ........................................................................................................................................ 89 v ........................................................................ PROJECT REPORT...................... 56 Training Session Feedback .............................................................................................................. 51 Recruiting Phase ...... 50 Implementation Report .............................................................................................................................................. PROJECT EVALUATION AND ANALYSIS .............................................................. 84 Unforeseen Effects ............................................................................................................................................................ 56 Outlook and Involvement Assessment .......... 62 Mentor Feedback .............................................................................................................................. 52 Strategic Mentoring Phase .................................................................................................................................................................................................. 89 Evaluation Concerning Project Goals ..................................... 72 Conclusions ......................Limitations ..................................... 53 Results of Measurement Tools ............................................. 51 Training Phase ................................................................................................................. 89 Introduction ............................ 84 Unforeseen Causes ..... 62 Mentee Feedback ........................................ 56 Overview ........... 50 Introduction and Overview ......................................................................................................................
...................................................................................... 102 How Effectively Was the Project Implemented? ........................................................................ 92 Subgoal (b) .................................................. 105 Changes in Participating Pastors .......................................... 103 How Much Change Was Brought about as a Result of this Project?............................................................ 98 Overall Plan .. 112 What Is Next? ..................... 98 How Well Was the Project Prepared? ......................................................... 91 Subgoal (a)................. 113 vi ............................................................ 89 Goal 3 and Subgoals ................................................................................................................................. 109 What Would Be Different? ........... 95 Subgoal (d) ................................................... 101 Logistics and Resources ............................................................................................................. 101 Assessment Material ....... 96 Summary Project Assessment ....................................... 112 Where Strategic Mentoring Is Going in 2008 ................................................................. 93 Subgoal (c).............................................................................................................................................................Goals 1 and 2 ............................................................................................................................................................................................................................ 98 Training Material ................................. 112 Further Study Options ................................................................................................. 110 What Would Stay the Same? .................................................................................. 105 Changes in KNCSB Staff .................................................................................... 109 Prospects for Future Study ............... 100 Recruiting ..................................................................... 108 Changes in the Candidate ..............................................................
.................................. 128 C........... RESULTS OF EVALUATION TOOLS ............. STRATEGIC MENTORING SURVEY SUMMARIES ................ 188 Final Feedback Assessment ........ 181 Training Session Feedback ................................................................. 205 vii ......................................... 143 E......... STRATEGIC MENTORING SURVEY MATERIAL .................................... 138 D...... 196 BIBLIOGRAPHY .......Appendix A................................................... STRATEGIC MENTORING LESSONS OVERVIEW AND PARTICIPANT WORKBOOK ................................................................................................................................ 116 B.......................................................................... SAMPLE WEB PAGES................................................. 181 Pre/Postproject Outlook and Involvement Assessment .................................................... 191 H........................ 170 F........................................................................ EVALUATION TOOLS ...................... MENTORING IN THE SOUTHERN BAPTIST STATE CONVENTION ..................... 182 Mentor Session Feedback ............................................................................... 190 G........................... WRITTEN CORRESPONDENCE......
........... Basic Data: Strategic Mentoring Encounters ............................... Rated Value of Training Sessions ....... Participant Involvement Summary ........................................................................... 41 2.......LIST OF CHARTS Chart Page 1......................................................................................... 55 3................................................ 82 viii ...... 63 4........................ Participants ..................
. and Mark Elliot. ix . Allyn Morton for his invaluable work in setting up the strategic mentoring Web site. The late Dennis Hampton who provided the inspiration for this project through his mentoring of so many pastors and church planters in KNCSB. Peck Lindsey. including the candidate.ACKNOWLEDGMENTS The candidate wishes to express special gratitide towards . The state staff of the Kansas-Nebraska Convention of Southern Baptists for their encouragement and financial support of this project. David Manner. . especially Bob Mills.
x .ABSTRACT The purpose of this project is that selected pastors in the Kansas-Nebraska Convention of Southern Baptists would increase their availability to each other for the purpose of strategic mentoring. The student explored the need for mentoring through field research of KNCSB pastors and 75 percent of state convention offices. Participants engaged strategic mentoring relationships through a Web catalyst after a period of training. The project demonstrated the viability of strategic mentoring to overcome barriers to mentoring between pastors and raised both the commitment and involvement of pastors in mentoring relationships. and seek such mentoring when needed.
Ibid. CO: NavPress. mentoring was a primary means of developing the next generation for effectiveness in life. From the earliest stages of civilization. The Fine Art of Mentoring: Passing on to Others What God Has Given to You (Brentwood. Connecting: The Mentoring Relationship You Need to Succeed in Life (Colorado Springs. ix. J. Yet. Ted W. stress. has caused mentoring and its foundational benefits to evaporate. 3. 1989). 11. Robert Clinton and Paul Stanley note that “few leaders finish well. Those same developments also produced new levels of busyness. 2. however. Gordon MacDonald laments that “a book on mentoring would not have been necessary one hundred years ago . TN: Wolgemuth & Hyatt Publishers. It has been tested by both time and culture as having great value. . Inc. 1 .CHAPTER ONE DEFINING THE MINISTRY PROBLEM Introduction Mentoring stands among the missing keys of effectiveness in pastoral ministry today.”2 They cite research that reveals that those who do continue effectively had other individuals who helped them “in timely situations along the way. 1992). up until recently mentoring was a way of life between generations. Stanley. this reliance on formal education has not been adequate to empower ministers for a life of effective ministry on its own. . Engstrom.”3 1.”1 The pace and nature of life in general and ministry life in particular. and change. Robert Clinton and Paul D. isolation.. J. The developments of the modern age found more effective means of mass education that soon pushed mentoring to the fringe.
no.” Review & Expositor: A Consortium Baptist Theological Journal 98. Inc. This need is particularly acute at flux points in their ministries. 2002). Ibid. Hal Portner notes. It is unrealistic to think that 4.2 These encounters appear to be too few.”5 He goes on to note that a teacher has two jobs. Sturtevant.. Sturtevant notes a study conducted among United Church of Christ clergy in Massachusetts and Iowa. The American church may be paying for it in its weakness and lack of impact in America’s communities. It showed 76 percent of clergy felt they were isolated and had difficulty finding friends. An additional 87 percent of respondents indicated they were hesitant to ask for help when they need it.6 This same principle applies to pastors as well. first to teach and second to learn to teach better. it is a necessity. General Need among Pastors Joel P. Learning to pastor better is not an option. It is believed that strategic mentoring could both enable and enhance their ministry effectiveness at such critical points. It prepares you to become a beginner in a complex world. Joel P. This chapter will demonstrate that there is in fact a great need for intentional mentoring relationships among pastors. Hal Portner. Being Mentored: A Guide for Protégés (Thousand Oaks.4 Can there be any question that there is a need to engage pastors in mutually beneficial relationships with each other? A seminary education can take one a long way. 4 (fall 2001): 581. 2. CA: Corwin Press. Strategic Mentoring is defined as short-term mentoring on a specific ministry challenge from one experienced in that challenge at the request of a peer seeking help. However by itself it can only get a minister out of the starting block. . “A college degree in education only takes you so far. For this project. 6. “Confessions of a Lone Minister: Clergy Support. Concerning the related field of education. 5.
7.9 This strongly supports the concept that ongoing mentoring being available to pastors after seminary is a valuable need. “How Pastors Learn the Politics of Ministry Practice. no. Ibid. Such cultural changes are impacting ministry more than many want to believe. “The Pastor’s Problems: The Pastor and Training. Burns and Ronald M. Robert W.3 one can serve as a pastor effectively without growing. Churches experience change in a variety of ways. no. Such observations include: 1. 4. Many ministers are isolated and stay that way for years.” Religious Education 97. Church resources continue to decline. 2. Life is changing at an accelerating rate. Cervero.” The Expository Times 93. Either way. 9. . learning.”7 They lament that learning is hard “when young pastors receive a seminary degree and believe they are ready to fulfill their dreams. Burns and Ronald M. Simmonds. Their community can change around them. Robert W. Does he desire to continue learning? Does he believe that he needs to continue learning? Will he seek it out from others? After summarizing the challenges facing pastors today. Simmonds concludes that training through relationships in the ministry context could be the most effective in light of costs. Simmonds observes that ministers face challenges which mentoring is uniquely designed to address. 4 (fall 2002): 314. and changing along the way. such changes will call for change in the minister and the church to be effective. 3. Theological views continue to polarize. Many ministers never pursue study after their formal training. Cevero assert that “new phases of ministry practice require new training. John M.”8 One of the missing keys to effectiveness in ministry is in the heart of the pastor. 6 (March 1982): 169-70. 8. They may grow or decline. John M.
That distance by itself tends to hamper the 10. It is a relatively young convention among the denomination and often considered as pioneer territory by those in the south. 11. noting that “clergy are frequently isolated in ministry. specific input on specific situations from an experienced peer could enable any pastor to effectively learn and navigate new ministry challenges. 12. some churches are sixty miles or more away from any sister congregation. Many are unable to sustain the traditional pastoral office.. no. Rather than long-term mentoring relationships. Mark A. Thomas R. and more likely hurts. These crises are the very reason that strategic mentoring is needed.12 Ministry Setting The Kansas-Nebraska Convention of Southern Baptists (KNCSB) currently has 330 lead pastors serving churches across the two states. Ibid. Rouch. Some isolation is geographic and physical. . In those times. no. Hawkins agrees with the heart of this. Loneliness in ministry leads to staleness and anger. Rouch observes that ministers typically have crisis periods in their careers when they face great stress. “Young Pastors Pilot Project: An Experiment in Continuing Education for Ministry.”11 It is this writer’s contention that such isolation at least hinders. the healthy development of both the minister and the church. Rather. Hawkins. There is not a Southern Baptist church on every corner in this part of the world. in associations like Oregon Trail in Western Nebraska. 2 (summer 2004): 169.” Quarterly Review: A Journal of Theological Resources for Ministry 24.4 5. “From the 3Rs to the 3Ws: Continuing Education in a Digital Age. it stems from the ‘lone ranger’ culture that exists among pastors and churches.10 Thomas R. 169. In other cases. he believes they are ready to work on further development in themselves as ministers.” The Journal of Pastoral Care XXV. Mark A. 1 (March 1971): 4. 6.
5 development of significant relationships between pastors. over 30 percent of respondents to a survey of KNCSB pastors noted distance as a primary barrier to having the kind of relationships they desired with each other. This convention has great demographic variety. survey by author. Seventy of 330 pastors responded. This project hopes to shorten that discovery time to better enable them to find others who would be both able and willing to help them. Acceptance and trust take a long time to earn. In fact. Like the pioneers who preceded them. This ingrained attitude resists input from people who are unknown or unproven in the mind of the recipient. “Strategic Mentoring Survey” given to KNCSB pastors. Pastors are more likely to view each other guardedly than to openly seek counsel. for example.13 Midwestern people in these states value independence and self-sufficiency. This is deeply ingrained in the minds of the people. The most notable distinction is between the few cities and the large rural areas. Because of the differences and barriers between them. This was the highest mentioned barrier with busyness coming in a distant second with only nineteen of seventy. When asked what they believed prevented pastors from seeking wisdom from each other. Other specific ministry and mentoring barriers are different in those two areas. One group will be 13. See appendices A and B. Omaha and Lincoln dwellers refer to the rest of the state as “out-state” Nebraska. it takes a long time for pastors to discover each other in ways that help. There is a level of uncertainty or distrust between rural and urban pastors that must be crossed relationally first. Due to this basic reluctance and distance. . In Nebraska. twenty-seven of seventy stated that pride was a factor. this project will attempt to work with pastors from both eastern and western Nebraska. This impacts the mind-set of churches and often their pastors. the people of these states take pride in making life work on their own. compiled January 2007.
There are a couple of pockets of intentional relationships that were initiated by the participants. trust. All but one DOAM felt that the need was either definite or critical. “Strategic Mentoring Survey” given to KNCSB Directors of Associational Missions and KNCSB State Ministry Staff. They are disconnected from each other by space and rarely get to interact at this time. . The connection. opportunity. The second group will be drawn from the Oregon Trail Baptist Association. survey by author. KNCSB ministry staff overwhelmingly expressed their belief that there is a strong. and communication barriers will need to be overcome for any significant mentoring to occur in this area. They will be geographically closer. clear need for mentoring among convention pastors. but not readily eager to embrace it. There are thirteen pastors spread over the western two-thirds of the state. There will be more of them in a closer area. compiled December 2006. Of these the most likely block could be willingness of the pastor to seek strategic mentoring. It is the hope of this project to make it easier for those who do desire it to network more 14. Salient Features At this point in time there is no intentional mentoring being facilitated among pastors of KNCSB. It is encouraging that there is support and interest at that level to see intentional mentoring developed. Both groups felt that the pastors themselves would be somewhat open to mutual mentoring if they understood it. and desire.6 drawn from pastors in a more urban setting in the eastern Nebraska area. there is a desire among KNCSB staff and most Directors of Associational Missions (DOAMs) to see something developed to encourage mentoring relationships. Based on a survey conducted by this author. See appendices A and B. Greatest potential barriers include distance.14 All responding state staff and DOAMs believe that there is a need for strategic mentoring among KNCSB pastors. busyness.
care. An overwhelming 72 percent noted that they know at most three other pastors well enough to seek their counsel on a serious ministry matter. then they are not likely to get the kind of help they need to improve their effectiveness. This survey demonstrates that there is both a need and desire for pastors to connect with each other more effectively for strategic ministry mentoring. (3) mentoring experience. it is believed that a lifestyle of mutual peer mentoring will develop among KNCSB pastors. Areas measured included attitudes concerning (1) relationships with other pastors. if those friends do not have experience in the areas they face. and analyzed. In their relationships with each other. . 330 surveys were sent to the lead pastors of the KNCSB. Validation of the Problem In order to assess the specific need for and interest in mentoring. collated. most pastors are good friends with only a few others. Many expressed a desire to be closer to more pastors but lamented that it just does not seem to happen. they may be more likely to seek input at strategic times in their ministries. (2) ministry confidence and challenges. and have valuable experience. Once the benefits are tasted. However. When pastors recognize that there are others out there who understand. seventy were returned. and (4) mentoring interest. Of those. It is good that many have one or two close pastor friends. they are mostly preplanned gatherings that do not focus on sharpening each other. Busyness (57 percent) and distance (34 percent) are the greatest perceived barriers to closer relationships among them.7 effectively and to increase the participation of the pilot groups in strategic mentoring. There relationships tend to be surface only. The surveys and the results can be found in appendices A and B. While some meet from four to twelve times per year.
one must ask whether the mentoring is being sought from those who have adequate experience for the issues being faced. 17 percent had no one seek them out. only 50 percent attribute any discomfort to ministry changes. due to barriers. stuck. The survey demonstrated that there is great interest in seeking a mentor. but not enough to motivate most pastors to intentionally seek it out.8 Regarding their ministry confidence and challenges. However. An overwhelming 92 percent believe a mentor would be valuable if one were available to them. an overwhelming 96 percent of responding pastors reported feeling overwhelmed. Of interest is that only 60 percent report facing first time challenges in that same time period.16 As a pastor who knows this feeling as well. and third to an association mission director (36 percent). It appears that the idea of mentoring is valued. Eighty-four percent indicated having a significant mentor at one point in their life.17 Mentoring is happening to some degree. it seems a shame to have inadequacy and overwhelming feelings recur so frequently. Yet to this point that interest is not sufficiently motivating action. Seventy-two percent responded that mentors were either a great help or a critical ingredient in their ministry. When seeking advice in such challenges most will turn to their spouse first (59 percent). Notably. or inadequate at least once per year. when asked how many had sought their counsel in the previous year. Of interest is that only 75 percent expressed a willingness to participate . it is evident that many have experienced mentoring at least once. It is considered valuable by those who experience it. When discussing their mentoring experience. An additional 43 percent had from one to three people seek them out. This could be eased through networking with others who have the specific insight to help with the issues that are causing such feelings. In addition. 67 percent claimed to have faced a ministry challenge in the previous two years that made them wish they had a mentor. then to another pastor (43 percent). However.
When considered with the low number of genuine relationships and mistrust. On other occasions strategic mentoring was desired. It is also the researcher’s contention that much growth is aborted through a failure of the pastor to learn and grow along with the church. but barriers are sufficient to prevent actual participation. The top two criteria desired in a mentor stood well above all others mentioned.9 in this project. second. The number one reason most pastors felt that others did not seek wisdom from each other was pride. for over twelve years. first. one must wonder if pastors seek people with the actual experience needed. When the counsel was sought from someone with specific experience it was very helpful. They get bombarded with plenty of ideas and opinions. The community and church in Lexington have undergone many changes that required the lead pastor to grow in order to keep up. They desire it from someone with proven godly maturity. Nebraska. During that time he has seen many pastors come and go in the Oregon Trail Baptist Association and convention at large. He has benefited from strategic mentoring that was personally sought on several occasions. godly maturity. This demonstrates that their interest is there in theory. They were. It is clear that pastors desire a mentor with experience. but neither associational nor state staff was aware of others with . The second most popular reason was time. Candidate Information The researcher has been pastor of Parkview Baptist Church in Lexington. What they long for is experienced insight. This project hopes to address that issue by making it easier for pastors to seek and find others with the specific experiences needed to help them in their challenges. That is the heart of strategic mentoring. It will also seek to increase their ability to find those with a willingness to help in those specific areas. It is the researcher’s conviction that this is not unusual in growing churches. ministry experience and.
the specific experience needed. Those experiences provide some of the motivation for the project at hand. The primary motivation, however, comes from the desire to see more churches become healthier because healthy growing churches are more rare than they should be. For this to happen will require more effective leadership. It is this researcher’s conviction that God-called pastors can and should become more effective over time through participating in strategic mentoring with each other. It is believed that this would reduce harmful mistakes and increase humility and leadership skills, thus enabling the pastor to grow with the church as he helps the church grow in biblical health. Purpose Statement In short, this project will seek to address the need for actual strategic mentoring among pastors by seeking to make potential mentors more readily available to each other through a voluntary information network. It will also seek to provide adequate training for both sides of the mentoring relationship to help participants gain the most value from those relationships. As a result of this project more KNCSB pastors will more readily seek strategic mentoring from other pastors to more effectively face their ministry challenges. This will be accomplished in part through the development of a strategic mentoring Web catalyst and network to more readily encourage edifying relationships. Ultimately, the purpose of this project is that selected Eastern Nebraska Baptist Association and Oregon Trail Baptist Association pastors will intentionally increase their availability to each other for the purpose of strategic mentoring with ministry challenges and intentionally seek such mentoring for themselves when needed based on mutual commitments to kingdom success.
CHAPTER TWO BIBLICAL MANDATE FOR STRATEGIC MENTORING Introduction The candidate’s ministry project intends to strengthen the intentional mentoring relationships among KNCSB pastors. Therefore, in this chapter it shall be demonstrated that (a) strategic mentoring among pastors is in fact a biblical necessity, and (b) the current connections among pastors fall short of the biblical expectation. While the Bible contains many instructive examples of such mentoring occurring between ministry leaders, such examples by themselves are inadequate to defend this process as necessary. This chapter will focus first on those Old Testament and then New Testament passages which make this mandate clear. The first section will look more closely at several proverbs that implicitly require pastors to be involved in such relationships. The epistles of the New Testament offer the clearest support with both explicit instructions and implicit principles in support of this practice. It is believed that an understanding of these passages would lead any pastor to recognize the need for strategic mentoring relationships as proposed in this project. Old Testament Passages The clearest Old Testament mandate for strategic mentoring, as proposed in this project, is found in the book of Proverbs. The passages which support this mandate include: Proverbs 11:14, 12:15, 13:10, 15:22, 19:20, 24:5 and 27:17.1 The linchpin verses
1. Unless otherwise indicated all Bible references in this paper are to the New American Standard Bible (La Habra, CA: The Lockman Foundation, 1995).
are 27:17 and 19:20. While the principles may be applied to a variety of relationships, it will be demonstrated that pastors not only fall within an acceptable category of application, but have a special responsibility to follow it. The combined message of these passages is that ministry leaders should seek out sharpening interactions and counsel from each other in order to grow in wisdom, demonstrate their wisdom, and lead through specific challenges safely and successfully. Each aspect of this will be examined more fully below. The logic of the argument unfolds as follows: wisdom is needed to lead successfully. Acceptance of counsel is required to become wise. Interactions with others sharpen people. Success comes through competent counsel. Therefore, ministry leaders will seek out counsel and sharpening interactions to be wise and successful in their leadership. Ministry Leaders Must Hear Counsel to Become Wise Proverbs 19:20 gives ministry leaders a command with a purpose. “Listen to counsel and accept discipline, That you may be wise the rest of your days.” The two verbs are both imperatives. This is significant due to the rarity of imperatives in the book.2 As is typical of Hebrew poetry their parallel construction relates them to each other. Waltke observes that the second verb serves to intensify and clarify the first.3 The first term,
שםעcan mean simply to hear or perceive.4 This action touches the inside of a person but
may go no further. The second term, ,קבלmeans to receive, take, or accept.5 Thus, the
2. Bruce K. Waltke, The Book of Proverbs: Chapters 1-15 (Grand Rapids, MI: Eerdmans Publishing, 2004), 113. He notes that imperatives are rare in this section of Proverbs. 3. Ibid. 4. Francis Brown, S. R. Driver, and Charles Briggs, Brown-Driver-Briggs Hebrew-English Lexicon of the Old Testament (Peabody, MA: Hendrickson Publishers, 1995), 1033b. 5. Ibid., 867a.
command means more than to listen. It involves an intentional acceptance of the object in question. In this case the object includes counsel and discipline. The outcome is a critical part for ministry leaders to grasp. If counsel is accepted, the proverb notes that the leader becomes wise in the end. This expression translates an imperfect verb “become wise” along with a prepositional phrase. It implies a development in wisdom. The acceptance of counsel brings transformation to the person. Both Derek Kidner and Bruce K. Waltke indicate that the term points to the end over the beginning of one’s condition.6 This gives the leader hope. While facing a new challenge that he feels ill-equipped for, growth in wisdom is more than possible; it is likely through the acceptance of counsel. The verse does not indicate whether the counsel is sought or offered without solicitation. That part is not the key. The key issue is the acceptance of counsel in order to gain the desired outcome. As Waltke notes, “The counsel must be willingly embraced to have its result.”7 The passage makes the outcome clear. It gives the reader a rare proverbial imperative. All believers are obligated to follow this direction. Ministry leaders, by virtue of their calling and responsibility, should lead the way in following this direction. It will benefit not only themselves, but also those they lead. Ministry Leaders Are Sharpened through Interaction with Each Other Proverbs 27:17 gives one of the clearest statements in Scripture of the benefits of positive human interaction. It could almost provide the basis for strategic mentoring by itself. It very simply states, “Iron sharpens iron, So one man sharpens another.” Duane
6. Derek Kidner, The Proverbs: An Introduction and Commentary (Downers Grove, IL: InterVarsity Press, 1964), 69. Waltke, 114. 7. Waltke, 113.
1993). vol. .”12 C. People can grow in the readiness for impact through the aid of others. MA: Hendrickson Publishers. The sharpening improves the impact of the ax. an expanded sense can also describe the entire person. 6 (Peabody. Ecclesiastes. 220. Though the passage does not offer specific examples of how this is done. TN: Broadman Press. The term used in this case has a basic meaning of face or countenance. and Briggs. C. 384. The term “sharpen” found here in the hiphil form simply means. . 1966). 10. Proverbs. 13. F. Garrett captures the lesson of this well.” It is first applied in terms of an ax head. Brown.10 That however does not answer the question since it is clearly metaphorical. Driver. Garrett. Keil and F. Kidner. “people must not shy away from interaction with their peers since it is an education in itself. As a result it is better prepared to fulfill its purpose.9 One important question to consider is the nature of what exactly is sharpened through this close interaction. a closer look can help clarify the lesson. . He notes.13 Those thoughts lead Waltke to 8. F. Delitzsch appear to understand it the same way.”11 Waltke concurs explaining that since the term “expresses and characterizes one’s nature . Commentary on the Old Testament. Keil and F. 9. Waltke. Song of Solomon. “to sharpen. 11. Waltke applies this principle noting that a true friend should not shy away from constructive criticism. 167. the implication is that close proximity and interaction are key aspects. noting that “the manner and forming of habits and character” are what these relationships impact. Delitzsch. Ecclesiastes. New American Commentary (Nashville. 815a. Duane A. This is compared to the sharpening of people. 406. 12. 384. Song of Solomon. Proverbs.14 A.”8 Though there are no interpretive enigmas. Kidner notes that it “almost equals personality in this case.
The benefit and basis are clearly given in Proverbs 27:17.15 eventually conclude that this term points to the person in general. Brown. Proverbs 15:22 teaches that “without consultation. He notes. Brown. Proverbs 12:15 and 24:5-6 explain the critical value of counsel to one’s character and impact in life. and 13:10 contrast the results of using counsel with the consequences of working without it.14 In light of the general nature of proverbs this is an accurate understanding of the term. That truth is the critical value of accepting counsel. Waltke. Waltke notes that it may refer to any competent and experienced counselor in a specific case. in application. how much more can it occur if purposefully pursued in well-defined areas. 384. The value of such mentoring is that men can sharpen each other if they will in fact interact intentionally. But with many counselors they succeed. . Certainly it can happen unintentionally. plans are frustrated. It means counsel from those with 14. Together they sound a clear call to believers to prioritize the use of counsel in their endeavors. Garrett agrees with Waltke. and Briggs. But if this is true. 11:14. Driver. 15. This same term is used in Proverbs 13:10. The goal of strategic mentoring is to catalyze the process of sharpening between pastors by motivating and enabling them to connect for that very purpose. 419c. that “sharpening can occur in any areas in which people are engaged. Proverbs 15:22. Waltke.15 This does not mean a professional counselor.” Of special interest is the nuance of the term counselors. How does this apply to strategic mentoring? It is the epitome of strategic mentoring. 538. and Briggs note that this can refer to counsel in familiar conversation. Chapters 1-15. Driver. Ministry Leaders Increase Success in Specific Challenges through Competent Counsel The final collection of proverbs combine to demonstrate multiple facets of the same truth.” 220. Strategic mentoring is an effective way to implement the direction given in these passages.
172. Garrett. The focus is on corporate matters rather than individual. Brown. Kidner wisely summarizes the lesson as “people should get all the advice they can. close.” Once again the principle is clear. 419c. 691c. and Briggs. 20. more than many. are responsible for developing and implementing plans as they lead. Failure results from lack of counsel.” 19. It involves seeking counsel for a particular area from someone with known experience in that area. 16.”19 A key aspect of this verse lies in its contextual focus. 91-92. “Where there is no guidance the people fall.16 The second term implies one with authority to give counsel. Ibid. The two terms for counsel used in this verse give clues to the kind of counsel God has in mind.18 Proverbs 11:14 states. But in abundance of counselors there is victory.20 Ministry leaders rarely lead in isolation.. The first term indicates counsel from an intimate friend. While it is possible to get too many opinions. Driver. Garrett also makes this point on this verse. 17. but rather an internal attitude of willingness to hear and heed advice. Kidner. This verse reminds readers that plans involving groups require many counselors for the group to experience success together. 151. He wisely observes that this verse “does not advocate making all decision by committee. and competent counsel in the plans they form. That is exactly the point of strategic mentoring. it can be fatally easy to shut out disquieting voices.17 Ministry leaders. 126.16 experience in the area of concern. 18. . Keil and Delitzsch. Pastors responsible for leading a church to follow God’s will owe it to their church to seek counsel from other competent ministry leaders when formulating direction and plans. This has direct application to their setting and demonstrates the need to seek caring. Success on the other hand comes when much counsel is received.
pride is at the heart of those situations as well. What about those who never think to seek it? What of those who fear to seek it? Though it may be a different flavor. 23. a person who does not look beyond his own thoughts is a fool from the Bible’s perspective. Waltke explains that those with this kind of pride do not take counsel. Joseph’s leadership in Egypt 21. Keil and Delitzsch note that “the fool is limited by his own narrow subjectivity.23 Though it does not state that counsel should be sought.17 The next verse demonstrates the critical heart condition in this matter. 136. He notes that it refers to those “with modesty to acknowledge the limitation of their knowledge and the humility to allow themselves to be corrected. Garrett. it is clear that wise people have humble hearts that are receptive to counsel.” The description “right in his own eye” describes the same conflict that produces pride. Waltke. Leaders could avoid much of it by following this verse in seeking counsel in order to lead wisely and resist any conflict provoking pride. “Through insolence comes nothing but strife. Kidner. 560. criticized and led to a better plan of action. Kidner notes the same thing stating. Proverbs 13:10 states.”24 By definition. “closed minds are another symptom of pride. It says.” Keil and Delitzsch concur with this opinion. . Churches are notorious for conflict and poor handling of change.” 102.21 Kidner and Garrett both note that pride is an ingredient in every quarrel. 102. But wisdom is with those who receive counsel. This is the kind of wisdom in ethical and administrative matters. Wisdom on the other hand drives a person to receive counsel. Waltke. 24.22 In contrast the participle “counsel” implies a humble willingness to be counseled. Proverbs 12:15 offers the same message as 13:10 with a slightly different emphasis.” Pride is at the heart of those who refuse counsel. But a wise man is he who listens to counsel. 22. Keil and Delitzsch. “The way of a fool is right in his own eyes. 547. 188. 200.
The proverbs clearly show that wise. Brown. Driver. As in Exodus 18.25 Openness to counsel both reveals and enhances the wisdom of a leader. 26. and victory. And a man of knowledge increases power. strategy. 27.” The term for power can refer to physical power.. The complexities involved in leadership increase the need for sharpening and counsel. Involvement in ministry leadership does not exempt an individual from these principles. but in this case it is more likely ability or positional power. and Briggs. this chapter will demonstrate a more specific application for ministry leaders. The ministry leader should be open to the counsel of others and intentionally seek it in order to both lead and grow in wisdom. Ministry leaders must take this biblical mandate into account as well. 314c. corporate leadership decisions require counsel. Ibid.26 Kidner notes that in application “wisdom succeeds while brute force fails. .”27 The message is that wise people will lean on counselors to experience success and safety. the wise counsel often comes best from a mentor outside the 25. And in abundance of counselors there is victory. Kidner. They must lean on the wisdom of each other’s counsel to live through conflict safely and successfully.18 serves as an example of this kind of wisdom. 144. Refusals to hear both reveal and enhance foolishness. rather it makes them even more important. For by wise guidance you will wage war. 54d. Proverbs 24:5-6 states that “A wise man is strong. The final verse indicates that openness to counsel brings strength. Application to Ministry Leaders While the intended application of most proverbs is universal.
They are rarely strategic or relational. Barnabus and Paul. This kind of mentoring must come in the context of a relationship with those competent in the area of need. In summary. Those categories include: (1) The Clearest Mandate. there are also clear imperatives in the epistles that call for strategic mentoring to occur among ministry leaders. first. This section will examine those passages in three categories to demonstrate the existence of this mandate.28 Jesus and the disciples. While the examples are inspiring. His followers pick up the torch of mentoring in many forms including this one as they engage His Great Commission mission. The more notable ones include Jesus and the disciples. those fall far short of the kind of mentoring called for in the Bible. Though ministry leaders seek growth through conferences and even continuing education. that they are sharpened by interactions with each other. 28. the New Testament is full of examples of strategic mentoring relationships. the Old Testament clearly demonstrates. (2) The Principles of Deference to Others. that ministry leaders must hear counsel to become wise and. and (3) The Principles of Stewardship of Life through Serving Others. This kind of specific “iron sharpens iron” mentoring should be an ongoing ingredient in every biblical leader’s life. The Old Testament teaches that when this occurs the potential for growth in wisdom and success in leadership increase dramatically. Finally ministry leaders increase success in specific challenges through competent counsel.19 immediate organization. second. . and Aquila and Priscilla with Apollos. New Testament Passages Like the Old Testament. for example stand as the ultimate model of this. Paul and Timothy.
