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Great Idea 1: Agree a Vision

JAMES NEWCOME

I tell you that if two of you on earth agree about anything you ask for, it will be done for you by my Father in heaven

Matthew 18.19

Top Tip: Listen hard before saying too much.

Business Perspective: The successful organization understands the necessity for creating a vision as it becomes the unifying force for the organization. Without a vision an organization creates a disparate set of individuals who all like to pursue their own agendas.

Agreeing a vision is one of the most important things any church leader can do. It contributes directly to the growth of a healthy church. Consider these three key questions:

With whom should you agree?

Any vision needs to be agreed with:

God: The vision should be his.

A leadership team: The vision should be ‘ours’, not just ‘mine’.

The congregation: Not everyone will agree, but all should be involved in the process.

Why should you agree?

Agreeing the vision with God, a leadership team and the congregation is essential because if the vision and its timing does not come from God it is unlikely to get very far. If the process isn’t shared and worked on by other leaders there is a real danger of missing the point as well as alienating vital colleagues. If people don’t ‘own’ the vision they simply won’t follow where you try to lead.

How can you agree a vision?

No vision gets wholehearted agreement without a careful and sometimes lengthy process of preparation. This involves:

 Locating areas of dissatisfaction in the life of the church. This could be anything from uncomfortable pews to lack of local outreach. Listening carefully to people’s hopes, fears and longings as well as their deepest frustrations provides a starting point for discussion as well as an initial source of energy.

 Holding evenings and perhaps whole days of prayer for listening to God. These could sometimes be accompanied by fasting. They should always include written feedback.

 Working with a small group at articulating a clear picture of ‘where we want to go’. The picture needs to be realistic about the current situation as well as specific about the ‘preferred future’.

 Identifying individuals and groups who may be opposed to the developing vision. Some may be complacent about the status quo and averse to change of any kind. Others might not understand or they might misunderstand what is going on. Others still might feel threatened by the direction in which they sense the church is heading. It matters that leaders should spend time with these people, listening to their concerns and explaining what is going on and why.

 Gathering all necessary information. For example, if the vision includes a building project the leaders will need to know what it will cost in time and effort as well as money.

 Creating a plan of action or strategy so that when the vision is finally presented people will know when they will start and how they can get from where they currently are to where they are going.

 Clarifying the roles and responsibilities of those who will lead and manage the change.

 Living the vision with infectious enthusiasm so that others will be drawn in and want to share what excites and motivates you.

The overall aim of this whole process of preparation is that when the right moment comes to present the vision formally, people will say not just ‘I know what you mean’ but rather ‘how can I be involved?’

For reflection and discussion

1 What is the current vision for your church?

2 What areas of church life should be developed or dropped in order to fulfil the vision?

3 What opportunities are there ahead which will enable the spiritual growth of your church?

4 What obstacles need to be considered and understood before articulating your vision to the wider community of the church?