Barnabas File

Since I attend a Baptist church, we do not observe All Saints’ Sunday, but we do practice a Service of Remembrance during worship that remembers those of the fellowship (saints), who have passed during the previous year.    Each name is read, and a bell is tolled in their memory.   As part of the service, we sang the familiar hymn "Shall We Gather at the River?"    Shall we gather at the river, Where bright angel feet have trod; With its crystal tide forever Flowing by the throne of God? Yes, we'll gather at the river, The beautiful, the beautiful river; Gather with the saints at the river That flows by the throne of God.   This classic gospel hymn was written in July 1864 by American Baptist minister and composer Robert Lowry (1826–1899).   During an oppressive summer and a local epidemic/fever outbreak in Brooklyn, New York, Lowry wrote both the words and music.  Lowry reflected on the many hymns of the era tha...

Although we may have learned clear definitions of coaching that guide us as coaches, we are always seeking ways to build upon those definitions to practice our craft effectively.        The common aspects of the definitions tend to focus on the person being coached, the collaborative nature of the process, and helping the client achieving his or her potential.     Undergirding these definitions is the expectation of change on the part of the client, even though change is one of the greatest challenges each of us faces in life.   Helping People Change   provides the coach with deeper insights and suggestions about how to pursue change with our clients. The authors face the potential and challenge of change head on.  Building on the insights of positive psychology, neuroscience research, and extensive coaching experience, they provide an effective framework for guiding a client through the process of personal change, one based on the Inten...

A friend had lost his job.     We were having coffee together and he was outlining his options.      I asked, “What about your network?”     He gave me a puzzled look and said, “What do you mean?”     I followed through by asking about his contacts with peers in similar positions, professional organizations, and so forth.     No, he couldn’t really think of anybody!    Somehow this had never been on his radar.   Networking is a core leadership skill.  The basic idea of networking is to connect with people in in your professional community for encouragement, knowledge sharing, and broadening your presence.  Networking is important not just for finding a job but for contributing to your field.  It has been vital in my growth and service as a minister.   In  Lead with Quiet Confidence , Jennifer Marcou identifies networking as a skill vital for every professional, including introve...

Most of us got into ministry because we wanted to help people and be problem solvers.  As a coaching leader, we exercise skills that assist staff members in learning how to help themselves and develop their gifts to solve their own problems.  Transitioning from institutional “boss” to developmental companion requires mastering three fundamental practices: 1.          Ask Powerful Questions Instead of Supplying Instant Answers   Pastors are conditioned to provide answers. When a staff member walks into your study describing a breakdown in youth ministry, a worship conflict, or an administrative bottleneck, the natural reflex is to solve it. A coaching leader resists that impulse. When you provide the immediate answer, you keep the staff member dependent on your problem-solving capacity. When you ask powerful, open-ended questions— What options have you explored? What does wise stewardship require here? What outcome are you seeki...

A coaching leader invests in others by encouraging, challenging, and supporting them. It begins with seeing the other person as a capable and gifted.  A friend who took a coach approach as a supervisor used his planning sessions with staff members to ask questions like:    ·        “What did you learn from this experience?” ·        “What can we celebrate about your work?”   ·        “These are great ideas, but what will you have to give up to pursue them?”  ·        “How can I help you to accomplish your goals?” Both supervisors and coaches bear ultimate responsibility for mission execution, but their core postures toward people differ fundamentally.   Conventional Supervisor Pastoral Coaching Leader Operates out of fear of failure or reputational risk Views failure as a threshold for reflection and discipleship Maintains s...

So Christ himself gave the apostles, the prophets, the evangelists, the pastors and teachers, to equip his people for works of service, so that the body of Christ may be built up until we all reach unity in the faith and in the knowledge of the Son of God and become mature, attaining to the whole measure of the fullness of Christ. (Ephesians 4:11-13, NIV)   If you serve in ministry long enough, you will eventually find yourself moved into administrative oversight. For many lead pastors, this transition comes as an unexpected tension. You were trained to preach, care for souls, and guide a congregation spiritually; now, you find yourself managing staff, directing ministry teams, allocating budgets, and overseeing staff performance.   Managing is not an inferior calling. Faithful stewardship requires directing resources to meet kingdom needs and advance ministry goals. Yet the most challenging element of pastoral administration is not mana...