389-90. 31. Howard Marshall notes that the context implies that the act of entrusting is something that will occur more than one time. The Pastoral Epistles: A Commentary on the Greek Text (Grand Rapids. It teaches that one of the tasks of spiritual leaders is to pass on what they have learned to others who demonstrate the ability and character to pass those lessons in turn.” The central imperative of the verse is the term “entrust. Louw and Eugene A. A Critical and Exegetical Commentary on the Pastoral Epistles (Edinburgh: T & T Clark. Knight III affirms that in the New Testament it has the meaning “entrust. is to be passed on. (New York. 32.”30 Since the passage is fuzzy concerning the content of what is entrusted.” It can also mean to “entrust oneself to someone. there is discussion concerning that question. Johannes P. Marshall. 1989).47. I.”29 George W. Nida. 2d ed. Black’s New Testament Commentary (Peabody. This is something he should do whenever possible. entrust these to faithful men who will be able to teach others also. Greek-English Lexicon of the New Testament: Based on Semantic Domains. 1960).31 However. George W. NY: United Bible Societies. 1992). Johannes P. which he received from Paul. there is no debate regarding the fact that Paul commands Timothy generally to pass on what he has received from him. Marshall further observes that Timothy’s call. Knight III. D. Louw and Eugene A. 727.” Paul commands Timothy to entrust something to others. Nida indicate that the term can mean “to give or to provide for.32 29. . He feels the key is multiplying and preserving rather than creating a line of formal succession. 727.20 The Clearest Mandate: Pastors Should Share Their Wisdom with Each Other The clearest call for strategic mentoring in the New Testament is found in 2 Timothy 2:2. J. Kelly believes it is an embryonic form of revelation being passed on through succession of authorized people. Howard Marshall. 173. “The things which you have heard from me in the presence of many witnesses. 1999). 35. N. MI: Eerdmans Publishing Company. I. MA: Hendrickson Publishers. Kelly. 30. It says. The Pastoral Epistles.
391. a good understanding is still possible. vol. This principle may certainly apply to pastors in their relationships with each other. Kelly. N.”34 Knight indicates that they may be those mentioned in 1 Timothy 5:17 who are called to work hard in the word and teaching. J. Most commentators refer to an old view that this could refer to ordination but quickly put it down in favor of a broader collection of teaching. Pastoral Epistles. 46 (Nashville. pastors should intentionally apply this instruction to their own relationships. Paul spent time strategically equipping others. The things Timothy heard are most likely the total package of instruction he had received over the years. 174. They are also to possess the ability to pass the wisdom on to others.” 34. 172. The key is not so much a line of succession as a preservation and multiplication of effective kingdom ministry. Word Biblical Commentary. it is this writer’s opinion that in such cases the passage may be vague on purpose in order to allow the application to remain sufficiently broad for future readers. 504. Pastors should intentionally 33. Mounce notes specifically that the plural verb form “emphasizes the totality – not a summary – of what has been heard. . This means a trustworthy character. and William D. Kelly observes that Paul is “concerned with the reliability of the men rather than their status. In this passage he calls Timothy to do the same. 2000). then it makes a strong case that pastors should pass on what they learn at least to emerging pastors. Mounce. Marshall.35 If this is the case. 391.33 The people who are to receive Timothy’s wisdom are not identified by position but rather by character and ministry focus. 35. Knight. TN: Thomas Nelson Publishers. He specifically notes that he should share his wisdom with those who will be able to share it with others. Kelly. Knight. It is clear that this instruction was given on more than one instance.21 Though the content of what is to be entrusted is not specifically identified in the context. In fact. They are to be marked by faithfulness. D. 725. For the health and spread of the church today.
Word Biblical Commentary (Waco. 1983). but with humility of mind regard one another as more important than yourselves. notice the negative imperative. 36. MI: Eerdmans Publishing Company. mutual encouragement and mentoring will be stifled. O’Brien explains that the term was used to “denote the rival preaching of those in Rome who preached from selfish motives. If this principle were practiced among pastors in their relationships with each other. When this attitude is in play.37 In truth.” He further states. The Epistle to the Philippians: A Commentary on the Greek Text (Grand Rapids. O’Brien notes that the double negative and omission of the verb “forcibly draw attention to it absoluteness. “In other words. 68. The application however is often limited. Gerald F. 179. If these passages apply to pastors. Selfishness and pride often keep pastors from aiding each other. then they should not focus only on their ministry.” 180. Peter T. Hawthorne notes that the term selfishness “carries the idea of a party spirit generated by selfish ambition. . there is silent competition to be successful. but be willing to value. “Do nothing from selfishness or empty conceit. First. and encourage the interest and ministries of others.” 37. but also for the interests of others. Hawthorne. this spirit still exists among ministers today. Philippians 2:3-4 states. it is binding to all Christians at all times. do not merely look out for your own personal interests. TX: Word Books.36 There are a few aspects of this instruction that are important to note concerning strategic mentoring. Unfortunately.” The meaning is clear. they would make time to provide strategic mentoring for each other along with other forms of encouragement and help. Philippians. 1991). O’Brien. The Principles of Deference to Others: Pastors Should Value Each Other’s Ministries and Needs Philippians 2:3-4 and Romans 12:10 give believers clear imperatives to value others over themselves. aid.22 accept the priority task of passing on what they have learned spiritually to others who have the character and capacity to pass it on even further.
30. give preference to one another in honor. the range of command extends beyond that. Louw and Nida indicate that the meaning is “to keep on giving serious consideration to something. pastors must not forget that other pastors are also fellow believers.23 The positive side offers an antidote to selfishness among believers. that opportunity should be embraced out of one’s concern for the other. .20. Louw and Nida indicate that it “pertains to love or affection for those closely related to one.”38 In the end.” Once again a clear universal command for all believers is unintentionally limited in its application through a selfish blind spot. Therefore pastors should not focus only on their ministry with humility before God. A clear way to do this is to have concern for the health and success of other fellow ministers. encourage. “Be devoted to one another in brotherly love. However. Philippians 2 teaches that believers are to actively replace a proud. selfmotivated life with one of humility before God that values others over one’s self and pays attention to their need over one’s own. Romans 12:10. but for a deeper look. The adjective φιλοστοργος is a New Testament hapax legomena. and aid other pastors with their ministries and interests. When one has the opportunity to advance the interests of another. Availability to others as a strategic mentor is a simple way to honor these imperatives. The term does not call for surface manners. in a similar vein. While the term devotion applies to affection for one’s fellow believer in Christ. Most pastors will focus on honoring those they serve within their local assignment. Louw and Nida. states. They should be willing to value. The positive imperatives are to value others as more important than oneself and to look out for the interests of others. particularly members 38.
The final set of New Testament passages address that concern readily. but through love serve one another. they should have a heart for each other that would motivate mutual support and care through strategic mentoring. Though short. Galatians 5:13 and 1 Peter 4:10 indicate clearly that believers are to serve each other. there is no reason for it to not apply to relationships among pastors specifically as well. Ministers are a subset of the believing family that could share a unique bond of understanding if pride does not prevent it. only do not turn your freedom into an opportunity for the flesh.24 of one’s immediate family or in-group. Pastors then should have such devotion for each other and defer to the needs of each other with honor. “For you were called to freedom. They are to honor each other through deference to each other. The relationships are to be marked by this devotion and preferential honor. Ibid. brethren. The Principles of Stewardship of Life through Serving Others: Pastors Should Serve Each Other with God’s Unique Gifts in Their Lives One might suggest that devotion and deference do not require action but only a specific attitude. That would say too much. the truths of this verse are poignantly relevant. . 25. If they do apply to those relationships. Believers are to love each other with familial devotion.41. More than others.”39 Now it could be argued that this limits the application. What it does is describe the kind of affection. Being available to each other for strategic mentoring is a clear way to live out that attitude practically.” 39. While the instruction is for all believers.. then a clear mandate exists for pastors to serve each other with the gifts that they have been given by God. Believers are to care for each other as they would for the closest family member. Galatians 5:13 says.
While commands between pastors would be inappropriate.” . New American Commentary (Nashville. Paul calls pastors to 40. “Who should I serve?” in this case could very well be like asking Jesus.” The context of this verse is believers serving each other as stewards of God’s gifts in their lives. “As each one has received a special gift. Timothy George. For many those gifts include equipping gifts that could be leveraged to enhance pastors and ministries beyond their own. “Who is my neighbor?” in the Gospels. The flesh is specifically to be resisted so as not to spoil what Christ has done. Asking. Pastors should be ready to share their gifts through service to each other in order to maximize God’s grace in their lives. 377. First Peter 4:10 notes. Conclusion The New Testament gives a clear mandate for strategic mentoring relationships among ministry leaders. Believers are expected to maximize God’s grace by serving others with the gifts He has given them.25 Because of what Christ has done. In Philippians 2:3-4 and Romans 12:10. recognition and meeting of needs would not be. Pastors should intentionally serve each other with love for each other’s ministries rather than letting flesh-driven selfishness hold them back. There is no limit on which believers should be served. George describes flesh as “the center of human pride and self willing. Flesh is the arena of indulgence and self-assertion. Self focus and competitiveness among believers should be resisted intentionally by seeking to serve each other through love. TN: Broadman & Holman Publishers. employ it in serving one another as good stewards of the manifold grace of God. love should motivate the individual believer to serve others through the freedom of grace. Galatians.40 To serve another is to humbly respond to their needs or even commands. 1994). Pastors along with all believers have special gifts of God in their lives. Believers in general should avoid letting the flesh pollute their freedom by serving each other through love.
Finally. the Bible demands that leaders pass what they know to other emerging leaders. And. Leaders should not just serve those who pay them or those who follow them. it instructs leaders to value each other’s needs over their own. Finally. it reveals that the primary mode of life for leaders is serving others. Failure to do so will limit a person’s role in that kingdom. ministry leaders should make themselves available to intentionally help each other in the calling and ministries. Obedience to these directives will result in the biblical expansion of God’s kingdom on earth. In combination.26 value each other’s ministries. Those principles examined were as follows. Second. First. that interaction with others sharpens people. It is improper to focus only on one’s own ministry and refuse to aid others in need. in 2 Timothy 2:2. They should also serve their fellow shepherds. . this project will seek to address this need through the implementation of a pilot project on strategic mentoring. ministry leaders are also encouraged to serve each other with their unique gifts. these passages make a strong case for strategic mentoring among ministry leaders. Therefore. ministry leaders should intentionally seek counsel and sharpening interactions to be wise and successful in their leadership. finally. As a result. Second. There were three additional principles from the New Testament. First. Paul demands that leaders pass on what they have gained spiritually to others who will multiply leaders as well. In Galatians 5:13 and 1 Peter 4:10. Principles for the examined passages are generally applied to believers in general but not to pastors specifically. This chapter has shown that the typical relationships of pastors with each other are inadequate in comparison to the biblical expectation of mutual sharpening and strategic mentoring. In light of these principles. acceptance of counsel is needed to become wise. from the Old Testament it was shown that wisdom is needed to lead successfully.
MA: Harvard Business School Press.CHAPTER THREE HISTORICAL SKETCH OF MENTORING AND OVERVIEW OF STRATEGIC MENTORING PROJECT Historical Sketch of Mentoring in the States Introduction Though mentoring is deeply rooted in history. Though schools were able to produce pastoral candidates in greater numbers. cast a shadow over the value of mentoring as a means of growth.2 Related terms and relationships include apprentices.1 Since that time the term “mentor” has often referred to a relationship in which a more experienced person helps train one with less experience. and guides. Herminia Ibarra. This chapter will attempt to give some historical perspective relating to the need for pastoral mentoring. counselors. Homer’s Odyssey records the tale of a Greek king Odysseus who left his son Telemachus in the care of a servant named Mentor when he went to fight in the Trojan War. in recent decades it has been gathering renewed attention in the western world. no. 76. along with the rise and multiplication of universities and other mass training schools. Shelly Cunningham. “Who’s Mentoring the Mentors? The Discipleship Dimension of Faculty Development in Christian Higher Education.” Theological Education 34. 2. It will also 1. 2004). many came to recognize that something had gone amiss. 27 . Such relationships were common prior to the industrial revolution in the West. coaches. tutors. As the pace of culture accelerated. 2 (spring 1988): 31. Coaching and Mentoring: How to Develop Top Talent and Achieve Stronger Performance (Boston. the belief that such relationships were needed for growth faded. That cultural shift.
Historical Roots of Mentoring Paul D.. Ibid. 17. J. He chose twelve from among all His followers that “they might be with Him.. 4.28 explore other attempts to meet this need in demonstration of why strategic mentoring may provide a valuable and practical part of the solution with greater potential and less cost than current attempts. “Mentoring is as old as civilization. The candidate will then describe a pilot project of strategic mentoring.”3 They explain that “through this natural relational process experience and values pass from one generation to another. a few examples and observations can demonstrate its shift among the church and pastoral training. Robert Clinton note. 6.”4 They further lament that “in the modern age the relational connection between the knowledge and experience giver and the receiver has weakened or is nonexistent. 38.”5 Studies continue to show that most effective leaders were all influenced early by mentors. While the history of mentoring would be too broad to trace in this project.6 Mentoring has long been valued as a process for training emerging generations in areas of life.” . Rabbis and other philosophers would take disciples to themselves and personally train them for life or at 3. CO: NavPress. Stanley. 5. Ibid. 1992). He believes that strategic mentoring can penetrate the barriers to mentoring more easily than other options while increasing the likelihood of providing what is needed most at the right time in a pastor’s ministry life. Ibid. Robert Clinton and Paul D. Connecting: The Mentoring Relationship You Need to Succeed in Life (Colorado Springs. Stanley and J. 18. Their survey of leaders showed that almost all of them identified others who made “significant contributions to their development.” (Mark 3:14) At the time this model would not have been unusual. From the beginning Jesus Himself made use of mentoring as His primary training tool.
Gary E. Unfortunately. 94. 1673-1746. Barnabas. Young people would learn their trades as apprentices to their fathers or other skilled workers. William Tennant. though relationships remained critical to their effectiveness. Doubtless mentoring still occurred but was not recognized as a primary 7. it was short-lived and as the nation grew its ministry education took a different turn. .9 The students developed relationships with each other and with the mentor. Gary E.7 However. and skills in ministry to those men who stayed with him during those years. 92 10.”8 His approach in the end was what is currently called mentoring. no.” Christian Education Journal XV. We see this same pattern in the early church in the life of Paul. 1 (fall 1994): 86-88. This slowly changed over time with the rise of larger training schools and academies. Ibid. 88. 8. Through this relationship he effectively passed on his values.29 least some specific aspect of it. centering on the teaching of a specific individual. Education became more formalized. 9..10 For Tennant. which impacted them for life. “The Ingredients of Effective Mentoring: The Log College as a Model for Mentorship. Schnittjer. Schnittjer concluded that the style of Tennant’s Log College was the basis of its effectiveness. Ibid. A significant example of mentoring in North America occurred early in American history. In his studies. Ibid.. Schnittjer notes that Tennant attempted to pattern this educational ministry after the models of his time. it was the relationships he maintained with his students that became the distinctive aspect of the Log College and the key to its success. its distinctiveness emerged “not by intentional innovation but by necessity. When schools arose they were small and personal. and others who mentored others in the way of Jesus.. started the first private seminary in the colonies. heart.
it began to be evident that earning a degree in preparation for ordination and ministry was not enough to sustain creative activity through a whole career. 15. Ibid. 4 (fall 2002): 308. “somewhere in the middle of the twentieth century. Results showed “that most were pleased with the biblical theological foundation.. 118.” Religious Education 97. Burns and Ronald M. Bruce Roberts. no. that has begun to change in the past couple of decades. no. D. Robert W. Late Twentieth Century Reemergence of Mentoring In an article on theological education. 14. no. He concludes 11.”14 Harry L. “How Pastors Learn the Politics of Ministry Practice. Cervero confirm. . Poe. Ibid. 16.”15 He concludes that both the church and seminary should work together to develop solutions for preparation for practical ministry. “How Can Continuing Theological Education Serve the Church?” Quarterly Review: A Journal of Theological Resources for Ministry 24.”11 He notes further that in the 1960s a growing consensus rose among churches “that basic seminary education was not enough for a lifetime of service. “most pastors felt good about seminary.30 tool for ministry preparation. he gets a hair more specific. Harry L. Bruce Roberts observes that. However. 13.” Theological Education 33. Burns and Ronald M. 12. but complained of the preparation for practical ministry. but did not feel it adequately prepared them for the practical side of ministry. 1 (autumn 1996): 23. D. Ibid.”13 Robert W. As such it was not prioritized specifically as a part of ministry training. Poe refers to many studies done by churches and seminaries in the 1980s and 1990s on this sentiment. Cervero.16 David Ludeker agrees in an article on training for ministry.”12 He concludes that since then “continuing education has become a necessity rather than a luxury. “The Revolution in Ministry Training. 2 (summer 2004): 117. However.
” American Baptist Quarterly III. 18. new experiments began with forgotten principles. The Mentor Connection: Strategic Alliance in Corporate Life (New Brunswick: Transaction Publishers. 204-8. Michael G. Ibarra. no. 1991). Schnittjer notes in his 17.” The Journal of Pastoral Care XXV. 1 (March 1971): 9. much of it was just talk.” Word & World: Theology for Christian Ministry XIII. Davis. He further notes that a variety of models. 115. Darold H. no. sources and locations should be involved. Midwestern Baptist Theological Seminary. Beekmann. “Leadership for Pastoral Development. “Young Pastors Pilot Project: An Experiment in Continuing Education for Ministry. 2 (June 1984): 115. In that section Zey evaluates two corporate and one government mentoring programs. Darold H. however. See also Gerald C. His project was an attempt to help younger pastors by connecting them with an older one.”19 Some followed his advice developing pilot projects for mentoring among pastors. and even government offices began various forms of mentoring programs to help their people continue developing on the job. becomes what kind of continuing education is best? How should it be delivered? At what points? What will the costs be.Min.31 that “life-time learning” should be viewed as an integral part of ministry life. no. Ibarra describes Bell Canada’s low cost on-line matching program designed to find potential mentors. Once this realization began to be considered more seriously.18 Talk on this topic emerged a few years later among seminaries and clergy. the secular business world was a decade or so ahead of the church. 20. “Training for Ministry: A Life-Time Experience. David Ludeker. Places like Bell Canada. Mark A. and from the younger ones feeling like projects of their mentors.17 There is much wisdom in this. and how can its effectiveness be maximized without removing the pastor from his church to pursue such things? However these questions are answered. Zey. it is clear that many began to recognize the need for a return to mentoring as a priority. . The question. Ironically. Rouch. 19. in an article on this subject. AT&T. Project. proposed that ministers should be involved with immediate peers “with whom one could continue in ongoing study and conversation as well as natural prayer. Clinton and Stanley. It failed however from unexplained conflict between pastors. 96-97.20 However. “Developing a Continuing Education Peer Group to Improve the Leadership Skills of Filipino Pastors” (D. 1 (winter 1993): 49. They describe AT&T career training efforts at using mentoring there. Beekman.
David C. Jones. The Pastoral Mentor: A Handbook for Clergy Counselors and Supervisors (Richmond. In addition. seminaries. few are engaging in them.”21 As the survey of KNCSB pastors and staff shows. and ministry support groups. It has grown unintentionally into big business. Some formal attempts did emerge. conference centers.32 study that “while it seems that many are talking about mentoring relationships. Schnittjer. Jones discusses a mentoring strategy which developed among Lutherans. xxi. 1980). the application needed may be quite different in the needy church from the model church. . Pastors flock to them for help and inspiration. for 1990). 93. but found it difficult to combine pastors into common peer groups. Megachurches. Other Responses to the Emerging Need The current era has seen several responses to this felt need. ChurchSmart. However. David C. such as InJoy and Focus on the Family. at the time he lamented that “no one else has provided a basic consistent standard with adequate training and guidelines for mentoring others in ministry. 22. While the teaching and inspiration at such conferences may be valuable. Professional coaches have begun to emerge in some corners. The problem with them is that each situation may require a more personal touch. that reality still seems true. specific application for each pastor is often a discouraging challenge.”22 Mentoring had begun to emerge. VA: Skipworth Press. However. Davis attempted a project in the Philippines. This could be very positive in helping a pastor develop specifically. sponsor seminars and conferences nearly year round. denominations. For example. The conference movement is one. Such help is rarely available. He faced an affinity challenge that prevented it from developing as he had hoped. 21. an American outlet for Natural Church Development. but it remained in a fog. 23. offers coaching for a fee.
However. Field education and internships have become standard for seminaries.23 This demonstrates that it is an idea that just does not work. True mentoring help depends significantly on who the mentor is and the relationship that develops between mentor and mentee. 2007. While the categories were broad.com/forum. The questions and responses are very interesting. The most recent post was twenty-three weeks old as of April 16. character. is that one has no way of knowing the background. The greatest challenge with this. there were only eight total posts. .pastors. however. See appendix C. Another basic barrier could be awareness of such coaching as a possibility. or true experience of the individual posting responses.33 this project. Cost. affinity. There is a clear lack of interest in connecting to others or seeking help in this manner. That strategy has been very effective. but financial and mind-set barriers are likely to keep many from pursuing them. a decision was made not to research professional coaching options. Those aspects are uncertain at best in that kind of on-line format. the trickiest questions come after the seminary nest has been left behind. While an innovative concept. 23. In another example. a look at the Web site reveals that its impact is low. the Colorado Convention of Southern Baptists provides a web-based posting forum for its pastors. Though only an assumption. Also those responding may not have the real story behind the situation described in the original posting. 2007. A comprehensive message board with postings on many topics can be found at www. as most pastors discover.com. Web blogs have also become popular with younger pastors. They are emerging. accessed April 16. Colorado Baptist General Convention (CBGC) Web site review. available at http:// saturatecolorado. and trust however could easily remain barriers. distance. the barriers that prevent pastors from seeking help from each other may be magnified to an even greater degree in seeking help from a coach for whose services must be paid.
extended practice and feedback. competence and change in participants.Min. They fill an important gap by allowing and even requiring that the candidates remain in full-time ministry. 25. This information was generally sought by first scanning the convention Web site to see what was promoted there and then calling to attempt contact with the most appropriate person on their staff to provide information 24.34 Doctor of Ministry programs have also emerged as a response to the need of lifelong training of pastors. at least temporarily. including: (1) Whether they had an intentional mentoring strategy in place for pastors. Roberts. In referring to studies on developing great leaders. Ibid. He further explains that “such things are best learned through motivation. 123. Potential barriers could include time and money. What this variety of possibilities demonstrates is that many pastors in recent times feel a great need to learn more.”25 Mentoring in Southern Baptist State Conventions As part of the research for this project.” This sounds a lot like coaching or mentoring. he observes that we need a kind of education “which produces energy. program may create pressure rather than relieve it. this kind of program will not provide the kind of immediate counsel that is needed. (2) What exactly their approach was. 128. and impact if they had one in place. However they must be learned in different ways from that which traditional schools employ. (3) Their evaluation of its strengths. For those under pressure and in need of counsel already. In some cases the D.. The goal was to discover several key things.”24 While noting that there may be many alternatives for continuing education of pastors. . an attempt was made to contact each state convention within the Southern Baptist Convention. weaknesses. Roberts brings both the challenge and the goal into focus. he notes that “leadership competencies can be learned. and (4) What advice they might have for this project in light of their efforts.
Rob Lee. when asked how many actually engage in those relationships after the event. Minimal training is given with a direction pointed. Over a period of seven months. Ohio. One approach could be called the “Event Catalyst” approach. April 23. they get many to sign up to participate. Uncertainty arises. pastors are encouraged to consider engaging in such relationships. followed by summary descriptions of the specific approaches of those conventions that have a strategy at this time. Of those with a strategy. As a result. Finally. six of them had just started implementing their strategy in the past twelve months. The study conducted by this project found that there were four general approaches to mentoring for pastors that exist in the various state conventions. New England. a summary of the reported barriers and keys will be explored with a discussion of how they relate to this project. This is the approach found in the Dakotas. 2007.35 on potential mentoring strategies. . Utah-Idaho Baptist Convention. General facts will be presented first. seventeen indicated that they have nothing in place at this time for mentoring of pastors. Large state or regional rallies are held annually with the goal of motivating pastors to commit to a mentoring relationship. In the Dakotas. In one example. Sixteen of those contacted do have a strategy in place. however. Alabama provides materials used to get those relationships going. The Utah-Idaho convention also uses this approach at this time. and Virginia. 26. contact was made with thirty-three of forty-two state conventions. A summary chart of the call journal is included in appendix C of this document.26 The opposite end of the spectrum encouraged “One-on-One Mentoring” but without large-scale promotion. In some cases state staff or mission directors seek to mentor pastors who are open to such a relationship (New England and Virginia). telephone interview by author. Of those contacted. A key strength is that the participant sets the agenda of the relationship.
telephone interview by author. it is difficult to involve pastors in intentional mentoring relationships. but most use things such as E-Quip. and relationship barriers. most described relationship as a key barrier. they need to overcome the trust. Jerry Essary of Tennessee described the coach as more of a “fellow discoverer than a teller. Tennessee Baptist Convention. A third approach is “Peer Learning” or affinity groups. the agenda is already set by the material rather than the need of the pastor.36 The downside is that this has not yet allowed many to be involved in those conventions. The challenges mentioned among the conventions were very similar. The final approach is most clearly seen in North Carolina and Tennessee. however. buy-in. It is the “Coaching” approach to supporting pastors. 2007. It has the potential to involve more pastors at a time. The Dakota approach has potential. Many rural conventions noted distance as the next big barrier. Nearly everyone mentioned busyness or time as a barrier. June 19. specific teaching material is used to train willing pastors in learning clusters. Refocus. The bottom line is that. It is a specific strategy. but it is just getting started and too early to measure. but may not hit their critical needs at the right time. In order to get pastors to embrace mentoring. This was found in the greatest number of conventions. While reflecting on their approaches. Though these barriers exist without easy solutions. In most of them. Though different words were used. several keys to effectiveness emerged. One leader described that the 27. or NextLevel Leadership materials. In some cases the material is developed by the convention. Jerry Essary. though they sense the need. many among convention leadership are seeking to overcome them for the sake of kingdom ministry. .”27 The coach and pastor enter into a learning contract in which the coach uses questions to help the pastor learn and discover the insight needed for his ministry situation. The most frequently mentioned key was affinity or relationship.
Baptist Convention of New England. telephone interview by author. 28. While it is too early to say what will be discovered in the more recent attempts at mentoring for pastors. 2007. The key leader there noted. 2007. One key not mentioned. so did the strategy. July 23. 31. also noted that it was difficult to find pastors willing to mentor or coach others.37 key to effectiveness was that it must be “a mutually valued relationship.”29 Likewise. pastors must believe that their need can be safely addressed in the mentoring relationship.31 He. was leadership. Second. 2007. telephone interview by author. in the candidate’s view. New England believes the smaller the group. Utah-Idaho Baptist Convention. . See appendix C. 29. The passion of the leaders of those conventions with mentoring strategies was inspiring. 2007. One convention had a strategy running for three years. April 23. Nevada Baptist State Convention. The first observation is that most are facing similar barriers to engaging pastors in mentoring relationships. Third. Second. Myron Gruenlich. Dakota Baptist Convention. along with other conventions. motivational events are not mentoring and struggle to cross the relational barrier. The first distinction is that training is not necessarily mentoring even though it is valuable.”28 Factors in this relationship include: trust. Eddie Hancock. some observations and distinctions can be made at this stage related to the current approaches and this pilot project. April 11. confidence. However. telephone interview by author. are the reason a strategy exists in their states. Their kingdom-sized hearts. Rob Lee.30 One-on-One is the best approach in their view. Randy Sprinkle. it may no longer be mentoring. when the key leader left. but obvious after several conversations. The Dakota convention believes simplicity is the key. and perceived value. Training and commitment of a leader willing to mentor is necessary for it to work. telephone interview by author. a catalyst leader is needed to make it an enduring part of the ministry picture. the better it works. “If it becomes a program. 30. July 17.
The approach suggested in this project is distinct from others in several ways. . Project Overview Purpose Statement The purpose of this project is that selected Eastern Nebraska Baptist Association and Oregon Trail Baptist Association pastors will intentionally increase their availability to each other for the purpose of strategic mentoring with ministry challenges. Of those that do. Though it is limited to short-term. Using a members-only Web database as a strategic mentoring catalyst will allow those with experience to volunteer to a wider audience. Yet almost half of those interviewed have no mentoring strategy in place. no one is fully satisfied yet that the barriers are being sufficiently crossed. and intentionally seek such mentoring for themselves when needed based on mutual commitments to kingdom success.38 Finally. but requires greater training for the coach to be effective. the time barrier is significantly reduced. coaching allows the receiver to set the agenda. By keeping the training and orientation simple. it is believed that strategic mentoring will sink a mentoring mind-set deeper in the hearts and lives of the pastors of the convention and engage more pastors in such relationships as both mentor and mentee. and thus has the potential to increase understanding of how to better help pastors grow through ministry challenges. After surveying over three-fourths of the state conventions. In short. it may improve both the openness to mentoring and participation of pastors on both sides of the relationship. it is clear that many good things are being done in this area. Since it is a short-term approach. need-based mentoring. it should allow good pastors to mentor each other out of their experience with greater confidence. and those in need to find the experience bank they need.
(c) Psychomotor subgoal. and mind-set of pastors generally and in the Kansas-Nebraska Convention of Southern Baptists towards the need for and involvement in mentoring relationships. Participating pastors will intentionally seek out strategic mentoring from other participating pastors with appropriate experience for the specific challenge they face. (a) Cognitive subgoal. The candidate will develop and implement a pilot project to change the pastors’ attitudes. The candidate will (a) discover the biblical rationale for seeking to involve pastors in strategic mentoring relationships. Accordingly. knowledge. Participating pastors and staff from KNCSB will understand why it is biblically necessary for them to actively participate in strategic mentoring relationships with each other. Participating pastors will make themselves intentionally available to each other to provide strategic mentoring upon request in their areas of strength and experience. and (b) understand how pastors in history and modern times have tried to strengthen each other through similar relationships. context. . the project will be guided by the following subgoals. 2. (b) Affective subgoal. attending especially to (a) the beliefs and habits pastors tend to have. and engagement in mentoring so that they conform to the project’s purpose statement. (d) Behavioral subgoal.39 Goals and Subgoals 1. The candidate will ascertain the culture. and (b) their probable causes. Participating pastors will assess how their current peer relationships compare to the biblical parameters identified under subgoal (a). 3.
significance. however. the directors of missions were asked to recommend those in their associations whom they feel have the appropriate character and experience to benefit other pastors. will be engaging the participants in strategic mentoring relationships. It is hoped that strategic mentoring will become an ongoing part of their lives as a result of grasping the biblical mandate and experiencing the benefits firsthand. The key to the project. Then. It is hoped that the lessons and interactions will provoke the participants’ desire for effectiveness. participating pastors will make themselves available to each other by posting experience areas in which they are willing to share on a central Web database.40 4. (b) how effectively the project was implemented. and mentoring and make it easier for them to connect with those most likely to make it happen for them. A large group of participants was hoped for in order to have an expansive database of experience for participants to engage. they should reach out to others with the specific experience and character to give them wise counsel before it is too late. Project Plan Approach Summary After the initial training. Pilot Groups Participants in this project include pastors recruited from Oregon Trail Baptist Association (OTBA) and Eastern Nebraska Baptist Association (ENBA) along with some denominational staff. The candidate will then determine (a) how well the project was prepared. In order to appropriately filter mentors. Pastors from these two associations are not as likely to know each other well any other . when facing ministry challenges. Those will occur after the initial six training sessions. and (c) how much change was brought about in the ministry setting as a result of the project.
KS Topeka. NE Kearney. NE North Platte. Participants Participants 1 2 3 4 5 6 7 8 9 10 11 12 C1 C2 C3 C4 C5 C6 C7 C8 C9 C10 Age 65 50 35 41 45 56 48 49 37 55 43 51 Years in Ministry 43 21 10 12 20 16 12 24 18 30 5 11 Ministry Role Church planter Church planter Senior pastor Senior pastor Senior pastor Senior pastor Senior pastor Senior pastor Senior pastor Senior pastor Church planter Senior pastor DOAM DOAM DOAM KNCSB staff KNCSB staff KNCSB staff KNCSB staff KNCSB Staff KNCSB staff KNCSB staff Town Gothenberg.41 way. NE Scottsbluff. State staff members were recruited to increase the base of strategic mentors available in hopes of improving the opportunity of the participating pastors to find a match. Ten pastors and the director of missions were invited to participate from OTBA. NE Lincoln. NE Bellevue. For consistency. KS Topeka. NE Lincoln. NE Hastings. KS Topeka. NE Topeka.32 Chart 1. Twenty-four pastors were invited to participate from ENBA. KS Topeka. NE Lincoln. NE Lexington. Therefore. NE Omaha. Pastors are assigned a simple number. it will test the willingness and effectiveness of them to connect with each other around specific ministry challenges. NE Omaha. KS Topeka. Chart 1 shows those who made a commitment to participate. the same numbers will be used when presenting their feedback. . KS 57 64 48 58 35 44 28 33+ 32. KS Topeka. Participants were assigned numbers to protect their identities. NE Bellevue. NE Omaha. NE Omaha. Convention staff have a “C” in front of their assigned number.
It is believed that this will increase the motivation and conviction of the participants to be involved in strategic mentoring as a life habit. but also enables them to better share the benefits of their 33. and provoke hope among the participants. This will be accomplished primarily through a guided reflection workshop. Film clips may also be used to touch the heart and sink the principles deeper in the participants’ hearts. Field research results will be examined further with a focus on barriers and benefits of strategic mentoring.42 Broad Lesson Plan Description33 Session One: The aim of session one is to introduce the need for strategic mentoring through examining field research of KNCSB pastors and the biblical foundation for engaging in it. The basic purpose is to learn what it is and how it helps. During the session the participants will connect with each other through shared reflection on their mentoring experiences. See appendix D for the Participant Workbook. Students will record lessons and reflections from one personal ministry experience which they choose. and the benefits it brings. Lecture format with handouts will aid the instruction. develop conviction. Session Two: The aim of session two is to understand the nature of strategic mentoring. They will discover that such reflection draws out and clarifies life lessons in a way which not only helps them grow. Session Three: The aim of session three is to learn how to capture the lessons of ministry experience in preparation for passing them effectively on to others. the barriers it addresses. The purpose of this session is to deepen understanding. It is believed that this step is necessary to help the participants understand the parameters and value of strategic mentoring. inspire participation. . They will also examine the biblical mandates and field research through interactive lecture format.
The teaching approach will be a workshop in which pastors will work through the process with a personal ministry challenge of their choice. Lecture. reflection on personal mentoring experience. examples from mentoring literature. The expected results of this session are to equip the participants to make a good connection in order to pass their experience on to others effectively. Session Five: The aim of session five is to teach participants how to prepare themselves prior to making contact with a potential strategic mentor so that they gain the insight they need. ethical principles. The result is that the participants will understand how to clarify their need before contacting the mentor. Session Four: The aim of session four is to teach the participants how to share their insight effectively with another pastor. and gain the insight they need more readily. Key questions will be given in handout form to aid the pastor in making an effective connection with a prospective mentor. The participants will be fully introduced to the Web site and begin registering their strategic mentoring areas. and role-play will be used. Key principles will be offered to increase the ability of the pastor to recognize and communicate their need clearly and respectfully to the prospective mentor. The result of this final session prior .43 experience with others. so that they make a better choice of mentors. They will also review and commit to ethical principles required to maintain trust in the process. Session Six: The aim of session six is to teach the participants how to maximize their strategic mentoring experience through the Web site. The purpose of this session is to help those seeking a mentor to successfully connect with a mentor in order to find and process the help they desire. make a better connection with that mentor. and mentoring tips. This will build their confidence in being used by God to help other pastors as a strategic mentor.
and hopefully increase the appetite of the participants to continue the process in their ministry life. If they are not contacted in the first six weeks. Feedback: Feedback opportunities will be provided for the initial six sessions along with a brief Pre/Postproject Outlook and Involvement Assessment (see appendix F). change in attitude towards mentoring. The result of these sessions will test the potential of the process. They should engage the process in either role using the principles learned in the training session. At least one should be as a mentee. Feedback will also be sought from both the mentor and mentee through the Web site following each strategic mentoring encounter. and likelihood of participation in strategic mentoring in the future. None of them should have to travel more than fifteen miles. The participants will engage in at least two strategic mentoring sessions during the final two months of the pilot project. however. they should be ready to make the second contact as a mentee as well. the candidate has a basic time line and plan in mind for implementation. Sessions Seven and Eight: The aim of sessions seven and eight is to engage the strategic mentoring process. The training sessions will take place in September and October 2007.44 to fully engaging the process will be to equip the participants to use the Web catalyst to connect strategic mentors and motivate them to engage the process wholeheartedly. Logistics While logistics can be altered by circumstances beyond one’s control. The eastern Nebraska locations were chosen to reduce travel for those pastors and increase the potential for them to participate. Final participant feedback will be sought at the close of the project to determine impact on the participants. The other could be as a mentor if they are contacted by another participant. provide feedback for adjustments. The two locations in western Nebraska were chosen to take advantage of the annual associational meeting in .
Topeka.m. It is hoped that this mini-version of the training in Topeka could be conducted in one half-day session for those interested in being mentors in the database. A summary of the proposed training schedule is as follows: KNCSB State Staff Mini training: 9/6/07. Lincoln. Sidney.m. 6:30–9:00 p.m.–12:30 p. Watermark Church. Lincoln. 10/15/07 – 1/10/08 Oregon Trail Baptist Association Pastors Sessions 1-3: 9/21/07 . Southview Baptist Church. 10:00 a. Lincoln Pastors Sessions 1-3: 9/18/07. NE Calvary Baptist Church. 10:00 a.m.m. Sessions 4-6: 10/9/07. Hastings.–12:30 p. NE Southview Baptist Church.–12:30 p. KS Available as strategic mentors Sessions 7-8: 10/14/07 – 1/10/08 Strategic Mentoring Encounters Contacts will occur at the discretion of the participants Eastern Nebraska Baptist Association. In addition.m. Sessions 4-6: 10/13/07. NE KNCSB state office. 10:00 a. NE Sessions 7-8: 10/15/07 – 1/10/08 Strategic Mentoring Encounters Contacts will occur at the discretion of the participants .45 September and reduce travel for those pastors as well.m. This location would be the easiest for full participation of most of the state staff in question. The candidate will also conduct an orientation and training with selected state staff at their office in Topeka. KNCSB has agreed to pay actual fuel costs for OTBA participants for their travel to the October training sessions. 2:00-4:30 p.m.
The candidate will be the primary teacher at session one through six. A return date of January 10. The second three sessions will then be held consecutively approximately one month later. Though all costs may not be exactly known.m.m.–12:30 p. will be requested. NE ENBA office. Web site and designer: This is the primary catalyst for the project to work with the geographic distances involved. to wrap up the pilot project. It is believed that this will best enable participants to engage in the entire pilot project. A Web designer in the student’s community has gladly volunteered to help with the design and technical matters required to make it work. 2008. A follow-up feedback and evaluation packet will be sent on December 15. NE Sessions 7-8: 10/15/07 – 1/10/08 Strategic Mentoring Encounters Contacts will occur at the discretion of the participants In summary. The training sessions will be approximately forty-five minutes each. those resources are described below. Individual phone interviews will be conducted for those who do not return packets by that date. These locations are chosen because of the openness of their pastors to the project. 10:00 a.m. The . Omaha Pastors Sessions 1-3: 9/19/07. Omaha. 2007. Sessions 4-6: 10/10/07. 10:00 a. Omaha. Because of busyness and distance. ENBA office. the pastors will gather for their training sessions in two consecutive months. The candidates will then have two additional months to engage in their two strategic mentoring sessions. the first three sessions will be held consecutively on the same day with breaks. and their centrality to the pastors in those associations. Resources A project of this nature requires a variety of resources in order to give it a fair chance.46 Eastern Nebraska Baptist Association.–12:30 p.m.
To help save a trip and reduce costs for participants. Southview Baptist Church in Lincoln. and Calvary Baptist Church in Sidney are provided for the project at no charge.00) The site was prepared during the summer of 2007 in a basic form that is ready to test for the project. The ENBA training sessions will be conducted on consecutive days. ENBA office. The state convention has committed to reimburse actual fuel costs for those participants for the second session. Participating KNCSB staff will have no cost except their time. if possible. Pilot group: This is the most critical resource. in order to minimize those costs as well. The candidate will conduct their training and orientation session at the office in Topeka. Since many pastors and convention staff members are interested in seeing this develop. Meeting room: There will be no costs for use of the meeting rooms. Without volunteers the project cannot be tested. The candidate will have the greatest travel costs. Travel needs: Both the candidate and the participants will have some travel expense. It is hoped that the pool of volunteers will be able to stick with the project . but he has access to pastor expense funds that will cover them adequately with the blessing of his church leadership. The timing of the sessions will not require providing a full meal.47 only fee involved for the project has been purchasing the rights to the Web site name and hosting server ($94. OTBA pastors will have the greater cost of the pilot groups. No hotel and only minimal driving will be required for them. There will be seven occasions in which light snacks and beverages could be provided. the use of the state office. Those who drive furthest generally arrive Friday evening anyway for those meetings. Those costs will be minimal for the ENBA participants. so it will not require much adjustment for them. There will likely be hospitality costs involved in the meetings. the first session will be conducted at the time of the annual association meeting.
a. an Internet connection of some kind will be required to best introduce the Web catalyst. Assumptions The effectiveness and integrity of this project hinges on certain assumptions that cannot be defended practically in the scope of this paper. and OTBA. This project is limited to the topic of strategic mentoring for pastors. The costs for those will be minimal and will be covered by the candidate’s home church. Limitations While it is hoped to result in a broader long-term impact. Materials: The training sessions will require that each participant have lesson handouts and worksheets. b. it is assumed that participants understand the commitment they have made to the pilot project and will. One is that pastors desire to grow in their effectiveness in their calling and ministry. This project is limited to the committed participants from KNCSB staff. engage the process. A small appreciation gift will be given to those who stick with the project at the candidate’s expense. . through January 15. this pilot project has several immediate limitations. c. 2008. This project is limited to the four-month period from September 9.48 through the pilot period. Another is that the candidate can teach and motivate the participants effectively to engage the strategic mentoring process. 2007. A third assumption is that the evaluation tools and interviews will adequately measure what they purport to measure. to the best of their ability. Finally. On the day that the Web site is introduced. ENBA.
e. . This project is limited to the physical and mental abilities of the participants. Key Definitions Strategic mentoring: Strategic mentoring is short-term mentoring on a specific ministry challenge from one experienced in that challenge at the request of a peer seeking help. This project is limited to the technical expertise of the candidate and the volunteer Web developer. Mentoring Catalyst: a Web database of pastors identifying areas of ministry experience that they volunteer to share with other pastors who desire to learn from that experience.49 d. f. Strategic Mentor: A pastor with specific ministry experience who volunteers to share that experience with others who desire it through a Web database and one or two mentoring sessions. Strategic Mentee: A strategic mentee is a pastor facing a specific ministry challenge who intentionally seeks out a mentor with specific experience in that area. This project is limited to the requirements of the Doctoral Program of Midwestern Baptist Theological Seminary.
the training sessions.CHAPTER FOUR PROJECT REPORT Introduction and Overview This chapter will describe what occurred during the implementation of the proposed project. Measurement tools were used to assess the attitudes of the participants. with final feedback in late December and early January. The implementation began in early September 2007 and concluded on December 31. The mentoring phase occurred in November and December. The training phase occurred in September and October.1 and seven staff members from the Kansas-Nebraska Convention of Southern Baptists. 1. the strategic mentoring encounters. 50 . Following those results will be a report of unforeseen causes and effects. Hereafter these participants will be referred to as DOAMs. 2007. three Directors of Associational Missions. It was hoped that this project could become a first step in assessing and developing an effective strategy for strategic mentoring among the pastors of the Kansas-Nebraska Convention of Southern Baptists. Participants included twelve pastors from the Oregon Trail and Eastern Nebraska Baptist Associations. and the overall process. This chapter will provide the chronological details of what occurred during the implementation phase followed by the results of measurement tools used.
it was determined that it would be best to require the recommendation of the DOAM for a pastor to participate as a mentor. In addition to the Nebraska pastors. state convention staff members were solicited to help serve as mentors. This was undertaken with the help of the DOAMs of both Oregon Trail Baptist and Eastern Nebraska Baptist Associations. about two-thirds responded positively. A preliminary meeting was held in August in Topeka for the purpose of recruiting. Those who responded were given further information concerning the project including the training schedules and participation information. Those recommended were invited through both mail and phone to participate. This was done to broaden the mentor pool and increase the potential impact of the project. . The convention staff would serve as mentors only for the project. pastors recommended that mentors be screened in some manner. The pastors would engage as both mentors and mentees. They allowed the candidate to make a presentation of the strategic mentoring pilot project at their associational gatherings in April 2007. can be viewed in appendix D.51 Implementation Report Recruiting Phase Due to the nature of the project. along with samples of other correspondence used throughout the project. Seven expressed interest and as a result further training was scheduled for October. Those agreeing to participate were given fresh copies of the training schedule and basic overview. The total number of people agreeing to participate was twelve pastors and ten convention staff. The DOAMs gladly made recommendations. At those meetings. Those letters. much groundwork had to be done to recruit participants prior to the September start date.2 Of those invited. 2. For the project. It was accomplished with the support of one particular KNCSB staff member who expressed great interest in the project.
Prior to each training session the candidate sent reminder emails and made personal calls a minimum of four days prior to the events. Though in repeated contacts he expressed interest in making them up. Specific evaluation of those sessions by participants will be reviewed later. For most it worked very well. This schedule may be found in chapter 3 on page 45. he never did. The rooms were comfortable and the materials were clear to the participants. Those were made up personally with the candidate in October. The training material used with all of the participants may be found in appendix E. one of the DOAMs who 3. Overall. he never found time to do so. Despite this. Though he registered and he desired to engage the process. Adjustments were necessary to accommodate the lives of the participants.52 Training Phase The training phase began in September and was completed in October. 4.3 This was done to ease both travel and time constraints of the participants. The interaction and discussion were strong. The participants repeatedly expressed interest in seeing strategic mentoring become a reality for the convention and increase in its scope. The results of those tools will be discussed later in this chapter. Most of the training occurred according to the proposed schedule.4 The training material was well received and fit the proposed training schedule. Measurement tools used during this phase included the Outlook and Involvement Assessment pretest and the Training Session Feedback evaluation. two of the pastors were unable to participate in any manner. Finally. the training sessions went very well. One pastor had a death in his family and another had an unexpected family emergency and had to miss a training session. Six training sessions were offered in two longer seminars. Another pastor participated in sessions one through three but missed sessions four through six. . This material was provided in three-ring notebooks for ease of use by the participants.
. It was rescheduled for October 4 from 9:00 a. however. one withdrew. Since all of the OTBA pastors except one were in the eastern part of the association. and providing 5. Since the KNCSB state and associational staff only served as mentors. That plan did not work because the sound quality of the phone did not allow him to hear the other participants. The two who did not show up for the training phase missed the rest of the project.5 All ten of the convention staff registered initially. After the training. to 1:30 p. The training schedule was adjusted in two instances. The participant from Scottsbluff planned on participating via speakerphone. the training in Sidney was moved to Kearney instead. However. All participants were at the October session with the addition of the executive director of the convention. Strategic Mentoring Phase Sessions seven and eight of the project were designed to involve each participant in two strategic mentoring sessions. His training was completed personally on the phone with the candidate the next week.53 participated in the training and engaged the process in one mentoring session experienced health problems as well as the loss of a parent. The KNCSB training on September 6 became a simple orientation since not all were able to attend. The initial step required of participants involved registering on the Web site.m. This prevented him from completing the final assessments.m. He did however participate in full training and felt the process could be of great value. his experience would not be relevant for the project. he felt that because he had not served as a pastor. were instructed to engage in at least two sessions as either a mentee or mentor. their involvement would be left up to chance. The registration process included giving assent to a user ethics agreement. Only ten of the twelve pastors registered on the Web site. The pastors.
Compatibility issues with Mac Web browsers were discovered and fixed prior to this point. Though it was hoped to make the process smooth.6 Three participants had trouble getting registered at first. 2008. For the most part this process went smoothly. it had thirty-four and nineteen hits. Once accepted by the Web servant. One convention staff member sought a mentor for himself outside of the Web but turned in a response form on 6. There were also problems remembering passwords. During the training months of September and October. At the close of the project. They were intended to remind and provoke follow-through during this stage. respectively. Two other participants engaged the training with enthusiasm but did not engage the strategic mentoring encounters. available at www. respectively. eight of the remaining ten pastors engaged the strategic mentoring process during November and December of 2008. Those calls pulled in three of the ten convention staff members as mentors.7 The greatest activity came during the initial strategic mentoring phase of the implementation. but the Web servant was able to resolve their challenges and get them registered by mid-November.54 personal demographic and contact information. Site Maker Web site. This did happen to a degree as demonstrated with the two participants who expressed great enthusiasm at first but did not participate in either the training or the strategic mentoring encounters. During the mentoring session months of November and December.sitemeter. 7. During the strategic mentoring phase the candidate sent weekly update and encouragement notes to the participants through email. . The candidate was concerned that without such reminders life would squeeze time for this out of their schedules. According to the mentoring feedback forms. participants were given an identification number and password to enter their specific mentor categories. accessed January 10. the Web site had fifteen and twenty-seven hits. it was expected that some glitches would be discovered with greater use.com/?a=stats&s=s30hfdis&r-36. both noted with regret that life and busyness had prevented them from participating as they had hoped. The candidate and Web servant worked to set up and test the site prior to implementation in order to reduce technical problems.
. Chart 2.55 that encounter. Participant Involvement Summary Person Train Register On Site Pretest Posttest Lesson Feedback Mentee Session Mentor Session Final Evaluation 1 2 3 4 5 6 7 8 9 10 11 12 Yes Yes Yes Yes Yes No Yes Yes Yes No Yes Yes Yes Yes Yes Yes Yes No No Yes Yes No Yes Yes √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √√ √√√ √√* √ √ √ √* √√ √ √ √ √ √√√ √ √ √ √ √ √ √ √ C1 C2 C3 C4 C5 C6 C7 C8 C9 C10 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Withdrew √ √ √ √ √ √ √ * Denotes that the participant engaged a mentor outside the Web catalyst. An additional reason was that participants knew the specific experience of the mentor. There were a total of eleven strategic mentoring encounters involving twelve of the participants and two people outside of the project. The project concluded with the candidate sending each participant a gift book with the final evaluation forms. Those included seven of the pastors and seven of the convention staff members. final evaluations were returned from only fourteen of the participants. Six of the pastors sought a mentor. However. Four of the pastors were called upon as mentors. Chart 2 gives a summary of the participants’ involvement. It was hoped that this would both express appreciation for participation and motivate a return of the materials by the requested date of January 10. The reason this occurred in both instances was that a previous relationship was in place. 2008.
56 Results of Measurement Tools Overview Four primary measurement tools were used as part of the implementation of this project. 8. 1. one gave one passage. The data from each of these assessments will be described next. and Final Feedback Assessment. Eight of the participants provided both pre and postproject data. one gave two. Copies of the assessment forms may be viewed in appendix F. and one gave nine. Mentor Session Feedback. and one gave five. Training Session Feedback. Charts of the responses with data summaries may be found in appendix G. It was later sent to participants in their final feedback packet at the close of the implementation period. On the posttest. On the pretest. Those tools were: Outlook and Involvement Assessment. Name some key passages that support mentoring among pastors. one gave three. one noted three. In the posttest there was a drop on the number of passages for two participants but an increase for four of them. It was given to each of the pastors and DOAMs who participated just prior to the first training session. This assessment asked for responses to eight questions. They were intended to assess different aspects of the participants’ engagement of the project.8 Outlook and Involvement Assessment The purpose of this assessment was to discern any change in the attitude and intended behavior of the participants as a result of the project implementation. . two gave two passages. two gave four. only one offered one passage. one gave four. two pastors offered no answer. The responses to those questions are presented below with special note of the differences between pre and posttest. Two pastors and two DOAMs provided preproject information but failed to return the postproject form.
When they took the posttest the one who marked nice the first time felt the same way again. two answered 3-6 months. Four of the pastors reported a more recent time frame while the other four remained the same. and one had not sought help for more than a year. However. Similar change in half of the respondents could be significant. two had sought help within 6-12 months. in the posttest. two had ought help within 2-3 months. and two within the past 6-12 months. six of the pastors had sought help within the past month. two responded with 2-3 months. and six of the pastors reported a more recent time frame for helping another pastor. How do you really feel about the practicality of pastors mentoring each other? On the pretest. But the two who marked “Good” changed their answer to . 3. The fact that most had sought help within the past year shows openness to strategic mentoring prior to the project. Of interest when this response is compared to question two is that the group initially was more willing to offer help when asked than to seek it.57 2. When is the most recent time you have helped another pastor with a ministry challenge? In the pretest responses to this question. and one responded that it had been a year or longer. The posttest had four pastors helping within the past month. When is the most recent time you sought help from another pastor (not on staff with you) with a ministry challenge? On the pretest. The five remaining pastors noted that it is an important regular ministry responsibility for pastors. three participants answered within the past month. 4. three pastors answered that they sought help within the past month. two within the past 2-3 months. one pastor noted that it sounds nice but is not realistic in a ministry schedule. two within the past 2-3 months. Two others marked that it is good to do once in a while but not often on their radar screen.
Three said they were “pretty likely” to offer help and four noted that they were “very likely” to offer help. and only one noted he was “pretty likely” to offer help to another pastor. sometimes they line up but it is hard to maintain. However. However. one pastor noted that he was not likely to offer help. There was an intensifying change in 75 percent of the responding pastors. one pastor marked that there is a “huge gap. five said they were “very likely” to seek help. By the end of the project.” 6.” Another five pastors noted. three said they were “pretty likely” to seek help.” All but one of the responders felt that this was important at the close of the project. “Right on track.58 “Important. one slipped from “on track” to “it comes and goes.” The remaining five repeated their response of “Important. 5. successes .” When they took the posttest. 7. two of the pastors closed the gap between their desire and their practice in the areas of mentoring other pastors. How likely are you to offer strategic mentoring to another pastor? On the pretest. Only one noted that he was very likely to seek help. seven said they were “very likely” to offer help. How likely are you to seek strategic mentoring from another pastor? On the pretest. I am living out my heart in this area. How does your involvement line up with your conviction when it comes to mentoring other pastors? On the pretest.” The final two marked that it was. no one said they were not likely to seek help from another pastor. Two said they would try to seek help if they had time. Five said they were “pretty likely” to seek help. don’t ask. After the project. Three of the pastors below the “very likely” level stepped up to it during the project period. “It comes and goes. Of special note is the one who marked “not likely” wrote further on his posttest “I have a story to tell.
”9 During the period there was a significant shift in his attitude toward being able to help another pastor.” On the posttest. 2008. Participant number 3’s written response on the postproject Outlook and Involvement Assessment. . 8. Of those who had not.59 and failures to be learned from. there was positive change in attitude and behavior concerning strategic mentoring among pastors.” three responded that they felt “fairly adequate. Those who did not had already helped another pastor within the past month according to the pretest. How adequate do you feel to help another pastor from your experience? On the pretest. Six pastors reduced the time since they had sought help from another pastor. Two closed the gap between their conviction concerning engaging other pastors in strategic mentoring relationships and their actual behavior. it is discernible. one noted feeling “somewhat adequate.” and four noted feeling “very adequate. Four respondents were able to list more passages supporting mentoring at the close of the project. Three pastors changed their attitude concerning being willing to help another pastor. most had already sought help within the past month. I am not an expert but I have been there. Three reduced the time since they last helped another pastor. Key differences measured by the assessments are as follows.” Three of the participants intensified their confidence to “very adequate” during the project. Two listed less than previously and four remained the same. taken on January 8. Though that change is not overwhelming. Each participant changed in some way. Five changed in their attitude concerning personally seeking help from another pastor. only one noted feeling “fairly adequate” and the other seven felt “very adequate. The greatest change was on one participant who increased in six of eight areas. The least was in two who changed in only two of eight 9. Overall. Three of them increased their confidence of being able to help another pastor from their experience.
most took them with a commitment to return them by mail before the end of the project. However. The average number of areas for all eight who did both the pre and posttest is 3. . The respondents indicated that session two was the most important (What is Strategic Mentoring?). participants were asked to give written feedback concerning the training. Only two changed their response to this question. One purpose of this tool was to assess the relative value of each session at the time. This was seen in the six pastors who increased their frequency of either seeking or offering help to another pastor during the project. Each participant who either helped or sought help more frequently than in the past demonstrated clear change. Thirteen responses were returned rating value and preferred communication means for each of the six training sessions.60 measured areas. A second purpose was to gain feedback on preferred means of communicating the training information to future users of the strategic mentoring process. Six pastors changed in this area.5 areas of change out of eight. Training Session Feedback Immediately after the final training session for each group. The second area with most change involved the five pastors who increased their willingness to seek change as a result of this project. The category with the most change was in the time frame in which they had sought help from another pastor. some change in behavior did occur as a result of the project as well.”10 Next most important were sessions three (Capturing Your Experience) 10. Participant nine noted that this “is needed to define what it is and what it is not. The greatest change appears to be in knowledge and attitude. Though a few completed them at that time. See appendix G. which involved how they felt about the practicality of pastors mentoring each other. The category with the least change was question four.
participant nine expressed that “pastors will be tempted to skip this step and should be walked through it. video presentation was nearly equal to live presentation. Least important was session five (Preparing to Be Mentored). Concerning session one. 13. 12. A clear pattern emerged concerning the preferred means of communication for each session. In sessions one and six. However. The average response to every session was in the range between “very helpful” and “critical to engaging the process. “You catch the passion when you see the person. it was a clear second choice. Ibid. Once again. .” The final evaluation included a second opportunity to respond to the training after experiencing the mentoring contacts. The highest preference was given to live teaching for the content of every session. 14. many expressed that they did not need to be convinced of the need. The options to choose from included live teaching. written information on the Web site. Receiving the information primarily in writing on the Web site was a distant third choice for every session. In the other four. Summary results and comments may be found in appendix G. either through live presentation or video. and six each receive a single low mark of “some value but not critical. and video lesson on the Web site.”12 Following them was session six (Nuts & Bolts of Strategic Mentoring) and then session one (Why Pastors Need Strategic Mentors).13 Another wrote. Sessions four. Summary results can be found in appendix G. five. Ibid.”14 11. another participant noted that while the training was valuable. sessions three and four might be “too complicated.” No area was marked as “not necessary” by any participant.”11 However.61 and four (Sharing Your Experience). a few noted that the evidence presented was overwhelming. Those responses can be found next. One participant noted a clear preference for live contact.
beginning with the mentee feedback. 15. “just point us to the Web site and let it take us through step by step. How did you feel about the mentor you contacted? Please explain. Mentor feedback will follow the mentee feedback. 1/H: I chose ---.62 A third stated. However. “the give and take of live training helps here. The initial pilot group believed the training was valuable for participation. chart 3 summarizes the strategic mentoring sessions that occurred. and the potential for future involvement in strategic mentoring relationships. First. . when it came to session six he noted. Mentor Session Feedback During the strategic mentoring phase of the implementation.because I trust Him. Mentee Feedback 1. and he was available and close to me. video over simply reading about the process on the Web site.” His response concerned sessions three and four particularly. in some cases. participants were asked to give specific feedback immediately after each mentoring encounter. the impact on them personally and ministerially.”15 The feedback will be used to adjust training for future expanded implementation of the strategic mentoring process. The purpose of this feedback was to discern the general attitude of the participants about the specific mentoring experience. Ibid. Responses will be identified first by the participant number followed by the letter identifying the encounter being referred to. Then responses will be presented as given by the participants for each question. There was a different set of questions depending on whether the participant was in the mentor or mentee role. They also preferred live training or.
trust.5 hr 1. It is clear that mentees felt good about those they contacted. It did not take long for us to learn we had a lot in common. ----’s character shows he is a godly man of wise counsel. and listening appear to be keys to this attitude. He listened. 5/G: I felt very good about ----. We have been friends for more than 30 years. 3/D: They were willing/available. yet caring. 4/J: Very good.5 hr .75 hr 1. Sensitive to my concerns and needs. not pushing a prescribed solution but willing to explore. genuinely listened and cared.75 hr 1 hr 1 hr .75 hr 1. Honest and frank feedback. Basic Data: Strategic Mentoring Encounters Encounter A B C D E F G H I J K Date Fall 10/20 11/27 11/28 12/2 12/3 12/3 12/10 12/11 12/20 12/21 Mentee 9 8 3 3 4 C9 5 1 3 4 1 Mentor C3 12 C7 C3 Other Other 9 C1 C3 8 2 Time 1. Connection.5 hr Means Face-to-face Face-to-face Phone Phone Phone Phone Phone Face-to-face Phone Phone Face-to-face 1/K: Very good—I know him and trust him. asked questions to understand. and gave good feedback and ideas. In some cases a relationship already existed. the mentee felt good about the mentor. 8/B: I respect ---.and relate well to him.5 hr .63 Chart 3.5 hr 1.5 hr . C9/F: Open free exchange of ideas. . Confrontive. But even in those where it did not. 9/A: Excellent.
5/G: Very valuable. His experience with a similar situation helped me to see a couple of new options and one unforeseen complication. I do not. yet in each case the mentee valued what they received from the mentor. There was variety in the reasons for this. ---.64 2. How valuable was the insight you gained from this mentor? Why or why not? 1/H: Very good – I just needed to talk to someone. but principles were good. 1/K: It will help a great deal. 3/D: Very valuable because I could contact men who had experience in the area in which I was struggling. In every case. How did/will this session impact your approach to your ministry challenge? 1/H: It helped to be able to talk to someone about what I was going through. He never tells me what to do or how to respond.has very strong administrative skills and a prophet’s sense of discernment. the mentee felt good about the insight they gained. He has been at our size so he seemed to know what I was facing. We will meet again. 1/K: Very good and helpful. His church is five times mine in size.helped me gain perspective and think through various aspects and results. 3. 8/B: Very. 4/J: Pretty valuable. 9/A: Critical. On some points he affirmed the direction I was pursuing. . their encouragement and insight into the situation was priceless. On two particular issues he raised concerns that I had not yet considered. ---. he always helps me process the situation/information and come to my own conclusions. C9/F: Always feel like I have been encouraged.
9/A: It made a huge difference in my confidence and posture of compassionate engaging rather than critical questioning. or suggestion. . 3/D: Yes. 4.65 3/D: I am implementing some of the suggestions as well as giving me a renewed sense of hope for the future here. listening. 4/J: Definitely. Whether it was confirmation. 8/B: It confirmed a direction I was heading. Each mentee noted that they would contact that same mentor again if they had a need. 9/A: Yes! As my DOAM I already do! C9/F: Absolutely. . Would you contact this person again? 1/H: Yes. One pastor even noted that they had already set an additional appointment beyond the project period. Some were more enthusiastic than others. C9/F: Helps me stay focused . on course. 1/K: Yes – we plan another meeting early next year. 5/G: It has better prepared me for implementing a response plan. . the mentee felt that impact would be real and helpful. 4/J: I will apply the staff meeting ideas right away. 8/B: Yes. 5/G: Yes. The mentees felt that the mentoring session made a positive impact on them. leading me to revise two key steps and to attend to the unforeseen issue.
6. 8/B: Very. Is there anything you would do differently if you were to contact a mentor again? 1/H: No. 7. . Would you recommend this person to other pastors for help in that ministry challenge? Each mentee indicated that they would recommend the particular mentor they engaged to other pastors. 1/K: Likely if I need help. C9/F: Very likely. 9/A: Highly likely given the excellent help I received. A key condition noted by two pastors was the need for help. Each mentee noted likelihood that they would contact another strategic mentor in the same manner. I need to keep growing. 4/J: Very likely. I have another meeting set up in February with someone from the state office. Of interest is that yet another participant noted having an additional appointment set up beyond the time of the project period. 1/K: No. 5/G: Very likely.66 5. It should be noted that the entire project rests on this very need. Character and experience are gold. 3/D: Likely. How likely are you to contact another strategic mentor in this manner again? 1/H: Very likely if I need some help.
1/H: 1 – I tried several times to get on the Web site and could not. So I called them on the phone. 9/A: 5. One noted the particular personal value of a mentor outside his current network of relationships. When I did get on I wanted to contact a certain person and could not do so. I wanted a certain person and the Web would not let me get to that person so I used the phone. 4/J: I may not have called ---. Considering this.if he hadn’t already volunteered to take the call. How would you rate the Web data catalyst in helping you find a strategic mentor on a scale of one to five? (Five is fantastic. 1/K: 1. Most mentees felt good about how they approached the session. 8. 4/J: Not really. one is not so good). I am more likely to use the site again. . I’m not sure I like the Web system unless I can get to the person I want. 8/B: 5. 5/G: 4. 9/A: No. C9/F: Nothing. it was good to have a fresh contact unrelated to me or my church. ---. I was just about to contact another mentor when ---. Given the delicate nature of this situation. 3/D: 4.67 3/D: Might try to email a summary of the issue before our session so that we could move ahead faster. 8/B: No. 5/G: I still tend to rely first on people I’ve already connected with. I explain the issue and let him dive in and help me through. It would have been nice to have received an email reply setting up the consult. And he was prompt in calling on Monday morning.promptly read the initial email and immediately began praying about the matter.called.
scriptural in his approach.was genuinely interested in the topic and willing to really listen. I’m thankful for the chance to get to know him – the crisis is unfortunate. 2/K: The mentee had questions about church planting. but had a very open discussion with ---. He was completely prepared with five thought out questions. the choice he needed to make and the possible pro and neg responses that he could get. . He knew the issue before him. Another session has been planned for follow-up. We had a lengthy discussion about the needs of the church and ----’s attitude and emotional health. Another participant notes that the fact the mentor had already agreed to respond made it easier to call. but the weather was not good for traveling. There was a wide range of value assigned to the Web site itself. C1/H: Good. He really needed someone to just listen at the time besides his wife. Mentor Feedback 1. 8/J: ---. but his response speaks volumes about his character.by phone. C3/D: I was surprised to get the call since we are so early in process of the project.about his ministry and the issues he was facing in his church. C3/I: this was the second meeting with ---. How did you feel about the mentee who contacted you? Please explain. The lowest rating came from a participant who had trouble using it the way he desired. 9/G: Sharp fella – thoughtful. This session was spent trying to understand the need.68 C9/F: 4. We were going to meet in Lincoln. There was insecurity on whether he was called to plant churches or just pastor the one.
to not shoulder the burden of leading the church to grow. We talked/listened for an hour and a half. . How comfortable were you listening and sharing with the mentee? 2/K: The mentee was very open to suggestions and willing to share. ---. He was very open about his frustration and the burnout from putting out fires. we had instant rapport and shared a good back and forth conversation.was very honest and open to sharing/listening. 2. The mentors felt positively about the mentees who contacted them. He is struggling with burnout and trying to determine if his place of ministry is where he needed to stay. He was open about discussing circumstances that caused him/them to be in the position they are in as a congregation. C7/C: Very comfortable. C3/D: Very comfortable. 8/J: Very comfortable. He was easy to communicate with but it was obvious he was struggling with some meaningful decisions for the future. I think ---. Their responses indicated a good level of openness and interaction between the pastors in these sessions. 9/G: Completely comfortable. He was open to my questions and suggestions. I do believe. I resonated with his concerns based on personal experiences in ministry comparable to his. C3/I: Very comfortable. Their responses also indicate a level of compassion and respect for them.69 C7/C: We had a very good and long conversation.and I connected very well and he seems to be open to sharing about the past/current issues he is facing in the church. C1/H: Very. however that he is truly still seeking the right answer and had not made up his mind yet. I felt like I was able to share with him those situations and hope for the future. I mainly tried to encourage ---. The mentors felt comfortable interacting with the mentees.
I think I affirmed his direction.70 3.about all the possibilities. yet they did have some specific adjustments they would make. 2/K: blank . How well did the orientation and training prepare you for this session? Please explain. but the issue was on the calling to church planting. Would you do anything differently in your next strategic mentoring encounter? Please describe. I have written down several suggestions that I will recommend to him at our next session. C1/H: No. There were almost too many issues to deal with in a long session. I had thought through the topic and had some written notes prepared. his and mine. I feel that I did it right this time. Observing facial expression and body language. Their responses demonstrate both thoughtfulness and interest in the strategic mentoring process. C3/D: I would be more specific in the questions I asked and the recommendations I would make. The mentors felt good about how they approached the sessions overall. I might break up the session into two different sessions. 4. 9/G: I tried to ask plenty of questions of different types to probe ---. would be helpful. C7/C: If given the opportunity. I would initiate a face-to-face conversation when dealing with an issue of this weight. 2/K: No – I began with a series of open-ended questions to get a better understanding of need. 8/J: No. C3/I: I think it would be helpful for me to see his church field in person. That would give me a feel for his work in a more personal way. The mentee started the conversation asking general questions about church planting.
I received an email requesting a mentoring session. The sharing of burdens and counsel is biblical. 5. I am impacting the kingdom. It prepared me well. C1/H: Good. I had a head start. I believe John helped me/us to realize that we were helping someone most likely that did not have the experiences that we had. it helped me further understand the uniqueness of this type of helping relationship. I called him and set up an appointment the next day for a phone session. 9/G: Absolutely willing through this Web site or other means. I enjoy helping others to take steps of growth. C1/H: I am willing. It served as a reminder of some things I should and should not do and say. Also you might say help another pastor get over the hump. It was a good guide. I reviewed the process again in the notebook before I talked with this individual. This is a great tool for referral.71 8/J: It caused me to be prepared and to think through advice that I would provide on the topic. C3/D: blank C7/C: Very well. Pastors need other pastors. although as a pastor. . 2/K: blank 8/J: Very willing. Others have helped me along and I want to help those that I can. 9/G: Well. The mentors felt that the training was a benefit to them in preparing for their strategic mentoring encounters. How willing would you be to continue serving as a strategic mentor? Please explain your reasons. This gave me the opportunity to go back through the orientation and training notebook to review what we discussed and learned. By doing so.
They also indicated a strong interest in future involvement in strategic mentoring beyond the project itself. This gives a nonthreatening venue for doing just that.) C7/C: I would be very willing to continue. All of the mentors who answered this question noted that they would be willing to continue serving other pastors as strategic mentors. This session will help me in future mentoring sessions. Overall. final participant feedback was sought through a written form. and to secure feedback concerning its perceived value and future adjustment for improvement. This process encouraged me to brush up on those skills. Final Feedback Assessment At the close of the implementation. It also was a help to me as a reminder of God’s grace through a difficult time in ministry. Each participant was mailed the same ten questions and asked to return them within ten days. Thanks for the opportunity. This is especially true for KNCSB ministers who often serve in places where they feel isolated with no peers to communicate with. . The purpose was to assess the attitudes of the participants towards the experience. Very willing. It helps me as a mentor while helping the mentee. I felt like this was a help to the mentee which was fulfilling for me.72 C3/D: blank (He did not see the question on the back of the paper but in a phone follow-up he noted that he would be glad to continue serving this way. It also sought to determine the likelihood of the participants’ continued involvement with strategic mentoring in the future. both mentees and mentors had a positive attitude towards the mentoring sessions. We all face struggles at times in ministry and sometimes are at a loss of who to talk with when we face these issues. The questions and responses are presented below with summary highlights. I would consider continuing as a mentor because the need for this ministry continues to grow. The final feedback data will be presented next.
#3: Very important. #C3: I have enjoyed being part of the project and it has confirmed my one belief that pastors can help one another if it is given and received in the right spirit. . What was your general feeling about involvement in this project? The participants were glad to be part of it. Actual responses are given below: #1: I was willing and happy to be available to help others. although I thought it was too limited in time. #5: I believed the project was worthwhile and appreciated the invitation to participate. Thanks for the training. #8: I enjoyed it. Very needed. I believe this project will help us become more savvy about the process of mentoring. I think it could really impact some pastors. convention. I believe this project has raised an issue that should become a priority for SB institutions. Others noted that it was enjoyable. Pastors need one another. I am not a person who likes paper work. Several expressed conviction that they believed it to be important. #C5: I enjoyed the training and feel that this is a crucial issue for our pastors and staff. associations and churches. #2: I am excited about the idea. #C4: Good content in training pre-involvement.73 1. John was leading in a needed and worthy endeavor. Pastors need accountability and advice. As the idea of the Web site catches on. #C6: Enjoyed the training. #4: I was excited to be part of something that has potential to make a real kingdom difference. agencies. Very helpful. but I do understand the need. #9: Thrilled.
. However. it drove home the importance of the relationship and trust factor for effective mentoring and raised the idea of a baby step to get people there. #9: Yes. #4: Yes. #2: It basically confirmed what I had already believed to be true and practice. Several others noted a deepening and clarification of their understanding of mentoring. it helped to give me a better understanding of it and the real need for it. 2. #C3: I have been reminded that regardless of the size of the church or the experience of the pastor. Very valuable for mentees and mentors alike. #3: Yes. #C9: Totally supportive. Most of my experience has involved long-term relationships. Did this project impact your understanding of mentoring in any way? Please explain. #5: Though I am pretty familiar with mentoring the project helped me to see its application in a new way. Tremendous need in our convention. I had not really considered how helpful the short-term contacts could be. Would definitely consider further connection with a mentoring program. For many of the participants.74 #C7: Very positive experience. issue/project specific relationships as mentoring. John’s orientation notes laid a good foundation and broadened my understanding of mentoring. Two of the participants noted that it did not impact their understanding. Actual responses are given below: #1: Yes. #8: Provided greater clarification of the responsibilities of mentors and mentees. both indicated a strong understanding prior to participation in the project. the project served to remind or reinforce previously held understanding. #C8: I was excited to be part of this project. it helped to broaden my understanding of mentoring to include short term. May God give me the recall to enjoy John’s wisdom. there are common struggles that affect every pastor and every church.
I am already familiar with mentoring. Several participants noted that it did not change their attitude. This confirmed the candidate’s belief that those who agreed to participate likely had an interest in mentoring already. Even though the focus group was not a large one. #8: I affirmed my positive view. #C6: Not really – I was not contacted by a mentoree. because my desire and resolve to be involved as a mentor and mentee are even stronger. #5: I am more open to making myself available to others. Did this project change your attitude about mentoring in any way? Please explain.75 #C4: No. #4: It helped me see that mentoring is a need for everyone not just for the lucky. it was evident that the needs were great. #9: Yes. . They already had strong conviction that mentoring is important. Those who said yes expressed more of a strengthening or deepening of what they already believed. Full responses are given below. or the losers. it reinforced my belief that this is necessary in ministry. #C9: Heightened the need for mentoring among pastors. #1: Yes. #C7: It reminded me of the need for this as an ongoing ministry. the needy. I see a real need for it but I think most pastors will not admit they need it. #C5: I reinforced my belief that mentoring needs to be incorporated in our seminary and postseminary educational system. #C8: Yes. 3. #2: blank #3: Reminded me of how much we all need it.
Willingness. #C6: It reminded me of the importance of the mentoring process being intentional and purposeful. #C7: Not changed. It is not that he would not mentor. But I do believe this will be an exceptional tool to promote others into mentoring.76 #C3: Just further reinforced that act of how much we need each other as pastors and that we are not alone in our struggles. #1: Yes. #C4: No. #C9: Not really. Participants noted that this project would increase some aspect of their involvement in mentoring. 4. Because of the information there and the willingness of all who are listed. intentionality. #C8: Not really. It has been extremely helpful personally. My attitude remained unchanged regarding the crucial necessity of mentoring. #3: The database sure has. . and motivation were mentioned repeatedly. I was already convinced that this is important. #2: I will be mentoring men with or without. it has helped me be more willing to do it and ask for it. #C5: No. but that he would continue just as he had been doing in this area. #4: I sense that this is a new beginning on a lifelong involvement in mentoring on both sides of the relationship. Will involvement in this project change your involvement in mentoring in any way? Please explain. Just reaffirmed the great need for this ongoing ministry. The one participant who said “no” noted that mentoring is already a part of what he does. it enabled me to locate and contact men I have never met and may not have met otherwise.
I expect to take more opportunities to support a colleague and to take advantage of the wisdom they offer. How likely are you to volunteer to help other pastors through this strategic mentoring network after participating in this project? Every participant indicated a strong likelihood that they would continue to volunteer as a strategic mentor through the connectingpastors. #C8: Yes. I consider the main part of what I do as mentoring and will continue to do so. #C5: Will definitely do more in this area from a state convention standpoint. #C7: The notebook was a great reference tool to remind me as a mentor of a logical process to follow. #2: Already helping. #C9: I will be more intentional about being a mentor in the future.org network. #9: Sure.77 #5: Per the last question. #3: Very likely. I should be a better mentor due to John’s training and a more thoughtful mentee for the same reason. #1: Very likely. 5. #8: I think that it will motivate me to reach out to other pastors more – and to be willing to ask for help when needed. #C4: No. I want to be more intentional in the future. John’s worksheets to help thoughtfully prepare myself for either role are the most helpful. #C6: I think it would have if I had been able to establish a relationship with a mentoree. #C3: I plan to be more proactive in reaching out to pastors in need – sometimes they are too discouraged or confused to ask for help. It reminded me to be more available and intentional about mentoring. .
They were willing to help as mentors. #3: Very likely. #C5: Very likely. #4: Very likely. #5: Very likely. #8: Very likely. #C8: I am very willing to continue after the end of this project. #8: Very likely.78 #4: Very likely. I would love to see it grow. The one that did not had trouble using the Web site. I have a tendency to seek some personal mentor and friends in my life for more personal needs. . The convention staff was split in their response. I’ll stay with connecting pastor as long as it exists. #C7: Very likely. as seen in the previous question. #2: I can see using it at ministry milestones I have not yet crossed. How likely would you be to seek mentoring through the Web catalyst with future ministry challenges? All of the pastors except one responded that they would be very likely to use the Web site again to find a mentor to help them. #C4: Very likely. #9: Highly likely. but not likely to seek a mentor there. #5: Very likely. #C6: Very likely. It did not do what he desired easily. 6. #1: The Web to me was too difficult because I wanted to reach a particular person. I would consider it a privilege to continue in this process. #C3: Very open to the mentoring network. #C9: Very open.
7. #C7: Very likely. The specific nature of the selection process led to this invaluable contact. #1: The sessions of training and fellowship with other pastors. #C8: Unsure. #2: Seeing something initiated to help those who have yet found the value of a good mentor.79 #9: Highly likely. #3: Talking with men who have been right where I am today. What was the most valuable part of this experience for you? The responses to this question showed more of the heart of each participant. #C4: Not likely. #C3: If I know who the mentors are personally. Those who volunteered as mentors but were not contacted noted that the training was the most valuable. . #C9: Not likely. #5: The exchange I had when I needed to seek a mentor for an unexpected ministry crisis. I would be glad to be available as a mentor but may also find myself in a place of conflict/turmoil where I desire a colleague to serve as a mentor for me. #4: Gaining insight and encouragement from another pastor who had the experience I need. #C6: Not very likely. #C5: Very likely. I would probably be very likely. Many of the responses centered on a sense of connection or relationship with other pastors. Responses are given below.
this one revealed more of the heart of the participants. #C5: Reinforcement of a belief already held about the value of mentoring. The realization that ministry can be lonely and that ministers sometimes just need a listening ear. However.16 #1: Having to seek mentoring when I did not really need it at this time. #C3: Just remembering the early years of my ministry and being able to identify with the pastor I am mentoring. #C8: Since no one contacted me. 16. Those who experienced mentoring sessions tended to note that the training was the least valuable. The responses ranged from those who enjoyed everything to those who were disappointed at having no one contact them as a strategic mentor. . on his mentee feedback sheet. 8. #2: Paperwork. this participant noted having scheduled additional sessions beyond the project period. #C7: The lengthy conversation with the mentee. #C9: The process of relating to mentor/mentees and the building of relationship through mentoring.80 #8: Simply the dialogue with other pastors – the gaining of insight and friendship. the training was the most valuable. #9: Getting to know John and experience his abilities as a leader/mentor as an example to me. What was the least valuable part of this experience for you? Like the previous questions. Participant #1 expressed a concern that perhaps the sessions felt forced rather than natural. #C4: The training preproject. #C6: Training.
#5: The training sessions. . some perhaps needed this. #C3: Nothing comes to mind that wasn’t helpful to the entire process. . I enjoyed it all. which was very good. the least valued was session one. They reveal a relative ranking among the sessions at the close of the project. #4: It was all valuable in its own way. #C6: No contact (with a mentee). The top valued session was number four. However. . #C4: I did not have anyone call. Only an issue because of travel constraints. These results are more self-explanatory. But it helped draw me into the process. I believe the material. could be adequately covered in about 1/2 to 2/3 of the time. #C5: Did not get to do actual mentoring following training. Chart 4 gives the average results of all that were turned . just kidding. #9: That’s a hard one. How would you rate the relative value of the training sessions on a scale of one to five after participating in a strategic mentoring encounter? (Five is fantastic. 9. The least was probably the training. well thought out! #C8: The fact that no one contacted me. there was not a significant difference between the top and bottom average rankings. #C9: Web. one is not so good). but the orientation was the least valuable. .81 #3: Not to belittle it because it was necessary. However. #C7: The evaluations . The preparation is important to the success but the mentoring relationship is where we see the fruit. It was all excellent . #8: Some of the elementary material the training session one aimed at convincing us of the need for mentors.
88 Session Five: Preparing to Be Mentored. 1 2 3√√ 4√√√√√√ TOTAL AVERAGE: 4.75 Session Four: Sharing Your Experience.29 SM AVERAGE (of 43) 4. 1 2√ 3√√ 4√√√√√√√ 5√√√√ TOTAL AVERAGE: 4. Rated Value of Training Sessions Session One: Why Pastors Need Strategic Mentoring.14 SM AVERAGE (of 41) 4. 1 2 3√√√√ 4√√√√ TOTAL AVERAGE: 4.00 SM AVERAGE (of 39) 4.14 SM AVERAGE (of 42) 4.00 SM AVERAGE (of 38): 4. 1 2 3√√ 4√√√√√√√ TOTAL AVERAGE: 4.63 Session Three: Capturing Your Experience.38 Session Six: Nuts & Bolts of Strategic Mentoring. 1 2√ 3√√ 4√√√√√√√ TOTAL AVERAGE: 4.07 SM AVERAGE (of 40) 4.82 Chart 4.25 Session Two: What is Strategic Mentoring? 1 2 3√√ 4√√√√√√√√ TOTAL AVERAGE: 4.50 5√√√√ 5√√√√ 5√√√√√ 5√√√√ 5√√√√√ .
83 in followed by the numerical total and results of only those who engaged in strategic mentoring (SM) encounters. More communication needs to be done in convention papers and association newsletters .). I mainly refer to preparing for a session – both mentee and mentor. Several noted that it needs more time to develop or catch on. #3: More involvement obviously. It is need-based so pastors will use it when a crisis or need arises. #4: Refine the site (log in’s. What suggestions would you have to make the strategic mentoring process more effective? Responses to this question were the most varied of all. 10. #C4: An attitudinal change in all our institutions and in religious life is needed. We had to force it into a project time line for seminary purposes. Others had more specific suggestions regarding the Web site that could make it more useful for the strategic mentoring process. Of additional interest is that the relative ranking is very close to that given in the training session feedback prior to the mentoring phase of the project. Each suggestion is given below. #8: Obviously more months will be needed for this thing to take off. Get more mentors/mentees involved. #5: Increase the pool of both mentors and mentees. etc. #9: Could the Web site list what each guy says he is willing to mentor in on all one page for that mentor? Example: I’m more likely to call someone I have previous experience with but I won’t bother him if he doesn’t indicate that experience. #C3: Too soon for me to intelligently answer. but it has to be taken seriously. #1: Make it less complicated. It is interesting that those who engaged the encounters had a slightly higher average.
For example. the candidate recognized that much would be out of his direct control. The interest of the executive director and other staff provided a well-rounded group of mentors for the project.84 of the vital need for mentoring. The support of the Eastern Nebraska Association DOAMs helped save significant travel costs during the training period. I’m not sure. it would not be possible to know who would be contacted as a mentor. during and after. who would fail to follow through. Keep communicating with the mentors during the project. #C8: None. Unforeseen Causes Due to the nature of the mentoring phase. and with participants. They included issues with the KNCSB staff. There were a few unforeseen causes that impacted the project to some degree. #C5: None at this point. #C9: At this point. The participants also demonstrated a generally positive outlook concerning the future potential of strategic mentoring. They also helped by funding initial pastor surveys and travel expenses for the Topeka trips. Conclusions Though each in a different way. That enabled the candidate . This should be done – have been done prior to the project. or what challenges would emerge for each participant during the project period. the Web catalyst. One early unforeseen cause was the degree of positive support from KNCSB staff. the results of these assessment tools demonstrate that the strategic mentoring project was a catalyst for change in the participants. #C7: Make the web-based connection public! This is a valuable tool. #C6: More time (larger window of opportunity) to establish mentoring relationships. Changes were recorded in both attitude and behavior.
That same candidate desired to seek a specific person on the Web site rather than searching by ministry need. The database was intended to be kept secure through password access only. it became evident over time that he saw this as a real ministry passion. This led to some frustration over that part of the process for that participant. but he missed the interaction with the other pastors. there were some aspects of it that were missed. His desire to see pastors encouraged provided motivation to continue improving the site even beyond the project. the sound on the phone did not allow the one pastor to hear the group discussion. The participant however contacted another participant for a mentoring encounter by phone rather than through the Web site. he was able to access the site.85 to provide books to each participant at the close of the project as an expression of gratitude. Another unforeseen cause occurred during the training phase with the OTBA pastors. The candidate had not anticipated that approach. which further frustrated the participant. One western Nebraska pastor was going to participant by speakerphone. though tested prior to the session. The candidate covered the material later with him personally. While the Web site was tested by the candidate and webmaster. However. after visiting with the webmaster. This caused some frustration to users. While he agreed early on. The reason for his trouble was not discerned by either the candidate or the webmaster. . One user in particular had trouble accessing the Web site. The level of his vision inspired the candidate significantly to move forward with the project. The training site was adjusted to meet the needs of the majority of participants. The enthusiasm of the webmaster made the entire project possible. However. But changing pages required the password to be keyed in repeatedly even in the same session.
Another participant experienced a death in his extended family and missed the first training session. were not able to do so to the extent they desired. Two dropped out at the training phase by not showing up even after indicating they would be there as recently as two days prior to the training. two of the three engaged the process even though there were no church planter specific categories provided. The third church planter expressed desire to participate repeatedly. but he allowed busyness to keep him from engaging others in a strategic mentoring encounter. Each of those causes reduced the pool of mentees who finished the project from the original twelve to only eight. At that point he shifted gears mentally and withdrew from the process. A final participant engaged in one mentoring encounter but then accepted a call to a church in another state. he allowed life to prevent his participation in strategic mentoring encounters. It could have been that those who agreed were already disposed towards strategic mentoring and thus more readily drawn toward the opportunity.86 A blind spot on the Web site concerned the area of church planting. however. This could have skewed the data in comparison to a larger group such as the survey done of all KNCSB pastors in the field research phase of the project. The candidate hoped that all who committed to participation would follow through. but even after the training. To their credit. He made that up with the candidate. This reduced the feedback since the mentors they engaged did not experience the training and did not have reason to provide feedback to the candidate. Despite these unforeseen . Three church planters participated in the project. A final issue was the likely difference between those who agreed to participate and those who did not. Another unforeseen cause involved two participants who engaged mentors outside of the project pool and Web catalyst. Some.
Nearly every participant indicated a desire to see this developed further to help even more pastors. and two others from out of state who expressed a desire for something like this in their ministry area. . Unforeseen Effects Just as there were unforeseen causes. the project reached completion with sufficient feedback to evaluate its impact. At their training session. One unforeseen effect was the quickness of some of the participants to connect personally and professionally. there were also a few unforeseen effects of the strategic mentoring project. The level of positive encouragement from participants was unexpected. the quickness of this was unexpected. They extended an invitation to return when it is complete to consider how to further implement strategic mentoring within the Kansas-Nebraska Convention. For example. Its lessons will be considered in the following chapter. a youth pastor. this also was unexpected this early in the testing phase. The level of interest and commitment to it was definitely unexpected. Though a distant dream of the candidate’s. While it was hoped that this kind of activity would emerge eventually. the KNCSB staff began brainstorming how to implement this concept conventionwide at the close of the project. two of the church planters have planned further strategic mentoring encounters in 2008 beyond the project time line. Another unforeseen effect was contact from a children’s pastor. Another candidate also has an additional appointment with one of the DOAMs and another pastor has an additional mentoring appointment with one of the state staff members. The project created interest in those who were not yet part of it.87 causes. A related effect involved two of the participants who made more contacts than were requested in the project period.
88 Conclusion The implementation proceeded within the anticipated time line with a few minor adjustments along the way. The assessments gave valuable data to help assess the impact of strategic mentoring as a process. . Attrition of some participants also occurred but not to the degree of derailing the project. How well the project achieved it goals will be the subject of the next chapter.
the reader will find reflection on the possibilities for future study in the areas of mentoring among pastors. and (b) understand how pastors in history and modern times have tried to strengthen each other through similar 89 . and intentionally seek such mentoring for themselves when needed based on mutual commitments to kingdom success. For this project.CHAPTER FIVE PROJECT EVALUATION AND ANALYSIS Introduction Howard Hendricks has often told his students that experience is useless unless it is evaluated. Evaluation Concerning Project Goals Goals 1 and 2 Prior to implementation the candidate met the first two goals of the project. Evaluation concerning each goal will be presented in order. the candidate believes that the project was largely successful in achieving its purpose and goals with the participants. While there remains much to be learned in this area. The first goal as stated in chapter 3 was to “(a) discover the biblical rationale for seeking to involve pastors in strategic mentoring relationships. The purpose of this project was that selected Eastern Nebraska Baptist Association and Oregon Trail Baptist Association pastors would intentionally increase their availability to each other for the purpose of strategic mentoring with ministry challenges. that time has come. Following the goals. This chapter will focus on reflection and evaluation of the project in light of its purpose and goals.
and convention staff.1 The Proverbs passages teach that strategic mentoring relationships dramatically increase the potential for growth in wisdom and success in leadership. these passages make a strong case for strategic mentoring among ministry leaders. and mind-set of pastors generally and in the Kansas-Nebraska Convention of Southern Baptists towards the need for and involvement in mentoring relationships. The literature demonstrated the limitations of formal seminary training and the need for ongoing developmental 1.2 It was met primarily through two means: a survey of recent literature related to mentoring for pastors and a survey of KNCSB pastors. nearly 75 percent of Southern Baptist state conventions were contacted for the purpose of discerning their approaches to mentoring relationships among pastors. Goal 2 was met in the first chapter of this document. Only half of those contacted have any strategy in place to address this need. That goal stated. Galatians 5:13 and 1 Peter 4:10 expect ministry leaders to serve each other with their unique gifts. Of those with a strategy. The candidate also outlined current ways pastors have sought the kind of help strategic mentoring could give. Philippians 2:3-4 and Romans 12:10 call pastors to value each other’s ministries. context. and (b) their probable causes. Second Timothy 2:2 demands that leaders pass on what they have learned to others. DOAMs. A clear mandate for those relationships was shown in the Proverbs and several New Testament epistles.90 relationships.” . In combination. 2. Specific passages and observations can be read in chapter 2 of this document. It explored the historical roots of mentoring including its disappearance in the modern era. Finally.” That biblical rational was laid out in chapter 2. many are more programmatic than relational. The second part of the first goal was met in chapter 3. The results of that study demonstrate that the need remains for further work to provide effective mentoring for pastors. attending especially to (a) the beliefs and habits pastors tend to have. “the candidate will ascertain the culture.
91 experiences for pastors. and many pastors in the ENBA and OTBA. Rouch. It would have been interesting to try it with that large of a pilot group. participating DOAMs. 5. .” That goal was met first by designing the project described in chapter 3.4 At the same time. 169. The training material for that project may be viewed in appendix D. 4. Strategic Mentoring Survey Summary for Pastors. Many desire closer connection with more pastors but time and geographical distance prevent that from occurring. 72 percent indicated that they know at most three other pastors they know well enough to seek counsel from. and Simmonds. See appendix B.5 That strategy’s key elements involved training to motivate and equip pastors to engage in strategic mentoring encounters. or inadequate at least once per year. KNCSB staff. 169-70. question two. Ministry Confidence and Challenges. Goal 3 and Subgoals Goal 3 was to “develop and implement a pilot project to change the pastors’ attitudes. Repeated themes demonstrating this need included the crisis periods in ministry and the isolation of most pastors. The fact that the project was implemented in September through December of 2007 fulfilled the second part of this goal. Ninety-two percent said that they believe a mentor would be valuable if one were available to them. 4. An overwhelming 95 percent of pastors reported feeling overwhelmed. affirmed the 3. and engagement in mentoring so that they conform to the project’s purpose statement. Seventy-five percent expressed interest in participating in this project. stuck. It also involved developing a Web site to serve as a catalyst to initiate those encounters as needs arise.3 The KNCSB survey showed a significant need for strategic mentoring among pastors. There were several other indicators affirming that this goal was reached. knowledge. Hawkins.
Interestingly. The other dropped only by one passage. respectively. Overall. Biblical teaching concerning the need for strategic mentoring was concentrated in that session. The other two increased their responses by just one passage. Change in the participants’ knowledge of passages on mentoring was measured in the Outlook and Involvement Assessment. . two gave fewer passages on the post assessment than on the pre assessment. Those who further engaged in mentoring encounters indicated that the encounters were beneficial as well.7 Two of them went from knowing no passages prior to the project to giving four and five. The training participants affirmed the value of the training material to the strategic mentoring process. One listed nine on the first and dropped to five on the second one. That goal as stated in chapter 3 was that “participating pastors and staff from KNCSB will understand why it is biblically necessary for them to actively participate in strategic mentoring relationships with each other. 7. Two gave the same number of passages but gave clearer passages rather than examples of mentor relationships. Four of the eight participants who did both pre and post assessment were aware of a greater number of passages supporting mentoring after the implementation. This assessment was given to participants prior to training and once again following the implementation phase. Those affirmations may be viewed in the final feedback summaries and training session feedback data found in chapter 4 and in appendix G.92 soundness of the strategy. Data and participant comments from this assessment may be viewed in appendix G. the participants showed greater 6.6 Subgoal (a) Subgoal (a) appears to have been met by the project.” This goal was targeted primarily through the first session of the training material. after the project.
A minority experienced such encounters within a month of the first assessment. It could be that.” The candidate believes that based on the data and the interaction during training that the participants knew mentoring was biblical but that the training helped deepen and clarify the basis for that knowledge. pastor 8 responded.93 understanding of biblical passages in support of this either through more passages or better passages. They already had a sense that this was important and needed. however. At this stage there is no way to determine the degree of influence from other potential factors. Questions two and three on the OIA prepared the way for assessing by asking the participants about the frequency of their involvement in mentoring encounters. However. it had been longer. people grow to be comfortable knowing without having a specific basis in the forefront of their mind. like many things people know in life. The goal was that participating pastors would assess how their current peer relationships compare to the biblical parameters identified under subgoal (a). For most. However. The change in number of passages could have occurred for other reasons besides mental growth. For example. . Subgoal (b) Subgoal (b) was met most directly in the Outlook and Involvement Assessment (OIA). It should be noted that during the training the participants did not seem to need convinced that this was biblical. in truth. “I did not need to be convinced of the need to have mentors. it must be acknowledged that the assessment is not as strong or definitive as initially desired. Hastiness or other life distractions could have played a factor in both pre and post assessments. this goal took more of a secondary role in both the training and implementation of the project.
Yet the training phase addressed this in a manner that likely impacted the posttest. For example. Sometimes it lines up with my conviction but it is hard to maintain. One weakness concerning subgoal (b) is that the assessments did not specifically ask the participants to assess their involvement directly in light of specific biblical 8. All of them. On both the pretest and posttest most participants noted. Questions four through six asked them to assess potential future behavior concerning mentoring. their conviction may have been different from the biblical parameters on the pretest. Of note is that every one indicated they would be likely or highly likely to do this again. Question two explored their understanding of mentoring while question three explored their attitude towards it.” Three of eight responders changed between the pre and posttest. One widened the gap. on the mentor session feedback forms they were asked how likely it is that they would seek help from a mentor again. They closed the gap between involvement and conviction. “Involvement in mentoring comes and goes. Since his involvement actually increased. except one who did not see the back side of the form. The mentors also were asked if they would be willing to continue serving in that way. noted they were very willing to do this longer. Answering those questions would have involved personal assessment concerning mentoring relationships. beginning on page 56.94 Question five forced the issue on meeting this goal. See complete response summaries in chapter 4. . It asked the participants to assess how their behavior matched their conviction concerning mentoring other pastors. it could be deduced that his conviction changed.8 The Final Feedback Assessment also offered the participants an opportunity for self-assessment. Participants were given other opportunities to assess their involvement in mentoring relationships with other pastors as well. Admittedly.
much like raising one’s hand and saying. It could be said that the goal was only 75 percent met because only that many of the original pastors made it to that step. The candidate regrets not catching that sooner in the process. “I’ll take your call when you need help. . Subgoal (c) This goal was met as the participating pastors moved from the training phase into the mentoring phase of the implementation. It occurred after the training as the first step of the mentoring implementation. was that “participating pastors will make themselves intentionally available to each other to provide strategic mentoring upon request in their areas of strength and experience. The mentor pool would have been richer with one hundred percent registration. each participant was given the opportunity to assess their involvement in mentoring both directly and indirectly through this project. This goal was met to some degree but not as fully as it could have been. one participated in the training but let busyness prevent him from further participation. This was an oversight on the candidate’s part. Nine of the twelve original pastors registered. This goal was a gateway in the process.95 parameters. That goal. While two who did not register also failed to show up for the training. all nine demonstrated committed willingness to serve in that capacity. as stated in chapter 3. Thankfully. It could be assumed that the training and involvement clarified those standards. Registering on the Web site was an act of the will more than anything else. such assumptions cannot be verified with adequate certainty.” Though only four of them were contacted as strategic mentors. However. That act was the key step in making themselves available to other pastors.” This goal was met by a majority of participating pastors when they registered a mentors on the Web site and filled out their specific experience information. Either way.
In hindsight. On face value this goal was only partially met. it was decided to let them go when they did not respond to follow-up phone invitations to make up the training. The point is not just mental assent to mentoring but active engagement in a mentoring relationship. That speaks well of the character and commitment of those who did register. However. would the pastors seek out a mentor for a real ministry challenge? The candidate believed that the strategic mentoring encounters would make the most real and lasting impact on participants. The candidate wondered at several points how far to go toward seeking to get participants to register. In other words. Subgoal (d) The final subgoal was that “participating pastors will intentionally seek out strategic mentoring from other participating pastors with appropriate experience for the specific challenge they face. The candidate communicated compassion during that time but did not press him on registering beyond a couple of specific reminders. a more specific phone call exploring that participant’s desired intentions could have made a difference in his level of participation. To the candidate’s knowledge.96 those who did register were one hundred percent involved in the project. He also received the weekly updates along with the other participants. . every mentor who was contacted returned the call and followed through as a strategic mentor. it was met to a significant degree. The candidate fell short in follow-through in that situation.” In some ways this goal involved the ultimate test of the project’s viability. With the two who failed to participate in training. The pastor who came to training but failed to register did have a death in his extended family that put him behind in his work.
For example. Unfortunately. when asked how he felt about the mentor he contacted. their encouragement and insight into the situation was priceless. and gave good feedback and ideas.” Participant 9 answered that his mentor helped him “gain perspective and think through various aspects and results. the goal of every pastor seeking a strategic mentor was not reached. the three remaining pastors did not seek out a strategic mentor during that phase of the project. 66 percent of remaining pastors did reach that goal. From their responses it was clear that a difference was made.97 Of the nine registered pastors who remained engaged at this point. Three of those sought a mentor more than once.” In addition. asked questions to understand. An additional two pastors were also contacted as a mentor by another pastor through the Web site. The good news is that every pastor who sought a mentor felt good about the contact that was made. participant 4 wrote.”9 Additional results were expressed by participants who explained how the sessions would impact their approach to their ministry challenges. when asked further about the value of the insight they gained from the session each participant was very positive. These responses come from the Mentor Session Feedback form. Participant 3 noted it was “very valuable because I could contact men who had experience in the areas in which I was struggling. The third pastor simply expressed regret that busyness once again kept him from engaging this part of the process. He listened. “I am implementing some of the suggestions as well as giving me a renewed sense of hope for the future here. See full responses of Mentee Feedback in chapter 4. six sought out a strategic mentor. . “Very good. Participant 3 noted.” 9. However. As a result. beginning on page 62. another was contacted once as a mentor but mentally withdrew with regret after accepting a call to another church out of state. One of those was contacted twice as a mentor instead.
The first question is how well the project was prepared. These encounters provided the greatest change for those who participated. lessons. He also believes that others have the opportunity to discern the value of this approach through the encounters that were made. resources. Overall Plan The overall strategy was sound. The final question was how much change was brought about in the ministry setting as a result of the project.98 Participant five explained. Web site development. These questions will be considered in order in this section. and future potential of the project. . Though originating in the heart and experience of the candidate. leading me to revise two key steps and to attend to the unforeseen issue. Summary Project Assessment The fourth and final goal for the project involved answering three evaluative questions. training material.” In some cases the encounter resulted in affirmation and gave confidence. and assessment material. Key elements of the project involved the overall plan. How Well Was the Project Prepared? Though there was room for improvement. Though the goal was not fully met. it was sharpened through interaction with the literature on mentoring. the candidate believes the project was prepared very well. They are especially significant in terms of evaluating the ultimate results. making it one of the stronger aspects of the project. logistics. recruiting. The strengths and weaknesses of each of these factors are considered below. “It has better prepared me for implementing a response plan. the candidate believes it was significantly met. Much time was spent in the preparation phase. The second is how effectively the project was implemented. In others it gave hope and additional insight.
See the Final Feedback Assessment in appendix F. 10. in his final feedback form. The primary purpose of the Web site was twofold. This was necessary to meet seminary deadlines and did provide an adequate test. it provided a way for pastors to electronically raise their hand to tell other pastors that they would be willing to take their call. since it was electronic. It is believed that most will not seek help unless they believe they need it. This is the response to the final question of that survey. question one. and this project specifically. This was valid. An early concern expressed by many was the challenge of getting pastors who would be willing to do this. four to six months for the mentoring phase would have yielded more data on the process. . Second.10 There was no question that without willing pastors.11 The Web site development was a real strength. First. convention staff participant C6 notes that he thought is was too limited in time. and other pastors. The positive feedback of the participants in their final feedback assessment indicated their belief that it was a sound strategy. Two months of training and two months for the mentoring encounters went by very quickly. In fact. Results may be found in appendix B. That challenge may have been overcome with a longer test period. KNCSB convention staff.99 Southern Baptist Convention calls. the initial KNCSB survey showed that 75 percent of respondents would be willing to participate in something like this. strategic mentoring as a process. would not have been possible. Seeking a mentor without sensing a need would seem a bit forced for the sake of the project. 11. One weakness involved the length of time. However. One of the keys to the process is the motivation for seeking a mentor. That sense of need must be great enough to overcome mentoring barriers. The fact that not every participant sought a mentor in the two-month window could indicate that they did not sense an overwhelming challenge in that time period. however.
the busyness barrier. Initially the site required registration as both a mentor and mentee with a separate password for signing in. and to some degree the relational barrier that might prevent pastors from connecting when they need counsel. However. When training time came each participant received a well-organized notebook with the core training lessons and additional support material. In many of those cases the mentors and mentees would not have connected without the Web site as a catalyst. This became apparent in the implementation phase since three church planters were part of the project. Four of the eleven mentoring contacts occurred face to face. Training Material The training material went through several revisions prior to implementation. They did engage each other. but seven occurred via phone. This will also be corrected before further testing is done with this process. Perfection was not reached but it did what it was supposed to do in most cases. All of the categories centered on pastoral ministry. but the webmaster was able to provide help. Another area overlooked on the Web site involved the mentoring categories. but each noted that church planting categories were needed. The candidate and a volunteer webmaster developed and tested various aspects of the site in the summer prior to implementation to work out any potential deficiencies. One of the older pastors had trouble initially logging onto the site and finding what he wanted. It has been corrected for the future use of this site and process. That inefficiency was not recognized until implementation. it served those purposes well. For the project. church planting was not considered. Further input would need to be sought from church planters to do this effectively.100 it could bridge the geographic barrier. This material was designed to be .
Logistics and Resources The logistics for the training and mentoring phase were worked out prior to implementation. The Participant Workbook material may be viewed in appendix D. Locations were secured and training dates were set. Participant feedback on the training material and sessions was very positive.101 used for the training and as an easy reference guide when needed during the mentoring phase. As previously mentioned. finding more time to do that would have been worth trying. beginning on page 60. 12. The candidate believes that the pool of participants was sufficient for a valid test of the idea. The candidate would have liked more pastor participants. . Spending more time making personal phone calls may have helped increase the pool. Circumstances surrounding those participants who did not fully engage were expected to some degree though the candidate did not know who would be impacted to the point of disengaging. some adjustments were made after the first training session based on the geographical distribution of the candidates. In retrospect. Starting in April 2007 to preview the concept and project opportunity definitely laid groundwork for the eventual participants. See training session feedback summaries in chapter 4. Getting KNCSB staff to volunteer as mentors guaranteed a wider range of ministry categories getting covered. Working through the DOAMs to make specific invitations was an additional help. Yet a larger pool would have yielded more data for reflection and evaluation.12 Recruiting The recruiting was done fairly well. Each training session received an average rating near seven on an eight-point scale. and appendix G. It was hoped that this would increase the chance that a person’s area of need would be covered on the Web site.
One of the choices was unclear as written. adjustments were made to communicate weekly with encouragement and updates. The Outlook and Involvement Assessment was particularly helpful in measuring change in the participants. Those responses were not objectively measurable in relation to each other. One obvious weakness was discovered in the Training Session Feedback form. they still yielded real and insightful feedback.102 Costs of travel. At that point. it did weaken the value of that instrument. The candidate was fully prepared to meet all costs. It is possible that the differences shown relating to the relative value of the specific lessons are not significant. the candidate believed the assessment material to be well prepared. After the training. It seemed that the participants would assess each area of the project. Assessment Material At the outset. materials and Web site creation were all considered. There was not a wide range of distinction in value perceived between lessons from the participants. However. The Mentor Session Feedback forms were likely the most helpful in assessing the process itself. The Training Session Feedback forms would specifically assess that part of the project. It was hoped that such communication would serve to . No one selected that response so it may not have impacted the feedback given. God provided help with travel expenses for much of the training from KNCSB. the candidate realized it would be unwise to have no communication for two months with the small mentoring pool. Due to the nature of the project. However. the open-ended responses were important to give the participants room to respond freely. And the Final Feedback Assessment would cover all the bases one last time. One area of the project that was not well prepared ahead of time was the need for ongoing communication during the mentoring phase.
One disappointment was the attrition of some of the participants. the webservant realized the redundancy of two registrations and passwords for each participant. It will also enable future adjustments and testing of this process both within and beyond the KNCSB. This was an easy change to make but was not planned in advance. Except for the inadequate speakerphone at the second OTBA pastors gathering. As the mentoring phase unfolded. The training phase came together fairly well. The primary areas of implementation included the training phase and the mentoring encounter phase. it was clear that the training prepared the participants well for the encounters. The weekly communication was an attempt to hit the right balance. Overall. Participants who returned the Final Feedback Assessment rated the training sessions highly as valuable to the process. the project was well prepared. training. Those who participated interacted well with the material and each other. administrating and motivating. Those areas and actions will be assessed in this section. The strategy was intended to help . but was adjusted for future users. How Effectively Was the Project Implemented? The project was implemented with surprisingly few problems. The candidate struggled with how far to go in encouraging without becoming a pest. The level of preparation laid a strong foundation for the mentoring encounters to work. the training phase went very well. Most were able to register easily and begin that phase of the process. During the registration process. Everyone was both positive and excited about being part of the process. The primary actions required involved communication. It was too late to change for this group. Those who engaged the training learned how to engage the process and use the Web site as a catalyst.103 remind and encourage the participants to follow through on their commitment.
He would seek to have a more intentional attrition strategy of more aggressively contacting those who do not seem to be engaging. there would be a few changes to improve implementation. the candidate wonders if the sense of need or value are the true barriers. the candidate would seek to get more of the assessment forms back. he would seek to solidify commitment up front. Finally. is likely a lack of a sense of need for help or a lack of a sense of personal value in seeking counsel. In addition. Most people do what they really value. It would also make the registration process more efficient. Participants should not have been allowed to take them with the promise of mailing them back. relational distance. perhaps with some kind of covenant. participant . This was an important piece of the project. First. Perhaps that could include an interview assessing why they are choosing not to engage the process. If the candidate were to do this again. the candidate would make improvements to the Web site. it was discovered that servers exist that could have done that without the additional step. once in the secure database.104 bridge the barriers of busyness. but could have been better in some ways. In the case of those who failed to seek a mentoring encounter. It helped some of the participants. First. That information could yield valuable insight to the process in its own right. A server that functions more easily as a database would allow better manipulation of the information. it did not happen. In several of those cases. The biggest barrier. Also. some participants turned it in once but not both times. That prevented change from being measured for those participants. and geographical distance. however. as in the Outlook and Involvement Assessment that was given two times. He would seek to involve a larger group to minimize the impact of inevitable attrition on the final data available. a different kind of server would be used. It was functional. Later. In some cases. The webservant took all registration information and manually entered it into the database.
and behavior regarding mentoring relationships. There were enough participants to give varied feedback. and the candidate as a result of the project. In every area the change was positive. the obvious question is. Additional insight is discerned in the Mentor Session Feedback responses. the project was implemented well enough to measure its impact and assess its potential.105 had to reenter their password when changing pages. Those changes will be described in the following section. There was either a deepening or increase reported by the pastors on the Final . For this project the primary changes discerned were reported by the participants themselves through the Outlook and Involvement Assessment and the Final Feedback Assessment. How Much Change Was Brought about as a Result of this Project? A question like this is difficult to answer in a quantifiable way. attitude. the project accomplished its purpose and successfully tested a new approach to helping pastors connect with each other in mentoring relationships. Changes could be discerned in the participating pastors. KNCSB staff. An additional burden involved determining the significance of any observed changes. the pastors indicated change in their understanding. Since the purpose of the project was that the participating pastors would increase their availability to each other and intentionally seek mentoring for ministry needs. “Did that occur?” The challenge is to determine if there was a change and to what degree. In the end. Changes in Participating Pastors Through the assessment tools. This became annoying and should be addressed to improve that part of the process. Despite those shortcomings.
Full responses may be viewed in chapter 4. Participant 8 indicated that it provided greater clarification of the responsibility of mentors and mentees. That pastor had already made mentoring contacts with another pastor within the previous month prior to implementation. Participants 3 and 9 noted a broadening of understanding. Participant 4 noted that it “drove home the importance of the relationship and trust factor for effective mentoring.” The positive change in their understanding was confirmed through the OIA. beginning on page 72. That was clearly a positive change in light of the project goals.106 Feedback Assessment. That one noted that the project “affirmed his positive view. This shift is particularly significant since attitude towards mentoring is a key ingredient to ultimate participation. Change in involvement clearly occurred as a result of the project.”15 The others noted a greater recognition of the need for mentoring. The OIA revealed positive change during the project in every candidate except one.14 Every pastor who responded in the Final Feedback Assessment indicated a deepening of understanding of mentoring. Three of the responding pastors were able to provide more biblical passages supporting mentoring after the project than they could prior to the project. Pastors 5 and 9 specifically noted an increased desire and resolve respectively to engage in mentoring in the future. . Results of that assessment may be viewed in appendix G. The 13. Since this assessment was given twice. Each responding pastor except one reported change in attitude. three.13 Those responses were supported further by the data from the Outlook and Involvement Assessment. This is reported in the Final Feedback Assessment. He did maintain that level of frequency through the project. The other responding pastors each increased their frequency of mentoring contacts during the project period. 15. it was designed to observe change resulting from the project. Responses to questions two. beginning on page 72. and four particularly demonstrate change in those areas. chapter 4. 14.
107 Mentor Session Feedback also indicates that there was growth in this area.16 This demonstrates an interest in continuing the process beyond the project. While the degree of change is too subjective to quantify. It is also hoped that it can be replicated and expanded to other pastors through further application of strategic mentoring as a concept. Question five asked the mentees how likely they would be to contact another strategic mentor. If there truly were a change in willingness. and involvement concerning strategic mentoring.” Pastors 4 and 8 expressed similar thoughts. Question four asked participants if they believed the project would change their involvement in mentoring in any way. For example. a deepening of interest in mentoring. pastor 1 noted. Each respondent except one noted that it would improve some aspect of their involvement. the fact of change is evident in the responses of the pastors in this project. 17. “It has helped me to be more willing to do it and ask for it. It is hoped that such change can endure in the lives of the participants. intentionality. The candidate has no reason to doubt the sincerity of their intentions on this question. The fact that four of the participants planned to meet for mentoring after the project time period demonstrated the genuineness of the change. beginning on page 72. “I expect to take more opportunities to support a colleague and to take advantage of the wisdom they offer. See Final Feedback Assessment. There was a clear deepening of understanding. Their responses demonstrate change in understanding.”17 Pastor 5 reported. The Final Feedback Assessment gave additional evidence that there was positive change in this area. and increased involvement in mentoring among participating pastors as a result of the project. attitude. See Mentor Session Feedback results in chapter 4 (Mentee Feedback) beginning on page 62. and motivation then one would expect a corresponding change in involvement. . 16. chapter 4. Every respondent noted that they would be very likely to do so.
Their responses were consistent with the responses to that section of the training session. Four additional staff members however noted that they planned to be more intentional in this area. .” That particular mentor met with a pastor who was severely discouraged. The candidate is grateful for that but recognizes that the real change there is minimal.”18 That is good news. Participant C4 noted. They came to the project with a higher level of value and understanding of the process. From Final Feedback Assessment. reinforced. However. The primary data indicating change was gained in the Final Feedback Assessment. C3 wrote. “I consider the main part of what I do as mentoring and will continue to do so. It reinforced but did not really change. and heightened. KNCSB staff responses to change in attitude were very similar to that of the questions concerning their understanding. In particular. Their greatest interest was in the survey results indicating the extent of need for mentoring among KNCSB pastors. There was no discernible change in understanding. see chapter 4. Most KNCSB staff indicated a good previous understanding of mentoring. Those terms indicate a strengthening of what was there already.108 Changes in KNCSB Staff The degree of change in KNCSB staff was not as significant as it was for the pastors. Those who indicated change remarked that it reminded. The greatest change for KNCSB staff came in the areas of involvement. beginning on page 72. “I plan to be more proactive in reaching out to pastors in need – sometimes they are too discouraged or confused to ask for help. they already believed it to be important. Once again. there was a measure of change primarily in their commitment to addressing this as a need for pastors in the convention. 18. After the training they still believed it to be important.
His life has been changed by a deeper realization of the breadth of this need. The kingdom is better if the right kind of help is available. It is believed that the kingdom benefits if there is an environment among pastors of seeking to help each other.109 He was able to help him significantly. That was exactly the kind of change the candidate hoped to accomplish. His commitment to involvement in mentoring on both sides of the relationship has clearly emerged as well. Those changes will provide sufficient motivation to find ways to encourage and support other pastors as a proponent of strategic mentoring with the ministry life he has left. it is time to consider what could have been as well as what should be next. The kingdom is better if it is safe to seek help. What began as an idea or dream became a catalyst to deepen his understanding of mentoring. That encounter was most likely the greatest change agent for him in the project. and appreciation of fellow pastors and convention staff have grown exponentially. Finally. The increased commitment of convention staff to help in this area will improve the mentoring environment for KNCSB pastors significantly. Prospects for Future Study Now that the project has come to a close. he grew in humility that God could accomplish something of this scope through him and in hope that pastors could reach new levels of effectiveness through mentoring relationships. love. His respect. Though it was a valuable experiment in strategic . Changes in the Candidate Though not measured in any assessment. and implementation challenges accomplished that. exegetical study. The reading. The survey and time with other pastors have rooted the candidate’s commitment to further developing this concept. the candidate would be remiss to ignore the fact that the project has changed him as well.
mentoring among pastors, much remains to be studied. This section will seek to express what the candidate would do differently in light of what has been learned. It will also consider what would stay the same and what could be next for strategic mentoring through www.connectingpastors.com. What Would Be Different? If the training phase were just starting now, the candidate would be more aggressive at making personal contact with the participants. Though a majority of those who committed did participate, it would have been better if everyone had stayed in. Most pastors are very busy, including the candidate. However, if more time had been spent in making personal calls, perhaps the final participants would have stayed in. However, there is no guarantee even with this. Sometimes life interrupts good intentions in ways that nothing could alter. Along those same lines, the candidate would have worked to get twice as many participants. It would have made more work; however, it would also have yielded more data and perhaps more reliable results. The results gained were significant. Yet a larger pilot group could have been even more significant. An additional adjustment with the training could have been to make it a one-day event. It would have been a longer day but would have left more time for the mentoring phase as well. The candidate is uncertain if the trade-off would be better, but it is an option that could be considered. Little about the training would be changed for this kind of project. The primary adjustments would involve recruiting and retaining committed participants. The implementation phase would have benefited by more time. It felt pushed to get in the mentoring sessions in the months of November and December. Those who engaged in mentoring sessions indicated that there was great benefit. However, for others it just
did not work. Also more time would have increased the likelihood that more pastors would face a real ministry challenge that would benefit from strategic mentoring. The wild card was that no one could predict fully when those challenges would come. The busyness of the holiday season could have been a negative factor for participation as well. It would have been interesting to have a control group of pastors without mentors. A project could attempt to compare their handling of ministry stress and challenge with the group that engaged mentors. One would have to think through how to do that, but it could give some indication of the relative value, if any, of strategic mentoring when compared to the general pastoral population. In addition, comparing the pastors who volunteered with the ones who did not may have yielded some information concerning barriers to mentoring and keys to crossing them. There are always areas to make improvement. The Web site was improved during the process to some degree. It would have been better if the Web host server was designed as a database from the beginning. That is an adjustment that will be made for future testing of strategic mentoring. The password system has already been simplified. However, the log-in system needs to be improved so a user would not need to log in again each time they change pages in the database. Finally, the candidate would improve the assessment tools used. One of the response options on the Training Session Feedback form just was not clear. If there had been time, the candidate would have done a more specific follow-up interview with the participants who did not participate. The purpose would have been to explore reasons for nonparticipation and unearth barriers to mentoring among pastors that the system did not overcome. The candidate would also be more aggressive about collecting feedback forms from participants who engaged the process but just did not get the forms turned in. Perhaps providing an electronic option to give feedback could have helped there as well.
What Would Stay the Same? The heart of this project would remain the same. The concept of strategic mentoring itself involves providing a way for pastors to mentor each other short term in specific ministry areas. Pastors need a way to do this despite the traditional barriers of busyness and isolation. The basic method of finding a mentor and engaging the strategic mentoring encounter would also remain the same. Those aspects were the heart of this project and were essentially sound. The training was a critical piece to lay the foundation of understanding and motivation for the participants. That material would remain essentially the same as well. It was strongly affirmed by the participants as valuable and helped make the process possible by laying the parameters and process out for them. What Is Next? This question could become a bottomless pit of ideas. However, for now the candidate will focus on what could be next for doctoral study in this area and what the candidate hopes to pursue personally with the connecting pastors’ Web site. Options for further doctoral study will be considered first.
Further Study Options
One area that could be considered is a study comparing strategic (short-term issue based) mentoring with longer term mentoring. Along those same lines, different approaches or types of mentoring could be studied and compared to strategic mentoring. The state convention study was broad but shallow, yet it revealed several approaches attempting to address the same need for ongoing pastoral development. A comparison of some of those approaches that delve deeper into their impact and feasibility could be beneficial.
Another area that could warrant study is a more specific focus on the difference between those who readily pursue mentoring and those who turn their back on an easy opportunity. What causes such a difference? What barriers exist and how could they be overcome to help make pastors and churches more effective across the board? What is it that causes some to seek out mentors while others do not? What can be learned from that to help more pastors and churches advance in healthy ways? Examining those questions further could be very helpful to those who seek to help pastors develop. Another approach could be to study pastors with mentors or coaches and those without. Are there predictable or measurable differences between them? If so, are they attributable to the presence or absence of mentoring? A follow-up study could be done to determine if strategic mentoring led the participants to engage in mentoring relationships to any greater degree. The most basic additions could involve running the same project with a larger group for a longer period of time. That is what the candidate hopes to do in the immediate future as the Lord allows.
Where Strategic Mentoring Is Going in 2008
As mentioned earlier in this report, the KNCSB staff and participating pastors demonstrated great interest in seeing the strategic mentoring process grow in its scope. In 2008, the candidate will meet with them to explore next steps in implementation. Several areas will have to be explored. Those areas include the Web site development, mentor recruiting, training delivery systems, quality control, and promotion. Some of those areas were already discussed in October 2007 with the state staff but it was determined to let the project run its course, see what was learned, and regroup afterwards. First, the Web site needs to be reevaluated and upgraded to more readily handle greater volume. Those changes lie beyond the ability of the candidate and will require
If that were . Next the KNCSB staff envisions training all DOAMs and then recommending pastors from across the convention in the strategic mentoring process. The participants agreed with that preference in the training session feedback responses when asked about delivery methods. If not. Since relationship and interaction is key to mentoring. If it helped change the attitude and environment among pastors concerning mentoring each other with ministry challenges. Multiple trainers could be used. That could be possible but much work would need to be done. The orientation would not need to be as extensive as the training for those seeking a strategic mentor. One option is to videotape the training and make it available on the Web site itself. the candidate would favor live contact of some kind for those who volunteer as mentors. The video orientation could be more realistic for users seeking a mentor. This is where the more critical aspect of quality control comes into play. The training should be helpful without becoming a barrier in its own right. Initial training should be conducted live with the first set of mentors. This could allow for faster delivery but interaction would evaporate.114 experts in that area. Training questions must also be considered. they will likely return for help later and refer others as well. then perhaps the kingdom could be strengthened significantly in this corner of the world. The dream became a project that has become a larger shared dream. Initially the KNCSB staff considered having it ready to promote and launch conventionwide by the 2008 Annual Meeting in October. There will have to be some discussion and decision concerning potential criteria for being a mentor in the connectingpastors system. It would be an interesting experiment indeed to see if it could in fact help pastors conventionwide in the KNCSB. Someone will have to be found to address those needs. If pastors find help when they find a mentor. then the bad news could travel even faster and kill any potential value. The value of the process lies in the quality of the mentors.
possible, then perhaps it could be adapted and used in other places as well. It could even cross denominational lines among evangelical pastors and ministry staff. Though much remains to be done, the purpose and goals of the project were reached with the bulk of its participants. The candidate hopes that those same goals can be reached in the future with an even larger group. Strategic mentoring is not the only kind of mentoring. But as this project has shown, it has the potential to change the understanding, attitude, and even involvement of pastors in mentoring relationships with each other. It could open the door to longer-lasting and more edifying relationships between pastors on the other side. Strategic mentoring could become an “on-ramp” or baby step to a life of growing mentoring relationships. It is hoped that what was learned through this process can continue to bear kingdom fruit in the years ahead.
APPENDIX A STRATEGIC MENTORING SURVEY MATERIAL
Cover Letter for State MiniStry Staff and direCtorS of aSSoCiationaL MiSSionS
November 2006 Dear __________, Greetings from south central Nebraska. My name is John Shields. I am a pastor at Parkview Baptist in Lexington, NE, and a doctoral student at Midwestern Baptist Theological Seminary. I am writing to ask for you help. Don’t worry, it won’t take much time – unless you are provoked by this! I am working on a ministry project to test the viability and impact of short-term strategic mentoring for pastors in our convention. Like many of you, God has used people at strategic times to help me grow as a person and pastor. Those times have had such a positive impact, that it makes me wonder what could happen if as pastors we made ourselves more available to each other. I believe we could help each other be much more effective and bring greater kingdom impact as a result. My hope is that this project can test this theory at least in a limited way. The goals of this survey are... • To assess current mentoring involvement of pastors in KNCSB. • To determine your collective perspective on need, impact, and barriers to strategic mentoring. • To determine your collective level of desire to engage in strategic mentoring if it were made more accessible. • To determine feasibility of piloting the project with a subgroup of KNCSB pastors. Would you please share your thoughts on this topic with me? Attached is a brief survey of only 16 short answer questions. Your feedback will help shape the nature of this pilot project. If you are interested in the results of the project or even participating in it, just let me know. I will be very grateful to you for returning your insight within a couple of weeks if possible. It is a privilege to serve with you in our convention. God’s best to you, John Shields
Cover Letter for KnCSB PaStorS
November 2006 Dear fellow pastor, Greetings from south central Nebraska. My name is John Shields. I am a pastor at Parkview Baptist in Lexington, NE, and a doctoral student at Midwestern Baptist Theological Seminary. I am writing to ask for you help. Don’t worry, it won’t take much time – unless you are provoked by this! I am working on a ministry project to test the viability and impact of short-term strategic mentoring for pastors in our convention. Like many of you, God has used people at strategic times to help me grow as a person and pastor. Those times have had such a positive impact, that it makes me wonder what could happen if as pastors we made ourselves more available to each other. I believe we could help each other be much more effective and bring greater kingdom impact as a result. My hope is that this project can test this theory at least in a limited way. The goals of this survey are... • To assess current mentoring involvement of pastors in KNCSB. • To determine your collective perspective on need, impact, and barriers to strategic mentoring. • To determine your collective level of desire to engage in strategic mentoring if it were made more accessible. • To determine feasibility of piloting the project with a subgroup of KNCSB pastors. Would you please share your thoughts on this topic with me? Attached is a brief survey of only 29 short answer questions. Your feedback will help shape the nature of this pilot project. Your identity will remain confidential and will not be reported as part of the project. I will be very grateful to you for returning your insights within a couple of weeks if possible. It is a privilege to serve with you in our convention. Please return the survey to me at: Parkview Baptist Church 803 W. 18th Street Lexington, NE 68850 God’s best to you, John Shields
StrategiC for KnCSB
Mentoring Survey: State MiniStry Staff
Goal To assess the perceived attitude towards and need for mentoring for KNCSB pastors from the perspective of those who work with them on a denominational level. Directions Please answer the following questions as honestly as you can. If you have other thoughts or need additional space, feel free to use the back or add extra paper. Thank you for your time and insight with this project. 1. How connected do you feel the pastors in our convention are to each other? ___ Not at all ___ Very little ___ Superficial ___ Adequately healthy ___ Very connected 2. Do you think pastors in our convention turn to each other in healthy and helpful ways? Briefly describe how you see (or not see) this occurring?
3. How aware are you of the specific ministry challenges pastors in our convention are facing? ___ Not very aware ___ Somewhat aware ___ Very aware 4. How aware are you of the specific experiences and strengths of the pastors in our convention? ___ Not very aware ___ Somewhat aware ___ Very aware
119 5. What do you believe keeps pastors from engaging in mutual mentoring relationships for specific ministry challenges? 10. Are you aware of intentional mentoring occurring among the pastors of our convention? (Where. How did it get going) 6. How would you rate the relative need for strategic mentoring for pastors in KNCSB? ___ No need ___ Somewhat needed ___ Definitely needed ___ Critical need . Do believe there is a need for strategic mentoring among the pastors of our convention? (why or why not?) 11. How open do you believe pastors in our convention would be to mutual mentoring on specific ministry challenges? ___ Not at all ___ Somewhat open ___ Fairly open ___ Very open 9. what?) 8. Do you notice a difference in effectiveness between those who are mentored and those who are not in our convention? (If so. What does the term “strategic mentoring” mean to you? 7.
) 13. leading change. what concerns and/or suggestions would you have to make it worthwhile? Demographic questions Name ____________________________ Phone _____________________ Address __________________________ Email _____________________ _____________________________ Age _____________________________ Position with our convention: Years in pastoral ministry/denominational ministry: Years in current ministry: Number of churches served: What formal ministry training have you completed: (school. Are you involved in mentoring relationships with any pastors in our convention that they would acknowledge as such? Yes No 15. degrees. family life.120 12 In what areas do you feel strategic mentoring would be most valuable for KNCSB pastors? (For example: handling conflict. Please list all you think of and mark your top 2 or 3. Do you believe the convention or association should have a key role in facilitating strategic mentoring among the pastors of our convention? Convention: yes or no? Association: yes or no? 14. Would you have an interest in being part of a strategic mentor network for pastors in our convention in the areas of your strengths and experience? Yes No 16. other specialize study) Thanks again for your insight. etc. Please return to: Parkview Baptist Church c/o John Shields 803 W. NE 68850 . preaching. 18th Street Lexington. If strategic mentoring were to emerge in our convention.
How aware are you of the specific experiences and strengths of the pastors in our convention/association? ___ Not very aware ___ Somewhat aware ___ Very aware . Do you think pastors in our convention/association turn to each other in healthy and helpful ways? Briefly describe how you see this occurring? 3. How connected do you feel the pastors in our convention/your association are to each other? ___ Not at all ___ Very little ___ Superficial ___ Adequately healthy ___ Very connected 2. If you have other thoughts or need additional space. 1. Thank you for your time and insight with this project. How aware are you of the specific ministry challenges pastors in our convention/ association are facing? ___ Not very aware ___ Somewhat aware ___ Very aware 4.121 for StrategiC Mentoring Survey: KnCSB direCtorS of aSSoCiationaL MiSSionS Goal To assess the perceived attitude towards and need for mentoring for KNCSB pastors from the perspective of those who work with them on a denominational level. feel free to use the back or add extra paper. Directions Please answer the following questions as honestly and fully as you can.
Do you notice a difference in effectiveness between those who are mentored and those who are not in our convention/association? (If so. How open do you believe pastors in our convention/association would be to mutual mentoring on specific ministry challenges? ___ Not at all ___ Somewhat open ___ Fairly open ___ Very open 9. Are you aware of intentional mentoring occurring among the pastors of our convention/association? (Where. How did it get going) 6. What does the term “strategic mentoring” mean to you? 7. How would you rate the relative need for strategic mentoring for pastors in KNCSB? ___ No need ___ Somewhat needed ___ Definitely needed ___ Critical need 11. What do you believe keeps pastors from engaging in mutual mentoring relationships for specific ministry challenges? 10. Do believe there is a need for strategic mentoring among the pastors of our convention/association? (why or why not?) . what?) 8.122 5.
preaching. NE 68850 . leading change.123 12 In what areas do you feel strategic mentoring would be most valuable for KNCSB pastors? (For example: handling conflict. 18th Street Lexington. Please list all you think of and mark your top 2 or 3. Do you believe the convention/association should have a key role in facilitating strategic mentoring among the pastors of our convention/association? Convention: yes or no? Association: yes or no? 14. family life. other specialize study) Thanks again for your insight. etc. Please return to: Parkview Baptist Church c/o John Shields 803 W. Would you have an interest in being part of a strategic mentor network for pastors in our convention in the areas of your strengths and experience? Yes No Demographic questions Name ____________________________ Address __________________________ _____________________________ Age _____________________________ Phone _____________________ Email _____________________ Years in pastoral ministry/denominational ministry: Years in current ministry: Number of churches served: What formal ministry training have you completed: (school.) 13. Are you involved in mentoring relationships with any pastors in our convention/ association that they would acknowledge as such? Yes No 15. degrees.
124 StrategiC Mentoring Survey: for PaStorS Directions Please answer the following questions as honestly as you can. ___ Disconnected – I know some but most are surface only. What are the primary means you use to stay connected with other pastors when you do? (check all that apply) ___ Phone ___ Email ___ Face to face ___ Planned meetings (convention meetings. Relationships with Other Pastors 1. 3. If you have other thoughts or need additional space. feel free to use the back or add extra paper. etc. Thank you for your time and insight with this project. In your current ministry. ___ Isolated – I don’t have any. Describe your current relationship level with other pastors. How many pastors do you know well enough to approach for counsel on a serious ministry challenge? ___ 0 ___ 8-12 ___ 1-3 ___ 13-20 ___ 4-7 ___ more than 20 .) ___ Other 5. What prevents you from having the kind of relationships you desire with other pastors? (check all that apply) ___ Time ___ geography ___ Busyness ___ not a priority need ___ Cost ___ different interest ___ Different ministry conditions ___ other ___________________________ 6. How often do you gather with other pastors for fellowship and mutual encouragement? ___ never ___ weekly ___ 1-4 times a year ___ more than weekly ___ monthly 4. ___ Blessed – I have many close friends with mutually edifying relationships. how many pastors would you consider good friends? (Choose one) ___ 0 ___ 8-12 ___ 1-3 ___ 13-20 ___ 4-7 ___ more than 20 2. associations. ___ Few good men – I have a few that I consider close friends.
Where do you turn most often for counsel when facing a ministry challenge? ___ Spouse ___ Another pastor ___ Other staff ___ State staff ___ Key layleader ___ DOAM ___ Other _____________________ Mentoring Experience 1. To what degree do you feel mentors have helped your ministry? ___ Not at all ___ Great deal ___ Somewhat ___ Critical ingredient 3. How often do you face new (1st time) challenges in ministry? ___ 1 per week ___ 1 per six months ___ 1 per month ___ 1 per year ___ 1 per quarter 2. Have you been involved in a mentoring relationship with another pastor in the past 24 months? 4. How often do you face ministry season or challenges in which you feel stuck. Have you shared your experience or insight in a specific ministry area with another pastor in the past year? . How many significant mentors have you had in your ministry life? 2. How many times have you sought counsel of other pastors in the past year? ___ 0 ___ 8-12 ___ 1-3 ___ 13-20 ___ 4-7 ___ more than 20 Past 5 years? ___ 0 ___ 8-12 ___ 1-3 ___ 13-20 ___ 4-7 ___ more than 20 5. How comfortable have you felt adjusting to the growth or other changes in your ministry? ___ What changes ___ Slight discomfort but not bad ___ Very comfortable ___ Pretty uncomfortable 5. overwhelmed. or inadequate? ___ Never ___ 2-3 per year ___ Weekly ___ 1 per year ___ Monthly ___ Every other year or longer 3.125 Ministry Confidence and Challenges 1. How often do you face ministry challenges for which you have little to no previous experience? 4.
Do you feel that you have adequate training to mentor other pastors? ___ Yes ___ No 7. Have you faced a ministry challenge in the past 2 years that caused you to wish you had a mentor? ___ Yes ___ No 2. What would cause you to consider seeking out a mentor? 3. Would you be willing to share your experience and insight in specific ministry areas with another pastor? ___ Yes ___ No . How many times have other pastors sought your counsel in the past year? In the past 5 years? 7. what criteria would you use? 4. What would make it difficult for you to mentor another pastor? 6. How many pastors have you mentored since entering ministry? ___ 0 ___ 11-20 ___ 1-5 ___ 20 or more ___ 5-10 Mentoring Interest 1. What do you believe keeps pastors from seeking wisdom from each other for specific ministry challenges? 5. If you were to seek a mentor.126 6.
Would you seek input from a strategic mentor in a specific ministry area if one were readily available to you? ___ Yes ___ No 11. other specialize training) Do you use or have access to a computer with Internet in your ministry? Y N . school. How often do you think you would seek input from a strategic mentor if one were readily available? 1 0.127 8. Would you be interested in participating in a strategic mentoring experiment with other KNCSB pastors for six months? ___ Yes ___ No Demographic questions Name ____________________________ Address __________________________ _____________________________ Age _____________________________ Phone _____________________ Email _____________________ Years in pastoral ministry: Years at current church: Number of churches served: Formal ministry training: (degrees. Do you believe having strategic mentors available would help you in ministry? ___ Yes ___ No Why/Why not? 9.
character and attitude. relational connections with others. As a group the KNCSB is not aware of intentional mentoring among pastors in the convention. 4.APPENDIX B STRATEGIC MENTORING SURVEY SUMMARIES StrategiC Mentoring Survey SuMMary: for KnCSB State MiniStry Staff Mentoring Perceptions 1. 7. and Smokey Hill associations. There are a few pockets where this occurs. KNCSB staff feels that they are very aware of the specific challenges pastors in the convention face. KNCSB staff feels that pastors do not generally turn to each other for help in healthy ways. KNCSB staff perceives that primary barriers to pastors engaging in mentoring relationships include: fear of vulnerability and time. They are also aware of the specific strengths and experiences of each pastor though not to the same degree as their challenges. Kansas City. handling of crisis. Two mentioned not observing this enough to answer. Other factors mentioned include distance between them geographically and independent mind-set. 6. KNCSB staff feels that the relationships between pastors in the convention are superficial at best. 2/3 of KNCSB staff strongly affirmed seeing a difference between pastors who are mentored and those who are not. They are generally aware that some informal mentoring happens. 2 out of 6 mentioned specific attempts in Wichita. It is limited and sporadic in general. Only those who serve for a long time with others have something more. 3. 8. 5. KNCSB staff feels that convention pastors would be somewhat to fairly open to mutual mentoring if they understood it. Differences mentioned include: confidence. 128 . KNCSB staff has a generally unified grasp of mentoring as a concept. spiritual stability. 2.
working with DOAMs to make mentoring effective. handling conflict. and spiritual life. Concerns were varied but valuable. time. clear need for mentoring among convention pastors. 2/3 of them currently mentor pastors. and an independent attitude. Top three areas where KNCSB staff feels mentoring would be valuable include: leading change. . distance. Though it is not generally happening. Barriers to this include fear of vulnerability. The includes such things as: spiritual health of the mentor. They are also all willing to mentor pastors. they believe pastors would be open to it if they understood it. and the need to ground mentoring on a theology of personal transformation. The next tier included family life and building healthy relationships. having clarity of goals and expectations on front end. 11. 10. They also believe that the convention and association should partner to support mentoring among pastors. fear that formalizing it could hurt effectiveness. They observe that pastors’ relationships are generally superficial and that only a few seek each other out for help in healthy ways.129 9. Summary Thoughts KNCSB staff overwhelmingly felt that mentoring among pastors is a vital need that should be encouraged and supported by the denomination staff. Responses came from 6 of 8 KNCSB full-time staff members who work directly with pastors from out of the state office. KNCSB overwhelmingly feels that there is a strong.
seem more effective. time. 7. 2. and are better able to handle difficult situations. KNCSB mission directors have a good understanding of mentoring. KNCSB mission directors felt that a few key factors keep pastors from mentoring relationships. While two mission directors did not observe that mentoring makes a difference. Most talked about attempts to gather pastors. Each noted the aspect of intentionality or specificity. . 5. KNCSB mission directors feel that they are somewhat to very aware of the ministry challenges pastors in their association face. more teachable. 6. All responding mission directors except one observed that a little informal mentoring happens where relationships exist but noted that there is no formal mentoring. 1 0. The Wichita association has regular mentoring for those who desire it. Reasons noted include observing the positive impact of mentoring in some already. Primary ones given include pride. 9. KNCSB mission directors had mixed feeling about pastors turning to each other in healthy ways. KNCSB mission directors believe that pastors in the convention would be only somewhat open to mentoring relationships. and the need for personal and ministry growth. 8. Many indicated that they tend to not turn to each other. All responding KNCSB mission directors felt that mentoring for pastors is a definite to critical need. the rest noted that those with mentors are more self-aware. 4. have healthier ministries. Responses came from 4 of 12 directors of associational missions in KNCSB. KNCSB mission directors felt that pastors in the convention are connected only superficially. and fear of vulnerability. KNCSB mission directors feel that they are somewhat to very aware of the specific experiences and strengths of the pastors in their associations.130 StrategiC Mentoring Survey SuMMary: for KnCSB direCtorS of aSSoCiationaL MiSSionS Mentoring Perceptions 1. 3.
12. pride. however were careful to note that the pastors should have primary responsibility for entering such relationships.131 1 1. Those who do connect seem more effective. confident. They observe that relationships are generally superficial though there are some who connect in healthy ways. Because of this they feel it should be encouraged but the pastors themselves must recognize the need for it and seek it themselves. though pastors are only somewhat open to it. Primary barriers are time. KNCSB mission directors felt that the convention and association should have a key role in facilitating mentoring relationships. Summary Thoughts KNCSB mission directors strongly felt that mentoring among pastors is a vital need that should be encouraged by convention and association staff though the pastors should take responsibility for that. Top areas where KNCSB mission directors felt pastors would benefit from mentoring include: handling conflict. and lead healthier ministries. and fear of vulnerability. leadership. . and family life. They note that it is a critical need.
Busyness and distance are the greatest perceived barriers to closer relationships among them. 20 of 70 (29%) have only surface relationships. Slightly under 20% face such challenges either once per year. The slight winner is the 30% who claim to rarely face one. Busyness was the highest reported factor preventing closer pastor relationships.132 StrategiC Mentoring Survey SuMMary: for PaStorS (70 respondents out of 330 current pastors) Relationships with Other Pastors 1. An overwhelming 72% noted that they know at most 3 other pastors well enough that they would seek their counsel on a serious matter. Most of their relationships with other pastors are surface only. Most pastors are good friends with only a few others. 4. but not very often for the most part. 2. stuck. 3. 8% had none. 5. 55% of respondents have 3 or less pastors they consider good friends. 6. several times per year. 64% feel that way at least twice each year. 2. Most responding pastors (60%) believe they face first-time challenges every three to six months. or monthly. Pastors are meeting. or inadequate at least once per year. Of those. 45 of 70 (64%) respondents have only a few pastors they consider good friends. There is a fairly even spread of frequency that pastors feel they face challenges for which they have no previous experience. They meet from 4 to 12 times per year at preplanned meetings. Ministry Confidence and Challenges 1. . the most frequent means is face-to-face planned meetings with phone coming in a close second. When pastors connect. 96% of responding pastors feel overwhelmed. 3. Geography was the second most common answer. 72% of pastors noted that they know only 3 or less other pastors well enough to approach them for counsel on a serious matter.
3. Of interest is that only 60% report facing first-time challenges in that time period. then to another pastor (43%). 4. An overwhelming 96% of responding pastors report feeling overwhelmed. only 50% attribute any discomfort to ministry changes. then to another pastor (43%). . and others to a director of missions (36%). 13% reported greater personal discomfort. When they look for counsel. An additional 20% were sought out from 4 to 6 times. Only 11% reported having never experienced a significant mentor.133 4. 97% of respondents reported having shared a specific ministry experience with another pastor in the past year. Another 43% were sought out from 1 to 3 times. Many respondents had experienced a significant mentor in their ministry life (84%). and third to their director of missions (36%). most will turn to their spouse first (59%). 2. In addition. stuck. Well over half responding pastors reported feeling discomfort with changes in their ministry (63%). most pastors go first to their spouse (59%). 51% reported mentoring 1 to 5 other pastors since entering ministry. Only 7% reported that they were no help at all. When seeking advice in such challenges. 21% of pastors have not mentored another pastor since entering ministry. 50% reported that it was there but not bad. 7. Mentoring Experience 1. Only 14% of respondents reported having not sought counsel from another pastor at all in the previous year. 5. or inadequate at least once per year. 5. 17% of respondents had no other pastor seek their counsel in the previous year. 6. 72% of respondents stated that mentors were either a great help or a critical ingredient to their ministry. 56% of respondents reported being in a mentoring relationship in the past 24 months.
6 belief in benefit of 5 need wisdom/experience 5 feel need 3 desire for friendship/fellowship 2 leadership development 1 vision 5 uncertainty 4 feeling stuck 3 tired/burnout 2 discouragement/need encouraged 2 feel inadequate 1 feeling overwhelmed 13 challenge. 67% of respondents faced a ministry challenge that made them wish they had a mentor in the previous 2 years. crisis 11 inexperience in issue 7 conflict/relational problems 5 spiritual life 3 facing change 3 need ideas/input 2 new situation 2 need sound board 1 counseling 3. Top ten: 24 ministry experience 19 maturity. Reported criteria in selecting a mentor. There was a third group that would seek mentoring based on the belief that it would have benefit. hardship. knows the Word. godly 13 character. discernment 11 effective track record 10 available. seek in Word 9 real. 2. The next grouping included negative feelings including uncertainty. sincere. transparent 8 confidentiality . approachable 10 trust 9 belief in God’s Word.134 Mentoring Interest 1. The primary reasons were motivated by challenging situations and areas of inexperience. Pastors expressed several reasons they would seek out a mentor. integrity 13 wisdom. being stuck or burned out.
approachable 10 trust 9 belief in God’s Word. similar struggles 5 time in ministry 1 someone who has taken church similar to mine and grown 1 larger church than mine Spiritual Life: 19 maturity. sincere. godly 13 character. seek in Word 9 real. mutual respect 5 theology 4 temperament. value me 1 loves ministry 1 brave 1 leadership 1 compassion 1 education level 1 common interests 1 facilitator 1 out of town 1 honesty 1 people skill 1 aware of my situation 1 friend 1 faithfulness in ministry . discernment 10 available. integrity 13 wisdom. personality. knows the Word. thoughtful 3 humble 3 cares about me/my ministry 3 knowledgeable 3 stability in ministry 2 visionary. focused 2 older 2 sold out to Christ 2 open-minded 2 believes in me. friend 6 man of prayer 5 able to listen 5 respect them. learner. transparent 8 confidentiality 6 peer. compatibility 3 study time.135 Ministry: 24 ministry experience 11 effective track record 5 similar ministry context. someone I know.
gossip 5 isolation 5 uncertain of where to seek mentor 5 lack of relationships. busyness 12 geography 9 feelings of inadequacy 8 nothing 6 the attitude of the pastors being mentored. bear own burdens 6 jealousy. reluctant to share failure 2 differences 2 distance 1 personal sin 1 self-focus 1 lack support 1 fear losing people 1 can’t accept humanness 1 risk 1 lack credibility with other pastors 1 character issues with other pastors 1 most don’t have much to offer 1 most pastors just floating 1 other priorities 5. 27 pride 19 busyness. feel threatened 3 shame 2 uncertain of others willingness to help 2 public embarrassment. compatibility 3 don’t know pastors in this area.136 4. What would make it difficult for you to mentor another pastor? 38 time. humility 6 lack of desire to be mentored. time 13 distrust 7 not vulnerable 7 fear 6 self-sufficient. weak relationships 2 personal struggles/interest 1 inability of pastor to face truth and process 1 personal interests 1 trust . sincere relationships 4 insecurity. being vulnerable 6 confidential concerns. competition 6 don’t know other pastors 6 fear of admitting need. lack of teachable spirit 5 inexperience 5 personality difference. What pastors believe keeps other pastors from seeking wisdom from each other.
Willing to share experience in specific ministry areas with other pastor? 100% yes 8. 8% no 9.137 6. Would you seek input from a strategic mentor? 90% yes. Would you be interested in participating in a strategic mentoring experiment? 75% yes. Do you believe strategic mentors would be a help to you if available? 92% yes. 10% no 11. Do you feel that you have adequate training to mentor other pastors? 79% yes. How often would you make use of a strategic mentor? 8 weekly – 11% 12 monthly – 17% 13 quarterly/several per year – 18% 10 once a year – 14% 1 regularly – 1% 12 only as needed – 17% 3 would depend on person – 4% 2 not often – 2% 6 don’t know – 8% 3 wouldn’t – 4% 10. 25% no . 20% no 7.
One leader described that the key to effectiveness was that it must be “a mutually valued relationship. 138 . See appendix C.) 4. Randy Sprinkle.” example: Alabama 2. April 23. Dakota Baptist Convention. etc. Nevada Baptist State Convention. April 11. telephone interview by author. 2007. 2007. New England 3. Utah/Idaho Baptist Convention. 4. Myron Gruenlich. Small size: Likewise.APPENDIX C MENTORING IN THE SOUTHERN BAPTIST STATE CONVENTION Summary Observations • 33 convention contacts • 17 have nothing in place at this time • 16 have a strategy • 6 of the 16 have started in past 12 months. 3. telephone interview by author.3 One-on-One is the best approach in their view. “Event Catalyst. 4. One convention had a strategy running for three years. 1. telephone interview by author. Leadership: Though not mentioned. Simplicity: The Dakota convention believes simplicity is the key. Rob Lee. Affinity or relationship. Four General Approaches 1. Eddie Hancock. “If it becomes a program. New England believes the smaller the group.4 5. when the key leader left.” examples: Dakotas. telephone interview by author.”1 2. “Peer Learning Groups. The key leader there noted. “One-on-One. 2. NextLevel.” majority doing (ReFocus. 2007. Training and commitment of a leader willing to mentor is necessary for it to work. “Coaching. this became obvious after several conversations.”2 3. Baptist Convention of New England. However. so did the strategy. the better it works. July 23. July 17.” examples: Tennessee & North Carolina Keys Mentioned 1. 2007. it may no longer be mentoring.
Left messages. The starting point was www. it was hoped to discern whether they had a mentoring strategy in place for pastors or not. Second. Pastor coaching network: state staff coaches in vision and strategic thinking. Relevant notes were taken in a running call journal for later reflection. Thinking.sbc. solicit commitment to mentor relationships. Then a call was made to the state office with the contact information from the Web site. a variety of responses were experienced. but nothing going on now.net as a link to the various conventions. . Most contact persons were more than willing to visit for a while if they had something or were thinking of something.139 State Convention Mentoring Strategies The initial thinking was to discern and contact the appropriate leader in each state convention office to discover two basic things. new this year Not at this time Developing Approach Eagle Network: annual statewide and regional rallies. Thinking about. and what suggestions they might have for this project. They provide encouragement and tools. if they had one in place. State Convention Call Journal Summary Convention/ Contact Alabama Teman Knight Alaska (no contact person) Arkansas Cindy Smith Arizona Keith Henry California Randy McWhorter Colorado Dallas Speight Dakotas (2 states) Myron Gruenliech Status In place – new Unknown Not at this time Not at this time Developing. to learn how it worked. A few were difficult to reach and as a result the student was not able to contact persons from every convention. It replaces consultant approach. and weaknesses. As one would expect. Each Web site was scanned initially to see what might be found there for mentoring pastors. They have a little used Web-based forum in place. However. A summary of that journal is included in the following pages. One-to-One peer mentoring. how they felt about its impact. but not now. it is believed that the contacts made are more than representative of what is currently occurring in the various state conventions. First. strengths.
“not in strategy at this time” Attempted contact multiple times. Peer mentoring groups. They encourage Paul/Timothy relationships but do not track or support them otherwise. Intentional peer learning groups. Groups of 4-5 for monthly meetings of 6-12 months. Going four years Unknown Next Level Training Not at this time Unknown Not at this time Peer groups & Paul/Timothy relationships Not at this time Not at this time Unknown Going Not at this time Not at this time Peer groups Left messages. . Unable to to connect. He appears to be under contract as a coach or consultant for Iowa pastors. pilot project. D. First year: Hope to get every pastor in state through NextLevel Training. If relationships develop. no contact yet. He said they had nothing at this time.Min. Left messages. But later Randy in CA and Tommy in NY said Florida’s approach impacted them. Weak: He said there are no more than 10-15 pastors in the affinity groups at one time. Doug does this personally.140 Convention/ Contact Florida Bruce Bumgardner Georgia Jay Vineyard Hawaii Faith McFatridge Indiana Steve McNeil Illinois Sylvan Knobloch Iowa Dan Wiersma KansasNebaska Kentucky Richard Adams Louisiana (interim director) Maryland-Delaware Ken Jordan Michigan Bob Wood Minnesota-Wisconsin Clint Calvert Mississippi Dr. they continue and he moves to coaching relationship with them. Al Woodward Missouri George Roach Montana Doug Hutcheson Status Unknown Approach Spoke with Bruce early.
Coaching focus more than mentoring.141 Convention/ Contact Nevada Eddie Hancock New England (6 states) Randy Sprinkle New Mexico David Red New York Tommy Echols Status Developing Approach Developing affinity peer groups. and coaching. Mainly for church planters network and orientation weekend for new pastors. Will use e-quip for training. Contract period required. Layered: ReFocus is most intense tool. NextLevel Leadership is middle and Lead Like Jesus is low shelf. Nothing like this at this time. Doing now Not at this time Learning communities North Carolina Rick Hughes Northwest (2 states) Marcia Gray Ohio Steve Hopkins Going Not at this time Going Oklahoma Brett Selby Penn-Jersey Ted Johnson South Carolina Monte Hale Tennessee Jerry Essary Texas Tiffany Smith/ Troy Brooks Utah/Idaho Rob Lee Not at this time Not at this time Going 12 years Starting Not really Not at this time – had one for 3 yrs. Free to convention pastors. They offer learning communities but few engage them. Encouragement to find mentors but not accountability. He and one other state staff member are mentoring pastors as able. Valwood Christian Coaching Leadership Center. new pastor orientation event. Some informal that they know about. Key will be relationships. Died with departure of key leader. Former involved quarterly seminar gathering of pastors for event-based training. Steve follows up with them. Pastors do the material. Time is the biggest factor. . Peer mentoring groups. They try to help pastors be leaders rather than do leader stuff. leadership communities. Thinking. Pastor spouse retreats.
Staff does not have time to start anything of that scale at this time. Pioneer convention. DOAMs seek mentors for new pastors and those new to the area.142 Convention/ Contact Virginia Keith Bradshaw Status Driven by DOAMs Approach Church planting strategists expect planters to be mentoring or be mentored. West Virginia John Adams Wyoming (no contact person) Not at this time Not at this time .
The participants will understand how to mentor a peer effectively in a specific ministry challenge. understanding. Reasoning Lays biblical foundation and motivation for participation in the project. refine the process. The participants will seek additional strategic mentoring from a willing peer on a specific ministry challenge. the personal experience of the participants. Train pastors in how to seek help from another with their ministry challenges in a healthy way. ethical principles and mentoring tips. and commitment of participants. and the biblical mandate. give feedback. Contact session two. Pull everything together around use of the Web catalyst and provide final mentoring tips. the barriers it addresses. The participants will learn how to capture the lesson of their experience in preparation for passing them effectively to others through a reflection exercise. 143 Session six: Nuts & Bolts of Strategic Mentoring Contact session one. Session four: Sharing Your Experience Train pastors in how to help the mentee gain insight and solve their challenge in a healthy manner. and the benefits it brings. The participants will learn how to maximize their strategic mentoring experience through the Web site. Practice the process.APPENDIX D STRATEGIC MENTORING LESSONS OVERVIEW AND PARTICIPANT WORKBOOK Strategic Mentoring Lessons Overview Focus Session one: Why Pastors Need Strategic Mentoring Aim To introduce the need for strategic mentoring through examining field research of KNCSB pastors. Practice the process. . Session two: What is Strategic Mentoring? Session three: Capturing Your Experience Increase the motivation. The participants will understand the nature of strategic mentoring. The participants will seek strategic mentoring from a willing peer on a specific ministry challenge. give feedback. Session five: Preparing to Be Mentored The participants will learn how to prepare themselves prior to making contact with a potential strategic mentor so that they may gain the experience they need. Experience must be reflectively evaluated to have value to others.
2. Those differences include: confidence. I. “confessions of a lone ministry. character.. relational connections. 3. and attitude. 2001. handling of crises.. 1. An additional 87 percent were hesitant to ask for help when they needed it. stick or inadequate at least once a year.” Review & Expositor..” Howard Hendricks – from As Iron Sharpens Iron Warming Up.. 2/3 of KNCSB staff strongly affirmed seeing a difference between pastors who are mentored and those who are not. • Who has made the greatest positive impact on you? • How did it occur? • Why do you think it made an impact? What were the key factors that made it significant for you? Digging In. . spiritual stability.144 PARTICIPANT WORKBOOK StrategiC Mentoring SeSSion one: Why PaStorS need StrategiC MentorS – PerhaPS even uS “I can tell you without reservation that men who are making the greatest impact for God in this generation are men who have placed themselves under the tutelage of other godly men. –Joel Sturtevant. Sample Evidence. Over 96 percent of responding pastors in KNCSB feel overwhelmed. 64 percent feel that way twice or more per year. The majority of pastors feel a need for mentoring AND those who get it benefit from it. A. A study of pastors in Iowa and Massachusetts reveals 76 percent felt isolated and had difficulty finding friends.
Prov. Seminary gives a good foundation but that is not enough for effective long-term ministry. Biblical Evidence for Mentoring A. Prov. And in abundance of counselors there is victory. II. Though pastors desire help. busyness. 27:17 Iron sharpens iron. Proverbial Principles: What do these passages teach us about mentoring for pastors? Prov. 11:14 Where there is no guidance. So one man sharpens another. Pastors are stressed and heavily challenged 3. plans are frustrated. But a wise man is he who listens to counsel. Examples: How many examples can you think of? What lessons can we draw from them? B. 1. 4. 19:20 Listen to counsel and accept discipline. Prov. Prov. Conclusions.145 B. But with those who receive counsel is wisdom. pride/insecurity and lack of relationship keeps them from seeking it intentionally. Pastors are isolated and disconnected 2. And a man of knowledge increases power. 15:22 Without consultation. . That you may be wise the rest of your days. Prov. Prov. But with many counselors they succeed. the people fall. But in abundance of counselors there is victory. 12:15 The way of a fool is right in his own eyes. 6 For by wise guidance you will wage war. 24:5 A wise man is strong. 13:10 Through presumption comes nothing but strife.
do not merely look out for your own personal interests. give preference to one another in honor. 4:10 As each one has received a special gift. New Testament Imperatives: What do these passages teach us about mentoring for pastors? 2 Tim. Phil. brethren. but through love serve one another. employ it in serving one another. 2:2 And the things which you have heard from me in the presence of many witnesses. So What for Us? . these entrust to faithful men. only do not turn your freedom into an opportunity for the flesh. 12:10 Be devoted to one another in brotherly love. Rom. Gal. but with humility of mind let each of you regard one another as more important than himself. as good stewards of the manifold grace of God. 1 Pet. 2: 3-4 Do nothing from selfishness or empty conceit. who will be able to teach others also. 5:13 For you were called to freedom. but also for the interests of others.146 C.
. It is not a program. Driven (initiated) by need of help-seeker 3. It is not binding advice. What comes to mind when you think of mentoring? What are its key aspects? Digging in. Definition: Strategic mentoring is a short-term relationship in which one person with specific ministry experience shares the lessons of that experience with another person facing a similar challenge in response to their request. Relational process B. It is not holistic personal mentoring. 5. p.” Stanley & Clinton. 1.. 3. C.147 StrategiC Mentoring SeSSion tWo: What in the WorLd iS StrategiC Mentoring and hoW CouLd it heLP? “Mentoring is a relational experience through which one person empowers another by sharing God given resources.. Short term connection 4. What is Strategic mentoring? A. Sharing of evaluated experience 5. 6. Willing mentors 2. I. It is not a prepackaged lesson. 2. 4. What it is not. It does not entail a long-term commitment. It is not ministry coaching.. 12 Warming up. Key aspects 1..
It bridges primary barriers.. STEP FIVE: Seeker processes lessons and prayerfully determined plan to engage their challenge.148 D. II. It touches a real need. Seeker may choose to contact an additional strategic mentor for another perspective. Benefits: What benefits could this bring? (Group brainstorm) A. STEP TWO: Those seeking help participate in orientation and search for a potential mentor on the secure Web site. STEP FOUR: Seeker and mentor engage in mentoring contact and possible follow-up contact. . To the kingdom of God? • Create atmosphere of support among pastors • Increase health of pastors and churches through sharing experience • Improve longevity of pastors in their churches • Increase hope and impact of pastors • Catalyst for lasting friendship among pastors • Catalyst for longer term mentoring among pastors THE VISION. • Busyness/time • Distance • Trust/affinity I II. Individually? • Find experienced person faster • Find willing mentor faster • Find right experience at right time • Find a new potential friend • Get wise counsel before making a critical error • Improve leadership at point of challenge B. Proposed Process STEP ONE: Mentor pool created: experienced pastors volunteer their experience and post biographical ministry summary on a secure Web site. How could this help? A.. • Most desire more and closer relationships • Few have more than 1 or 2 pastors they would call for help. B. STEP THREE: Help seekers contact potential mentors and set up time to share need and experience.
functional skills and self understanding.” Frederic Hudson. and who will help me in my journey. The Fine Art of Mentoring. Connecting. 84-85 “The label means almost nothing . iv.. close supervision on special on special projects. 2 “A mentor provides modeling. coaching is establishing a vital relationship over a period of time with clients who are searching for the clarity and skills needed for making changes in their lives and human systems in the near future.” Herminia Ibarra. faced the problems I now face. 3. It is not fixing things or solving problems. p. Coaching and Mentoring. 1.’ It is the process of guidance in the development of integrated wholeness. Someone who has walked the path I now walk. 2. substantive knowledge. p.” John Allen. pp.” David Jones. individualized help in many areas and a call to accountability. ..149 WordS on Mentoring “Mentoring is ‘to facilitate the integration of relevant theory. Facilitator of another person’s dream 5. 101 “Mentoring is a relational experience in which one person empowers another by sharing God given resources. 25-26 “Mentoring is about guiding others in their personal quests for growth through learning. The Pastoral Mentor. p. what matters is whether anything positive is rubbing off when one man deals with another. 4. p. . “Coaching is not giving advice. John Allen. 4. Intentionally living for the next generation. a shoulder to cry on. 1. p. and Clinton & Stanley. . A Primer for New Mentors. A Primer for Mentors. 12 Mentoring involves. The Handbook of Coaching. A brain to pick. The person–protege–must take responsibility for his or her own growth and development. Opening our lives to others. As Iron Sharpens Iron.” Howard Hendricks. pp. and a kick in the pants.” Ted Engstrom.
” p. p.” p.” p. usually a junior. The offering of advice. through teaching. taught. intervener.. protecting and at times promoting or sponsoring.150 “A mentoring relationship involves a more experienced professional serving as a supportive and guiding role model for another professional less experienced in the field.” Shelly Cunningham. skills or expertise for another individual’s personal and professional development.” Wilson and Johnson. “Mentoring that Matters. It concerns the activities of God. “Who’s Mentoring the Mentors.” Fred Smith. sponsor.” Charles Ridley. 121 “Mentoring–someone who helps someone else learn something that he or she would have learned less well. p. “Who’s Mentoring the Mentors.” p.” “Mentoring is a relational process between a mentor. “Core Virtues for the Practice of Mentoring. 77 A mentor is a person who oversees the career and development of another person. 31 “A mentoring relationship is defined as an interaction between two people in which one person is guided. providing psychological support.” p. 7 . Coaching and Mentoring. Michael Zey. so that it facilitates development or empowerment. information. Mentoring may seem new but actually it is one of the oldest and best methods of learning. counselor. counseling. “The Ministry of Mentoring. who knows or has experienced something and transfers that something to a mentoree at an appropriate time and manner. 35 “Mentoring is first and foremost ministry. and influenced in his or her profession by another member in the profession. 332 “Mentoring is a one on one relationship between a mentor and mentoree for the specific and definable development of a skill or an art. or guidance by a person with useful experience. 95 “Mentoring is most simply described as a relationship in which a younger or less experienced individual is trained and developed by a more experienced–often older–individual. It’s a living relationship and progresses in fits and starts..” Herminia Ibarra. more slowly.” Shelly Cunningham. Effective mentoring has no set formula. The Mentor Connection. the mentor may perform any or all of the following functions: teacher. or not at all if left alone. working through a human agent to bless and develop another person.
151 SELECT MENTORING BIBLIOGRAPHY Biehl. Hendricks. Stoddard. San Francisco. Altadena. MA: Harvard Business School Press. and Paul D. Brad. 2001. Boston. Johnson. and Richard W. The Fine Art of Mentoring: Passing on to Others What God Has Given to You. W. 1995. . 2004. Ibarra. Ellen. Christian Coaching: Helping Others Turn Potential Into Reality. and Charles R. NJ: Transaction Publishers. Zachery. Stanley. Ridley. New York. Ensher. Collins. CO: NavPress. CO: NavPress. The Heart of Mentoring: Ten Principles for Developing People to Their Fullest Potential. Colorado Springs. Chicago. Coaching and Mentoring: How to Develop Top Talent and Achieve Stronger Performance. IL: Moody Press. CO: NavPress. New Brunswick. San Francisco. Robert. Lois J. The Mentor Handbook: Detailed Guidelines and Helps for Christian Mentors and Mentorees. O’Neill. 2000. CA: Barnabas Publishers. Mentoring: Confidence in Finding a Mentor and Becoming One. 2004. David A. Clinton. Publishers.. TN: Wolgemuth & Hyatt. Colorado Springs. J. Colorado Springs. San Francisco: Jossey-Bass. NY: Palgrave Macmillan. As Iron Sharpens Iron: Building Character in a Mentoring Relationship. Bobb. J. The Elements of Mentoring. 1991. Connecting: The Mentoring Relationship You Need to Succeed in Life. TN: Broadman & Holman. Robert. Executive Coaching with Backbone and Heart: A Systems Approach to Engaging Leaders with Their Challenges. Herminia. The Mentor Connection: Strategic Alliance in Corporate Life. Michael G. Zey. CA: Jossey-Bass Publishers. CA: Jossey-Bass. Clinton. Inc. 1996. Ted W. Clinton. 2005. Nashville. Engstrom. Mary Beth. and William Hendricks. 2000. The Mentor’s Guide: Facilitating Effective Learning Relationships. 1992. Howard. 1989. Brentwood. Power Mentoring: How Successful Mentors and Protégés Get the Most Out of Their Relationships. and Susan Murphy. 1991. 2003. Gary R.
” Confucius “Experience is a useless thing unless it is evaluated. #4 Reflect and record your experiences before attempting to share them with others.152 StrategiC Mentoring SeSSion three: CaPturing the goLd froM your exPerienCe “To know what you know and know what you don’t know is the characteristic of one who knows. .” Howard Hendricks Session Keys: #1 Each of us has more valuable experience than we realize. reflect and record the key insights of your experiences so they can be readily recalled and shared with others. #3 Refection is the key to making the most of your experience. However it is not usable or beneficial to others unless it is evaluated reflectively and recorded clearly so that it may be effectively shared. #2 This workshop will equip you to identify.
STEP TWO: Select one of those experiences to reflect on for this exercise. STEP THREE: Answer Key Questions reflectively in writing. Record the experience • What was the central challenge we faced? • What other related challenges existed? • What were the key steps/incidents that occurred? • What was our plan of action? • Why did we determine that plan of action? • What resulted from our/my approach? .153 Capturing Your Experience Worksheet STEP ONE: Identify potential significant experiences you could share (compare with Web site mentoring categories).
154 Reflect on the experience • Where did we get stuck? • What went well? • What was critical to a positive outcome? • What would you do differently? Why? • Where did you see God’s hand in this situation? • What did God teach you through this situation? • How were others impacted as a result of your approach to the challenge? • What were the costs experienced as a result of the challenge? STEP FOUR: Date and store your reflections for future reflection and sharing. .
optional) Check all you have experienced. city. Then mark the areas of in which you would be willing to share your experience with others.. If at any time you wish to discontinue or update your information you will be able to do so. small town... Your suggestions for improving this aspect of the strategic mentoring catalyst are welcome. major city) Contact Info. Please fill out the basic information so those searching can be aware of your ministry...155 Strategic Mentor Database Information/Registration Page Thank you for being willing to share your experience with others. Name Age/year born Previous positions held Years in ministry Sizes of churches served Current ministry Brief Testimony (300 words. Email Phone Mailing address Preferred way for initial contact Preferred time to contact (days/time of day) Mentor Areas/subjects (check surveys) Family/personal • Unhappy family/spouse in ministry • Prodigal children • Facing the fishbowl syndrome • Making it on a tight budget • Difficult parsonage issues • Making the most of our support package • Moral failure in our family • Facing burnout • Facing personal health crisis in ministry • Dating & marriage as a minister • Single in the ministry . suburban. Basics/demographics.. Finally mark your preferred contact information. • Bivocational • Full time • Ministry setting experienced (rural.
156 Administration/budget • Surviving/facing a budget crisis • Changing our organizational structure • Writing/Adjusting the constitution • Hiring an administrative assistant • Using volunteers as administrative assistants • Raising capital funds • Time management for full time • Time management for bivo • Changing my staff role within the same congregation Crisis/conflict/transition • Knowing when to move on • Moral failure of a leader (adultery. other) • Moral failure of a staff member • Church split/conflict • Sudden drop in giving • Personal conflict with a member/ leader • Conflict with church neighbors • Conflict with city over zoning /usage Growing pains • Moving beyond 50-100 • Moving beyond 150-200 • Moving beyond 300-400 • Moving beyond 500 • Moving beyond 1000 • Changing pastor’s role with growth • Changing structures with growth Staffing • How/When/What to add staff • Staff conflicts • Supervising staff • Organizing staff • Developing staff • Staffing from within • Maximizing staff relationships • Maximizing staff impact/teamwork Plateaus/turn around • See growing pains • Turing around a declining church • Getting off a plateau Ministry challenges • Developing a Web ministry • Preaching • Small groups • Starting/rejuvenating Sunday School • Multiple services • Multiples Sunday School hours • Multiple sites • Off-site Sunday School • Multicultural ministry • Ethnic ministry • Sponsoring a daughter church/ church plant • Working with a sponsoring church • Building project • Relocation/building project • Developing leaders • Recruiting volunteers • Managing the ministry day/week • Counseling challenges • Handling benevolence requests/ ministry • Community ministries • Reaching children • Discipling children • Reaching youth • Discipling youth • Men’s ministry • Women’s ministry • Mission trips – US • Mission trips – foreign • Jail ministry • Senior’s ministry • Recovery ministry • Worship ministry • OTHER ___________________ . serious accusation.
12:10 Be devoted to one another in brotherly love. but rather determine this – not to put an obstacle or a stumbling block in a brother’s way. Rom. as long as it is still called “Today. 2:2 And the things which you have heard from me in the presence of many witnesses. 14:13 Therefore let us not judge one another anymore. What implications do these passages have for strategic mentoring? 2 Tim. That they may be ready on your lips. 12:16 Be of the same mind toward one another. The heart and mind must be prepared to learn. And apply your mind to my knowledge. We can only learn what we are prepared to learn.” lest any one of you be hardened by the deceitfulness of sin. but associate with the lowly. . give preference to one another in honor. 2.157 StrategiC Mentoring SeSSion four: Sharing your exPerienCe effeCtiveLy “While mentors have lofty expectation of protégés. Heb. as it were. 18 For it will be pleasant if you keep them within you. who will be able to teach others also. 22:17 Incline your ear and hear the words of the wise. 3:13 But encourage one another day after day. Rom. these entrust to faithful men. seasoned. if you have love for one another. there is one area where no conditions should be set: The acceptance of protégés as people and unique individuals. Col. John 13:35 “By this all men will know that you are My disciples.” Rom. so that you may know how you should respond to each person. Prov. Do not be wise in your own estimation. do not be haughty in mind. with salt.” Brad Johnson –from The Elements of Mentoring Key Question How can I effectively share the experiences God has given me? Premises 1. 4:6 Let your speech always be with grace.
envying one another. I myself also am convinced that you yourselves are full of goodness. 1 Thess. • Seek mentors yourself as you have need. • Keep yourself spiritually. • Commit to confidentiality as a matter of trust. 5:26 Let us not become boastful. 4:25 Therefore. . laying aside falsehood. 14:19 So then let us pursue the things which make for peace and the building up of one another. challenging one another. just as you also are doing. • Pray for them and with them. Rom. accept one another. The effective prayer of a righteous man can accomplish much. • Honor God’s calling and work in their lives. Heb. 15:14 And concerning you. my brethren. STEP THREE: Let them keep the initiative and set the agenda. Rom. and pray for one another. Keys to Helping Others Effectively STEP ONE: Stay prepared to be a blessing. and build up one another. 15:7 Wherefore. James 5:16 Therefore. • Prepare yourself by reflecting on your experience area before attempting to share its lessons. End the contact graciously as well even when you must go before they are through. STEP TWO: Value the person you are sharing with. with his neighbor. • Ask them what will help most. so that you may be healed. 5:11 Therefore encourage one another. for we are members of one another. Gal. and able also to admonish one another. • Schedule a time when you can give them full attention. each one of you. just as Christ also accepted us to the glory of God. • Use questions that draw them out and keep the focus on their need. • Continue to live a growing life so you have integrity as a growing pastor. Eph.158 Rom. confess your sins to one another. physically and mentally fit. filled with all knowledge. speak truth. 10:24 and let us consider how to stimulate one another to love and good deeds. • Receive their contact graciously.
etc. You may want to use the mentee reflection form to take notes on. You may need to explore this to know how and what to share wisely. • Ask questions about what they are facing to get a fuller picture of the challenge. • Listen for the feelings behind the words. Are they hurt. STEP FIVE: Be ready with a “bonus factor.159 • Ask them what they would like to know. • Avoid dominating the conversation with talk about you. scared. angry. STEP FOUR: Be sure you listen well. • Listen well before you offer the insight of your experience. • Try to stay on track with their needs. . • Take notes so you don’t assume or forget – this will also help if there is a follow-up contact with them. arrogant.” • Is there anyone else you could connect them with that could give good counsel? • Do you have written material that could help them? • What books or resources could you recommend? • Continue to pray for them and send a follow-up note of encouragement.
The heart and mind must be prepared to learn. You must know what to work on. Being Mentored: A Guide for Protégés Key Question Under what circumstances do adults really learn best? How can I maximize my potential of learning from a strategic mentor? Premises 1. 2.” Edward Demming Quoted by Hal Portner. .160 StrategiC Mentoring SeSSion five: PreParing to Be Mentored/finding the exPerienCe i need “It is not enough to just do your best or work hard. We can only learn what we are prepared to learn.
161 Mentee refLeCtion guide StePS STEP ONE: Seek wisdom and clarity from God at the beginning and throughout the process (i..e. pray and seek holiness before the Lord) STEP TWO: Identify your challenge. • What are you facing? • What is your goal/objective? STEP THREE: Reflect on your challenge • What are the different aspects of this challenge? • What areas of your ministry may be impacted by this challenge? In what ways? • What risks/barriers are you facing? .
• What questions do you have about your challenge? • What experiences do you need/lack or what kind of experience do you need to learn from? .162 • What options are you considering? • What will you have to trust God for? • What are your resources? • What do you need to know or learn? STEP FOUR: Prepare your key questions.
• Focus on the conversation – this is not time to check your e-mail. • Have plenty of paper to write what is shared. • Be sure to listen and ask follow-up questions where you would like clarity. • What insight do you need to take into account? . STEP SEVEN: Prayerfully process the insight and determine the plan to face your challenge.163 • Prioritize what you need to learn. STEP SIX: Prepare to Listen (attitude. • Be sure to schedule and protect the time you set aside for this conversation. heart. STEP FIVE: Prayerfully seek the experience you need. and body). • Who has experience with the kind of challenge you are facing? • Who of those with experience is likely to understand your ministry context? • Where is God leading your heart as you scan possible mentors on the Web site? • Contact the potential mentor in the way they prefer.
.164 • What are the similarities and differences in your context and what impact could they make? • What are the critical steps for you? • What leaders do you need to help in your ministry? • What is God leading you to do based on His word. . and the insight you have received? Bottom Line. prayer. Be sure your heart and mind are prepared to learn..
• Make contact if you find a strategic mentor. Accessing the Web catalyst: www. • Register with your demographic information • Check ethical user agreement • Complete ministry experience form • Download ministry reflection forms for personal use. • Give feedback following your strategic mentoring session(s). What’s Next? The Real Life Experiment (see sessions 7 & 8). . • Give feedback following any strategic mentoring sessions. To become a strategic mentor.org A. .connectingpastors.” Brad Johnson & Charles Ridley. Names and information of potential strategic mentors in those areas will appear. • Select the mentors you desire to connect with and contact them according to their preferred time and method. • Determine the area in which you would like help from a strategic mentor.165 StrategiC Mentoring SeSSion Six: nutS & BoLtS and Mentoring tiPS “You can only lead a protégé where you yourself have traveled. • Check ethical user agreement • Begin to search database for a strategic mentor. . To seek a strategic mentor • Register with your demographic information (you can cancel registration at any time). The Elements of Mentoring OK . C. • Wait for your strategic mentoring opportunity. • Go to the “select a mentor” section. II. • Select a subcategory from the general area. B. And you will be a more effective guide when you have traveled there recently. So how does this work with the Web site? I. Navigating the Web database.
Participate in at least two strategic mentoring encounters in the next two months. Give feedback concerning those encounters. .166 StrategiC Mentoring SeSSionS Seven & eight: engaging the ProCeSS I. Please plan on returning them to me by January 10th if at all possible. II. Contact me ASAP if you encounter any problems with the Web catalyst or the process. (Did I say that already?) III. I will send you some final evaluation forms in late December. I V. I will likely call and visit with you about your impressions and suggestions for the process at that time.
Vision of extending ministry to influence lives of young ministers. biblical knowledge and wisdom Someone who practices a life of spiritual disciplines including prayer One skilled in the hard labor of attentive. Traits • Able to see potential of mentoree. and conservative in their self assessments. One interesting line of mentoring research shows that mentors who underestimate the effectiveness of their leadership receive the highest quality of mentoring ratings from protégés. • Patience. • Perspective – ability to see down the road. A Primer for New Mentors • • • • • • • • • • • Sense of God’s leadership to mentors others. I. acceptance and space • One who is experienced in life • One who can create disciplines of grace Anderson & Reese. 104 . • Gifts and abilities to build up and encourage the mentoree. Some level of sober. A life of holiness. reflective listening One gifted in recognizing potential in people One gifted in spiritual discernment of God’s already present action Someone who has an ability to foster an atmosphere of trust. Willingness to invest time. • Flexibility in responding to mentoree. modest. The Elements of Mentoring. Conviction that what you have learned should be passed on. Spiritual Mentoring. John Allen. A Primer for New Mentors. Enjoy. 10 Role model worthy of emulation. critical self-evaluation appears to be a prerequisite for outstanding role modeling. p. time and experience needed to help growth. open to feedback. and humble in their self assessments are highly preferred by protégés. John Allen. p. Traits and Tips of a Good Mentor.167 Bonus Material Listed below are some of the more interesting traits and tips for mentoring drawn from some of the available literature.” Brad Johnson. A. • Tolerance for mistakes. p. Transformational mentors are humble. 58 “Mentors who are self aware. spiritual maturity. nondefensive.
” pp. Listen with your heart. • Want to be best they can be. affirm. Acknowledge both the performance and the person’s inherent worth. Don’t teach above where you are living. 10-12. If you can’t relate to your partner’s struggle. The Fine Art of Mentoring. • Mentor only in your area of expertise. The Heart of Mentoring. affirm. • Affirm. take time to know them and meet their needs. Never mentor from behind a desk. • Know thy protégé: you cannot help what you do not understand. • • • • • • • Harness the power of storytelling. 332-33. Traits and Tips of a Good Mentee A. Frederic Hudson. • Willing to think beyond own assumptions and preferences. • Help protégés face their fears. from Ted Engstrom. Avoid quick fixes. not just your head. from Charles Ridley. Traits • Want to change. and then affirm some more. The Handbook of Coaching. • Willing to restructure life and schedule. just hang out. Be honest. p. grow as a person. • Seek to affirm others and encourage them in their walk with the Lord. • Value others and able to reach decisions through collaboration • Willing to engage in whatever training it takes to resolve coachable issues. • Stand up for your friends don’t let discouragement destroy them. • Capable of visioning preferred future. Ask the right questions. “The Ministry of Mentoring. 25 . • Get excited about good things that happen in the lives of others. • Give honest feedback even when it is painful. • Believe in people. • Share personal failures. • Do not play God. 71-74 II. Tips • Be generous with yourself. give truth not smoke screen.168 B. from David Stoddard. • Capable of discipline and responsible planning steps. • Never stop mentoring. • Do not spiritualize. pp. p.
• You truly want to be the best teacher you can be. Takes responsibility for own growth. • Mentee should be willing to express fully where they are. 3-5 (context is new teacher) • • • • • • Take initiative to having your growth needs met. . growth and accountability. p. John Allen. 20 B. Receive feedback objectively. Respect confidentiality Hal Portner. pp. Hal Portner. A Primer for New Mentors. Initiator. 133 . how they feel and be open to change. Embrace Strategic Mentoring as a Kingdom Lifestyle • • • • Be available Be concerned Always in invest in someone Watch the Kingdom unfold through you. 48 ff. Being Mentored. • Have confidence that being mentored can help you teach better. Being Mentored. . • Mentee must be eager to be mentored. • Mentee should be question asking. p.” Brad Johnson. p. p. Avoid making assumptions about your mentor’s plans. • Be willing to engage/participate in the process. “Authentic mentors never stop mentoring. . Mentoring becomes a way of life for outstanding mentors – both because they delight in seeing protégés succeed and because they reap rich internal rewards. Solicit feedback from your mentor. 20 Tips • Believe that you need to teach better. Attempt to learn from untenable situations Take responsibility for your own well-being.169 • • • • • Goal-oriented. Eager to learn. Actively seeking greater challenges or responsibility. brain picking teachable person. Research indicates the excellent mentors manifest a general personality tendency or interest in caring for younger and less experienced individuals. III. The Elements of Mentoring. As Iron Sharpens Iron. Howard Hendricks.
com (coming soon!) 170 . As you know pastors are often under a great deal of stress with the overwhelming variety of challenges in ministry. I would like to have one in late September and another in October. and at least one location in western Nebraska. Please email me or give me a call (johnparkviewch@msn. Your feedback and suggestions will also be requested at the close of the pilot period.APPENDIX E WRITTEN CORRESPONDENCE Pastor Recruiting letter August 1. I would love to have a chance to answer them. heart. It has the potential to strengthen our corner of God’s kingdom significantly. Pulling for you. I realize you may have questions about this prior to committing. John Shields www. you have been recommended by your associational mission director as a potential participant for the pilot project. I believe much of that can be relieved with timely support from each other. I would like to ask you to participate in this project.com. I would like to test a strategic mentoring approach for pastors in our convention. Participation will mean two orientation and training sessions and a willingness to be available to fellow pastors as a mentor in specific ministry areas in which you already have experience for a four to six month period. Enclosed is a one-page description of the nature and reason for the project. this fall and winter. Thank you in advance for you willingness to consider being part of this. sending an email. I am working at nailing down potential dates and location at this time and hope to have that in the next couple of weeks. Lincoln. 308-324-4410 office. please let me know within the next couple of weeks by returning the card. or giving me a call. In order to test this idea. There will be opportunity to participate in Omaha.connectingpastors. 308-325-7658 cell). Because of your experience in ministry.5 hours each. and track record. The orientation and training sessions will last approximately 2. If you are willing to be part of this. 2007 Dear pastor.
I believe the concept has the potential to strengthen our corner of God’s kingdom significantly. Thank you for considering participation in this project. I would like to have one in late September or October. and leadership in the convention. Enclosed is a one-page description of the nature and reason for the project. If you are interested I thought we could meet for a few minutes and nail down a time when I am out for the Executive Board meeting.com. Pulling for you. or giving me a call.. sending an email. Thank you in advance for you willingness to consider being part of this.connectingpastors. John Shields www. 2007 Dear. In order to test this idea. I realize you may have questions about this prior to committing.. Participation for you would mean one 2-3 hour orientation and training session and a willingness to be available to pastors as a mentor in specific ministry areas in which you already have experience for a four to six month period. I believe much of that can be relieved with timely support from each other. I would like to invite you to participate as a strategic mentor. If you can participate.171 KNCSB Recruiting Letter August 8. I would love to have a chance to answer them.com (coming soon!) . As you know pastors are often under a great deal of stress with the overwhelming variety of challenges in ministry. 308-325-7658 cell). If you are willing to be part of this.. Please email me or give me a call (johnparkviewch@msn. I want to do the orientation when it works for you. 308-324-4410 office. I would like to test a strategic mentoring approach for pastors in our convention. Your feedback and suggestions will also be requested at the close of the pilot period. this fall and winter. please let me know within the next couple of weeks by returning the card. Because of your experience in ministry. heart for pastors.
It touches a real need. to find a willing person with experience in their specific challenge. 2. I think)? 1. What is it? A web-based information catalyst to help pastors to engage in short term peer mentoring on specific ministry issues with those who have the appropriate experience in a timely manner.172 strategic Mentoring Pilot Project Purpose Pastors will intentionally increase their availability to each other for the purpose of strategic mentoring with ministry challenges and intentionally seek such mentoring for themselves when needed. • Pastors seeking help in specific ministry challenges could search the database. • Basic orientation and mentor training would be provided to those willing to serve in this way in order to best help those seeking insight. after registering.. • Willing pastors & denominational staff identify areas in which they have experience they would be willing to share with others in a secure database. • Most desire more and closer relationships • Few have more than 1 or 2 pastors they would call for help... • Orientation and training tips are provided for those seeking a strategic mentor in order to maximize and respect the mentor relationship. How does it work? Those willing to help. • The mentoree contacts the mentor to set up a strategic mentoring contact.. They also provide general information about their ministry settings past and present.. • Business/time • Distance • Trust/affinity .. Those seeking help. Why this? (How can it help. It bridges primary barriers.
plans are frustrated. And a man of knowledge increases power. For by wise guidance you will wage war. • Participate in initial mentor training. . Proverbs 15:22 Without consultation.173 3. It is biblical. So one man sharpens another. • Seek a strategic mentor for a ministry challenge during the pilot period. But with many counselors they succeed Proverbs 24:5-6 A wise man is strong. • Give honest feedback at the end of the pilot period concerning potential value of this approach and suggestions for improvement if it has value.” 2 Timothy 2:2 The things which you have heard from me in the presence of many witnesses. 4.” How can I be part of it? • Sign up as a willing strategic mentor. It is a relational ministry catalyst not a program. And in abundance of counselors there is victory. Proverbs 27:17 Iron sharpens iron. entrust these to faithful men who will be able to teach others also. • Willing peers already identified • Relevant experience found more easily • New relationship possible but not artificially enforced • Driven by need when the need arises.
If for some reason one of those times will not work for you.. to 12:30 and on October 9th. help you capture and share your experiences. After then.m. Thanks again for being part of this. I believe that this can help all of us strengthen each other in ministry despite the time and distance barriers we face with each other.m. I believe it has the potential to help the kingdom advance more effectively in our corner of the world. and orient you to the Web catalyst. I look forward to spending some time with you and learning with you about how we as pastors can better help each other grow in ministry effectiveness. it simply means being available to encourage others over the phone if someone is interested in learning from your experience. The training sessions for ENBA Lincoln pastors will be held at the Southview Baptist church. also from 10:00 a. let me know. The sessions are designed to introduce you to the strategic mentoring process.174 Training Follow-Up Letters August 24.. God’s best to you. to 12:30. John . They will be held on September 18th from 10:00 a.. I will be in touch as the time gets closer. I am so glad you are willing to be part of the strategic mentoring pilot project. Those are the only times that would involve travel. I would like to work something else out if necessary. I am grateful for your willingness to test this idea out. 2007 Dear.
August 22, 2007 Dear..., I am so glad you are willing to be part of the strategic mentoring pilot project. I look forward to spending some time with you and learning with you about how we as pastors can better help each other grow in ministry effectiveness. The training sessions for ENBA Omaha pastors will be held at the ENBA office. They will be held on September 19th from 10:00 a.m. to 12:30 and on October 10th, also from 10:00 a.m. to 12:30. The sessions are designed to introduce you to the strategic mentoring process, help you capture and share your experiences, and orient you to the Web catalyst. Those are the only times that would involve travel. After then, it simply means being available to encourage others over the phone if someone is interested in learning from your experience. I believe that this can help all of us strengthen each other in ministry despite the time and distance barriers we face with each other. I am grateful for your willingness to test this idea out. I will be in touch as the time gets closer. Thanks again for being part of this. I believe it has the potential to help the kingdom advance more effectively in our corner of the world. If for some reason either of those times will not work for you, let me know. I would like to work something else out if necessary. God’s best to you,
September 4, 2007 Dear..., I am so glad you are willing to be part of the strategic mentoring pilot project. I look forward to spending some time with you and learning with you about how we as pastors can better help each other grow in ministry effectiveness. The first training session will for OTBA pastors will be help in conjunction with the Annual meeting in Hastings. We will meet at 6:30 at the church in Hastings on Friday evening. That way everyone will be able to head home right away after the session on Saturday. The second session will be held further west, either in Sidney or North Platte late in October. I’m waiting to see who exactly is going to participate and where they are to try and make this more central to everyone. The good news is that the KNCSB is going to reimburse actual fuel costs for the second meeting. So keep those receipts! Those are the only times that would involve travel. After then, it simply means being available to encourage others over the phone if someone is interested in learning from your experience. I believe that this can help all of us strengthen each other in ministry despite the time and distance barriers we face with each other. I am grateful for your willingness to test this idea out. I will be in touch as the time gets closer. Thanks again for being part of this. I believe it has the potential to help the kingdom advance more effectively in our corner of the world. God’s best to you,
September 24, 2007 Dear..., Thank you so much for you participation in the first training session for the strategic mentoring pilot project. There will be a total of 17 people in this initial experiment from across our state and including some from the office in Topeka. If you haven’t done it yet, please go ahead and register on the Web site as a mentor. Let me know right away if there is a technical problem. Our final training session will be as follows. I am listing all three Nebraska locations in case one works better for you than another. Please let me know if you will not be able to make it to the second session. Perhaps we can work something else out. At that session I will have final directions for our experiment. After that I would like each of you to engage in at least two strategic mentoring encounters to test the process, but we will talk about that at our final session. The training session will be: KNCSB staff OTBA pastors ENBA Lincoln pastors ENBA Omaha pastors 10/4/07 10/8/07 10/9/07 10/10/07 9:30-12:00 11:00-1:00 10:00-12:00 10:00-12:00 Topeka office Kearney Southview Baptist ENBA office
Thanks again for begin part of this. I thoroughly enjoyed getting to spend time with you. It is an honor to be teammate with you in the kingdom in this part of the world. Learning with you,
October 28, 2007 Dear friends, I want to thank you for your time, feedback, and encouragement on the strategic mentoring project. I have really enjoyed getting to spend time with each of you during the orientation process. I am confident that God can use this to make a positive kingdom impact. Your participation and feedback will help determine its future shape. I think I forgot to talk about a feedback form in the back of your packet while I was with you. It is designed to get your thoughts on the value of each training session in the notebook and your thoughts on their use for future participants. Could you please fill out the orange “training session feedback” forms and send them to me if you haven’t already? Your thoughts will shape the future value of this process. Many of you have registered on the Web site. I want to encourage those who haven’t to do that soon. When you do it will help everyone better begin making their two mentoring contacts. November would be a good month to make your first contact with another mentor in the pool to seek counsel and encouragement. I have enclosed a list of all the participants for your information. Thanks again, for taking a chance on this. Your participation is a great encouragement. Yours for Him,
One quirk of the Web site is that you must register in both the mentor and mentee sections. 1. “Can anything good come out of Lexington?” With your help. perhaps it can.. I hope this can work for you. The holidays are coming.179 November 13. Someday we can figure out what that might be. Enjoy the day. But for now I appreciate your working with it as it is. 3. We will see if this can be changed for future use. Then we won’t be crunched more than usual in December. Most of you have registered. I need each of you to engage in at least two strategic mentoring contacts by the end of 2007.. For that I am grateful. John Shields . Again I am very grateful for your participating in this. Here are the highlights. I owe you something big. No one has called me with major Web site problems. I wanted to update you on where we are with the mentoring project. I hope it is working for us so far. Let me know if you run into any trouble or if I can help in any way. it would be great to get that done soon. If you’ve been watching the news. It would help if you can pursue one of them as a mentee before November is over. you might be wondering. This is praise. 2007 Greetings from Lex. Our mentor pool will be too small without you! 2. If you haven’t. Remember that for a good test.
Please help me by getting those in by that time. I have enclosed a return envelope to help you with this.. 2007 Dear. If you have not yet made a call to a mentor.. I have enclosed additional copies of that form if you need them. I hope it is just a first step to something that can have far reaching eternal impact on many pastors and churches. This will be critical for the evaluation process in my final paper. There is no way to adequately thank you for your encouragement and help with this project. that will give me time to reflect and write – I hope. Remember to fill out and return a feedback form for each mentor encounter you have. please try to do so before the project is over. They are the blue and yellow forms. I am so grateful for your participation in this strategic mentoring project. If you can return your evaluations to me by January 5th. John Shields . It is hard to believe there are only 2 weeks left. It will really help if you can.180 Final Evaluation Letter December 15. Eternally yours.. My deadline for turning in the final paper is February 15th. Please accept the enclosed book as a small expression of my gratitude to you for your help with this. I have also enclosed the postproject personal assessment (salmon) and final evaluation forms (tan).
_____ Important regular ministry responsibility for pastors. don’t ask _____ It comes and goes. _____ Good to do once in a while but not often on my radar screen. How likely are you to seek strategic mentoring from another pastor? _____ Not very _____ Pretty likely _____ Will try to if I have time _____ Very likely 7. How likely are you to offer strategic mentoring to another pastor? _____ Not very _____ Pretty likely _____ Will try to if I have time _____ Very likely 8. 6. sometimes they line up but it is hard to maintain. How adequate do you feel to help another pastor from your experience? 181 .APPENDIX F EVALUATION TOOLS Pre/Postproject Outlook and Involvement Assessment 1. (goal 3a) 2. When is the most recent time you sought help from another pastor (not on staff with you) with a ministry challenge? (goal 3b) _____ More than a year _____ 6-12 months ago _____ 3-6 months _____ 2-3 months _____ within the past month 4. 5. How do you really feel about the practicality of pastors mentoring each other? (3b) _____ Sounds nice but not realistic in a ministry schedule. I am living out my heart in this area. _____ Ok if it works but not a priority. When is the most recent time you have helped another pastor with a ministry challenge? (goal 3b) _____ More than a year _____ 6-12 months ago _____ 3-6 months _____ 2-3 months _____ within the past month 3. How does your involvement line up with your conviction when it comes to mentoring other pastors? (3b) _____ Huge gap. Name some key passages that support mentoring among pastors. _____ Right on track.
Live training session not adequate could be very effective could be adequate preferred other 2. Should be strongly encouraged. (Circle your responses. Make it available but don’t require it. _____ Some value but not critical to participation. Session One: Why Pastors Need Strategic Mentors Describe the value of this lesson for participation in the strategic mentoring process. Should be required for participation. Video lesson on the Web catalyst. _____ Very helpful to understanding and engaging the process. Please describe your recommendation concerning the following possible delivery methods for getting this information to other participating pastors in the future. _____ Not necessary.182 Training Session Feedback Please mark your recommendations for each training session topic. Feel free to mark all that apply. _____ Critical to understanding and engaging the process.) 1. I wouldn’t include it. not adequate could be very effective could be adequate preferred other could be adequate preferred other Do you have other thoughts concerning this session? . Explained in writing through the Web catalyst not adequate could be very effective 3.
Make it available but don’t require it. (Circle your responses. Video lesson on the Web catalyst.) 1. I wouldn’t include it. Explained in writing through the Web catalyst not adequate could be very effective 3. _____ Critical to understanding and engaging the process.183 Session Two: What is Strategic Mentoring? Describe the value of this lesson for participation in the strategic mentoring process. _____ Not necessary. Should be strongly encouraged. not adequate could be very effective could be adequate preferred other could be adequate preferred other Do you have other thoughts concerning this session? . Please describe your recommendation concerning the following possible delivery methods for getting this information to other participating pastors in the future. _____ Some value but not critical to participation. Should be required for participation. _____ Very helpful to understanding and engaging the process. Live training session not adequate could be very effective could be adequate preferred other 2.
Video lesson on the Web catalyst. (Circle your responses. Please describe your recommendation concerning the following possible delivery methods for getting this information to other participating pastors in the future. _____ Not necessary. Live training session not adequate could be very effective could be adequate preferred other 2. Explained in writing through the Web catalyst not adequate could be very effective 3. _____ Very helpful to understanding and engaging the process. I wouldn’t include it. _____ Critical to understanding and engaging the process.184 Session Three: Capturing Your Experience Describe the value of this lesson for participation in the strategic mentoring process. not adequate could be very effective could be adequate preferred other could be adequate preferred other Do you have other thoughts concerning this session? . Should be required for participation. Make it available but don’t require it. _____ Some value but not critical to participation. Should be strongly encouraged.) 1.
_____ Some value but not critical to participation. Please describe your recommendation concerning the following possible delivery methods for getting this information to other participating pastors in the future. not adequate could be very effective could be adequate preferred other could be adequate preferred other Do you have other thoughts concerning this session? . _____ Not necessary. _____ Very helpful to understanding and engaging the process.) 1. Should be strongly encouraged. I wouldn’t include it. Video lesson on the Web catalyst. Live training session not adequate could be very effective could be adequate preferred other 2. Should be required for participation. Make it available but don’t require it. _____ Critical to understanding and engaging the process. (Circle your responses. Explained in writing through the Web catalyst not adequate could be very effective 3.185 Session Four: Sharing Your Experience Describe the value of this lesson for participation in the strategic mentoring process.
Video lesson on the Web catalyst. (Circle your responses. Please describe your recommendation concerning the following possible delivery methods for getting this information to other participating pastors in the future. I wouldn’t include it.) 1.186 Session Five: Preparing to Be Mentored Describe the value of this lesson for participation in the strategic mentoring process. Should be required for participation. Make it available but don’t require it. _____ Very helpful to understanding and engaging the process. _____ Some value but not critical to participation. _____ Critical to understanding and engaging the process. Explained in writing through the Web catalyst not adequate could be very effective 3. Should be strongly encouraged. _____ Not necessary. not adequate could be very effective could be adequate preferred other could be adequate preferred other Do you have other thoughts concerning this session? . Live training session not adequate could be very effective could be adequate preferred other 2.
Should be strongly encouraged. I wouldn’t include it. _____ Not necessary. Video lesson on the Web catalyst. Should be required for participation. Explained in writing through the Web catalyst not adequate could be very effective 3. Live training session not adequate could be very effective could be adequate preferred other 2. (Circle your responses.) 1. _____ Critical to understanding and engaging the process. _____ Very helpful to understanding and engaging the process. _____ Some value but not critical to participation. Please describe your recommendation concerning the following possible delivery methods for getting this information to other participating pastors in the future. Make it available but don’t require it.187 Session Six: Nuts & Bolts of Strategic Mentoring Describe the value of this lesson for participation in the strategic mentoring process. not adequate could be very effective could be adequate preferred other could be adequate preferred other Do you have other thoughts concerning this session? .
188 Mentor Session Feedback Purposes for this tool.. 4. How did you feel about the mentee who contacted you? Please explain? 2. There is a separate one for the mentor and the mentee. • Gain feedback on the process to make it better. Mentor Session Feedback Log: Mentor General Session Information Date of session ____________ Time of contact ____________ Mentor/Mentee contacted _______________________ Approximate length of session ___________________ Means of contact (i. Instant Message. face to face. 5.e. .) ___________________ 1. • Evaluate attitude/likelihood of repeating the process. How comfortable were you listening and sharing with the mentee? 3. • Evaluate the helpfulness of training and Web site. Would you do anything differently in your next strategic mentoring encounter? Please describe.. This tool will be used on-line to gain quick feedback after the strategic mentoring sessions occur (sessions seven and eight for the purposes of this project). phone.. How well did the orientation and training prepare you for this session? Please explain. etc. How willing would you be to continue serving as a strategic mentor? Please explain your reasons.
. one is not so good).e. How did you feel about the mentor you contacted? Please explain? 2. Instant Message.. How would you rate the Web data catalyst in helping you find a strategic mentor on a scale of one to five? (Five is fantastic. etc. How valuable was the insight you gained from this mentor? Why or why not? 3. Is there anything you would do differently if you were to contact a mentor again? 8. Would you recommend this person to other pastors for help in that ministry challenge? 7. face to face. phone.189 Mentor Session Feedback Log: Mentee General Session Information Date of session ____________ Time of contact ____________ Mentor/Mentee contacted _______________________ Approximate length of session ___________________ Means of contact (i. Would you contact this person again? 5. How likely are you to contact another strategic mentor in this manner again? 6.) ___________________ 1. How did/will this session impact your approach to your ministry challenge? 4.
4. Did this project change your attitude about mentoring in any way? Please explain.190 Final Feedback Assessment Purpose: the purpose of this is to measure attitude towards the experience. How likely are you to volunteer to help other pastors through this strategic mentoring network after participating in this project? 6. What suggestions would you have to make the strategic mentoring process more effective? . 3. and future adjustments for improvement. 1. gain feedback concerning its value. How likely would you be to seek mentoring through the Web catalyst with future ministry challenges? 7. What was the least valuable part of this experience for you? 9. How would you rate the relative value of the training sessions on a scale of one to five? (Five is fantastic. It also seeks to determine the likelihood of continued involvement in mentoring in the future. 10. What was the most valuable part of this experience for you? 8. Will involvement in this project change your involvement in mentoring in any way? Please explain. Did this project impact your understanding of mentoring any way? Please explain. What was your general feeling about involvement in this project? 2. 5. one is not so good). 1 1 1 1 1 1 1 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4 5 5 5 5 5 5 5 Session one: Why Pastors Need Strategic Mentors Session two: What is Strategic Mentoring? Session three: Capturing Your Experience Session four: Sharing Your Experience Session five: Preparing to Be Mentored Session six: Nuts & Bolts of Strategic Mentoring Sessions seven and eight: Mentoring Sessions.
6.38 6. Relative Value of Training Sessions for Strategic Mentoring Responses 1 2 6 6 6 4 4 6 3 6 8 8 8 8 6 5 6 6 6 8 6 8 7 6 8 6 8 6 8 8 4 6 8 8 8 8 9 8 8 6 6 6 4 12 8 8 8 6 6 8 C1 C4 6 6 6 6 6 6 8 8 8 8 8 8 C7 C8 6 8 8 8 8 8 8 8 6 8 6 6 C9 Total 8 8 8 6 6 6 86 96 90 90 84 88 Ave.92 6.46 6.92 6.APPENDIX G RESULTS OF EVALUATION TOOLS Training Session Feedback Summary Thirteen responses were returned rating value and preferred communication means for the six training sessions.77 #1 Why Pastors Need Strategic Mentoring 6 #2 What is Strategic Mentoring? #3 Capturing Your Experience #4 Sharing Your Experience #5 Preparing to Be Mentored 8 6 6 6 #6 Nuts & Bolts of Strategic Mentoring 6 2 = not necessary 4 = some value but not critical 6 = very helpful 8 = critical to engaging the process 191 .62 7.
192 Preferred Means of Communication for Each Session Responses 1 2 3 5 7 8 9 12 C1 C4 C7 C8 C9 Total Top Choice Live & video #1 Why Pastors Need Strategic Mentoring • live 3 • written 2 • video 3 #2 What is Strategic Mentoring? • live • written • video #3 Capturing Your Experience • live • written • video #4 Sharing Your Experience • live • written • video #5 Preparing to Be Mentored • live • written • video 0 2 2 3 2 3 3 0 2 3 2 3 3 2 3 3 3 3 3 2 2 2 1 2 3 2 3 3 2 3 3 0 3 3 3 3 35 23 35 3 1 2 0 2 0 3 2 3 3 0 2 3 2 2 3 2 3 3 2 2 3 2 2 2 1 3 3 2 3 3 2 3 3 2 3 3 3 3 35 23 31 Live 3 2 2 0 0 2 3 2 3 3 0 2 3 2 2 3 2 3 3 2 2 3 2 2 2 1 2 3 2 3 3 2 3 3 0 0 3 3 3 35 20 29 Live 3 2 2 0 2 0 3 3 3 3 0 2 3 2 2 3 2 3 3 1 0 3 2 2 2 1 2 3 2 3 3 2 3 3 1 3 3 1 3 35 19 28 Live 3 2 2 0 2 0 3 3 3 3 0 2 3 2 2 3 2 3 3 2 2 3 2 2 2 1 2 3 3 3 3 2 3 3 0 3 3 0 3 35 21 30 Live #6 Nuts & Bolts of Strategic Mentoring • live 2 • written 2 • video 2 0 2 2 3 3 3 3 0 2 3 2 2 3 1 3 2 2 2 3 3 2 2 1 2 3 2 3 3 3 3 3 2 3 3 0 3 33 22 32 Live & video 0 = prefer other (means) 1 = not adequate 2 = could be adequate 3 = could be very effective .
If we-based don’t’ let them move on until they answer here first (session three). Session five. #9 – Walk guys through holding their hands to make sure this thoughtful processing gets done. #9 – The give and take of live training helps here (session four). either through live presentation or video. So.193 Additional Comments: #1 – I prefer live contact. #9 – It is needed to define what it is/what it is not (session two). #8 – I did not need to be convinced of the need to have mentors. #9 – The statistical evidence for this need is overwhelming (session one). C9 – Well done. I know we should trust pastors more. but the areas for making contact and preparing to answer are a bit too complicated. Training mentors and mentees seems like it would work best in a face to face format. I think the entire course was very good. but reality leads to shortcuts. Any of these methods would work. #3 – You catch the passion when you see the person. if time allows in live training. I feel it’s a bit too complicated. but perhaps some do. . #9 – Just point us to the Web site and let it take us through step by step (session six). get guys to work on this a while. Session six.
These short answers represent choices on the assessment that were given to the participants. Passage 2. For example. Offer 8. Adequate C&g C&g On track* C&g* On track On track C&g On track Very* Very* Very* Very* Very Very Very Very Very Pretty Very Very Pretty Very Very Very Very Very Very Very Very Pretty* Pretty Very* Pretty Fairly Very* Very* Very Very* Very* Very* Very * Denotes change from pretest. sometimes they line up but it is hard to maintain. Time help 3. . Practical 4* 2-3 #2 5* 2-3 1 #3 4 #4 #5 3* 5* #8 #9 2* #C3 3* #C7^ 3* 1 mo 3-6 mo Imp #C8^ 0 4 #C9^ 6-12 mo* 1 mo* 1 mo 1 mo 1 mo 1 mo* 1 mo Imp* Imp Imp 1 mo* 1 mo 2-3* Imp 1 mo* Imp 6-12 1 mo 1 mo 6-12 mo Imp Imp 1 mo* 1 mo* 1 mo* Nice Imp* Imp C&g C&g* 5. in appendix F.194 Outlook and Involvement Assessment Here are the pretest and posttest results of this measurement tool. C&g on question five stands for. Adequate 0 2-3 2-3 Nice C&g Try 0 2-3 Yr+ Good C&g #2 #3 1 Yr+ 2-3 Imp Gap 4 3-6 1 mo Good C&g #4 #5 2 1 mo 6-12 Imp C&g #8 9 3 #9 2 1 mo 6-12 Imp #C3 1 1 mo 1 mo Imp #11+ #12+ 4 2-3 1 mo Imp #C1+ #C2+ 3 1 mo 1 mo Imp C&g 2 1 mo 1 mo Imp C&g 1 mo 3-6 1 mo 1 mo Imp Imp C&g On track On track On track C&g Very Pretty Very Very Very Very Fairly Pretty Pretty Pretty Pretty Try Pretty Very Pretty Pretty Very Very Very Very Pretty Pretty Not Fairly Very Very Very Some Fairly Fairly Very Very Fairly Fairly Very Posttest #1 1. Consistent 6. to identify other abbreviations.” Please see the actual assessment on page 181. ^ Denotes no pretest turned in. “It comes and goes. Consistent C&g 6. + Denotes no posttest turned in. Time help 3. Practical 5. Seek 7. Pretest #1 1. Seek help 4. Seek 7. Offer 8. Seek help 4. Passage 2.
#9 – I’ve got stories and I see principles to learn from them. #8 – I have been in the ministry for 25 years and have lots of experience at different levels. C8 – With my years of experience I feel I have something to offer. but I believe that God has shown me some things and allowed me some experiences that could benefit my colleagues in their struggles. . for those mentees and myself. C3 – My years of experience as a pastor in all types of ministry settings has given me a broad understanding and foundation for dealing with all kinds of church related issues/pressures.195 Participant Comments: #1 – I think it is needed. It has great value for success in ministry . #3 – I have a story to tell. I believe this is one of the greatest needs for ministers today. especially in areas where they have no colleagues available to connect with. When I need it. successes and failures to be learned for. but we just won’t do it. Peer mentoring has tremendous value. C7 – I consider this as a calling related to my position in ministry. . . I have a lot of experience. #2 – I have been mentoring men to become pastors for 12 years. I can share and help others. Thanks John. I am not an expert but have been there. right now I’m not in need of it. #5 – I don’t want to sound arrogant. but I just don’t get asked for help. C9 – Mentoring is a very important experience for a pastor. There is also my life experiences in ministry. I have also taken training to better help mentor church planters. Likely to help if they ask.
196 . It will cost you nothing but time and may help lighten your load. Find A Mentor: Welcome page Basic instructions Mentee reflection guide User ethics agreement User registration Select a Mentor User feedback Pastors today face real. Within this site pastors have volunteered to share their experience with others for the sake of the kingdom. their families and their congregations. registration will be limited to Nebraska pastors invited to participate in the pilot phase from September 2007 until January 2008.APPENDIX H SAMPLE WEB PAGES Here are some sample pages of the Web site for the Strategic Mentoring Catalyst. If your next steps in ministry seem like a puzzle and you’re not sure how to put it together. spiritual emptiness and a host of other ailments. Thank you for your understanding. register and begin seeking a strategic mentor to help strengthen the kingdom in your corner of the world. Mentor Reflection Guide Mentor feedback Attention This Web site is part of a strategic pilot project. Main Menu: Home Page (http://connectingpastors. However. depression.org Strategic Mentoring Catalyst Home Page Project Overview How to use this site Challenge Areas Unsubscribe Contact Project Admin. continued education and a consistent discipline of renewal. then we may have help for you. family alienation and conflict due to the demands of their calling. Become A Mentor: Welcome page Basic instructions Mentor agreement Sign up as a Mentor Lost login info. We have compiled their experience areas and contact information in a simple secure database to help you find the help you desire. They work under superhuman expectations and live life in a goldfish bowl.org/): Main Menu: Welcome! ConnectingPastors. Please explore the basic instructions. Without reflection. Many experience personal loneliness. Visitors are welcome to explore. a pastor can fall victim to burnout. low selfesteem. They are prepared to listen to you and share their experience in order to help you find your way. We hope this too might prove valuable for a wider audience after that time. powerful and potentially devastating challenges in ministry that threaten to damage them.
So one man sharpens another. these entrust to faithful men.. Willing peers already identified B. Business/time B. 1 Willing pastors & denominational staff identify areas in which they have experience they would be willing to share with others in a secure database.197 Main Menu: Project Overview (http://connectingpastors. 4. 1 Pastors seeking help in specific ministry challenges could search the database. They also provide general information about their ministry settings past and present.” 2 Tim. Relevant experience found more easily C.org/Overview. Why this? (How can it help. 2. A. A. It is a relational ministry catalyst. And in abundance of counselors there is victory. plans are frustrated.html): Strategic Mentoring Pilot Project: Purpose Pastors will intentionally increase their availability to each other for the purpose of strategic mentoring with ministry challenges and intentionally seek such mentoring for themselves when needed. 2 Orientation and training tips are provided for those seeking a strategic mentor in order to maximize and respect the mentor relationship. 3 The mentoree contacts the mentor to set up a strategic mentoring contact. Most desire more and closer relationships B. Distance C. 2:2 And the things which you have heard from me in the presence of many witnesses. who will be able to teach others also. What is it? A web-based information catalyst to help pastors to engage in short term peer mentoring on specific ministry issues with those who have the appropriate experience in a timely manner.. not a program. to find a willing person with experience in their specific challenge.. A.. Those seeking help. Proverbs 15:22 Without consultation. And a man of knowledge increases power. New relationship possible but not artificially enforced D. It touches a real need.. How does it work? Those willing to help. 6 For by wise guidance you will wage war. after registering.. But with many counselors they succeed Proverbs 24:5 A wise man is strong. It bridges primary barriers. Prov 27:17 Iron sharpens iron. Driven by need when the need arises.” . Trust/affinity 3. 2 Basic orientation and mentor training would be provided to those willing to serve in this way in order to best help those seeking insight. Few have more than 1 or 2 pastors they would call for help. I think)? 1. It is biblical.
Our desire is that people are helped and not hurt as a result of this site.org Strategic Mentoring Catalyst User Instructions: In order to preserve the integrity and security of information on this site. Names and information of potential strategic mentors in those areas will appear. To use this site effectively begin by: 1. Be sure to respect their preferred time and method. 4. Registering as a user and committing to the user ethics agreement. Upon registration and confirmation of your email address you will select a User name and password. The strategic mentor is only one source of wise counsel. Select which strategic mentor(s) you would like and make first contact. Those seeking help will be limited to the menu section “Find a Mentor” at your left. Prayerfully determine your course of action in light of the insight you have gained. We ask that you familiarize yourself with the functions and ethical guidelines. 3. Consider using the reflection questions to prepare your thoughts and questions before making the contact. Those volunteering to mentor will need the recommendation of their Director of Missions to sign up. 2.html): ConnectingPastors. Go to the “select a mentor” section (requires password) and determine the area in which you would like help from a strategic mentor.198 Main Menu: How to use this site (http://connectingpastors. Remember ultimately you must determine what is God’s best for your situation.org/UserInstructions. We ask that abuses of the ethical guidelines of this site be reported to the site manager. Set up an appropriate time for the strategic mentoring conversation(s). Select a subcategory from the general area. This will help us evaluate and adjust the process as well as the effectiveness of the registered mentors. . 5. we have established certain guidelines and procedures. PLEASE: fill out the brief post session feedback form.
15:22 “Iron sharpens iron. registration will be limited to Nebraska pastors invited to participate in the pilot phase from September 2007 until January 2008. Welcome page Basic instructions Mentor agreement Sign up as a Mentor Lost login info. We pray God leads you to the counsel you need and hope you will consider being a strategic mentor for others as well. Thank you for your understanding. So one man sharpens another.” Prov. Visitors are welcome to explore.org Strategic Mentoring Catalyst Main Menu: “Without consultation.199 Find A Mentor: Welcome page (http://connectingpastors. 27:17 Home Page Project Overview How to use this site Challenge Areas Unsubscribe Contact Project Admin.” Prov. We believe that goes for pastors as well. But with many counselors they succeed. Welcome! God never intended the Christian life to be lived alone. Our hope is that this site can be a tool to help you tap into the experience you need when you need it from other teammates in the Kingdom of God. However. Find A Mentor: Welcome page Basic instructions Mentee reflection guide User ethics agreement User registration Select a Mentor User feedback Become A Mentor: Attention This Web site is part of a strategic pilot project. We hope this too might prove valuable for a wider audience after that time.html): ConnectingPastors.org/User_Welcome. plans are frustrated. Mentor Reflection Guide Mentor feedback . Together we can all be more effective under the leadership of Christ.
” Howard Hendricks – from Iron Sharpens Iron After you register you will be on your way to finding a strategic mentor. Register with your demographic information. Search the database for a strategic mentor.200 Find A Mentor: Basic instructions (http://connectingpastors.org Strategic Mentoring Catalyst Basic Instruction: “I can tell you without reservation that men who are making the greatest impact for God in this generation are men who have placed themselves under the tutelage of other godly men. Use reflection form to prepare for your strategic mentoring contact. (You can cancel registration at any time).html): ConnectingPastors. Check ethical user agreement. . Available strategic mentor information will be shown). 4.org/User_Basic.. 5. May God bless your search for counsel. Make contact if you find a strategic mentor according to their preferences. 6. 3. (Start with broad areas and then select a subcategory. Give feedback following your strategic mentoring session(s). 2.. To seek a strategic mentor with this site. 1.
org/Mentor_Agreement. 6) Those searching the database will not contact those they find there for any other purpose other than seeking counsel in the areas mentors have a agreed to share. (Sensitive personal information should not be included on the site). . 2) Those submitting information concerning their experience will do so with a heart to help others willingly and not a heart of pride. 4) Those submitting information concerning their experience understand that they are volunteering to share that experience with others who contact them as a result of finding that information on this site. the following ethical boundaries must be accepted by all the users who desire access to this site. 1) Those submitting information concerning their experiences will give honest and complete information without exaggeration or relevant omission.201 Find A Mentor: User ethics agreement (http://connectingpastors. Purpose: The purpose of this site is to connect pastors by making their collective experience available to each other at the specific time and point of their ministry need. html): ConnectingPastors. for the purpose of helping you realize your full potential in a specific ministry challenge.org Strategic Mentoring Catalyst Strategic Mentoring Catalyst Ethics Agreement: Strategic mentoring involves a relationship built on trust and mutual respect. 7) Those seeking a strategic mentor agree to respect the time and personal boundaries of those they contact in the pursuit of such mentoring. It is a conversation that is designed by you and your strategic mentor. 3) Those submitting information concerning their experience should not include names of others connected to their experience without expressed permission. 5) Those searching the database will not use the information they find-contact or otherwise-for any other purpose other than seeking a mentor for their personal challenge. In order to safeguard the integrity of the process and the information. Strategic mentoring helps you gain insight from others’ evaluated experience to help you lead wisely in your situation.
) Ministry Challenges If. however. Once you select a subcategory your mentor search will reveal a list of Mentors in the area of your need.) Crisis/Conflict/Transition Issues 4.202 Find A Mentor: Select a Mentor (http://connectingpastors. .) Administration/Budget Issues 3.org/User_Search.) Staffing Issues 6.html): ConnectingPastors.) Growing Pains 5.org Strategic Mentoring Catalyst User Search Page: From this search page you first choose one of the 7 categories which may apply to your situation.) Family/Personal Issues 2.) Issues Concerning Plateaus/Turn Arounds 7. you know the Mentor’s name or ID# you may choose to use this Search Engine. Then a second page will come up listing the various sub-categories related to the category of your choice. 1.
Visitors are welcome to explore. these entrust to faithful men. Find A Mentor: Welcome page Basic instructions Mentee reflection guide User ethics agreement User registration Select a Mentor User feedback Attention This Web site is part of a strategic pilot project. Become A Mentor: Welcome page Basic instructions Mentor agreement Sign up as a Mentor Lost login info.org desires to be a catalyst for pastors to sharpen each other through sharing the experience God has given them. Mentor Reflection Guide Mentor feedback . Thank you for your understanding.org/Mentor_Welcome. who will be able to teach others also.org Strategic Mentoring Catalyst Main Menu: “And the things which you have heard from me in the presence of many witnesses.html): ConnectingPastors. 2 Timothy 2:2 Home Page Project Overview How to use this site Challenge Areas Unsubscribe Contact Project Admin. We welcome you to this site and thank you for raising your hand to help others be effective in their assignments from our Lord. May God bless you in your desire to help your teammates in the Kingdom of God. However. Welcome: Connectingpastors. We hope this too might prove valuable for a wider audience after that time.203 Become A Mentor: Welcome page (http://connectingpastors. registration will be limited to Nebraska pastors invited to participate in the pilot phase from September 2007 until January 2008.
Be sure to schedule and protect the time you set aside for this conversation. Where is God leading your heart as you scan possible mentors on the Web site? 4. STEP SEVEN: Make contact for your mentoring session. STEP SIX: Prepare to Listen. Contact the potential mentor in the way they prefer. 1. What areas of your ministry may be impacted by this challenge? In what ways? 3. pray and seek holiness before the Lord) STEP TWO: Identify your challenge. Who has experience with the kind of challenge you are facing? 2. (i. prayer and the insight you have received? . What insight do you need to take into account? 2. What are the critical steps for you? 4. What is your goal/objective? STEP THREE: Reflect on your challenge. Be sure to listen and ask follow-up questions where you would like clarity. What questions do you have about your challenge? 3. What risks/barriers are you facing? 4. Who of those with experience is likely to understand your ministry context? 3. 1. 1. Take time to reflect on some of these questions prior to making contact and you will be better prepared to receive the counsel you desire.e. What are you facing? 2. What are your resources? STEP FOUR: Prepare your key questions. Focus on the conversation – this is not time to check your e-mail. Have plenty of paper to write what is shared. (attitude.org/Mentor_Prep.204 Become A Mentor: Basic instructions (http://connectingpastors. What leaders do you need to help in your ministry? 5. 2. What experiences do you need/lack? 4. What do you need to know or learn? 2. What options are you considering? 5.html): Mentor Preparation Page: These questions are designed to help you maximize your strategic mentoring contact. STEP EIGHT: Prayerfully process the insight and determine the plan to face your challenge. What will you have to trust God for? 6. What is God leading you to do based on His word. heart and body) 1. 3. 1. 4. STEP FIVE: Prayerfully seek the experience you need in the database. 1. Prioritize what you need to learn. What are the different aspects of this challenge? 2. STEP ONE: Seek wisdom and clarity from God at the beginning and throughout the process. What are the similarities and differences in your context and what impact could they make? 3.
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